Jobvite recently published a free ebook entitled 33 Essential Social Recruiting Stats, and this eye opening collection of information reveals that employers are already stepping up their efforts to recruit through social media sites because this method is, well, effective.

One interesting statistic that Jobvite published is that 73% of surveyed people between the ages of 18 and 34 found their most recent job through social media.  Jobvite also published that 55% of surveyed companies indicated that they would invest more in social media hiring this year. This means that social media hiring is likely to increase in the future.

Most recruiters already pore over social media sites and the internet to find candidates with relevant skills, and, while many large companies are laggards in adopting social media as part of their employment strategy, they are beginning to see the benefits.

One challenge that employers face is that they do not have the in-house knowledge to effectively use social media for employment purposes. Using a third party can help organizations make the most of internet recruiting, as many of these third parties already use social media for recruiting purposes.

SimplicityVMS is one third party VMS system that integrates with social media sites, making it easier for employers to directly hire their contract and temporary workers through social media.

For more information about SimplictyVMS, or to learn about how your business can benefit from a third party, click here, or contact:

Christina Fabugais
Marketing Manager
Contingent Workforce Solutions Inc.
Direct Phone:  416-642-9077
Toll Free:  1-866-837-8630 x9077

This 1 day conference runs on November 7th at Evergreen Brick Works and focuses on helping businesses and employees better understand and leverage social media in the workplace. You’ll be instructed by 20 of North America’s most respected social media coaches on what you need to know in each of the top social media platforms.

Visit for our all-star line-up.

Impact99 will help you understand why HR needs a social media strategy as much as the marketing department does. You’ll get coached by 20 of North America’s most respected social media experts, and learn how to develop a social HR strategy. Our speakers will explain why it’s the most important think HR can focus on in a digital age. Not familiar with social media? Impact99 will teach Social Media Basics for the HR leader: this includes Facebook, Twitter, Google+, Youtube, Recruiting platforms, SEO, Blogs.

You’ll learn how to stand out as a top employer and effectively use social media in the workplace, and discover how to find staff in a digital, social media world. Break free of traditional ways of finding and retaining talent. Find the best candidates (and have them find you) using social media. Discover new ways to retain staff and apply social media to every phase of your employee life cycle, and help your organizational culture come to life with new digital platforms.

Listen to wins and misses from real organizations on their social HR journeys: Why there is only one way forward.

Canada needs more HR trailblazers. This is more than just a conference. It is also a way for leaders just like you to come together, share their experiences, meet the experts and network – all in an inspired venue!

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It may seem unlikely in today’s economic climate, but a war for top talent is looming. The recession has given companies the false sense that good people are abundant; however this is will quickly change as the largest segment of the workforce, the baby-boomers, begin to retire en masse. Profit Magazine recently published an article entitled “The Incredible Disappearing Workforce” which details the struggle companies are facing, and will continue to face, with finding suitable replacements for their retiring employees.

Profit Magazine states that “the boomer wave is so big that no combination of measures can replace all of the retiring workers”[1], which indicates that companies need to get resourceful in their search and retention strategies for top talent. One way to do this is through contract work. Many older boomers have indicated that they are eager to return to work; however they are not eager to return to 60-hour work weeks, having employees report to them, and moving up the corporate ladder[2]. Instead, they want to work as individual contributors[3]. Contract work provides the perfect opportunity for retired or soon-to-retire to do this. The statistics already show that this trend is occurring, and it will continue to increase in the coming years[4].

Companies need to prepare themselves for uncertain labour conditions, and, as contract labour continues to rise with this trend, companies will require assistance with managing their contract labour. Aberdeen Group’s comprehensive study of Contingent Labour Management indicates that 50% of enterprises need to better manage all facets of contingent labour[5].

Already, best-in-class companies are 35% more likely than industry average companies to use a Managed Service Provider solution for their contract workforce needs, and 63% of best-in-class companies are using a Vendor Management System[6]. This trend will likely continue as organizations hire more contract baby boomers.

