Augmented Reality Onboarding

So I’m looking for a restaurant.  I bring up my phone, hold it up in front of me, and scan what’s around.  It tells me that 1.2 miles over that way there is a Thai place that is rated week, or 0.65 miles the other way there is a BBQ place that everyone loves.  I tap the screen and up come reviews.  I think that I’m headed to a pulled pork sandwich.

So it’s my first day on the job.  I’m lucky today – my cubicle, phone and laptop are all ready for me.  My manager takes me to lunch, and I get introduced to the team.  HR conducts orientation and I enroll in benefits.  Someone comes over and tells the the 10 people I should really meet at some point, and someone else drops 10 large binders on my desk to review.  Not so lucky after all.

Every manager is fully aware of long ramp up times for new employees as they adapt to a new culture, business processes, and team members.  For some roles, the ramp up period can be as short as a month, for other more technical roles 18 months is not unheard of.  Not only is there a need to decrease the ramp up period for productivity reasons, but the employee experience suffers as s/he struggles to navigate the new workplace.  While onboarding is the realm of HR practitioners, start-up and time to productivity is the realm of the manager, a well thought out social onboarding approach can integrate the two needs and accelerate tasks while engaging the new employee.  Tasks that happen informally in the current state of a business could be put to a “gamified” experience where new employees win points or badges as they accomplish a set of activities.  The simple activities could be making sure benefit enrollments are performed and going to the employee orientation.  But informal meetings, like having lunch with their manager and other team members, can be awarded.  Going a step further, creating a network of links in the internal social enterprise site can be encouraged, and getting to know other members of the staff beyond the employee’s core team will help the employee connect broadly in ways that may help their work in the not so immediate future.  Having a manager spend 15 minutes before their employee arrives noting who would be important to meet can make the employee onboarding experience less an outcome of luck and more a planned activity.

Gaming experiences can also be applied to onboarding.

  • Imagine if the employee could show up on their first day, download an app to their phone and take a guided tour of the office.
  • A new group of employees could be treated to an office scavenger hunt to familiarize them with people, places, and departments.
  • New hires could compete against each other in cross functional teams from different departments to get familiar with document management systems, company products and services, policies and procedures.
  • The mentoring experience could be converted to a series of interactions for which bot hthe new employee and the mentor can be rewarded.
  • At the end of the virtual onboarding experience, the employee has connected with their teams, people from other departments, they know where to find work related documents and administrative documents.

Onboarding and speed to productivity is something that most companies know is a problem, but continue to allow employees to grow in the organization organically.  Not only is there an opportunity to better manage the interactions that are known to create positive impact, but these interactions can be made fun.  An employee’s first day should be fun – it should be an expression of what the employee can expect for the rest of their career there.  It should be immersed in learning and discovering, accelerating the time it takes to bing productive and a full fledged member of the team.  SHouldn’t this one be a no-brainer?

Jocks vs. Nerds

“There’s this idea of the jocks vs. nerds thing. That sort of ended when the nerds won decisively. We now live in this era where your big summer tentpole movies can be hobbits and minor Marvel Comics superheroes and boy wizards. If you had told me when I was in junior high there would be a $200 million movie about Hawkeye andBlack Widow, I’d be like, ‘Hawkeye — that guy’s lame!'” Jennings says. “Those nerds started running Hollywood studios, and our captains of industry became Asperger types with acne scars.”

I was reading about what Ken Jennings (of Jeopardy! fame) was up to these days, and there was the above quote that I found hilarious.  It’s totally try though, especially for a guy like me who lives in the Silicone Valley.  High school might have been a time when the jocks ruled the world, and college was a transition time, but once you get into the workforce, there are really grate charismatic guys running businesses, but the people who are really redefining the world and how we change our behaviors to adapt to the world on a daily basis are quite clearly the nerds.

(Credit to the HR Technology Conference and Bill Kutik bringing IBM’s Watson computer for making me think about Ken Jennings)

I’m continuously thinking about analytics these days and I start to think that HR has also started the transition from “people people” to something a bit nerdier.  Maybe we are in that college stage I mentioned above – we’re no longer just the people that you go to for benefits and worker’s comp – that was over a couple decades ago.  We’ve started down the path of Talent Management, and we’re probably still trying to figure that out.  We keep talking about really great analytics, but we really don’t do it well.  I think what we need to really get to a mature level of HR as a profession is we need to get nerdier.

Talent Management:
It’s entirely possible we’ve been wrong for the last decade.  We’ve built these incredible competency models, tracked how and when a goal should cascade, and automated all of our talent processes.  I don’t think the business is convinced that we’ve actually improved the core employee’s ability to get developed.  Think about what you yourself did 10 years ago.  Big deal that you can now enroll yourself in training on-line and you have a cooler performance tool that is not a piece of paper.  Have the majority of employees in any company really experienced a perceptible difference in talent and development outcomes?  I’m guessing not.

It’s entirely possible we need some nerds to take over.  I don’t care how much HR shepherds the process along – if the employee and manager don’t own their own talent, it’s game over.  The only way to do this (that I can currently think of) is to create easy to use, social, real time, talent engines.  I’m thinking of an engine that quickly allows a manager to give feedback or development instructions when and where they think of it, then have seamless execution (again in real time) by the employee.  All of this has to happen without the HR practitioner and then roll up at the end of the quarter or year so we get that macro view of progress.  Without real time integration with the employee and manager though, all we have is another failed HR process.

