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
Email:  christina.fabugais@cwsolutions.ca

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 www.impact99.ca/aquamish/speakers.html 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!

To register, visit http://impact99to.doattend.com/

A recent study has shattered the myth that, in tumultuous economic times as these, full-time employees are forced into contract and freelance work due to layoffs and cutbacks. This study found that Contractors actually prefer the independent lifestyle, and, counter to popular belief, many individuals are choosing self employment.  A mere 13% of respondents were forced into contract work due to layoffs, and 80% of accidental contractors say they are happier now than they were before engaging in contract work.

Freelance and Contract work empowers women and men to lead the lives they want to live. 30% of female respondents and many men want to have schedules that accommodate the demands of daily life. They chose to be self employed because contract work makes this flexibility possible. Similarly, individuals have grown tired of answering to someone else, therefore over 20% of surveyed men, and many women, cited a desire to be their own boss as their top reason for switching to contract work.  Over half of the respondents were between 30 and 49 years of age, which indicates that Generations X and Y are switching to and finding success in contract work.

The study also pointed out that while the majority of respondents work full time as Contractors, some also use contract work for supplemental income. Contract work gives individuals the ability to increase their means because it affords more freedom to choose projects that work with an already busy schedule. This is also a great way for new graduates or people looking to switch careers to gain valuable job experience without sacrificing income.

The study found that optimism about future business prospects is high among contractors even though it also found that finding clients is the biggest challenge that contractors face today. Contractors primarily rely on referrals and networking to find work, and over 45% indicated they intend to leverage their personal network more in the coming year. However, over 45% also specified that they intend to social media more in their search for clients.

Contract workers currently represent 25% of the Canadian workforce, and this percentage is growing. People aren’t being forced into contract work due to layoffs; they are increasingly finding that contract work will allow them to enhance their lives both personally and professionally.

To find out how you can become a contract worker, contact CWS at

Christina Fabugais
Sales & Marketing Manager
Phone: 1-866-837-8630 Ex. 9077
Email: christina.fabugais@cwsolutions.ca

All statistics were found in: Gandia, Ed. 2011 Freelance Industry Report: Data and Analysis of Freelancer Demographics, Earnings, Habits and Attitudes. Sept, 2011. http://d3go1ztdjepprc.cloudfront.net/ifd2011/FreelanceIndustryReport2011.pdf

It’s no secret that Social Media altered the business landscape, but how has it impacted the way staffing agencies and recruiters do their jobs? Many staffing executives agree that while social media is new, it is becoming a more important tool in the search for candidates. Social media sites attract a large number of people. Over 700 million people are on Facebook, 200 million on Twitter and at least 100 million on LinkedIn[1].  These people tend to be tech-savvy, curious, and they enjoy learning, which means that many of them could be excellent recruits[2].

Social media sites give you insight into a candidate’s job history and interests, and LinkedIn can even provide you with detailed information about the candidate’s professional experience and education. It’s not easy to find such detailed information through the traditional recruiting channels. This makes LinkedIn a great source for reaching passives. Users can post a profile without announcing that they are looking for a job, and recruiters can then seek out these candidates as well as actively searching candidates.

A recent Jobvite survey found that 64% of organizations have hired through social networks in 2011, compared to the 58% that hired through social networks in 2010. In addition, 55% will increase their budget for social recruiting, and only 16% will spend more on job boards[3].

In addition to simply posting jobs, companies can engage job-seekers and passive candidates on social media sites through information. Companies can start discussions, provide job-hunting hints, or provide information about a particular industry.

Other components of recruiting will continue to play a role; however a social media program needs to fit with a firm’s overall marketing strategy. Companies need to communicate their goals and message to their specific target audience, and social media provides a perfect platform to do this. For more information and tips about social media recruiting, feel free to contact CWS.


[1] ERE.net http://www.ere.net/2011/07/15/save-your-cold-calls-use-social-media-and-go-where-your-candidates-already-are/

[2] Johnson, Craig. Connect with Candidates. Staffing Industry Review. XVI.8

[3] ERE.net, Jobvite, http://www.ere.net/2011/07/12/more-employers-than-ever-recruit-on-social-networks/

Have you ever gotten a video resume where the candidate brags about her gorgonzola mashed potatoes? Or another where the candidate declares his faults, one of which happens to be that he lies?