In order to remain competitive when top talent is difficult to find, organizations need to be resourceful when recruiting and retaining experienced workers. Using a Managed Service Provider that focuses on managing contingent workers allows companies to develop and implement strong alumni and retiree programs, and keep sought after knowledge and experience for longer.

[1] McElgunn, Jim. The Incredible Disappearing Workforce. Profit Magazine. Oct 2011

[2] McElgunn, Jim. The Incredible Disappearing Workforce. Profit Magazine. Oct 2011

[3] McElgunn, Jim. The Incredible Disappearing Workforce. Profit Magazine. Oct 2011

[4] Orler, Elain. Managing Contingent Labour. Human Resources Executive Online. Sept 2 2011.

[5] Dwyer, Christopher, J. Contingent Labor Management: Strategies for Managing the Complexities of the Contingent Labor Umbrella. Aberdeen Group. June 2010

[6] Dwyer, Christopher, J. Contingent Labor Management: Strategies for Managing the Complexities of the Contingent Labor Umbrella. Aberdeen Group. June 2010 has learned more details about LinkedIn’s July 1 decision to cut off Monster’s BeKnown and BranchOut’s API access. We’ve also obtained copies of the emails that LinkedIn sent to both companies.

If there was any doubt that commercial reasons were behind the move, it’s gone now. Both emails end by proposing that the companies join LinkedIn’s “Partner Program for enterprise products.” A representative for LinkedIn has confirmed that the companies would pay for this access.

While BranchOut and BeKnown got all the attention, LinkedIn also cut off access to at least four other companies. Startup mixtent and resume parsing company Daxtra are two more companies that serve recruiters that were affected. As of this morning, the import function that is the core of mixtent’s service appears to be completely broken.

Unlike mixtent, Monster seems unmoved. A spokesperson said that “LinkedIn is actually the smallest source of BeKnown network growth compared with other sources.” Similarly, a BranchOut spokesperson said that “changes to the LinkedIn API have little impact on the BranchOut experience, as it was only being used by a small fraction of our users.”

A LinkedIn representative said that they had been in contact with Monster and BranchOut since the emails, but representatives for both companies denied that they were engaged in any discussions with LinkedIn regarding restoring API access.

The full emails are below, but here’s the rest of what I found notable:

  • I wrote that LinkedIn had cut off access to the API because the companies were competitive, which is prohibited by LinkedIn’s API Terms of Use. Competition still underlies this decision, but the specific trespass that LinkedIn cites is that both BranchOut and Monster intend to charge “fees for access to LinkedIn’s Content,” which is also not kosher under the TOU.
  • The move appears to be preemptive, since BranchOut does not charge for access to user data at this point in time.
  • Unlike BranchOut, Monster is already very much in the business of charging for access to data. However, the LinkedIn move seems preemptive there as well, since the BeKnown database is currently separate from the main Monster database. The company has acknowledged plans to merge them in the future.
  • LinkedIn claims that Monster is also in violation of the TOU for sending emails via the API to promote BeKnown.

The emails were sent by Adam Trachtenberg, the director of LinkedIn’s Developer Network, to his counterparts at Monster and BranchOut.

This is the complete email from LinkedIn to Monster:

From: Adam Trachtenberg
Date: July 1, 2011 12:29:16 PM CDT
Subject: Important information about BeKnown’s LinkedIn Developer Program account

Dear Mark,

LinkedIn’s Developer Platform Program helps partner websites build the professional web with LinkedIn.  Specifically, LinkedIn’s People API allows our partners to add professional identity to their sites with LinkedIn member profile and connection data to create a richer professional web experience for our members.  LinkedIn’s Messaging API allows our partners to use LinkedIn’s Inbox to make their applications a social communications hub by letting their customers send invitations to connect on LinkedIn and messages to existing connections.

We have become aware of your recently launched BeKnown application on Facebook.  Your use of the LinkedIn APIs in connection with this product violates LinkedIn’s API Terms of Use and Platform Guidelines by, at a minimum, using the APIs to send messages to promote BeKnown.  Also, we have concerns that LinkedIn Content imported into BeKnown will be used in connection with your enterprise sourcing products, and, in effect, you will be charging fees for access to LinkedIn Content.  As a result, we have disabled the BeKnown application’s access to the LinkedIn’s APIs.