Where HR gets involved is not in shepherding the process, but instead in managing success.  If we can mine the data and understand who is doing what, what works, and where we are missing the mark, that is where the value is.  Somewhere and some point, process people are still important as we make the transition, and certainly we need great change people to get manager adoption, but what we really need are analytical nerds who get how to interpret data.

HR Analytics:
I really hope we don’t have illusions that we are any good at this – we’re not.  We have technical people and we have functional reporting people helping our organizations create reports.  We have vendors feeding us cool dashboards that we then flip and roll out to our managers and executives.  What seems to be missing to me… the statisticians.

Have you ever talked to the finance guys about what they are doing in their analytics functions?  The stuff they produce is absolutely amazing – and they are set up in a pretty different way than we are.  Financial models are very complicated, but shouldn’t our models of people resources be just as robust?  In fact, if anything we have more complex, more dynamic, and more diverse data sets.  If we were dealing with numbers, our lives would be easier – but we deal with more complexity with less sophistication.  No wonder we walk into the executive boardroom and don’t get credible respect.

It’s interesting – when I look at the type of people HR hires, we automatically know we’re not going to have the best friend relationships with Comp, Payroll, IT, etc…  Those guys are just different from us.  I mean, my God, they are analytical in a totally different way.  Embrace the difference – it’s what HR needs, and it’s not even enough.  I’d love to see us start to hire the nerds – math majors and people who can come up with complex statistical understandings of the HR world.  We are in our infancy for understanding HR, but it’s because we don’t structure our organizations in such a way to create deeper understanding.

Get used to the fact that the nerds have won.

HR, Twitter and Osama bin Laden

Yeah – I’m going to write about this.  I just finished watching Zero Dark Thirty on the plane, and I’m thinking back to that day.  I remember landing in the Chicago airport, booting up my phone and checking Twitter.  Scrolling through the feed, one caught my eye: “bin Laden is down.”  The tweet was more than a couple hours old at that point, but I noticed it came from a friend of mine in India.  I then proceeded straight to the United lounge where I was in absolute disbelief – they had some random Court TV channel on or something.  I asked everyone to change channels to CNN saying something like, “Guys, bin Laden is down, we need some news.”  I got blank stares and a, “Who are you and what are you smoking?”  By the time I left the club, everyone was hanging out next to the TV’s, it had finally made US media more than 4 hours after the event.

There are all sorts of Twitter analogies I love.  I love that Twitter can figure out the mood of the country every single day (probably every single minute) based on keywords.  I know that we don’t all use Twitter (hey, I’m totally a late adopter and I still barely use it to this day), but this post is really about social media and the pulse of your organization.  Hopefully you have something running whether it’s Sharepoint, SFDC Chatter, Jive or anything else.  The question is, “are you listening?”

There are all sorts of stories these days about customers who don’t go to the vendor customer service call center, but tweet problems on-line.  Service organizations are starting to get pretty good at monitoring Twitter and responding to people to fix problems.  I’m not saying that your HR service center needs to allow tickets to come in fiat social media, but when there is a thread about how bad the health insurance is, or that managers are not listening to employees, do you find out about that first, or does someone else bring it to your attention 3 days later?  You have the ability to get a view into the problem before it explodes into something bigger that execs are now worried about, but you have to be listening in the first place.  Seriously, do you want to bring it to your exec that there is a problem, or do you want your exec to bring it to you?

Mass Collaboration:
You can’t get this on email.  Even if you are using large distribution lists, most of the people on those lists ignore those emails.  Take it from me – I’m one of them.  You can get really interesting ideas out there, but if it’s in an email thread where the content is not managed, it’s not owned by the enterprise.  Social collaboration forums not only allow mass storage of insights, but they do it in perpetuity (until someone cleans up or archives).  If we’re all sitting in front of the news waiting 4 hours to get it, that’s pretty slow and we’re dependent on the distribution channel to tell us what’s important.  If we take to the user owned collaboration forums, we get to filter insights in real time.

Back to this idea of pissed off employees – there doesn’t always have to be a thread about something that is upsetting any group of people.  How cool would it be if you could create an algorithm that gives you a measure of employee engagement on a daily basis (ok, maybe weekly).  Apologies to the vendors who sell engagement surveys, but if you could put together an algorithm that gave you engagement, split it up on dimensions of level, job families, pay grades, organization, you’d have a pretty powerful tool.  You might complain that you don’t have specific actions, but I’d disagree.  What is the use of an engagement survey that gives you a report every year?  Just like the crap about performance management not being meaningful, if it’s a year later, it’s too late.  On a weekly basis, you could dig into what comments are causing lower engagement scores, deal with them in the specific populations, create engagement and solutions before things escalate.

Talent Management:
I wrote about this years ago, but I think it might actually be time.  I’m totally intrigued by the idea that you can get rid of your entire competency model and just use social media.  LinkedIn is getting closer, but it’s nowhere near perfect.  I don’t want anyone tagging me with skills.  What I do want is for HR to figure out what I’m good at by looking at my social media posts inside the corporate firewall.  If I post about HR Analytics and 20 people respond, that gives HR an idea that I might be interested in the subject.  If someone posts a question about HR Analytics and I respond, and I also get 20 “likes” for my answer, I might have some expertise.  As you aggregate all the social data over time, create a taxonomy to apply against business conversations, and apply all that data against employees, you have a pretty good idea of what people are thinking about and what they are good at.

