L’étude 2012 HR Beat, récemment publiée par l’entreprise SuccessFactors, etréalisée auprès de 1 500 recruteurs et professionnels des ressources humaines, relève de fortes différences de taux d’adoption des médias sociaux dans le processus de recrutement entre les pays anglo-saxons, nos pays voisins, et la France, où seulement 28% des professionnels français interrogés communiquent avec des candidats via les réseaux sociaux, les SMS ou Skype, contre 38% en moyenne en UK et plus de 40% ailleurs.
Thank you Laurence Hebberd from LinkHumans for this great great post on how L’Oréal is using social media for its recruitment campaign. Extremely well-integrated, and with results and take-aways!
The L’Oreal Group is the world’s largest cosmetics and beauty company, with an annual turnover of €17.5 billion, offices in 60 countries and brands such as Garnier, Maybelline New York and the Body Shop. They widely use social recruitment in various countries worldwide (such as India and the Philippines), however it is especially prominent in the United Kingdom and the United States.
The L’Oreal US jobs website has an interesting and innovative way of linking to the relevant social media platforms. The Facebook page can be found via facebook.lorealusa.jobs, the Twitter @LOrealUSACorp feed via twitter.lorealusa.jobs, the LinkedIn page via linkedin.lorealusa.jobs and the YouTube channel is found at youtube.lorealusa.jobs (all these will be explored in more detail later, apart from the Twitter feed). The uniform branding of the various careers websites give an overall professional look to the careers side of L’Oreal, and the linking to the social platforms helps possible applicants find what they need with ease.
The L’Oreal Talent Recruitment Facebook page (facebook.com/LOrealTalentRecruitment) is the worldwide Facebook page for all L’Oreal careers and jobs (with other pages existing for certain countries – such as India), and uses the Work4Labs application for their ‘Work for L’Oreal’ tab. TheTwitter tab is linked to the @LorealCareers Twitter feed, however the other tabs are not used often, and the page does not regularly post content. It does, however, have over 30,000 likes, so the jobs tab must be working well in attracting talent.
The L’Oreal Grad Jobs UKI page, with a cover photo of some of its past employees, has no additional tabs (apart from the standard photos, map and likes), however it posts regularly with photos, job postings and links. With over 900 likes, the page is quite active, and does get comments, likes and shares on its content – but the lack of likes and activity can be explained by how specialist it is.
The L’Oreal Careers in the US page, however, is much more popular (with almost 7,000 likes), but does not post any content. It does, however, have a working ‘Jobs’ tab which lists current openings, as well as tabs explaining the ideas and missions of working for L’Oreal in the US. The cover photo is interesting, and the additional tabs are all branded in a similar fashion – a great way to run a page, apart from the lack of content!
L’Oreal have careers based Twitter accounts for the UK (@LOrealGradJobs) with over 1,100 followers, and a general account (@LOrealCareers) with almost 3,500 followers.
The L’Oreal Careers Twitter feed (@LOrealCareers) holds around 3,500 followers, and regularly posts jobs (all using the hashtag #jobs) as well as some news articles about the company (which receive some ‘retweets’ and ‘favourites’).
The L’Oreal (graduate jobs) UK Twitter feed (@LOrealGradJobs) has over 1,100 followers, and posts daily about campus visits and other such news. They also reply to other users’ tweets and run a very ‘human’ account. The normal tweets rarely get retweeted, but the contest tweets can have over one fifth of the followers retweeting them – a very popular way to attract talent, and increase the base that read job openings.
There are other accounts, but these are the two main feeds for the UK and USA careers side of L’Oreal.
The tab is regularly updated with job openings, and the branding looks very professional – a good job from L’Oreal. You can see a few statistics about L’Oreal’s use of LinkedIn for recruitment below.
