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Monday, September 9, 2013

The nine "Cs" of social recruiting: C#1 Continuity

This post is part of a series describing the nine "Cs" that drive a successful social recruiting strategy and started with You do social sourcing. Now start your social recruiting strategy!

The engagement gap today
Today, the "social" aspect of the candidate experience is virtually nonexistent! You have invested time and money to source candidates across various social media channels. You’ve started to come across as an engaging brand. However, the minute a candidate is impressed enough to want to work for you, your social capital plunges: You ask them to fill forms and go through the hoops and loops of your career site or your job application forms. You go from a friendly approach and a compelling message to a cumbersome and robotic interface that yields terrible results: 
  • Up to 90% of the people you have attracted to your career site may drop off and lose the opportunity to increase your talent pools.
  • Most of the people who have filled a form or left you an email will never hear back from you, which will destroy any brand capital you have built and damage your company's reputation.

Your social recruiting efforts will be disappointing because you break the first and most compelling rule of social networking: the ability to connect and make people feel connected.

The traditional candidate experience today is mediocre at best. The experience of socially sourced candidates is just the same, and may even come across as worse because of the canyon between how candidates see you on social networks and how they’re treated once they try to apply for a job.

Experiential Continuity: Articulating social sourcing and social recruiting
Continuity is the absolute first requirement to leverage your social sourcing efforts into a powerful social recruiting strategy. You must offer candidates a smooth transition between public social networks and your corporate precincts.

Social login
Make it easy for candidates to respond to your call. Joining your talent network must be easy – it should leverage the identity candidates feel comfortable disclosing. For social candidates, their ID is typically a social login. Instead of asking candidates to fill a lengthy form, let them import their professional information from LinkedIn, Facebook, or Google+. Candidates must be able to join from anywhere via a link or a button.

Live social profile
Being social is more than enabling candidates to connect via a social login. Your private talent network is a live engagement platform designed to enable interactions between the candidates and your company — not a passive repository where you store candidates whose data will be stale after just a few months.

When candidates join your network using their social login, their profile is auto-populated with their professional information from LinkedIn, Facebook, and Google Plus. Even more importantly, candidates have the ability to access their profiles and add supplemental information, such as a video resume, which gives you an immediate insight into their personality. In the social world, we hire for attitude just as much as for aptitude[1].

Continuity requires: a network and candidate opt-in
Again, social recruiting is not just about scouting public networks for talent (that’s only sourcing through social networks). The power of your public social channels is the fact that people opt into these networks and voluntarily provide the information they deem relevant to share.

The strength of your candidate network must be predicated on exactly the same principle: By opting into your network, candidates indicate that they are interested in being and staying connected with you. In other words, your talent pipelines include real followers, instead of just names you’ve scraped from the web.

[1] In his book Hire for Attitude, Mark Murphy explains, "Our research tracked 20,000 new hires, 46% of them failed within 18 months. But even more surprising than the failure rate, was that when new hires failed, 89% of the time it was for attitudinal reasons and only 11% of the time for a lack of skill. The attitudinal deficits that doomed these failed hires included a lack of coachability, low levels of emotional intelligence, motivation and temperament."

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