I’ll acknowledge that listening is only part of the solution – much of the other part is figuring out how to listen, what to listen to, and how to decipher what you are hearing.  There is a lot of static out there and you need good tools to get good insights back.  I also don’t know how far off social listening is for HR, but hopefully this gets us thinking.  It’s something we need to do as our organizations get more diverse globally, disconnected geographically, and technologically savvy.  Conversations are moving to social, and we have an opportunity.  Let’s grab it.

The Permanent Record

Perhaps it was because I’m Chinese American and my Chinese parents were rather crazed about education.  I did graduate high school with a 4.2 GPA and considered myself an academic failure (still do in fact).  My parents used to threaten us that our grades and other bad things we did would go on our permanent records.  I’m sure some of the bad grades I got (B’s?) are stored somewhere, but the permanence of them is questionable.  If I tried hard enough, I could probably find a transcript, but who really cares?  The permanent record is only meaningful so long as anyone cares to look.

This changes once you get into the workforce.  You get a bad performance review and it’s going to follow you around in that company for a very long time.  One wrong comment in a meeting with the CIO and you are not living that puppy down for years.  But one can always move on, and most things don’t truly last forever, especially if you switch divisions or companies.  Pretty much, when someone calls your old company for a reference, there is about 10% chance that job and last date worked are the only tidbits of information anyone will get.  There are things that seem to last longer now…

Ok, admit it, sometime this year, you have Googled yourself to find out if your name is on the first page of hits.  I’m happy to admit it.  I probably search myself once a quarter, but it’s not some narcissistic thinking in the back of my mind that is driving me to do it.  I could care less that on a random friend’s web browser I’m 8 of the top 10 hits.  (yeah, don’t search for yourself on your own PC – Google and others have figured this out and move hits about yourself up apparently).  What I really care about is my reputation.  My Facebook, Linkedin, systematicHR, published articles are all out there.  I’ve had conversations and arguments on the web, all recorded on some server I have no control over.

That picture of me on Yammer pretending to be Vanna White at some client change management thing (there was a whole spin wheel for prizes and everything).  I’m horrified, but it is out there forever.  (Damn you Erin!!!)  I might do silly things that I regret later, but I manage myself pretty well that I don’t do stupid things.  Somewhere along the line, a recruiter will undoubtedly look at a candidate profile of me on Taleo or Brassring, or whatever, and see all the web tidbits that link back to me.  They owe it to their companies to get a complete picture of who I am and how I’ll fit into the organization.  I owe it to myself to make sure that it’s a realistic picture, and not one tainted by one or two events that will stain the rest of the image.  If the worst thing anyone ever finds is that I helped with some change management, I can live with that.


I Could Have Been A Ditch Digger

Note of warning:  Stereotypes follow in plenty. Last year I wrote a post titled “I could have been a rice farmer.”  It’s completely true that had my parents not moved from Taiwan to the United States before I was born, the possible alternatives to my life are infinite.  However, I probably would not actually have been a rice farmer even though the family residences are surrounded by them.  I come from a family where most of the members are teachers/professors, or (to my great surprise) artists of some fashion or another.  Even if I go back 4 generations, the number of teachers is astounding.  (My maternal grandmother and grandfather were “arranged” by their uncle – a good match because they were all teachers).  The point though is that with the competitive educational system in Taiwan, I probably would never have made it through.  You see, in Taiwan, you have to test well to get into better schools, and the best of the best students get into the top schools based on test scores.  It’s basically a stack ranking system that begins in the very earliest of school experiences.  I don’t think I’m a total slouch in the grey matter department, but I’m by far one of the worst Asian students that ever was.  Given my lack of capacity for learning in a structured schooling environment, I probably would have exited the educational system for a profession that did not require my brain.

Fortunately for me, we in the US live in a society where opportunities abound to give second and third and fourth chances.  While a horrible classroom learner and incredible un-studious slacker, I managed to get good enough SAT’s and GPA ((Asian Slacker SAT=1275-ish and GPA=4.2-ish)) to get into a number of small, liberal arts colleges including Pitzer, my alma mater.  Here, I had yet more choices, all of which I failed at from a learning perspective.  However, I excelled at the experience that was provided to me.  I was active in many ways including politics (one of my core college memories is single handedly inciting a protest march of almost 1000 students), team sports (this is when I learned how to ride and race a bike), and college programs (as a student, I was on the committee of 8 people who made professor tenure decisions).  Most importantly for my future, I was also skilled at the discussions that happen in liberal arts settings.  Ultimately, even coursework became less about how well I could cram for an exam, and more about sitting around a table with 5 other students and a professor and having a conversation about the book we read that week.  Structured learning out of a textbook was replaced by learning through thoughtful discussion, and this is really what a liberal arts education meant to me.  The replacement of having to be “book smart” for thoughtful and intelligent converted my capability to be in the workforce.