Trouble has. His given name is Nick Chiapetta. (Think about it. You’ll get it.) His job is to screen all the video resumes that the director of human acquisitions, Alina Deloris, gets, and recommend candidates to her for temp jobs with Celltons, a company that makes cellphone buttons.

Nick, or Trouble, as he prefers to be called, used to own the temp agency where Celltons is now, until an unfortunate incident involving a bus and a 33-week absence lead to the agency’s demise. Now he’s temping for Celltons.

Those of you still reading, but wondering what I’m talking about, you are excused. You may return after completing the pre-requisites for this post about what may be the most incredible branding adventure in recruiting history.

Everyone else here knows about The Temp Life, Spherion’s Internet TV show. What began as a branding effort aimed at the entry-level demographic has succeeded so well it has been declared a “bona fide phenomenon” by Fast Company. It begins its fifth season in November.

Produced by CJP Digital Media, the phenomenon tag is anything but hyperbole. The videos have been watched some 18 million times. The show was nominated this year for a Streamy Award – the online Emmys. It has a Facebook page and a loyal Twitter following.

It’s also been picked up by cable TV syndicators and is being shown to 1.9 million Marriott, Hyatt, and other hotel guests every year on in-room entertainment.

“A phenomenal success,” declares Lisa McCarthy, Director of Marketing and PR for SFN Group, Spherion’s parent, who says the success surprised everyone.

“We didn’t know what to expect,” she told me. “We didn’t know what we were dealing with.”

That was back in 2006. YouTube was a year old and hadn’t yet been bought by Google. In the recruiting world, we were all worrying about the impending “War for Talent” and the necessity for employers to brand themselves.

Spherion was worrying about that, too. One of the largest staffing agencies in North America, Spherion Staffing Services was discovering it was almost unknown among college students, few of whom even thought about temping.

Like so many other employers, Spherion knew it needed to raise awareness of itself, especially among 18-25 year-olds, the entry-level demographic.

“We were sitting around a room brainstorming ideas,” McCarthy recalls. There were thoughts of using Second Life, the virtual world that was a hot trend for a while. Videos were an obvious choice for branding. But Spherion’s push-the-envelope culture, plus the demographic it wanted to reach, meant a talking head video wouldn’t do.

What emerged was the Internet TV show you see today. “My gut instinctively said it would work,” says McCarthy. To be sure, especially considering the investment she would be asking the company to make, focus groups were conducted to see whether the idea would resonate with the target audience.

It did. The C-suite bought into the idea and, though McCarthy won’t say what the program’s budget is, it clearly has grown along with the show’s success. Still, she says it’s less costly than a full-blown ad campaign.

Branded entertainment is not new. It was pioneered in the early days of radio, later making the transition to television. Although cost and audience taste have curtailed branded broadcast TV productions — Hallmark is one of the few remaining — it’s flourishing online. IKEA, for instance, sponsors Easy to Assemble. Topps, the trading card company, and Dick’s Sporting Goods, sponsor Back on Topps, the winner in the Branded Entertainment category.

What’s different about The Temp Life is the almost complete absence of a Spherion pitch. Only at the beginning of each episode is the company mentioned. The show’s website discreetly offers a jobs tab. But that’s it. And that’s intentional.

The demographic Spherion is pursuing is savvy to obvious pitches, explains McCarthy, and easily turned off by it. That’s also why there’s no attempt to capture viewer information, either by requiring a registration or even offering a newsletter or other come-on.

“Maybe at some point we’ll do something. Maybe not,” she says. “We didn’t want to make it a commercial.”

So what’s been the results?

McCarthy says that as a branding effort, The Temp Life has accomplished more than the brainstorming group could have hoped. The viewership numbers are her primary metric. A second is the buzz. The Temp Life pops up regularly in entertainment and marketing blogs, and was named one of Brandweek’s Bright Ideas.

She wouldn’t give me any details, but she did mention that a second series, aimed at a different demographic, may be in the works. She soon heads to New York, where The Temp Life is filmed, for a meeting to discuss the new show.

Though few employers have the kind of resources to sponsor an Internet series, let alone two, McCarthy believes The Temp Life offers ideas recruiters can adapt for their own companies.

