1. SOCIAL TALENT RESEARCH
David Wilkins, VP Taleo Research

2. TALENT INTELLIGENCE

3. INNOCENTIVE
› Total Registered Solvers
Approximately 250,000 from nearly 200 countries
› Total Challenges Posted to InnoCentive.com
More than 1,200
› Total Solution Submissions
24,256
› Average Success Rate
50%
TALENT INTELLIGENCE

4. …we multiply our internal
innovation capability with a global
network of innovation partners
outside P&G. More than half of all
product innovation coming from
P&G today includes at least one
major component from an
external partner.
TALENT INTELLIGENCE
http://www.annualreport.pg.com/annualreport2009/letter/strength.shtml

5. WHY “SOCIAL TALENT” AS A CONCEPT
› Talent exists outside your organization
› Talent is global
› Social networks connect you to that talent
› Your own talent is increasingly connected to external
opportunity
– Engagement and employee opportunity *within* your business
is more important than ever
– Social networks and social talent management support this
engagement
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6. EMPLOYEE ENGAGEMENT
2 are 5 are open to a new job, 3 are not
actively looking but are not actively interested in a
for a new job looking new job at this time
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7. EMPLOYEE ENGAGEMENT
2 are 5 are open to a new job, 3 are not
actively looking but are not actively interested in a
for a new job looking new job at this time
› Consistent with Blessing White data:
› Less than half (48%) of European employees would stay with their current
employer through the next 12 months if given a chance to leave.
› Number of European employees “determined to leave” their current employer is
now 14%, up from 10% in 2008.
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8. USE OF NETWORKS FOR PROFESSIONAL PURPOSES
LinkedIn 21%
Facebook 20%
Google + 9%
Twitter 8%
YouTube 6%
In house social networks / communities 6%
MySpace 3% 45% of office workers use
Flickr 2% social networks for
Bebo 2%
professional purposes
Four Square 2%
Quora 1%
63% of 18-24 year olds
Xing 1%
66% amongst active job seekers
Viadeo 1% 49% amongst private sector employees
Other 2%
None of the above 55%
TALENT INTELLIGENCE

9. USE OF NETWORKS FOR PROFESSIONAL PURPOSES
LinkedIn 21%
Facebook 20%
Google + 9%
Twitter 8%
YouTube 6%
In house social networks / communities 6%
MySpace 3% 45% of office workers use
Flickr 2% social networks for
Bebo 2%
professional purposes
Four Square 2%
Quora 1%
63% of 18-24 year olds
Xing 1%
66% amongst active job seekers
Viadeo 1% 49% amongst private sector employees
Other 2%
None of the above 55%
TALENT INTELLIGENCE

10. OTHER USE CASES FOR EXTERNAL SOCIAL NETWORKS
› 35% planning to use social networks to improve knowledge and
education
› 29% to discuss industry specific topics
› 28% to find new business / clients
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11. KNOW THE PEOPLE YOU HAVE
48%
say that their skills go
unnoticed
feel that their work
history & experiences
are not leveraged by
their employer
75%
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12. WHO UNDERSTANDS WORKERS BEST?
Professional & work
capabilities
Other None of the
1% above
Don’t know 3% My family /
5% partner
21%
My line manager
22%
My friends
outside of work
4%
HR software /
systems
1%
My colleagues
and peers
43%
TALENT INTELLIGENCE

13. WHO UNDERSTANDS WORKERS BEST?
Professional & work Professional & work
capabilities aspirations / ambitions
None of the
Other None of the Other above
1% above 1%
My family / 6%
Don’t know 3% Don’t know My family /
5% partner 5% partner
21% 43%
My line manager
My line manager 13%
22%
My friends
HR software /
outside of work
systems
4%
1%
HR software /
systems
1% My colleagues
My colleagues and peers
and peers 22% My friends
43% outside of work
9%
TALENT INTELLIGENCE