At the end if it all, what defined my ability to craft a future for myself, was the ability to have that discussion and analytically derive a point of view and opinion.  It was the ability to influence, convince, and sometimes concede that point of view.  Every Asian student I knew was supposed to be a doctor, engineer or accountant, but had I entered US college with that aim, I would at best be a middling in my trade.  If I was still in Taiwan, I would never have made it into college.  Any success I’ve had in my career initiates from that initial deviation from “textbook learning” to flexible social thinking.

Here’s what I’ve been pondering – there are many ways to get a person to a goal, but there are also a few fundamental problems.  First, we don’t always know what that goal is.  Second, the best path for each individual is also unknown.  Finally, we in Human Resources have continued to fail at providing performance and goal events that are meaningful at individual levels.

It’s no surprise to anyone that Talent Management has failed.  From HR to executive ranks, we complain about performance reviews with such a unified voice it’s sometimes the only thing we all agree on.  The problem is not that we fail to track goals and objectives, or that we can’t identify issues with how employees excel at their tasks.  The problem is that most managers do this once a year, and certainly not in real time.  Employee performance does not occur at a once a year interval.  it occurs every day as they are working on tasks that move our organizations towards strategic goals.  Their ability to move us slower or faster depends on the quality of direction we are able to provide them, and if we only do this once a year, we have completely failed.  Since we actually do only do this once a year, we indeed have failed – specifically, performance management programs have failed.

The solution is quite simple, real time feedback on work, goals and objectives.  Organizational strategy is not static, so why should the individual goals and objectives that employees have be static?  Indeed, if any level of objective should be as flexible as possible, it is at the employee level.  Our daily lives are not dictated by a year long striving for single-minded achievement.  Instead, we flex our activities to constantly changing micro-tasks that emerge along the way.  While the organizational strategy probably remains at least 90% constant through the course of the year, changing business conditions, sales, service needs, operational realities, and technology all drive adjustments on a daily basis.  Employees react and should be measured in their agility to manage these changes while still staying on the strategic path.  Setting goals in real time that reflect the realities of the day or week not only change how employees receive feedback, but it also changes the way we reward employees, and their ability to connect rewards with their own actions.

We’ve also failed at ensuring appropriate development occurs in meaningful ways through the talent process.  Basically, the path to the goals we just talked about are not clear.  Even if we are working on real time goals and objectives, the tasks and activities needed to get to effective achievement   Today’s conversation is all about “gamification,” but I’m not totally a fan of how HR has been applying gamification to learning.  We seem to have taken gamification too literally and have been trying to create games from learning activities.  This is not the holy grail.  What we should be doing instead is understanding the mechanics of game as they apply to the human psychology, and providing frameworks for employees to excel, achieve, and advance.  Basically, learning should merge with goal outcomes that provide paths to effective employee achievements.

Once again, the problem is that we treat learning as a macro activity.  You go to a class, and after a week of training, you exit that class with a supposedly learned skill.  But the basic framework is an assumption that you needed that skill to begin with, based on some large project plan, HR created career ladder, or some job description.  As with performance management, these courses often have nothing to do with a person’s daily activities.  What gamification should be (and is in the minds of guys like Bunchball) is a structured approach to funneling people through flexible tasks to reach an end goal.  If I want to teach someone how to create a report, a class is ok, but enforcing the necessary tasks and activities within the actual job is better.  Through gamification, an employee can advance through various levels from data queries to advanced analytics, all of which can and should be tied to those performance goals we just talked about as well as a real time rewards system.  Many organizations have separate social gamification and learning teams, but indeed these practices need to be fused together.  Gamification of tasks if not configured in the broader context of learning activities is asinine, as is continuing a single minded focus on 1 time, macro learning events.  As individuals, we learn not because we’re told we should acquire a skill, but when that skill is truly needed and used in our daily routines.  Once again, the theme of “real time” dominates effectiveness of results.

What is exciting is that in 2013, we might finally have the technology to fix our failures.  Real time performance management has arrived for the masses, and gamification is penetrating all the major social tools.  In 2012 we were still theorizing about this stuff from an HR context, but in 2013, the technology has arrived.  While I don’t know what the adoption rates will be this year, I do think that 2013 will mark a transitional point in our approach.  In the following years, I’m confident we’ll see a downward trend in traditional talent tools, and a markedly upward trend in social talent management (probably the 2 approaches combined together).

Back when I was 2 years old, the options I had for a successful career in my parent’s eyes was quite limited.  They would have wanted me to be an electrical engineer (seriously).  But clearly the path for me to get there was not quite as straightforward, and indeed, almost 40 years later we’ve all realized that not only did the overall outcome shift, but the path to get there for me personally was not what any of us would have predicted.  I could still have a good career, but I was not cut out to be an engineer, nor was I cut out to learn from textbooks in a traditional way, nor was captivated by the pursuit of straight A’s.  What did work for me was the ability to have an education that provided me with constant conversations and an approach to thoughtfully analyzing the world that took 4 years to teach.  If my parents could have set a path for me at birth, I would have gotten straight A’s, gone to MIT, gotten a PhD in engineering, and be some world renown dude with a hundred patents.  NOPE!  We have to flex, manage, and learn every step of the way.