We have a Partner Program for enterprise products and, if your messaging violations are corrected, are open to discussing with you whether BeKnown offerings are a fit.  If you are interested, please contact Scott Roberts, our Senior Director, Business Development, at


Adam Trachtenberg
Director of Developer Network

And this is the full email from LinkedIn to BranchOut:

From: Adam Trachtenberg
Date: July 1, 2011 12:29:07 PM CDT
Subject: Important information about BranchOut’s LinkedIn Developer Program account

Dear Nathan,

LinkedIn’s Developer Platform Program helps partner websites build the professional web with LinkedIn.  Specifically, LinkedIn’s People API allows our partners to add professional identity to their sites with LinkedIn member profile and connection data to create a richer professional web experience for our members.

We recently became aware of BranchOut’s imminent launch of a premium enterprise recruiting search tool.  BranchOut’s use of LinkedIn’s API to support this tool violates LinkedIn’s API Terms of Use by, at a minimum, by charging fees for access to LinkedIn’s Content.  As a result, we have disabled BranchOut’s access to the LinkedIn API.

We have a Partner Program for enterprise products and are open to discussing with you whether BranchOut’s offerings are a fit.  If you are interested, please contact Scott Roberts, our Senior Director, Business Development, at


Adam Trachtenberg

Director of Developer Network

Another shot has been fired in the war to own the social career networks — TechCrunch reported today that LinkedIn has cut off access to its data to both BranchOut and Monster’s BeKnown.

As we’ve reported, both services are designed to leverage Facebook’s social graph and more than 750 million users to help them find career opportunities through their friends. Until LinkedIn’s move, they had been able to use the API to give those Facebook users a shortcut in creating a resume on their own services, making them easier to set up.

As this conflict unfolds, we are going to hear a lot from each party about how they are acting in consumer’s best interests, while the other side is trampling their rights. Don’t be fooled by the rhetoric though — all three companies are simply following the money and acting for their own best interests.

LinkedIn has not yet commented publicly about this situation, and its blog doesn’t even hint that anything out of the ordinary is going on. But when it does, LinkedIn will likely claim that it is protecting its users’ privacy. Who could argue with that?

But the real motivation here is something else. LinkedIn’s rapidly growing business depends entirely on its proprietary data; there’s just no way that it is going to let other companies use its own data to compete with them. In fact, the LinkedIn API’s Terms of Use, section 1.5.n., explicitly states that companies using the API agree not to “use the APIs in an Application that competes with products or services offered” by LinkedIn, something that Monster and BranchOut were surely aware of when they built their applications.

Monster’s Vice President of Product Management Matthew Mund posted Monster’s official response to the API shutdown. In it, he says:

We are disappointed by this decision. Why? It’s not good for LinkedIn users: blocking the API effectively limits LinkedIn members’ ability to import their own profile data or invite their own connections to another environment, whether BeKnown or others.

See? Monster is doing this for the poor suffering users who just want to post their data anywhere they want.

Except that Monster’s entire business is charging for access to a closed database. In the Monster Terms of Use, the company specifically prohibits anyone who would “aggregate, copy, or duplicate in any manner any of the Monster Content or information available from any Monster Site, without express written consent from Monster.” What’s good for the LinkedIn goose is clearly not good for the Monster gander.

As for BranchOut, its public position is similar to Monster’s. As the new kids on the block, it also seems happy to be getting this kind of attention, and used its response to the TechCrunch article to promote the superiority of the Facebook audience over LinkedIn’s.

This move by LinkedIn will not greatly hurt either BranchOut or Monster’s services in any big way — importing a resume was just a convenience for their users, who can still create profiles the old-fashioned way. But its a clear sign that LinkedIn recognizes that these services are taking aim squarely at its market, and that it won’t just roll over and let them do it.

Or to quote Monster VP Eric Winegardner, “game on.”