L’Oreal UK Careers has a branded YouTube channel (/LorealUKCareers) with only 5 videos and 5 subscribers but over 2000 video views. It does have a good quality graphic background, and links to corresponding websites, but it is the ‘Trainee’ set of videos which have the most views. YouTube is a great tool for social recruitment, and with the last video uploaded in May (and not very high quality – mainly filmed on a mobile phone), L’Oreal UK could spend a bit of time creating some simple videos to really promote working for the company.
L’Oreal USA have a Careers channel (lorealusacareers) – named L’Oreal USA Corporate, with only 30+ subscribers, but almost 10,000 video views. There is no branding and only 10 videos (uploaded over a 2 year period). The videos are high quality, but hold no description or tags – so will never be found by future employees unless they find the channel.
L’Oreal has a great resource here, but have not used it to its full potential (and they should, because it’s worth it!) – even short 30 second high quality clips can really boost a recruitment process.
There are two case studies surrounding L’Oreal’s use of social recruiting – one from Facebook (courtesy of Work4Labs), and one from LinkedIn.
L’Oreal use the Work4Labs tab on their L’Oreal Talent Recruitment Facebook page (shown above). The case study surrounds an internship posted on their L’Oreal Talent Recruitment Facebook page using the Work for Us app, which allowed fans and employees to share the posting via their networks. Using the app, and the Work4Labs’ AdvertHiring platform (to create advertisements linking to the job posting), the following results were reached:
The internship’s ad campaign had an “optimised” performance and return on investment – generating 5.88 million impressions with 4,167 clicks (a 0.071% click through rate (CTR). The click through rate was much higher than the average CTR of Facebook ads (which is roughly 0.02%).
This led to L’Oreal receiving 153 applicants (a 3.67% conversion) – with almost all of them being pre-qualified due to the specific targeting options (education, experience) that L’Oreal chose for the ads.
The campaign had an “immediate and high quality turnaround” with applicants viewing the job and submitting resumes minutes after it went live.
L’Oreal received 17 qualified resumes within the first 12 hours of the campaign – a huge difference to the limited success from traditional methods.
The graphic below shows the numbers mentioned:
As these results (courtesy of Work4Labs) show, Facebook has been a success for social recruitment for L’Oreal.
L’Oreal used LinkedIn to solve 3 new challenges in their social recruiting process. The company recruit 6,000 new managers a year (including internships), using all the regular techniques, but wanted to solve these challenges (and used LinkedIn to do so):
sourcing difficult-to-hire candidates
reaching passive candidates
online reputation
The company set up a ‘Careers’ tab on their company page (as discussed above) and “polished” individual recruiter profiles. Using their current network – with 15,000 L’Oreal mangers and employees on the site – to find passive talent, the company had really fit the LinkedIn referral slogan of “the best employees refer the best candidates”.
Some results from this included:
Oskar Isenberg Lima, Luxe, HQ Paris said he has “sourced around 90 top profile candidates in less than five months”, simply using LinkedIn.
By using LinkedIn, a Body Shop UK (a sub-section of L’Oreal) recruiter saved £20,000 with a single license.
L’Oreal Australia saved around 20,000 Australian dollars in recruitment fees on a single hire.
As these results (from LinkedIn) show – LinkedIn was also successful in helping L’Oreal socially recruit (and in cutting costs).
L’Oreal actively use social media for their recruitment, and have results to match. Their Facebook pages are well branded, however could do with more content, whereas their Twitter feeds are actively updated with jobs and news. Their YouTube accounts could be used more, whereas their LinkedIn page (and Careers tab) is just right – and may fit better with the rest of their pages once they receive the new design. The two case studies show that L’Oreal is actively using social networks for recruiting and it is successful – however it should never replace the more traditional methods, as you never know where the perfect candidate could apply from.
Happy to read your excellent post on Blogging4Jobs Autumn, and to share these practical tips with recruiters over here and get their views!
RECRUITING MEETS DIGITAL STORYTELLING
When it comes to recruiting and hiring, we know one thing to be true: interviewing can make or break a candidate. Maybe there really is a lack of experience, skill-related issue not easily determined by scanning a resume or simply heavy competition, but typically, if they’re good enough to be brought in, the job is theirs to win – or lose. Enter the valuable skill ofstorytelling especially storytelling that’s digital. You know, online.
