In the spirit of pushing the boundaries of an unconference for the recruiting community, the first Recruitfest was a small, grass roots event in Toronto. It was a funky gig by all accounts but it was transformative.  As a session leader I had the joy of engaging three groups in free flowing dialogue around talent acquisition practices to build a compilation of the trends, influencers and desired outcomes that were shaping the talent landscape.  As only Jason Davis could do, the event wrapped with a drum circle and party at Jason’s home.  Imagine that!  Jason and Michelle, his wife, opening up their home to everyone that attended.

Having just wrapped my second Recruitfest experience I feel like this was another first.  Two years and the maturing of RecruitingBlogs has made a tremendous difference to the scope and format but the spirit was the same.  Perhaps two years ago Recruitfest was like a rebellious teenager and this year it was more like a spunky, young adult not content with the status quo and still pulsing with the persistent determination to make a difference and carve a new, experiential path to learning.  Jason’s team has grown to include Miles Jennings and Ashley Saddul – the genius behind the quality live stream.  Personally, I like events that push the talent agenda and serve as a format for discussion and learning, and Recruitfest 2010 certainly delivered.  In partnership with Monster and through the support of a number of sponsors, the Recruitfest live stream reached thousands of people globally – 38 countries, and every state in the U.S.

Eric Weingardner was invaluable as coordinator and host.  His passion and wit delivered engaging commentary throughout the day.  Eric’s and Jason’s onsite teams delivered a flawlessly executed event.  Is there room for more, sure!  Enhancing the virtual experience by making it more interactive or hosting simultaneous live stream events that bounce from geo to geo will come.  But, the value and meaning of Recruitfest cannot be underestimated.

Three areas that made a difference:

The people and the conversation. The mix of presenters brought a diverse, progressive and dynamic dialogue to life.  The panel discussions were some of the best I’ve seen and participated in.  They were unscripted, candid, authentic and dynamic.  Real and raw.  It was the fishbowl concept and it worked beautifully.

The reach. We are part of a global community.  Talent is increasingly a global marketplace.  Pushing the conversation globally to challenge the state of talent acquisition to share, learn and advance the practice is not only timely but necessary.  After all, our work is about people and business.  Its about the passion and ability to enable both to accomplish more together than is possibly otherwise.

Purpose. What was perhaps most energizing for me about Recruitfest 2010 was the raw authenticity.  There was a common thread of people and purpose, something that all too often gets lost in the crazy, day-to-day pressure of recruiting.  And, that is also the problem.  We cannot lose sight of people and the power of connecting people to purpose and business to people.  Yes, we have the persistent emergence of new tools and technology to manage.  But, when the focus on people is lost we dilute the value of our profession and dilute the value of our brand, whether it be the individuals or organizations.

The dialogue:
The event kicked off with Chris Hoyt of PepsiCo speaking about their glocal brand strategy and the power of a simple question – “Why do you do what you do?  The Candidate’s Bill of Rights Panel with Gerry Crispin, Chris Hoyt, Charlie Judy, Jason Lauritsen and Mike Ramer could have continued for days, which demonstrated the critical importance of getting refocused on the candidate experience.  I think too often the importance of the candidate experience gets overcomplicated.  My question – what’s getting in the way?  Is it the very essence of the talent philosophy, the technology and embedded functionality, or how the function is resourced?  If you want to get to the heart of what gets in the way start with these three areas.

Sarah White and John Nykolaiszyn led a discussion on the importance of blending and articulating personal and organizational brand, which has quickly become a topic worthy of more time, understanding and intention.  Tim Dineen’s quick hit preso on SEO to enable better search results demonstrated the continued importance of a topic and technique the industry has room to leverage further.

I was honored to participate in a discussion with Joe Gerstandt, China Gorman and Jason Lauritsen on the true value of social recruiting.  If you didn’t catch us live I’ll give you a hint – its not just about the technology.  In fact, the over emphasis on technology has resulted in minimizing the power of social recruiting to just another tactical tool – watch for the video archive to be released.  I also had the pleasure of presenting with Master Burnett on the future of the talent acquisition function.  Apparently my comment on just-in-time (JIT) recruiting too resulting in just-behind recruiting caused a few sparks.  I suppose that’s the risk of a 20 minute teaser conversation. With respect and admiration to Glenn, he is one of the few who frames JIT with specifics and intention so I can understand his response, although we definitely need to have a conversation on the value of talent communities! Well, let me clarify again the context of JIT during my preso.  When recruiting functions operate with an “in the moment” on demand philosophy or approach it has been called  JIT, absent of course a complete reference to the full significance of the model.  When recruiting operates as a reactive function JIT becomes just-behind  because its just that – reactive, and your behind by the time you begin given the process time and absence of an anticipatory approach and alignment with the business strategy and a workforce plan.  A proactive approach can also be framed as an adaptive strategy.

Oh, and my take on the future of the talent acquisition function? The Function is positioned to be the talent broker for the organization but only if its pursued with intention, strategic action and alignment with the business strategy – more to come!

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The second Social Recruiting Summit will take place in New York on Monday, Nov. 16th.  If you missed the sold-out  Summit at the Googleplex this summer don’t wait too long to check out the agenda and register.  The Summit topics and conversations will challenge your thinking about recruiting, give you an opportunity to network, learn from recruiting leaders and take away ideas that will help shape your thinking about the future of recruiting…..social recruiting.  Follow Summit happenings on Twitter @socrecruiting and track the conversations through #socialrecruiting.