This morning, at its first ever user conference, Talent Connect, LinkedIn revealed two brand new product offerings to its “Recruiter” customers: Jobs For You and Referral Engine. David Hahn, LinkedIn’s VP of Product Management, and Deep Nishar, LinkedIn’s VP Products & User Experience, shared details of the new offerings with attendees as well as the story of how the new Jobs For You product came to be.

You may have noticed recently that under the LinkedIn Jobs tab, there are listings under a section called “Jobs you may be interested in” that offer jobs that are specifically targeted to end users. Here is a screenshot of my personal job offerings:

Pretty good, if you ask me. Based on my experience and the keywords I’ve listed in my profile, these jobs are pretty spot on for things I’d be interested in, though the AAE job would be a bit junior (a PR AAE is typically an entry-level or one-year experience role). LinkedIn started beta testing this and saw lots of success with clickthroughs from active job seekers. It decided to see what would happen if it put it on the home page, and they discovered that it was able to reach a whole new group of individuals — passive job seekers who were not actively looking for jobs — but when this offering was placed in the home page, they clicked through.

Jobs For You

Having found this to be successful with bringing a whole different set of eyeballs, LinkedIn took things one step further, which is where it’s at today in announcing the new Jobs For You. This new product offering will allow companies to share jobs with individuals conducting normal web searches, using information from their LinkedIn profiles to target them with specific, relevant opportunities.

While the concept of delivering relevant job opportunities is not new, LinkedIn has taken this to a new level. Others who have explored this idea have looked at data based on search activity, thus targeting active job seekers who have run searches indicating that they were specifically looking for jobs. Another method of targeting job seekers has been by using geotargeting. While using this approach will get you geographically targeted individuals, and often passive job seeker traffic, they may not necessarily be the “right” talent. They’re just targeting anyone and everyone within a specific location. With the data that LinkedIn has gathered from individual profiles, this new Jobs For You ad module will deliver targeted and relevant opportunities to individuals based on the information in their LinkedIn profile (as an aside, this means it’s a good time to fill our your LinkedIn profile completely!)

In case you were wondering, there are no privacy issues here: LinkedIn will not be selling your profile data to any third parties in order to accomplish this. As simply as it can be explained, LinkedIn reads a user cookie from your computer and applies it to the code in the ad module that will show up in your search results, on a career web page, or wherever else a company wants to place this coded ad. This cookie is unique to you and provides the LinkedIn ad with the information it needs to deliver a list of relevant opportunities from the company that purchased the ad. And of course, LinkedIn users will be able to opt out from this if they don’t want to participate. But who wouldn’t want an occasional interesting opportunity to be tossed their way?

To recap, Jobs For You will work both on LinkedIn as well as offsite. From what we know at this point, pricing is a CPM model. You can find out more detail info by visiting LinkedIn’s Talent Advantage website. This is a pretty interesting product, because from a recruiting perspective it takes targeting passive candidates to a whole new level.

Referral Engine

The second product that LinkedIn announced this morning will remain in beta until the first half of 2011, but it will make some waves in the area of employee referrals. This product, called Referral Engine, assists companies in hiring talent from their employees’ referrals by involving more employees in making referrals, and helping them make more quality referrals. One of the issues with receiving employee referrals is that sometimes, employees will refer someone for a job just because they’re a friend, or they think perhaps they might be a fit even though they probably aren’t. With Referral Engine, when a company posts a new job through LinkedIn, LinkedIn will make suggestions to employees tied to that company of individuals within their networks that would be a good fit for that job, and it will ask them simply if they wish to refer any of those individuals. Essentially, Referral Engine helps employees to “pre-screen” their own network in order to make quality referrals.

The even better part about Referral Engine is that it will be a free service to “Recruiter” customers once it is rolled out. Obviously, the more jobs posted by the company, the better this service will work. But this new product will really make a difference with employee referral programs and getting more employees involved in making referrals from their networks. It also opens another door for LinkedIn (or anyone, for that matter) to offer training to companies and whole teams within companies for using LinkedIn, getting employees involved, helping them to thoroughly fill out their profiles, etc.