Of course, storytelling is not just for job seekers, but for individual recruiters and entire companies, too. Just as a candidate must be able to tell his/her story to prove value and worth to an organization, companies must do the same to attract job seekers and recruiters to connect with target talent during the initial screening process. So how can you tell your company stories without droning on through heavy blocks of text or drawn out interviews? Technology makes it easy.
4 OUTLETS FOR TELLING YOUR COMPANY STORIES AND SHOWCASING EMPLOYER BRAND
1. Eye-Catching Images. If a picture is worth a thousand words, consider the value of a full album on Facebook or a platform dedicated entirely to photos, like Instagram. Using visuals to tell your company stories is not only a great way to attract candidates up front, it’s also a perfect opportunity to engage them on a regular basis without taking up too much of their time with chunks of text. Additionally, the popularity of image-based tools and platforms makes it possible to incorporate user-generated content into your own campaigns – whether from current employees or hopeful job seekers.
2. Recruitment Video. What better way to tell a story than face-to-face with your potential candidates? Unfortunately, that’s not really an option in the attraction stage, but almost just as good (if not better) is an insightful recruitment video that makes it possible to reach job seekers before they’ve even considered applying. Instead of listening to stories about your employer brand and company culture from a single hiring manager, video makes it easy to showcase a variety of things, from your unique office environment to the community service project your team participated in last quarter. And if your careers site is optimized for mobile, job seekers can browse and enjoy on the go with recruitment video.
3. Socially Shared Content. Obviously all of the above-mentioned ideas can (and should) be shared via social recruiting channels, but this includes all other content. Whether it’s a news article featuring insights from one of your top execs or short blurbs from your team members expressing what they love about their jobs, crafting the perfect story that engages readers is key. Don’t spend too much time telling job seekers what you’re about; show them with vivid imagery and concise language that makes them feel like they already work there.
4. Job Advertisements and Branding. Many recruitment ads are moving away from direct-response and toward employer branding and company story telling. Whether it’s a posting on a job board or purchasing a display advertisement on a site relevant to your target candidates, use the space to get creative. This outlet is listed last because it’s a perfect space to make use of all three options above. It’s now easier than ever to host your recruitment video in a variety of places, use images to create banner ads and include interesting copy about your culture and people.
THE ART OF CORPORATE STORYTELLING
While the four options outlined are fantastic for grabbing the attention of active and passive job seekers alike, there are still other aspects you must consider – like which stories you want to highlight, what your employee value proposition is, the tone you’re going to use to convey these messages and so on. Your corporate storytelling and employer branding strategy is not something that can be perfected overnight, but it is a critical piece of your recruitment marketing strategy and worth your time to improve upon.
How do you tell your company’s story, and which outlets have proven most effective? Get the conversation started below.
Autumn McReynolds is the Content Strategist and Lead Blogger for TalentMinded, an online publication focused on talent attraction and engagement in the digital age. After landing in the recruitment space in 2009, she has spent the past three years in the job board industry as both a recruiter and project manager, consulting with clients about job advertisements, employment brand and SEO strategies for attracting new candidates via job postings. You can connect with her on LinkedIn or follow her on Twitter.
An Accenture survey of 1,088 U.S. workers and unemployed citizens tells the story: The majority of workers surveyed (55%) report that they are under pressure to develop additional skills to succeed in their current and future jobs. But only 21% say they have acquired new skills through formal, company-provided training during the past five years; only 6% have participated in training through podcasts and other informal mechanisms.
While employees take the responsibility to develop their own skills, they’re not getting good guidance from employers about exactly which skills would be most beneficial. As a result, they tend to focus narrowly on technology skills, the Accenture survey reports. Few people have updated other in-demand skills such as problem-solving or analytics.