Social Trust, Authority and Contributorship

There are three people who are pretty commonly in my car.  They will go unnamed.  One of them is pretty similar to me.  She always knows where she is, which way is north, and can get around pretty well.  The second has an idea, but has a tendency to say “left” when she really means “right.”  The last, has no idea where she is at any point in time, and when her opinion is offered, everyone else chuckles and goes in the exact opposite direction.  Basically, with passenger 1, you follow directions, passenger 2 you’d still be in the same state of doubt before and after the direction, and passenger 3 you know exactly where to go because that person is wrong 100% of the time.  (She really is that bad by the way.)

When we’re interacting with social enterprise tools at work, it’s quite impossible to decide who to trust.  In general, we’re dealing with hundreds or thousands of people that may be posting content to a particular group, and many of those are people we’ve never met.  There are a couple of things we have to count on.  The first is simply people we do know and have a degree of confidence in.  The second is what I’ll call “authority.”

In most social enterprise tools, we can follow, buddy or otherwise mark certain people.  The hope is that when these people interact with the social tool, we’ll automatically see the content they are creating.  However, if we counted on this alone, we’d miss an awful lot of content that might be genuinely helpful to us.  After all, if there are 300 people in a social group about Talent Management Process and you only know 25 people personally, then you’d be missing out on 90% of the content unless you go read everything daily.

So we get into authority.  Let’s say that everyone in that group of 300 people post on an equal basis (same number of posts and post frequency over time).  We’d have to have some way of measuring which contributors have the most useful things to say.  The way we measure this is by “likes” and comments back.  Basically if all 300 people each have 100 posts or comments, but only 10 people have 1000 “likes” or more, those 10 people should have a higher authority than the other 990.  Let’s also say that a different 10 people had over 1000 comments on their content.  Those 10 authors should also have more authority than the others.

If people’s content is “liked” then we assume some amount of value to that post.  Similarly, if someone’s content is highly commented, then we assume there was a value to the discussion it generated.  While the following rule is always true, we could think that likes infer that the person creates insight while comments infer a person who might be a data hub (or other similar hypothesis).  Either way, the combination of these and other factors gives us an overall authority rating.

At the end of the day, trust, authority and who is contributing to the knowledge of the business is all about employee talent management.  What we are actually identifying is who are the network hubs that allow people to find other people with information, and evaluating the information that is provided.  What we are also doing is incentivising the sharing of information so that nobody is a knowledge “hoarder.”  The reason social intelligence is so important to HR is it is one of the best ways of identifying the actual amounts of knowledge each person has.  Thus, the equation adds a quantification of knowledge to their skills capabilities.

Unlike in my car where I know everyone, this gives me an idea in social tools who I should trust and who not to.  At the end of the day, what it means is that the pure volume of content generated is not enough.  You really have to prove the value of your content through the interaction with your peers in the community.  Hopefully you don’t have people who chuckle at you and do the opposite.

The Cloud

Seven years ago, we started talking about social media in HR.  I remember this at a conference and nobody got it.  In fact, pretty much all the HR people said that it was a bad idea, it was not for the workplace, and it would just get us into trouble.  The concerns may have been justified at the time, and it was worth taking a less risky stance.

Five years ago, at another conference, social media was the big thing.  People talked about what we could do, how we would implement, and how we could network the organization and bring everyone closer.  But we never did it.

Today, we might finally have networks in most of our organizations.  There is the easy ability to look someone up on the directory and chat or just connect with someone in another part of the organization, but we are not really using any of the functionality for HR.  After all this time, we’re less excited only because nobody ever came to the plate and presented us with a technology option that just worked.

Here’s the thing – I’m really excited about all this interconnectedness because I start thinking about all the ways we could and should be applying the technology.  I’m sick of only talking about Yammer and Rypple (now for performance feedback.  Let’s do it real time, and let’s actually do it.  We thumbs up and down people (or their posts) all the time, but we as employees live in complete fear that negative feedback is going to screw one of our friendly relationships.  Let me tell you something, when someone is great, everyone knows it.  And when someone underperforms, that is also known.  But instead of the same conclusion the manager will reach during the traditional performace review, let’s pretend the employee had the opportunity to get positive and negative feedback throughout the year.  Let’s say that the employee had a chance to take corrective actions.

For the history of HR technology, we have not had the core capabilities to use social in HR.  Trying to plant social on top of SAP or Oracle was probably not going to lead us to success.  But everyone has new core foundations that can really enable this stuff, and I’m seeing that finally, HR technology has caught up with HR expectations.  Five years ago we were ready, but our foundational technologies just needed some time.  We were in contracts, or we just needed a few years to implement.  Now we’re there and the next generation of HR applications that are based on cloud and social can actually happen.


The Social Recruiting Process: What You Need to Know

Techniques being used to find and hire talent have changed significantly in the last few years and it’s quickly moving toward a social process. According to a survey from Jobvite, 92% of companies in the US used social platforms for recruiting in 2012. 73% successfully hired a candidate through social media – a drastic increase from 58% in 2010. Needless to say, your basic HR software will no longer do the trick.

The key to successfully navigating the social recruiting process lies in understanding the underlying paradigm shift inherent in today’s emerging technologies. Recruiting is no longer a static, controlled process within your company. Rather, it is a dynamic process of continuous online engagement with large pools of potential talent.

Continuous Engagement is Key

Social recruitment necessitates a shift in attitudes about the recruitment process itself. Finding job candidates is a part of your company’s online presence – the success of your social recruitment hinges upon the successful use of your social profiles as a whole.

