Can Social Recruiting Help You Find Top Talent?

Social Recruiting – Everyone’s talking about it – no one’s doing it!

What is Social Recruiting?

Social Recruiting is using the various social networking sites, such as Twitter, Facebook, and LinkedIn to improve the flow of top talent for current and future positions. This post is an introduction to some of the benefits and tactics of using Social Recruiting to find candidates, such as sales professionals, create an employer brand, and present your company in a positive light to attract candidates who already have a good job. Leveraging Social Recruiting also allows you to engage with potential candidates for future roles by engaging, nurturing, sustaining, and communicating over a period of time to create a Just-in-Time recruiting pipeline.

In subsequent blogs posts, we’ll delve into each of the various services, tools, and techniques you can leverage to begin attracting top talent.

Social Recruiting Benefits

What are some of the benefits of using Social Recruiting to find and engage with top talent at every level in your organization?

• The activities do not have to be centralized in HR. All Hiring Managers and Executives can participate
• Inexpensive or FREE
• Easy to learn the proper techniques and tactics
• Simple to implement
• Low time investment
• Branding, PR, and marketing side benefits
• Creates a powerful recruiting message (also known as employer branding)
• Ability to engage with future high potential candidates

Sounds almost too good to be true. You’re probably wondering “what’s the catch”. It cannot be that simple.

The good news is that using Social Recruiting to find, engage, develop, nurture, sustain conversations with top talent at every level is truly that easy. Of course there is a small learning curve. Of course there is an initial investment to get everything set up properly. Of course it requires the involvement and participation of your hiring managers and executives.

Another huge benefit is that you can STOP paying expensive recruiting fees when you can do much of this work on your own.

Most of you know that I make my living primarily through executive search. This might sound like I’m cutting off my future incoming stream by recommending you start using Social Recruiting instead of recruiters. I’m going to suggest that most companies waste a lot of money on recruiters for positions they could have easily filled through Social Recruiting.

How Can You Get Started with Social Recruiting?

These techniques are so powerful that my partner, Brad Remillard and I will begin in August offering a series of webinars on using Social Recruiting. Our first one will be “How to use LinkedIn to Find Great Sales Professionals.” We’re excited about this webinar series and we’ll be structuring a series of tools (FREE of course) to use in establishing and building your Social Recruiting capability.

Here are some questions to consider as you start to look at implementing a Social Recruiting Strategy:

• What are some of the tactics and best practices available to you for Social Recruiting?
• Blogging – especially having employees share their successes and joy at working in your company
• Forums and Discussion Groups – featuring stories about the contributions your employees are making to your company
• LinkedIn – Strong Branding through a profile, audio, powerpoint, case studies, Q&A, active participation in groups
• Linked and Facebook – searching for potential employees
• Twitter – Job Postings
• Industry Sites/Trade Association Social Networking
• Are you leading your industry/business segment in using these tools?
• What steps have you taken so far in implementing a Social Recruiting Strategy?
• Do you have any good success stories to share with other Vistage Members?
• Are you wondering where and how to get started?
• What’s the one thing you need to know to get started on implementing a Social Recruiting Strategy?

Stay tuned as we tackle all the various best practices in implementing a Social Recruiting Strategy.

Barry

P.S. Hold the date for our upcoming Webinar on Using LinkedIn to Find Sales Professionals – August 26

graphic by Robert Scoble

Using One Degree Of Separation To Hire Sales People

One of the major failure points in hiring top talent is not being able to find enough qualified top talent candidates. Most companies use traditional methods to find great candidates. The result of using these traditional methods like advertising, light networking, and job fairs –  is that most companies bring the bottom third of the candidate pool to their doorstep. In this recording of our live show, we share a key element of our Success Factor Methodology in finding great talent – a networking technique we term “One Degree of Separation.”

Click here to listen live or download.

Can’t Find People? They Are Hiding In Plain Sight – 3 Examples

Finding people is a consistent problem we encounter just about every time we ask CEOs or key executives what their biggest issue is when it comes to hiring. If it isn’t in the top three it is always in the top five.

Yet when you ask them what their process is to find top talent most reply in the same way, “We run ads” or “We post it internally.” That is the way 80% of all companies go about finding people.

Below are three real life examples of alternative ways of finding people.

1) In 2007, I was having lunch with a partner from a local CPA firm. During lunch he commented that they had been struggling for six months to find an audit manager. In fact, he commented that they would pay a $10,000 bounty for an employee referral. I didn’t add a zero. So I asked, “How many people have you hired?”  The reply, “None.” They were doing the usual, running ads and asking current employees. That was their process for finding people.

So as the lunch continued, he mentioned to me that they had just brought on a new client and that he had just had lunch with the new CFO at this same restaurant. I immediately asked the partner, “Did you ask the CFO who was the best audit manager at his current company?” or “Who were some of the best audit managers he had worked with in the past?” He had never even thought of this. I suggested that he could contact all of his CFO clients and ask them. After all, it is in the client’s best interest to have good audit managers.

This was such an obvious thing to me and yet he was willing to pay ten grand. For those of you thinking it takes too much time to find good people, I don’t think asking these few questions would have extended the lunch that much.

