For several years now I have been watching the development of social media and its eventual impact on both the HR and Recruitment professions. I have attempted to define social recruiting, run presentations on the development of a strategy, and worked with several clients on creating a strategy.
If you attended some of my presentations in the last year you might have seen two basic diagrams that I have used to start getting the message across. The first designed to highlight the social media can be used through the full recruitment process. The second trying to map the process to the four C’s of social media. Neither really got the message across and all the time I have felt I was still missing something.
The haze is clearing.
Following the Altimeter Group’s release of their 18 Use Cases for Social CRM, I got to thinking again. While I am still not 100% happy with the result I thought I would release this revised model to the world.
A few of things stand out for me now. There are 18 use cases within this model, an accident more than intent, not each one is relevant for agency recruiters, but all are relevant for in-house recruiters. As with the Altimeter Group’s model each starts with a listening and reflection phase, this is intentional as listening is the first part of any social strategy. Each of the 18 use cases can deliver a return on investment to an organisation that implements them.
Next step is build out each of these use cases into more detail, I also suspect a couple will be killed and more will be added as I go along.
(If you read the Altimeter report you will see I have re-used a number of their ideas in the image which is one of the reasons the model is released under Creative Commons.)
I sit here typing this post during the first week of the second decade in the 21st century however some many organisation’s HR strategies are still stuck in the 20th century.
Let me explain.
Today most organisational HR strategy is based on a asynchronous model where the organisation does something and at a later time employees react. For example a new performance management policy is released, at a later point in time employees execute the performance review process. From an alternate direction an employee’s productivity begins to drop over time this becomes an issue so the organisation executes the performance improvement process.
Many organisations are aiming to move to a more synchronous environment, or real time. Here we have live chats on the career pages, real time updates on recruitment processes and continuous learning and performance management. In practical terms this can be thought of as HR dashboards and score cards that are updated live during the business day.
Real time is only part of the story the real value comes from understanding intentions. For example knowing that employees with 3 years service in the marketing department who have not changed roles in 6 months are your greatest risk of leaving and therefore Mary needs a role change. Or where a senior top performer plans to travel to a different office location your talent management system automatically suggests potential employees who could benefit from a mentoring session. Another example is where an employee is attending a conference the systems identify other employees, based on internal content, who would benefit from either also attending or receiving a briefing their return.
Intention based HR builds on the idea of predictive analytics but takes things further. Yes this is a long way off but leading organisations will start to experiment with these ideas over the next year or two. For example what could you do with these ideas; people who are looking for work in real time, or who hate their job?
On a side note based on the latest Cedar Crestone HR Technology survey only 10% of organisations have implemented predictive analytics.
(Note: I built on the ideas proposed by Jeremiah Owyang.)