  • Your recruitment process doesn’t start with a job opening and end with new employee placement. Job openings occur continuously over time, so candidate sourcing will always be a constant, long-term process.
  • Simply posting a link to your job opening won’t attract the best candidates. They need to be already visiting your company page on a regular basis for the industry-relevant content you post.
  • Instead of thinking about soliciting résumés on social media, focus on developing relationships with your social networks. Concentrate on presenting your company brand to a group of people who have the talent and skills you’re looking for, and engage those people on your social profiles.

Utilize Dynamic Content

Your online marketing strategies are dynamic; the content you post on your social accounts is interesting to your followers and elicits engagement.  When seeking job candidates, you want to employ the same tactics.

  • Your job postings should be just as welcoming as the rest of your page’s content. Job descriptions attract and engage qualified candidates when they are well-written and supported with extra content that describes your company’s culture and the intangible requirements and benefits of a position.
  • Boost your job posting’s drawing power by including video interviews with current employees and other supportive content. Post these on YouTube and imbed them into status updates for optimal views.

Every Platform is Different

While all of your online profiles should work to attract those looking for jobs from with your industry, the recruitment best practices vary with each social media platform, so good planning is important. Your strategy should be modified to work with each platform’s processes, demographics, and rules for use.

  • Twitter: Participate in industry-specific chats in order to find followers who could become invested with your brand and have knowledge within your niche. Compile a list of useful hashtags for your industry and use them to tag all of your job postings so that the right candidates can easily find them.
  • Facebook: Create a jobs tab within your company page and promote it amongst your other content. You can link your recruitment software directly to your jobs page to make applicant tracking easy and efficient.
  • Linkedin: Take part in groups and discussions relevant to your industry. Develop a community of qualified followers and post your job listings where the best candidates can find them.

Your strategy for social recruitment should revolve around consistent, active engagement with your networks and followers. Promote your company brand with dynamic content that will attract and engage followers within your industry. Finally, appropriately utilize the different social platforms in order to reach the greatest number of qualified individuals.

Megan Webb-Morgan is a web content writer for She writes about small business, focusing on topics such as Gen Y hiring. Follow Resource Nation on Facebook and Twitter, too!


Leveling the Playing Field

I’ve always wondered about the benefits of doping in professional sports.  Once, I read about a journalist who decided to dope just to find out if it really was that dramatic at providing performance increases, and not only was he stronger, have significantly more endurance, but he also seemed to start reverse aging (age spots on his skin started to disappear).  Indeed, the reported benefits of doping are staggering.  Even an average guy like me could probably ride my bike over 100 miles a day for days in a row without real problems.

Lance Armstrong is once again in the news for doping.  Many of us have been pretty sure that he’s been a doper all along, but the man “has never failed a drug test” so we just let it go.  For the particular drugs we’re talking about, there is no real way to test if the drug is in someone’s system.  Instead, they test for other indicators.  In the case of EPO, they test for a blood hemocrit level above 5.0 (whatever that means).  Basically, if you tested every professional racer, there is a good chance that 90% of them have hemocrit levels at 4.8 or 4.9.  Their argument is that they are not cheating, even though they are cheating, just doing it below the level that they would get called out for it.  Instead, they argue that they are just keeping themselves level with the rest of the playing field.

A few years ago I’m sure I argued that core HR was dead, and talent management was dying with nothing to take their places.  Let’s face it – core HR functionality has not changed in a decade and Talent has been a bit of a bust because all we’ve done is automated the old crappy stuff.  Today, I’m not going to argue that HR technology is dead.  I’m going to argue that the playing field is now level.  Now I want to see who is going to perform, and who is going to get left behind.

If we look around the HR marketplace, there is really good reason to be excited.  I’m not talking about new functionality in core or talent, but I’m talking about how everyone is creating new user experience, and doing it in different ways.  If we look at Fusion versus Workday versus SAP/SF Employee Central versus ADP Vantage versus (all the vendors who are pissed they got left off al already too long list), the theory and design of the experience is totally different.  What we assume about our company’s employees and managers will drive a selection, not what functionality works for us.

We are no longer in the era of “do I want PeopleSoft position management, or SAP’s?”  I actually get to make a decision that is based on my culture and how I think they will best use the application.  Do I have a bunch of engineers, or do I have a bunch of management consultants?  Do I have machinists or perhaps finance guys?  I’m finally at the point where customers and culture are the things that are important.  I finally get to make decisions based on company strategy, workforce and culture.

Functionality is dead because it is a level playing field – but HR technology is one of the most exciting places to be in a really long time.


Social Taxonomies: Tagging versus Crowd Metrics

Every now and then, I’m parked at a mall, convention center, airport, and I ask myself, “now where did I park my car?  OK, so I don’t lose my car that often, but on occasion it happens.  OK, I’m not at the mall or convention center that often either.  At any rate, the appropriate action is to walk around the parking lot for a while constantly hitting the alarm button and waiting to hear that familiar chirp.  (Actually, I do that even when I know where the car is and I’m just walking over to it – no idea why…)  At some point, I’ll eventually locate the car.  The alternative, since I’d never really go to a mall or convention center or whatever alone, is the hope that someone I’m with actually remembers where the car is, or the general vicinity.  Depending on the person I’m with, there is either a high level of confidence or not, and sometimes none at all.