2) Last year I was conducting one of our in-house workshops for a mid-sized technology company in New York. During the workshop, one of the key executives mentioned how difficult it is to hire technical people. I probed a little further and asked about the type of people they hire. She commented that they want people comfortable with technology. People who understand how networks work, people who diagnose a computer problem when a client calls with a problem, install software, and perform basic repairs that clients need right away if something goes wrong. They were willing to train on their specific systems and software. They just wanted someone that was moderately technical and comfortable with technology.

These people were “extremely” hard to find.

I asked if they ever go to Best Buy and engage the Geek Squad. Have they ever taken in a computer and found someone that provides great customer service and demonstrates that they understand technical issues?

She and her team had never thought about these people. I received an email two months after the workshop letting me know they had hired two people from Best Buy.

3) My best friend manages a store for one of the major retail chains. Every time we play golf, I have to listen to him complain about how hard it is to find people willing to work. He complains that his company works people hard and is demanding. The result is a lot of turnover.

So I asked him how often when he or his team is out shopping and they come across a great person in another retail chain do they engage the person, give them a business card and ask the person to call him, or let the person know that if they ever think about leaving to call him.

I mentioned that I go to a coffee shop most mornings when I’m in town for an hour of work. At this coffee shop, every person is probably in their late teens and early twenties. These people run the coffee shop. They open every morning at 6 AM so they have to get there by 5:30, they are friendly, they know customers by name, the coffee shop is clean and they are great employees. So I asked if he ever asked any of them about potentially coming to work a his store.

In both cases he replied no, and that he doesn’t even encourage his team leaders to be aware of potential employees when they are out shopping.

Qualified people are all around us. As a recruiter, I always have my antenna up. Most CEOs and hiring managers just walk right by these people. Work with  your team and start noticing people hiding in plain sight.

Download our Hiring Process Self Assessment Scorecard and evaluate the strengths and weaknesses of your hiring system. CLICK HERE to get your assessment.

Get our most popular chapter “Sourcing Top Talent” from our best selling book, “You’re NOT The Person I Hired” which is available for Free to download. CLICK HERE to get the chapter.

Consider joining our LinkedIn group,  Hire and Retain Top Talent. This group is dedicated to discussions and articles to help  you improve your hiring and retention. CLICK HERE to join the group.

I welcome your thoughts and comments.

Brad Remillard

Networking . . . Part (3)

If you’ve been following the posts on this blog, you will recognize the similarity between the comments I have made about the art of networking with the comments made on the sales process. The sales skill ladder has four rungs: Product Based Selling, Solution Based Selling, Consultative Selling, and finally Trust Based Selling. As I’ve mentioned with respect to sales, the first three rungs are salesperson oriented. The fourth rung is truly, genuinely, authentically, client focused. We have the clients best interest at heart. It’s the same for networking!

The networking ladder might be: Card Based Networking, Group Based Networking, My Strengths Based Networking and finally Trusted Relationship Networking. As before, the first three are focused on you and the highest rung is truly focused on helping others and trusting that what goes around will come around – without having that in the forefront of your mind when networking.

On the first rung, the so-called networker believes that s/he has had a great evening when they leave the dinner event with 25 or more cards. What a great night! Well, I highly doubt it. What that person has is a bunch of cards, but no knowledge of the persons giving them the cards. How could they? 25 cards in a couple of hours? How much time did they spend asking questions to find out how they could help the other person?

On the second rung, the networker is targeting a special interest group which makes things a bit more comfortable to contact people because there is a “common interest.” You can build on that common interest to develop a relationship. My observation is, however, that few people practice the art of finding out what they can do for the other person. They are still focused on their own needs.

On the third rung, the networker is now aware that they need to be showing how they add value. So they tend to speak to others about what they can do to solve common problems companies might be experiencing. However, the conversation is still focused on them even though they are touting their added value. This conversation is fine with someone who asks you how they might find potential employment/client opportunities. But it is for AFTER they ask you to explain, not before.

The fourth rung of the networking ladder is where the accomplished networker spends most of her/his time. They ask lots of questions about the other person. They are genuinely interested in the other person. They are the ones who leave a huge dinner event with only three cards. They’ve spent a minimum of 20 minutes with each of those persons getting to know what they do, how the came to be where they are, what their interests are, and what is going on in their lives that might offer an opportunity for assistance of some kind. They make a promise to do something to help the other person and then they make sure they do it. They are careful to choose groups and events that will attract the people they want in their network. They are all about developing trust and serving others. Authentically, with no quid pro quo expected.

This is definitely not a new concept. I’ve observed that very few sales folks, even highly effective sales folks, understand Trust Based Selling. I’ve noticed that the most effective networkers DO understand Trust Based Selling and they carry it over to their networking activities. Those who fail at networking are also pretty poor sales people; they are inconsistent in their results and their customers are not at all loyal.

Here are some resources on these topics:
Never Eat Alone – by Keith Ferrazzi
Trusted Advisor – by David Maister
Trust Based Selling – by Charles Green
Other great resources might be Think and Grow Rich (mastermind concepts), How to Win Friends and Influence People, The Tiberias Success Factor.