The Accenture study highlights that there are a number of important innovations in the recruiting and hiring fields that can make it easier to find top-performing, skilled talent on a global basis, quickly and more cheaply. Recent company expernce suggests a number of ways to take advantage of these new techniques
1. Use social media platforms to find talent yourself
Instead of relying on expensive headhunters or job postings, many organizations are moving toward identifying the ideal candidates through social media sites such as LinkedIn or Taleo Talent Exchange, and then contacting those people directly, often with customized employment offers.
When gaming company Red 5 Studios was struggling to compete with large technology companies for skilled developers, for example, it didn’t post a job opening at all. Instead, it identified a list of ideal candidates, learned what it could about each, and then created individualized employment pitches that were recorded on iPods sent to candidates in attention-grabbing Russian-doll-style nested boxes
2. Identify and filter people by looking beyond what’s listed on their résumés
Numerous studies have found that screening people by looking for key words on a résumé is not an effective way to predict performance. Such an approach can also lead companies to cast their nets too narrowly, missing potential top performers.
New startups are emerging to help companies alter that approach inexpensively, teaching them how to use competency, skills or cultural fit assessments on the front end of the screening process to supplement the initial, résumé-based screening.
Other companies, including Google, are broadening their search for skilled people by screening candidates based on the quality of their work or their personal biography—not only where they went to school or what work experiences they’ve had.
The company might, for instance, ask a series of detailed biographical questions shown to be statistically correlated with top performance at the company: Have you ever set a world record in anything? Have you ever started a club? What Internet mailing lists do you subscribe to? Google also stages work competitions (for software coding, for example), with the winner getting the open position.
Accenture envisions new Internet companies that will work much like a dating service. This would enable closer matches between job candidates and companies, through profiles that contain such information (properly protected and secured) as samples of actual work, assessment scores, answers to biographical questions, competition results, pre-recorded videos with answers to common behavioral interview questions, work motivators and interests, geographic preferences and more.
3. Forge relationships with potential employees before you need them
When 3D design software company Autodesk was having trouble finding skilled candidates, it realized that it needed to proactively build relationships with potential hires on an ongoing basis.
Explains Matthew Jeffery, head of talent acquisition, “It’s all about opening up a conversation to create a talent pipeline. This doesn’t mean just posting your jobs on Facebook; it means revealing your culture, how people are having fun, what the jobs are really like, even the silly things that go on in your office. It’s about being authentic and transparent, and engaging your own employees to be a brand ambassador in a human way, and helping build emotional connections.”
By actively engaging in conversations with candidates, Autodesk built a Facebook community of more than 150,000 members in just 12 months, creating an active and interested talent pool to draw from when the company is ready. Candidate relationship databases that work much like customer relationship marketing databases can also help a company send periodic tailored information to interested parties, creating ongoing relationships a company can tap into when opportunities arise.
4. Hire from alternative talent pools
Increasingly, companies are finding innovative, off-the-beaten-track ways to find skilled people. One way of achieving this is to target selected industries with a surplus of workers.
In the United States, for example, healthcare companies have worked to retrain displaced autoworkers. Entergy Corp., a US energy company, targets ex-military personnel to fill positions as varied as repair technicians and nuclear engineers. JetBlue Airways staffed its reservations department with mostly stay-at-home workers who can take reservations while still caring for their households.
Organizations are also increasingly targeting workers in different geographic regions, including countries where the companies are not headquartered, where there is a surplus of talent in specific skill sets.
4. Partner with schools to help develop the skills you need
An often gaping disconnect between what a student learns in school and the needs of employers contributes significantly to the global skills crisis. But today, leading companies are working with universities, community colleges and trade schools to develop a pipeline of people to recruit years before they need them.
For example, HCL Technologies, an Indian-based global technology services company, has entered into collaborative partnerships with 25 top engineering colleges in India. Managers at HCL review the curriculum and offer input to the colleges, which then tweak and revise the courses as needed to meet the company’s requirements. HCL also works as a member of the national consortium of IT companies called NASSCOM (National Association of Software and Services Companies), helping to define and communicate the skills required in the industry, including the levels of supply and demand for those skills.
