// December 6th, 2011 // 1 Comment » // Employment Branding
Last week, at the ATC Social Media Conference in Melbourne, I heard one of the speakers suggest something I found remarkable. Bill Boorman told the audience that, in his view, any content ‘that took longer than ten minutes to produce’ was overcooked. Bill’s argument was that raw content was automatically more authentic, and that ‘snap shots’ were more honest than ‘wedding photos’.
I disagree.
// June 1st, 2011 // No Comments » // Employment Branding
Technology is designed to make our lives easier. It’s part of an ongoing process by which science creates tools that enable us to achieve more things in less time. Whether it’s time we save by not needing to learn the individual steps, or time recovered from having to manually complete those steps to achieve an outcome, it is time that is the reward when technology is used correctly. Technology is a tool that allows us to do things more exactly, more correctly, more efficiently than we would if we did things by hand.
These days, most of our technology comes in two formats. It is either devices, such as tablets and smartphones, or it is software. While the two often go hand in hand, it is software, and specifically the operating platforms we use therein, that make the most impact to our administrative lives. It’s a growing field in which we can see huge gains made in our processes by adopting newer platforms and versions of existing software, and taking advantage of the automation of some of those tasks.
// May 9th, 2011 // No Comments » // Recruitment Marketing
It’s been said before that we have moved into an age where adopting the new has overtaken mastering the old. We embrace platforms and technologies as they surface, usually in relation to how submerged we are in the innovation pool. The more time you spend on social media, the more likely you are to know something new is coming, and the more likely you are to try and integrate it into your people strategy. It’s why HR and recruitment people get involved in social media. We like to see the trends coming, and to experience the information, analysis and viewpoints of our own community.
The problem with this is that we become addicted to novelty. We get addicted to trying to get the new thing up and running. Facebook, Twitter, FourSquare, Tumblr – the list of possible ways to engage talent , particularly passive talent, grows as we spend more time in this world. We have conferences on how social platforms can build brand engagement, on how LinkedIn can find us the names of possible talent, on how metrics and online interaction can create loyalty. It’s a shiny new world, and it gives us all something to talk about. And I have no doubt that there are plenty of strategies that allow companies to use social media to bring passive talent to a greater understanding of what they offer. No doubt at all.
// May 8th, 2011 // 1 Comment » // Behaviour
Kevin Wheeler, as always, is thought-provoking. His recent post on ERE.net about social media trends struck a chord with me, on one issue. He suggests that ‘communities’ as a term is inaccurate, and that ‘special interest groups’ is more applicable to what we’ve been building with online engagement in the talent space. Some comments agree, some disagree – I’m sure almost all have an opinion. Have a read. It’s good stuff.
And given this is my blog, I have an opinion too. And it’s that ‘communities’ is inaccurate for a completely different reason.
// January 16th, 2011 // No Comments » // Employment Branding
I’m about to ask these ten questions of my team. I think they’re a good set of questions for any team of internal recruiters. Or any internal HR team. Or anyone at all.
// August 18th, 2010 // No Comments » // Employment Branding
Imagine your organisation closes its doors tomorrow. The people disperse, the product disappears from the market. Teams are divided off to competitors, the brand vanishes.
What would the world be missing out on?
What would you, as an employee, miss out on?
The answer to the first question is the reason your company exists.
The answer to the second is your employer brand.
// August 13th, 2010 // 3 Comments » // Employment Branding
There’s an old saying that applies to social media. “If all you have is a hammer, every problem starts to look like a nail.” For those of us who have been swimming in the social media pool for a while, it’s easy to start thinking it’s a silver bullet. And maybe it is. Except that even silver bullets need to be well-aimed and fired from a gun that works.
Using online social networks as a channel for attracting and engaging talent is a great idea. It’s a great idea because it allows you to communicate in real-time with an opt-in talent pool. It allows you to stand up as part of the tribe, as a voice worth hearing in your industry. And it allows you to tell the story of your brand, your employment experience, and amplify the messages you want to send about your culture. Most other media, such as newspapers, videos and careers events, let you do that too. The only real difference is that online social platforms give your audience a voice to converse with you, too. The democratic nature of response-focused online media gives your brand greater access to feedback and conversation.
// July 19th, 2010 // No Comments » // Recruitment Marketing
Applications (or apps, as we now call them) for mobile devices are the new black. With smartphone technology advancing, new devices and a flood of marketing and journalism around the app market, there’s plenty of noise. Apps are the new silver bullet, the must-have part of any process. At least, according to some. Not me.
The point of mobile apps is repetition. They’re designed to be used multiple times. If you’re downloading a program to your mobile device, you’d want it to be something you use time and again. Like ordering a pizza, or logging into Twitter, or taking photos. They’re designed to perform a specific repetitive function for the user.
// June 23rd, 2010 // 1 Comment » // Employment Branding
Three years ago, I had a conversation with one of our internal recruiters around the TVP (talent value proposition – like an EVP for a particular talent segment) for his area. He was recruiting IT people for an engineering firm, and attrition was high in that team. People weren’t staying for more than 6 months, and we were looking for a solution.
We sat down and read the ads that had been used in the past, looking for clues. They were pretty standard ads – list of skills, what you’ll be doing here, the usual jazz. There wasn’t much to inspire there, not a lot of cultural discussion. So we started writing new copy for all the ads to talk about the team from a human perspective.
And we hit a snag.
We were looking at recruiting into a team with an obvious problem around staff performance and culture. We were looking at recruiting into a team that suffered such quick turnover that only the staff who didn’t leave became the culture. We were recruiting fast moving fish into a stagnant pond, and watching them jump out straight away.