You can learn more information about these two new offerings from LinkedIn on its Talent Advantage website.

By Lynn Taylor

Published: Bloomberg Businessweek

In the recent past, a part-time job was primarily a stepping-stone to full-time work with all the associated benefits.

In the last decade, however, many employees began viewing project stints as a refreshing departure from the capriciousness of Corporate America. They witnessed employers’ revolving-door approach to staffing—and consequently ratcheted down their own loyalties, changing jobs more frequently.

Now with the recession easing, 2010 may officially mark the start of the decade of a much less committed relationship between employer and employee. Owing to the disappearance of job security, the desire for greater independence, and the emphasis many baby boomers place on smelling the roses, more senior professionals are becoming what I call “tempreneurs.”

Tempreneurs are managers who seek a temporary schedule that makes it unnecessary to put all of their eggs in one corporate basket. They are independent contractors with an entrepreneurial spirit. When employment reaches respectable levels once again, these project consultants may have to be cajoled into working full time.

So what does this mean for establishing and maintaining a corporate culture of continuity, cohesiveness, and productivity? From a leadership standpoint, it seems imperative that businesses maintain a core of employees, but react to external and global influences with some agility to remain profitable.


Technology has made it feasible and economical to work with virtual teams. LinkedIn has enabled the lightning-speed assembly of teams and supply chains. Employers, if they’re wise, don’t want the peaks and valleys of hiring and firing. It’s bad for business, not to mention customer loyalty.

All these factors contribute to greater reliance on contingent workers—and in many cases, the tempreneur. Firms are now adopting a variety of strategies to organize and manage contingent workers. They have to become adept at leveraging the talents of tempreneurs, yet treat them as valued team members.

Ultimately, perhaps both sides are getting what they asked for. And as is the case with any two entities that negotiate terms of a working relationship, both sides will have to compromise.

A tempreneur is not driven by a necessity to make ends meet between full-time jobs; it’s a personal career choice. Temporary workers go from project to project, usually on-site. Entrepreneurs, on the other hand, have made a career decision to work for themselves, most often off-site. Tempreneurs constitute a new and improved hybrid of the temp worker and entrepreneur. This is a stronger, wiser, more resilient employee.

While they are different from most workers of prior decades, tempreneurs do cross over in certain instances. For example, tempreneurs must collaborate and work on a mutually agreeable schedule with the client, much as consultants do. The differences?

• Tempreneurs are more senior than the average temporary worker.

• Most temps require much more supervision than do tempreneurs.

• Consultants are slightly more senior than tempreneurs (many work directly with CEOs), and they leave much of the execution to the client.

• Since tempreneurs are not as senior as consultants, they can more affordably fill the voids in staffing.

• Tempreneurs make it easier for their clients to contend with business ebbs and flows.

The trend toward “tempreneurship” began in earnest in 2001, during the dot-com bust. As the last decade unfolded, project consulting became “the great escape.”

Today’s contingent-worker labor pool is made up of many categories: temporary workers, independent contractors or freelancers, outsourced employees, part-timers, and consultants. When companies are in the full hiring mode again, there will likely be budgeting for long-term use of these contingent workers like never before. It’s easy to forget that employers, too, were traumatized by the recession. They suffered the decimation of their bottom line and payrolls, leading to a desire for a paradigm shift to more flexibility.


With the focus on greater competitiveness and cost-containment, including real estate, travel expenses, and changes in project peaks and valleys, not to mention fixed payroll expenses, the tempreneur has long-term appeal. Further supporting this trend is the rise of entrepreneurship. Many startups are underfunded, making the tempreneur option more desirable, the proverbial best of both worlds.

Now factor in more sophisticated technology, providing a “facsimile digital community” for those working off-site. Video conferencing is bridging the gap and facilitating a greater person-to-person connection. Social media sites such as Facebook and LinkedIn create a sense of community formerly found only in a physical office. And the proliferation of cellular networks, smartphones, and air cards makes mobile offices more mainstream. Plus, employees can socialize without in-person watercooler chats and happy hours.