What are you doing to help with filling the talent gap?
The way we do business is changing fast and in order to keep up, your entire mentality about work has to change just as quickly.
Unfortunately, most people aren’t adapting fast enough to this change in the workplace, says marketing guru Seth Godin in an interview with the Canadian talk show “George Stroumboulopoulos Tonight” (via Pragmatic Capitalism).
According to the founder of Squidoo.com and author or 13 books, the current “recession is a forever recession” because it’s the end of the industrial age, which also means the end of the average worker.
“For 80 years, you got a job, you did what you were told and you retired,” says the former vice president of direct marketing at Yahoo! People are raised on this idea that if they pay their taxes and do what they’re told, there’s some kind of safety net, or pension plan that’s waiting for them. But the days when people were able to get above average pay for average work are over.
If you’re the average person out there doing average work, there’s going to be someone else out there doing the exact same thing as you, but cheaper. Now that the industrial economy is over, you should forget about doing things just because it’s assigned to you, or “never mind the race to the top, you’ll be racing to the bottom.”
However, if you’re different somehow and have made yourself unique, people will find you and pay you more, Godin says.
Instead of waiting around for someone to tell you that you matter, take your career into your own hands. In other words, don’t wait for someone else to pick you and pick yourself! If you have a book, you don’t need a publisher to approve you, you can publish it yourself. It’s no longer about waiting for some big corporation to choose you. We’ve arrived at an age where you choose yourself.
The world is getting smaller. As new technologies in social media, transportation, and telecommunications bring us closer together, it’s more critical than ever for organizations to recruit, develop, and retain multicultural leaders who can skillfully navigate both the opportunities and challenges of a more connected world.
Multicultural leadership involves deep immersion within different cultures to understand their values and specific context. This immersion unlocks insight into how to best reach customers, inspire employees, and drive organizational performance in geographies outside one’s “home base.” Only through knowing other cultures deeply can a manager effectively connect the dots between them and highlight meaningful differences between cultures that impact business strategy.
When executed well, the results are astonishing. For example, Kentucky Fried Chicken (KFC) built a leading 40% share of the Chinese fast food market through patiently tailoring its product offering to local tastes and building a strong team of local managers. Other consumer-focused companies such as IKEA and Starbucks are following in KFC’s footsteps, but the learning curve is both steep and long. And fortunes can reverse quickly if managers don’t progress their multicultural understanding as markets continue to evolve. Note the recent stumbles in China of French grocer Carrefour, which had previously dominated other supermarket retailers in the country. Indeed, multicultural organizational capabilities are becoming as significant a source of competitive advantage as other core elements of business strategy.
Though multicultural leadership is mostly associated with multinational corporations (MNCs) — an understandable phenomenon given the inherent cross-cultural challenges MNCs face in expanding outside their home countries — these principles also have a lot to offer “national companies,” companies with limited presence outside a particular country or subregion. Given the enormous cultural diversity within many countries’ own borders, taking a more deliberate approach to sourcing and developing talent across socioeconomic class, religion, academic field, and other backgrounds could be highly productive in driving product and service innovation.
Moreover, the increasing war for talent across borders suggests that national companies will need to do more to attract and retain the most promising talent for their existing operations, much less prepare for eventual expansion abroad with all the multicultural capabilities that such a strategy will require.
In order to build that multicultural and transnational talent, managers need to structure programs within their companies that expose promising talent to new geographies and cultures. Given the personal challenges of picking up and moving halfway around the world, such programs may need to draw on new technologies and models that allow more flexibility in cross-cultural collaboration.
So what can managers do to contribute their part?
Focus recruiting efforts to bring diverse, multicultural candidates into the company. This might include adjusting employer branding messages, diversifying recruiting talent sources, or even adjusting selection criteria to reward multicultural experience and leadership capability. It may also entail hiring experts such as cultural anthropologists who can support a more targeted exploration of a specific culture.