What are you doing to network properly? Are you building long term relationships or collecting contacts?

Download our 8 Point Hiring Process Assessment Scorecard. Use this to ensure your hiring methodology is as effective as it can be for 2010.

Would all your employees describe your culture the same way? This a critical when networking and hiring. Our Cultural Assessment Worksheet will help you ensure you have a consistent understanding of your business culture.

About the author

Dave Kinnear is a sought after Business Advisor and Mentor. He works with highly successful executives through one-to-one mentoring and coaching meetings. Individuals who are presently running successful businesses and executives in transition work with Dave to ensure meeting corporate and/or career goals. Through his affiliation with Vistage International, Dave convenes and facilitates Advisory Boards comprising Business Owners, Company Presidents and Chief Executives dedicated to becoming better leaders who make better decisions and achieve better results.

Networking . . . Part (2)

In a previous post, I got on my soapbox concerning networking etiquette and what I believe networking really is all about, and that is building trust and long term relationships. I mentioned that it is a long and difficult process. It is also highly rewarding. If you buy into my concept of networking, then you are also likely recognizing that you can never stop networking; even when gainfully employed.

This situation, continuous networking, is not at all unlike the dilemma I discovered when I founded my consultancy. While I’m delivering services, I’m not marketing. Inevitably, I’d wake up one day and realize I had “no place to go.” And then I’d start the long process of marketing again and hope that something turned up soon. The same is true if you’re a “W2 employee” and you let your network lapse while you are focused on your job at the company you serve. At some point, you will realize it’s time for you to “move on,” and you’ll have to scramble to build your network.

So how do we address this situation? I have no silver bullet to offer. My sense is that the only thing to do is to make sure you keep a core group of maybe ten to twenty really close relationships alive and well no matter what you are doing. That way, it will take less time to reconstruct a meaningful network when the time comes. Find ways to stay in touch and help your key network relationships. Send useful articles, keep up to date on what they are doing, meet for coffee or a quick, early breakfast. Stay focused on them.

There may be some help here in using the now “hot” technology of social networking software. It’s amazing how well LinkedIn works to help me stay in touch with colleagues. I’m now exploring using this blog, Facebook, and Twitter as a way of staying in touch and providing value. I’m not sure what will finally shake out as being the most effective, but I’m giving it the good old “college try.” You might want to explore using technology to help you keep in touch with your network as well. Remember though, it’s about providing value, not self-serving.

Data I’ve seen in multiple places indicates that “C-Suite” positions last an average of 24 to 36 months. “C-Suite” executives do not find their next assignment on Monster or other media. They find it through their network. So you’ll need your network every 2 or 3 years and it takes a year, minimum, to build a solid network of colleagues. It’s not what you know, it’s not even who you know. It’s really who knows you. And as we’ve discussed, that means you have to be genuinely interested in knowing and supporting those in your network first.

Download our 8 Point Hiring Process Assessment Scorecard. Use this to ensure your hiring methodology is as effective as it can be for 2010.

Would all of your employees describe your culture the same way? This is critical when networking and hiring. Our Cultural Assessment Worksheet will help you to ensure that you have a consistent understanding of your business culture.

About the author

Dave Kinnear is a sought after Business Advisor and Mentor. He works with highly successful executives through one-to-one mentoring and coaching meetings. Individuals who are presently running successful businesses and executives in transition work with Dave to ensure meeting corporate and/or career goals. Through his affiliation with Vistage International, Dave convenes and facilitates Advisory Boards comprising Business Owners, Company Presidents and Chief Executives dedicated to becoming better leaders who make better decisions and achieve better results.

Leveraging Social Networks

On our radio show heard Monday’s from 11 – noon PDT on LATalkRadio Barry and I discuss how to use social media to find customers, locate the best candidates and how to meet the people you need to meet so you can meet the person you want to meet. Social media such as Linkedin, Twitter and Facebook are becoming the new way to expand your network.

These are powerful tools that many companies are just beginning to understand their true value. Barry and I will help you unlock the mystery. We will show you how to start out and give some references to help you incorporate these into your marketing toolbox.

Leveraging Social Media Just click the link to listen.

Upgrading with Social Networking

Now is an excellent time to consider upgrading your team. Just a year ago one of the biggest issues facing companies was “finding qualified people.” Today that has changed for a lot of companies or industries. Taking a contrarian approach maybe the best strategy. Sooner or later the economy will turn and then many companies will be right back trying to find top talent. Most will find that talent already at their competitors.

Consider doing what recruiters do – build an inventory of people you want to keep in touch with. This is where social networking comes into play. You can use Linkedin to connect, or Twitter to keep in touch. The key is keeping in-touch. Communicating with these potential future employees will only help bond them to you.

Use these tools to find key people that you know when the economy turns you will want to bring on board. Once you locate them begin to build a relationship with them. Ask to meet for coffee, invite to conferences, look them up at a trade show and don’t forget to send the an invitation on Linkedin. Then when you are ready to seriously consider filling the role you know where they are and you are the first person to approach them. Many will be underemployed and just waiting out the economy.

The worst thing most employers can do now is think so short term that all the top talent ends up working for the competition.