Social Media Monitoring in HR and Recruitment: Cutting Edge or Over the Edge

Social Media Monitoring in HR and Recruitment: Cutting Edge or Over The Edge? 2015 270 m 332 m 300 h video uploaded /min You Tube 1.39 b active users users users in 74% of Adults Have Social Profiles 2b Active Social Accounts Globally Along the Way, We Leave Behind IP Address/ Physical Location We leave Massive Amounts breadcrumbs and pick up of Data cookies that allow advertisers Shopping 1.8 m mb/year to access our Preferences information The Typical Office Worker and create detail-rich Produces: profiles 5k mb/day Means & Methods By Which We Pay Online Advertisers Create Profiles On Our Buying Habits & Preferences Рeapod Ζaρρos amazoncom NETFLIX com O Customers Who Bought Made to Stick: Why Some Ideas Survie. Also Bought SIO PPNNG RErCOHNI NDATTO NE FOR VOU HABIT GREAT Vans classic slip-3n thurhes Lck lavler el star orr $50.00 Contaglous, Why Things Catch On by Jonah Berger The Power of Habit Why We Do by Charles Duhiga Paperback * t 2777 Good to Great Why Some Companies Make by Jim Collins Hardcover 456 Hartcover Savvy Candidates are treating a job search like any other major purchase by using social media to learn as much as they can about a company before clicking "apply" 7 out of 10 30% Workers Regularly Search for New Opportunities Say Job Searching Is A Weekly Activity It was INEVITABLE that we'd have access to Job Seeking Behavior Data Sample Job Seeking Behavior Indicators Data Also Profiles Our • Following Recruiters' Social Accounts Job Search Habits Job search & Preferences Subscribing to Career- Related Content behavior can be tracked through publicly available data sources Creating Job-Focused Online Profiles including social media, public job Frequent Visits to Employment-Themed Pages boards and authorized data service providers like Twitter's GNIP Sudden Increase In Job-Related Endorsements Uses of Social Data for HR & Recruiting Acceptable Unacceptable Undefined + Better Workforce Planning Using Race, Gender, ? Using Online Networks To Religion, Sexual Orientation, Age, Political Affiliations For Talent Decisions Identify Candidates' Former Colleagues For Reference + Enhanced Retention + Improved Communication w/Candidates & Employees Information Without Candidates' Knowledge - Making Hiring Is It Fair? + Easier Job Advertising & Candidate Screening Decisions Based On ? What Is The Statute Of Limitations On Punishing Unverified Information + Enhanced Customer Service & Tracking of Employee Satisfaction e.g. John Doe's LinkedIn Profile Says He Went To Harvard. Did He? Bad Decisions Made When Young? Punishing or Harassing Employees For Online Activity Viewed Unfavorably By A Manager Or The Organization e.g. Oil Employee Who Comments Against Fracking In Social Media When Can We Let Go Of That Spring Break Photo? ? When To Use Data At An Individual Level vs. At The Aggregate Level ? Intellectual Property Ownership Unwittingly Giving Too Much Information About A Role On A Linkedin Profile Avoid Going Over The Edge Establish How Data From Public Information Can And Will Be Used Be As Transparent As Possible About How You Use The Data And The Benefits Review Current Privacy Policies. Do They Align With Monitoring Technologies? Establish Tight Authority Levels. Who Should Be Able To See Information In Monitoring Technology And How Are They Allowed To Use It? With.. Good Governance What Are Recruiters Allowed To Look For? Is It Relevant To The Position? What About Cultural Fit? ANALYTICS AS A SERVICE JOB SEARCH ANALY TICS Hudson Hudson offers a variety of analytical tools to improve workforce planning, advanced sourcing, retention and enhanced employee and candidate communication Access the only report of its kind that leve rages job seeking beha vior technology to track and compare the activities of U.S. employees by genera tion and seniority level Visit JobSeekerPulse.com us.hudson.com/talent-analytics