Here’s the problem with social enterprise.  Stuff can be really hard to find.  Let’s say that we remember that something was said on a particular subject, but we don’t remember who said it, if it was in a group message board or a blog, or even when it was.  How the heck do we find this stuff?  Even if we did remember it from a blog, the content might be 2 years old and still take a while to find.  Social tools all seem to use a variety of different search tools, but the tools that have emerged seem to deal with either tags or crowd metrics (or a combination of each).

Tagging is the job of either the content author, or content manager.  Sometimes tags can be community driven as well.  The point being that people can tag content with topics that they feel are associated with the content they are presenting.  You’ll notice that this post will return a tag of “social” and “social enterprise” among other things so that those get indexed by the blog and search engines.  It’s not an exact science like the good old dewey decimal system we all learned in elementary school, but if authors are tagging, then it’s likely to have a decent relationship.  If you give readers and the community the ability to tag, now you have even precision as the readers are also the searchers of the content and will have a pretty good idea if the original tags are off.  Every now and then on systematicHR posts I’ll actually adjust tags based on what searches are driving hits to the content.  Lastly, if you have a content manager involved that can further tag, now you have an element of standardization, so you know that similar posts will always be tagged in a similar way – in other words there are no concerns over someone tagging only “social” and a different author using “network.”  The content manager can leave the original tags intact, but would also communize the tags being used across the community.

Crowd metrics are also a wonderful thing.  For those of us who are Facebook users, we’re probably pretty familiar with the news feed that tends to launch more popular items to the top of the list.  The assumption is that if lots of people are looking and commenting on a particular piece of content, there is a higher probability that you’ll also be interested in the content.  The same goes for social enterprise in the workplace.  If many people are looking at content that you follow in some way (through a person, group, topic…) then chances are you want to see it also.  The assumption is that hits, reads, comments, thumb ups indicates some degree of quality of the content.

Things get better when you combine tagging and crowd metrics.  If you do a search for “talent management” in your social enterprise tool, hopefully it brings up the things that are not only tagged with the topic, but also finds the ones that were most popular first.  This blends not only the topical result, but also the assumption of quality as well.  The issue with this is that you can still miss content.  Some things can be mis-tagged, or some items just go unread by the crowds, and continue to appear lower in search results because of it.  Good search should also index words inside the content automatically, but that alone does not mean a high search result.

Obviously for me, the best result is if I just remember where my stupid car is.  But if I can’t hopefully some crowd intelligence in combination with my alarm clicker will work pretty quickly.  I don’t wander aimlessly in parking lots that often thankfully.

HR Technology Conference Reactions: Social Media Panel

I’ll admit.  I’m devastated.  Lexy Martin and Thomas Otter were both presenting at the same time as this session.  Had I the option, I would have pulled a Hermione Granger Time Turner thing.  You know where she goes back in time to take more classes?  I’d do that for these 3 sessions, but instead, I’m just a muggle.  (OK, enough of that nonsense.)

The panel consisted of Moderator: Kris Dunn (VP, HR, Kinetix ), Todd Chandler (VP, Learning and Performance, Helzberg Diamonds) , Ben Brooks (SVP & Global Director, Enterprise Communications & Colleague Engagement, Marsh Inc.),  Phoebe Venkat (Director, Digital and Social Media Communications, ADT).  As with my prior post, I’ll go with the same format:

Theme #1: File Centric versus People Centric. Perhaps this first theme is a bit obvious.  It really comes down to a definitional aspect of social versus where we have come from/are today.  There is nothing wrong with being file based, it’s here for a long time to come.  We operate in files today because that is how we store information and value.  Add to that we can easily search and tuck things away in a folder system, and we have a mediocre way to maintain information.  Thus, the next phase of evolution, if we are going to go social, we have to understand that the storage of prior information is not where it all is.  Instead, the generation of new information is paramount, and that comes from the exchange of ideas that social enterprise presents.  Thus, I call this a theme, but it’s really the starting point of the conversation – a definition of change.

Theme #2:  Email versus Social. If Theme #1 was a definition, perhaps Theme #2 is the problem statement.  Indeed, email is much more of a communication tool than a file storage tool as we all know when our corporate IT tells us we have gone over our 2 gig storage capacity.  The problem is that emails are so far from a real time production of value that it’s actually a barrier to the speedy creation of new insights.  Add that most of us also use emails for CYA and self preservation, and we quickly realize the major inhibitor that emails can be.  If we’re looking to protect ourselves and cover our tracks rather than provide new meaning to our jobs, this is a major directional problem for email.  So while social gives us productivity at the speed of conversation, emails are just too much of a security blanket for most workers to overcome in the very short term.

Theme #3:  Search and data mining. There are probably a couple aspects here.  The first one is about how we go about naturally doing our business today.  We’re organized in offices and cubes, or we go to meetings and sit at tables.  The interactions we have are largely based on who we see every day.  What is great about social is not that it allows us to reach past our normal daily interactions, but that it can help search for new contacts and encourage those interactions.  Sure we have emails, phone calls, instant messenger today, but with social we get to group ourselves logically based on something else other than location/job/department.  But we have to go beyond simple conversations.  The reason Facebook is not useful as an enterprise social tool is because you really can’t search the conversations.  Mining conversations for who is connected to who, what people are talking about, and how that impacts actual work and innovation is the key to creating value.