Clearly, regular full-time employees will never vanish. And there are regulations that your HR department will help you comply with when hiring and classifying workers as contract employees. But 2010 marks a unique time when the U.S. workforce and management face each other with a challenging shift in the relationship they once had.

It can be for the better. Start by understanding that each side must first set a foundation of goals and expectations, with an eye toward mutual gain and trust that’s more than “temporary.”

We’re about halfway through our contest looking for the best blog posts from the ERE community in the month of July (still plenty of time to try your hand at that if you haven’t yet). At stake is an Apple iPad as well as two Amazon gift cards for the runners-up. I wanted to highlight some of my favorite posts so far and encourage you to check out all of the blog posts our community has to offer.

Making the case for job boards

Vanessa Bostwick writes: “As someone who is deeply embedded within the recruiting industry, I hear these words every day: job boards are done. Finished. Finito. Social media, which some say is quicker, cheaper, and easier to track and implement, is edging out job boards to become the top job channel for both job seekers and employers. But statements like these don’t reflect the true state of job boards and their continued adoption by users. Here are some strong arguments for why job boards aren’t going anywhere anytime soon.”

Strong employment brands will rule social recruiting

Omowale Casselle writes: “Social media is redefining the way prospective candidates and employers interact. Not only do candidates now have the ability to directly communicate with employers, but they are also able to communicate with each other regarding the pros/cons of an employer. Employers have gained lots of expertise in one way communication with prospective candidates, and there is no doubt they will quickly master two-way communication as well. However, the key to success will be how well they can influence the conversations they are not directly involved with.”

Trust and privacy on LinkedIn

Irina Shamaeva writes: “There are questions about LinkedIn many members have. How many friends should you have on LinkedIn? Should you set your profile as public or private? Should you sign up for a business account — and for which option — or stay with a basic one? If you keep the number of connections small, what are your chances to reach others for business? Here are some facts and guesses that may help you make decisions on those options.

It may be slow, it may be bumpy, but it’s gonna hurt. Unless…

Paul Klip writes: “Stretched to the hilt, companies who were forced to decimate their talent acquisition teams have started feeling the effects of a recovery with a barrage of new requests from hiring managers as their businesses continue recovering from the worst economic downturn since the great depression. Still unsure as to the long-term viability of their hiring needs, companies are reluctant to add full-time talent acquisition professionals and are saddling their office managers, HR generalists and existing TA teams with more and more hiring requests which are beyond their scope of recruiting expertise.”

10 steps to making your relationship with Twitter work

Kendra Pearson writes: “Twitter and I have been involved for almost a year now. In honor of our upcoming one-year anniversary, I think it is appropriate to reflect upon my relationship with what I consider to be the most misunderstood social media technology. I will start by saying that it was not love at first sight. As stories of recruiters and job seekers connecting through Twitter flourished, I knew I needed to try this technology in order to understand it. But still I resisted. I felt like I needed a handbook just to join the conversation. Followers? Tweets? Hashtags?”

What no job board wants to talk about…

Jeff Dickey-Chasins writes: “As you might guess, I’m a great believer in the fundamentals of job boards. I’ve seen the emails from happy job seekers and employers extolling the many ways job boards can save users time and money. In essence, for many people, job boards work. But …there are things that job boards often shy away from — topics they don’t want to touch. Why? Because sometimes job boards don’t work. Perhaps there were unrealistic expectations. Perhaps there was just a mess.”

“Shirt sleeves to shirt sleeves in three generations.”

Maureen Sharib writes: “There’s an old saying you don’t hear much anymore: “Shirt sleeves to shirt sleeves in three generations.” What it means is that someone starts out in work sleeves and succeeds enough to allow their children to wear silk sleeves.  Those wearing the silk sleeves usually abandon the opportunity to do anything with the means that provided those silk sleeves and, ultimately waste it, leaving nothing but shirt sleeves for the third generation to wear.”

#SHRM10: Final Thoughts

Gerry Crispin writes: “Mark Stelzner’s blog summarizing his observations was so good as a conversation starter that most of what I could say about the conference I said in my comments there. My only additions are these:”