“It’s really all about content,” says McCarthy, who eschews those common and all-too-formulaic job hunting tips and ideas. “Talk about the local things in your community,” she says. “The key is to build a rapport with the people out there.”

Videos are great, but there is no silver bullet. Take advantage of all the social media available. Be useful, she counsels. And “have a little fun.”

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.

CONTINGENT WORKERS

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.

LONG-TERM APPEAL

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:”

How people communicate and leverage the web today has
significantly changed since 2007.  These
changes will challenge the recruitment and staffing profession to understand
web trends, become experts in programs and only execute activities that align
to both the brand promise and the brand experience.

What is a Brand
Promise?

The business dictionary defines “Brand Promise” as:  Benefits and experiences that marketing
campaigns
try to associate with a product in its current and prospective consumers‘ minds.

Definition 2:

The brand promise is what
audiences are assured of receiving as a result of their relationship with the
brand.

A Brand is our image in the marketplace.  Recruitment and Staffing is an extension of
the brand and the brand experience.
Therefore our customers, who are candidates, get attracted by our brand, the messaging and the opportunity. The activities we engage in as Recruiting
professionals should communicate the brand and serve as a beginning of the
brand experience.

STOP

Stop and ask yourself, what is your corporate Brand and how
does that translate to the experience a candidate should receive?  Would you segment your population? How?   Keep
that question in mind as you put in action your robust marketing plan. NOTE: ACTION
and EXPERIENCE can impact referrals and hires.
A poorly executed recruitment marketing program where the follow through
is the missing link, can create a word of mouth viral marketing effort that
counters all of the good efforts.

Web Behaviors

Now that we have walked through the definition of the Brand
Experience, the next step is to understand how the web is used by every day
people and how this can impact the success of our recruitment marketing
efforts.

In 2007 – 52% of the population were inactive.   33% watched.   19% criticized.    In recruitment the activities translate to
a focus on Job Boards, banner advertising,
and email communications.  The
critique factor came from websites such as Vault.com and corporatememos.com.  Technologically  applicant tracking system companies improved
the candidate interface, support two levels associated with source of hire, as well as enable communication
triggers and tools to communicate to a  candidate. Candidate communications were very
transactional and simple between the candidate and the employer. Finally the
OFCCP began their journey around the definition of an internet applicant.

In 2010 – 24% of
people used the internet to create, 33% converse, 37% are critics, 59% have
joined and only 17% are inactive.   How
this translates to recruiting are the increased tools to source candidates; The
evolution of Social networking websites such as Linkedin, Spoke and others;   Real-time communications such as twitter and
texting; Mobile media and interactive strategies to provide a candidate instant
access to a live person or experience. An increasing number of corporate critic
sites such as glassdoor.com and jobvent.com.
Technologically applicant tracking systems which have focused on
compliance must now merge with CRM tools to show the love. Finally, the start
of an evolution to actively market to retiree’s, alumni and contingent labor as
we move into the FREELANCE ERA.

Emotionally

The impact of these changes results into a set of expectations,
that due to economic trends and the stretched role demands of HR and
Procurement are not being met:

Candidates Want:

1.
Instant feedback

2.
Company insights and education

3. What
they read is what they should expect

4. A
clear path on how to enter a company whether it is full-time, part-time or
project based
employment.

Whereas Recruiters are expected to:

1.
Outreach to more people

2.
Obtain quicker results

3. Stay
focused

4.
Provide quality service

5. In
some cases move from a high touch                     to a high transaction delivery model

The reality of these changes are:

1.  People can learn and experience within a very
short amount of time.

2. Candidates
do not get the instant feedback, if any.

3.
Recruiters have many more people to sift through.

4. The
candidate experience has suffered.

5. HR
and Recruiting must execute programs and marketing with greater strategy and
skill.

6.
People are using and leveraging internet technology different and so must we.

7.
Networks are alive.

We need to look at how we work differently and fine tune all
of our strategies and practices to meet the changing world.  While today we grapple with measuring our
lead to hire ratios, we will also need to look at the brand and its impact over
time to attract and retain quality talent. All of which tie back to an ongoing recruitment
marketing strategy which is dependent upon an overall talent strategy within
the organization.