Theme #4:  Bad behavior. I remember 5 years ago when HR was just starting to enter the conversations about having social networks in the workplace.  Fully half of the conversations revolved around “bad behavior” or people just going crazy and doing/saying things they should not.  While you do have to set aside some rules of the road, you really can’t stop people from posting things.  Trying to moderate every comment would be absurd, and the consensus is that very little bad behavior actually happens.  The thing is, we should not have to create new social policies.  We already have them in place.  People also know how to behave already, and if they don’t, your managers should already be having these conversations.  This discussion presented one of the crowning moments of the conference for me (and I wish I could remember who said it).  “If you have a jerk, let them rise to the top so you can fire them.”  Another lovely quote, “HR… get over it.”

Theme #5: Creating change. Social for social sake is a bad idea.  You will get low adoption, and unless you are targeting your deployment to solving a real business problem, your audience will never really understand “why?”  Some of the suggestions revolved around polling the internal community for how your workers want to interact with each other, and then deploying solutions with the ability to say, “this is the tool you guys requested.”  A great example:  being one of the first at a dinner and not knowing anyone sucks.  But if you have a great host who is actively introducing people to each other, and contextually matching people’s interests, then you have really quick engagement.  The other interesting note that caught me off guard because it’s so basic, is not discounting the impact of faces and names.  If you think about Facebook, actually seeing faces is a pretty big part of how you interact with the tool.  There is a possibility that you see the face before you read the name, and that’s often how you engage with conversations.


HR Technology Conference Reactions: Talent Management Panel

The talent management panel at The HR Technology Conference was all about diversity.  Not diversity in terms of workforce, but the diversity in terms of approaches in deploying talent processes and technologies that different companies take in pursuit of their goals. With Jason Averbook hosting, we had Walmart (2+ million employees), Motorola Solutions (called themselves an 84 year old startup), Merck (single global system in 84 countries) and ETS Lindgren (900 employees). At one end of the table, we had 2.2 million employees and the other end we had 900. We had SAP globally, and we had Rypple/

Here are some highlights (not direct quotes in most cases):

Theme #1:  Ongoing feedback. When even Walmart says they need to deploy ongoing feedback for a workforce that is 2.2 million strong, this is something to watch.  Generally when we think of retail, we’re thinking about a population with a full set of competencies from some very senior talent to some fairly low paid employees.  Saying that real time feedback is important for the entire population is a big deal, where many of us would traditionally just focus on the top tier of talent.  ETS Lindgren said much the same and have experienced a huge jump in positive feedback.  They have shown that social can really assist in the engagement equation, but realize that the constructive feedback still happens either in private messaging or in the manager conversations.

Theme #2:  Focus on what matters. Having just said that you spread the wealth in Theme #1, there did seem to be a consistent theme around making sure that the roles that really drive revenues in your organization are the ones you focus on disproportionately.  There was a discussion about “peanut butter spread” and it seemed there was mass agreement where you provide some global focus, but your time is really spent managing the interactions with the employees that will impact your bottom line most directly.  I also want to do a theme 2.5 here.  Merck had an important call-out I think.  They are starting with a revamp of their job structure.  For any deployment be it TM, HCM or Social, if your foundation sucks, you are not going anywhere.  You can roll things out, and you might get adoption, but you won’t have great measurement.  Merck had this to say, “If someone allowed the choice of getting the basics right or deploying collaboration tools, I’d say to look at the foundation.” More on measurement later.

Theme #3:  Things still need to get easier. Walmart had a nice example with talent reviews.  They used to walk into a room of executives with volumes of huge binders.  Instead of that, they give everyone an iPad with the employee data preloaded.  This makes the discussion more dynamic and flexible.  At the same time, you can have significantly more data at your disposal compared to the volumes of binders.  This is an example where it’s working, but there are still areas where data minim does not work.  Motorola asked the question, “If I want a restaurant recommendation, I ask my friends on Facebook and get immediate answers.  If I need a best practice, there should be an app for that too.”

Theme #4:  Flexibility. This one goes hand in hand with ongoing feedback.  One of the companies stated that they will go without formal reviews and formal ratings.  WHAT?!?!?!  Not having reviews and ratings is an experiment that some have tried in smaller organizations, but I’ll be excited to see how it works in a socially based larger organization.  This theme is also about the social thread that would not stop coming up in this panel.  Most everyone seemed to have a social strategy that included not only conversations, but also some ideas of recognition.

Theme #5:  Data and analytics. We talked a bit about Merck in Theme #2.  I also liked the blended TM/Social/Analytics theme that ETS Lindgren brought up:  We want to know who is having conversations and about what at any given time.  If we can figure out what our talent is talking about, how to connect others, and measure the impact of quality interactions on our bottom lines, then we can also figure out how to invest in growing those specific conversations.  (tie in to Theme #1).

Theme #6:  Sponsorship. Motorola had this to say, “Our CEO has 2 jobs.  Managing the bottom line, and managing talent.”  ETS Lindgren had this to say, “Our Rypple tool came from the CEO.  We wanted to do something different.”  Either way you cut it, they had great sponsorship to ignite and create change.  It doesn’t always have to be the CEO, but if you don’t have top level sponsorship at all, you’re sunk.