Make multicultural experiences an explicit part of career path conversations and performance reviews so that young managers can begin to treat view multicultural skill development more seriously.
Build multicultural elements into management training programs, either by adjusting existing curricula or developing new materials. Launch structured mobility programs that bring rising managers to different cultures and geographies on both short-term projects and medium-term rotations. This will ensure that multicultural leadership development is embedded throughout an organization’s talent management processes.
Integrate multicultural insights into business decisions and strategy. After all, the above interventions mean little if managers do not actively harness the insights that only multicultural leaders can bring to the table.
In an increasingly global age, the capacity of organizations to build multicultural and transnational leaders will be a critical competitive advantage. Is your organization prepared?
Jevan Soo is a management and human capital consultant in Boston. He formerly managed McKinsey & Company’s Asia-Pacific recruiting across twelve countries. Follow him on Twitter @jevansoo.
Gen Y is particularly sensitive to Corporate Social Responsability. Learn in this article, posted on TalentMinded, how you can make this work for your brand as an employer.
When competing for talent in a tough market, intangibles like company culture can help give you the edge when it comes to recruiting and retaining the best. A recent study from Deloitte found that 61% of Millennials who rarely or never volunteer consider a company’s commitment to the community when choosing an employer.
While there’s traditional community involvement and providing new ways for employees to volunteer, social giving projects create a unique opportunity to give back, showcase your company’s dedication to the community and grow your talent network at the same time.
While your organization might not have the resources to donate millions of dollars, you can still find ways to creatively leverage your existing community involvement through social media and other recruitment marketing techniques. Another great example of giving back via social media is SCA’s Red Cross campaign, which donated 1 Euro to the Red Cross for each new fan gained throughout the month of November.
Chase’s Community Giving campaign also exemplifies lesson number nine from our consumer to recruitment marketing campaign lessons – making content sharable. Because different charities and their supporters were awarded funds based on their number of votes, Chase made it easy to share, “like” and comment on favorites.
By following their lead and giving back to the community, potential employees are more likely to consider you an employer of choice. And remember, don’t be shy about sharing charity and volunteer opportunities with your talent community. You can post photos and testimonials on your corporate careers site or Facebook careers page for more visibility.
Mandy Cornish graduated with a degree in journalism and when that didn’t pan out (surprise, surprise), she found a new home in social media marketing. She also works to create unique events throughout Chicago with her company, Booth25. Connect with Mandy on Twitter @setsko or at linkedin.com/in/amandacornish.
As more industries become commoditized and innovation becomes more of a focus, organizations are being forced to move beyond a talent ownership mindset to a talent attraction and engagement mindset.
In this webinar, we will explore how organizations can utilize open innovation and crowdsourcing resources as an essential talent management strategy to harness the growing numbers of retired scientists, unemployed experts, and underemployed talent around the world to generate ideas, solve problems, and further the goals of the business. The webinar will also explore how individuals can bolster their incomes and credentials by participating in open competitive challenges.
Three things you’ll learn:
1. Why having an external talent network strategy is becoming increasingly important
2. How leading organization manage their open innovation and crowdsourcing efforts
3. Strategies for attracting and engaging talent to your organization’s innovation efforts
La fin des job boards serait proche. C’est en tout cas ce qui est régulièrement annoncé lors d’événements dédiés au recrutement 2.0, dans les conversations informelles d’une microsphère d’initiés, sur des blogs d’experts, au hasard de live tweets… L’écosystème du recrutement est en pleine ébullition. Tant mieux. De là à enterrer certains de ses acteurs au prétexte que de nouveaux venus ne peuvent que tuer leurs prédécesseurs, c’est faire bien peu de cas de l’intérêt de la coexistence de modèles différents et de leur évolution.