We had to choose how to tell this truth to the market. We had to find a way to still hit the targets and attract people, even though we were selling them a culture that would require a massive shift. The old ads had used the company EVP – be inspired, become part of a fast moving team, we’re doing great things, etc. However, the greater business EVP didn’t apply to a functional support area like IT. The first draft, which I call the dead draft (a cacophemism, the absolute hard truth version) read something like this:
“Join a team where your ideas will be crushed by the indifference of colleagues. You’ll work as part of an undervalued function, delivering services that the larger business will take for granted and making adjustments that no one will probably notice. You’ll sit beside some of the most boring and difficult to work with people we can find, who’ll inspire you to either abandon hope, or quit your job and work somewhere else. Apply now!”
We took this to the manager. We explained that we weren’t going to solve this by recruiting more people who either hated the culture and left, or hated the culture and stayed. We needed to fix this by being honest, and by fixing the team culture while we recruited people who could act as change agents.
By doing this, we replaced a lot of people in that group. We did it using our own brand, which cut down on recruitment fees. We did it using an honest TVP that explained that the function was changing, and we needed people to a part of the new evolution. We made this new direction obvious to staff and gave them the chance to opt out. We dropped attrition 20% in a year once the new culture was in place. And we influenced change to the point where that group started wanting to tell people outside the business how things were now, and how being an employee was making their lives better.
Building a brand (in employment or otherwise) involves three things – a good story, the right channel and quality execution. Are you spending as much time on creating a good story as you are on telling it?
// June 17th, 2010 // No Comments » // Employment Branding
Our level of social interaction almost always plays a part in our self-image. The communities in which we operate, where we find prestige, acceptance and camaraderie, become part of our internal value system. From a retail perspective, advertisers have known this for years. It’s the reason why Coke is always being drunk by thin, attractive, socially conversant people on TV, even though many awkward, overweight and homely people probably also enjoy it in real life. We associate products with an image, which we use to rationalise our choices, and to make brands part of our social atmosphere. I wear Prada, therefore I am like the celebrities I admire who also wear Prada.
Online social technologies have made it easier to create our own tribes, and to interact with a wider array of people. As the limits of geography and chronogeography fall away, our social interactions are becoming faster and more diverse. Want to talk about cross-stitch? There are Facebook groups and discussions forums and probably a Twitter community who will share links on even the narrowest channels of embroidery and haberdashery. Love web design? Hundreds of blogs, communities and places to find inspiration, advice and people who share your passion. The PLUs – the People Like Us.
With this ability comes the opportunity for talent sourcing functions to step away from traditional recruitment and talent identification models towards something more immersive. For the first time, companies have access to the conversations that are taking place around their brands, their employment experience and their fields of expertise. These conversations are taking place on social networks and are searchable, trackable and joinable. They’re happening all the time. And with the right know-how, they’re a devastating weapon in creating expectation and aspiration among talent you’d like to attract.
Seduction is about conversation. It’s about finding common ground for a beneficial relationship, whether it’s a short-term relationship that’s mutually beneficial, or something longer. It’s about presenting an image that’s aligned to shared perception – an honest portrayal of values and benefits, delivered in a mutually-spoken language. Talent seduction is no different – it’s a process of creating connection, establishing a shared platform of interests and mutual benefit, and building trust and respect until the connection is solidified into a transaction or exchange of benefit.
So there are two parts to using social technology platforms to seduce talent. The first part is about content creation and dispersal. You’re going to attract people who share your values, and that includes the value you put on this content. A 3-minute video shot on a handycam might appeal to a certain market, but if you’re going to do a video and you want it to resonate, why not invest more time and resources to make it look better? The same is true of blogs, photo shoots, brochures – any created content transmits both the content and production value to an audience. It’s like a suit – anyone who tells you there’s no difference between off the rack and a bespoke suit has only ever worn off the rack. Putting the effort into your content is investing in your image and brand, and that can only help you appear considered, well-presented and attractive to the right people.
The second part is the conversation. It’s interaction. Being well-dressed is fine for a first impression, but if you sound off like a ladette the second someone speaks to you, it’s going to undo the work you put in to good content. The art of conversation is about listening more than you speak, about thinking before you sound off, and about an evolution of comfort. It’s a balance between sharing stories and responding to other people’s remarks. It’s an opportunity to influence the conversation, which shouldn’t be mistaken for dominating it. It’s creating expectation through shaped communication, not by standing up and screaming about how wonderful you are. And most of all, it’s about personal connection between a brand and an individual’s wants, needs, fears and expectations.
Imagine you go into a bar, and someone comes up to speak to you. They look like your sort of person, you’ve seen them around at other places you go, they’re outfitted in a style that speaks to you. They say hi. You say something back. They say, in a monotone “Thank you for speaking to me. I look forward to speaking to you! Hooray!” Offputting?
This is an automated response in real life. Whether it’s Twitter, email or anything else. It’s anti-human and anti-connection.
And here’s the kicker – if you know who you are (which in this case means you know your EVP and have an established brand) your targets will also know who you are. It means you can be more conversational and approachable – you don’t have to establish your identity or appear flashy. Your reputation will precede you, because you’ve spent time building it through interaction, and through being consistent. You can establish your value proposition in a social community by demonstrating those values and by being open to discussion with people who want to become part of what you offer.
We identify with those who share our take on things. We are more likely to work for companies who share our views on things that matter to us. Some companies might publish a list of those things on a website, and that’s a start. However, if a company can get into conversations about those values, and use those conversations to create a rapport, they can generate an emotional connection. And those are much harder to sever, and much more likely to make us invest in any relationship
Copyright © 2013 Workplace Romances – Jared Woods. All rights reserved.