14. SOURCING AND ONBOARDING

15. SOURCING AND ONBOARDING

16. SOURCING AND ONBOARDING

17. PERFORMANCE MANAGEMENT AND COMPENSATION

18. PERFORMANCE MANAGEMENT AND COMPENSATION

19. TOP PERFORMER AND HI-PO DATA IS UGLY
› 80% of companies don’t know who is a flight risk.
› 78% of companies don’t know who is on a succession plan.
› 80% of companies don’t know who has a career path.
› 65% of companies don’t know much about who they’re
retaining.
› 84% of companies don’t if their development plans are working.
› 65% of companies don’t know much about Hi-Po’s.
TALENT INTELLIGENCE

20. UNTAPPED EXTERNAL SOCIAL NETWORKS
› 75% of employees said
that the company is not
leveraging their networks
and professional
relationships
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21. Strategic Implications
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22. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
TALENT INTELLIGENCE

23. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
› Since peers know more about each others’ career aspirations
and skills / talents, then to tap into this with social TM
› Learn more about your talent and use their strengths
TALENT INTELLIGENCE

24. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
› Since peers know more about each others’ career aspirations
and skills / talents, then to tap into this with social TM
› Learn more about your talent and use their strengths
› Invest in mobility – move people around to avoid losing them
TALENT INTELLIGENCE

25. DEFENSIVE STRATEGIES: KEEP THE TALENT YOU HAVE
› Limit flight risk of your top performers
– #1 reason for dysfunctional turnover in Europe: lack of career
opportunities
– #1 contributor to job satisfaction: “more opportunities to do what I do
best,” “career development opportunities and training” (tie)
› So, if peers know more about each others’ career aspirations
and skills / talents, then to tap into this with social TM
› Learn more about your talent and use their strengths
› Invest in mobility – move people around to avoid losing them
TALENT INTELLIGENCE

26. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
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27. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
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28. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
› Tap into your employee networks; just 25% of respondents felt
like companies are using this information
› Leverage social media tools to gauge “sentiment” at competitors
or of key candidates and then use this to tailor strategies
› Maintain a proactive strategy regarding passive candidates
particularly leveraging the “always current” LinkedIn profiles
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29. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
› Tap into your employee networks; just 25% of respondents felt
like companies are using this information
› Leverage social media tools to gauge “sentiment” at competitors
or of key candidates and then use this to tailor strategies
› Maintain a proactive strategy regarding passive candidates
particularly leveraging the “always current” LinkedIn profiles
29 TALENT INTELLIGENCE

30. OFFENSIVE STRATEGIES: ACQUIRE NEW TALENT
› Create a world-class career site as a hub for recruiting
› Make sure you also have world-class presence in main social
networking sites: LinkedIn, Facebook, YouTube, Twitter
› Link content and external education strategies to recruiting;
passive candidates can find you in a variety of ways
› Tap into your employee networks; just 25% of respondents felt
like companies are using this information
› Leverage social media tools to gauge “sentiment” at competitors
or of key candidates and then use this to tailor strategies
› Maintain a proactive strategy regarding passive candidates
particularly leveraging the “always current” LinkedIn profiles
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31. EXPERIMENT
› Facebook – hub for blue collar, line workers
› LinkedIn – hub for white collar, knowledge workers
› Twitter – channel or link to other content?
› YouTube – content and hub, source for other sites
› Txt – link to Millennials and mobile users
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32. EXPERIMENT
› Facebook – hub for blue collar, line workers
› LinkedIn – hub for white collar, knowledge workers
› Twitter – channel or link to other content?
› YouTube – content and hub, source for other sites
› Txt – link to Millennials and mobile users
› Your success in each channel will vary by geography
› Your success will vary by job type
› Your success will vary based on maturity
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33. FINAL THOUGHTS: RECRUITING DOESN’T LIVE IN A VACUUM
› Strong talent practices internally reduce dysfunctional turnover
› Less dysfunctional turnover means less time re-filling roles
› Which means more time on acquisition strategy
– LinkedIn
– Facebook
– YouTube
– Twitter
› Social is here to stay: examine all facets of social brand image
to candidates; it’s bigger than your recruiting presence
› You don’t have to be an expert to get started, just get started…
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