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À quoi ressemble aujourd’hui l’écosystème du recrutement ? À un large champ investi par différents types d’acteurs : les intermédiaires du recrutement (cabinets de recrutement, chasseurs de tête, agences d’intérim), les sites emploi ou job boards, les réseaux sociaux. En parallèle, on voit apparaître les RPO (Recruitment Process Outsourcing), services qui consistent à externaliser le processus de recrutement d’une entreprise. La révolution en cours, on la doit aux social medias, ils ont remis en question bien des pratiques notamment celles du recrutement. Et, comme le souligne Bruno Brémond, directeur général de Monster Europe du Sud et Benelux, leur valeur ajoutée réside dans leur « capacité àmettre pour la première fois la force du réseau au centre du processus de recrutement ». Ils questionnent les usages, « bousculent le recrutement à la papa et si des acteurs doivent aujourd’hui s’adapter à la nouvelle donne 2.0, c’est d’abord les intermédiaires du recrutement, à eux de justifier leurs honoraires », pointe Laurent Brouat, directeur associé de Link Humans, cabinet de conseil en recrutement et RH 2.0.
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Dans ce marché qui se restructure et où des effets d’annonces nourrissent le débat (les job boards vont donc mourir et le CV est déjà enterré bien qu’il vive encore…), « personne ne devrait disparaître, mais le changement de positionnement est un passage obligé », observe Vincent Rostaing, fondateur du cabinet Le Cairn 4 IT. Personne ne devrait disparaître parce la complémentarité des acteurs est réelle. Personne ne devrait disparaître parce que le social recruitment appartient à tout le monde : intermédiaires du recrutement, entreprises, individus, tous peuvent s’en emparer et développer qui, de nouveaux services, qui, de nouveaux comportements pour s’adapter aux enjeux actuels et futurs. Car il s’agit autant d’outiller la relation, et les job boards s’y emploient autant que les autres acteurs investis dans une démarche de social recruitment (création d’applications, animation de communautés et de conversations, partage d’informations et d’expériences…), que de modifier certains réflexes. Le social recruitment est une attitude avant d’être un process et les Nostradamus du troisième millénaire semblent ne pas remarquer qu’ils stigmatisent des pratiques qui sont aussi les leurs. Combien de recruteurs 2.0 publiant leurs flux d’offres d’emploi sur les réseaux sociaux, combien sourçant des candidats sur ces réseaux de la même façon qu’il le ferait sur une CVthèque, c’est-à-dire en effectuant une recherche par mots clés dans une base de données ? Combien prêts à donner du temps au temps car jamais une relation ne se nouera en un clic ? « La sociabilisation est en hausse sur les réseaux, les gens actualisent leurs profils, partagent davantage », remarque Laurent Brouat. Pour autant, est-elle le fait d’une majorité ? Pour de nouveaux actifs, combien de profils encore dormants ? Pour tels métiers, telles industries concernés, combien seront toujours absents, des réseaux comme des sites emploi, et pour lesquels il faudra mettre en œuvre des pratiques qui échappent à quelque modélisation que ce soit ?
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C’est de capacité à créer du lien dont il est question quand on parle de social recruitment/recrutement 2.0. Et quand on inventera de nouveaux noms pour le désigner — et le marketer —, peu importe qu’on parle de recrutement agile ou de Social CRM (Social Relationship Management), ce qui comptera à l’avenir c’est d’ « être capable d’envisager la personne sous différents types de relation : un candidat peut-être également un client, un prescripteur, un fournisseur, un actionnaire, etc. », comme l’entrevoit Vincent Rostaing en regardant plus loin que la tendance actuelle. Et ce qui compte depuis toujours, c’est comment candidats et entreprises arrivent à se rencontrer et à faire coïncider leurs besoins. Trouver un candidat, trouver un job est rarement le résultat d’un seul type d’action. « Lorsqu’ils sont complémentaires, les usages s’additionnent, ils ne se soustraient pas, […] voilà pourquoi malgré les Cassandres, le social recruitment ne tuera jamais les job boards », affirme Bruno Brémond. Voilà pourquoi les réseaux sociaux, tel l’éperon, stimulent les sites emploi.
HRevolution 