Here’s a preview of my session and I hope to see you there!
Is social recruiting just another sourcing tool—a way to promote job postings and find potential candidates? Or is it a pathway to building a sustainable talent community and another tipping point in the evolution in recruiting?

The tools we have access to today deliver benefits that you won’t find through other sourcing vehicles. Harnessing the true power of social networking is about active talent communities. Talent communities provide a forum that enhances the relationship between candidates and your brand by inviting talent to engage in conversation rather than transactional activities and messaging.

In this interactive session, we’ll take all 200+ of you and create a massive brainstorming community of our own. We’ll look at community development through the eyes of talent and the organization. By organizing into sub-groups we’ll leverage our collective intellect to tackle key questions and begin shaping a sustainable recruiting strategy.

Some of the questions we’ll address include:

• How can you attract talent to your community, engage them, and give them a reason to keep returning?

• How can talent be inspired to help you grow the network?

• How will you convert a community member to a hire?

• How can your company approach social recruiting to build a sustainable strategy?

• How can the recruiting function create greater value for the organization?

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The idea of a community manager isn’t unique to the recruiting function. The term is borrowed from the consumer world and emerged with the influence social media is exerting on brand engagement and reputation. While the role is still relatively new, companies have begun to realize the potential to attract, engage, nurture, retain and expand their customer / client base beyond traditional marketing and PR. Its about creating brand value through experiential engagement and listening rather than talking to nurture conversations and relationships. In a connected, multi-channel world, staying relevant requires new thinking and developing the skill to engage people in conversations is one way to accomplish differentiation.

The same is true in recruitment. The role of a community manager is not only important but one any company interested in developing an adaptive recruitment strategy should consider. The community manager is at the center of success for any social recruiting strategy that aims to move beyond “socializing job openings”, which isn’t sustainable and isn’t where the value lies in social media. Requirements of the role also address a new set of skills and competencies for successful recruiting strategies. As we experience rapid advancement and expansion of the channels, applications, tools and technology available to attract and engage prospective talent, the structure and competencies of the talent function need to evolve as well. It is possible to apply social networking for recruiting and even enjoy some success without a community manager. However, if you want to develop a sustainable and integrated social media and networking component as part of the company’s talent strategy, a dedicated community manager role is what you need. There are a number of ways to approach developing and integrating this role depending on company size, budget and hiring objectives. Before we get into the specifics of structure lets look a little deeper into why the role is important and the value it presents.

The dynamics and operating environment of today’s recruiting function is significantly more complex than even two years ago. Over the past 10 or so years complexity came from a confluence of trends and events – the rise of the Internet, talent scarcity (remember 4% unemployment), and a long, prosperous economic cycle. Needless to say, we’ve seen web adoption rates increase quite steadily, economic cycles wax and wane, and the hunt for good talent continue, with scarcity still existing in many instances. Recruiting functions must now excel in multi-channel branding, be adept at utilizing a variety of technology and related applications, and, overall, do more with less – certainly in today’s environment. They must also do everything they did before to anticipate and prepare for the company’s talent needs (workforce planning); select, assess, and hire the right people; and, develop outstanding relationships with hiring managers. Technology is bringing efficiencies to the recruitment process but this is not an environment that is standing still. We saw a first-generation response to these environmental factors with the introduction of applicant tracking systems (ATS) and the rise of sourcing functions as a means to streamline and develop specialization in the recruiting function. In many cases though, ATS’ weren’t able to meet the growing needs and sourcing functions were not effectively integrated into the recruiting function, were significant in size and were then the first to be cut when the economic situation and outlook worsened. The growing wave and influence of social media calls for a second-generation response – the community manager, to take the strategy beyond sourcing and develop sustainable communities. The value derived from the community manager role is a combination of efficiency, sustainability, brand leverage and reduced hiring costs. The value of sourcer, marketer and conversationalist is combined into the community manager role to target priority talent areas and support the company’s workforce planning strategy and respective needs. 

The perspective I’d like to provide is from the view of a corporate talent function leader. I’m going to take a holistic look at the community manager role to provide companies of varying size the options they need to be successful. Its often easier to tease apart the layers of a role and harder to consolidate them for effective execution and performance.

Structure:
The community manager reports into the talent function team leader and interfaces with recruiters, HR, marketing, internal communications, and targeted business leads. Through regular updates with the talent function team leader the community manager understands the talent priorities and designs a targeted strategy to attract and engage prospective talent. Talent priorities can be broken down by skill/experience, job levels, geography, function, business unit, etc. depending on the structure and needs of the company – think of alignment with workforce planning. The community manager should not be focused across the entire organization. This could come in time, but I would recommend beginning with a narrow rather than broad approach to establish the role and realize success before expanding. At the same time, it would benefit your strategy to have a longer-term vision so you stay aligned with the objectives and move forward incrementally. The community manager is focused on building pipeline and community not on open reqs. They should have a real-time view into open roles to expedite talent to recruiters and deliver more value to the connections they’re making externally.

This could be structured as a part- or full-time role. The resources allocated will obviously affect the pace of progress but it is doable. What is not doable is combining this role with a recruiter role. Why? The inherent risk when the role is structured as part of another role is that any time an urgent recruiting need comes up the community manager’s responsibilities end up on the back burner.  You won’t build the traction and momentum, progress will come more slowly and delivering on ROI objectives will be challenged. Additionally, the cost of building community is primarily in the human factor, and the absence of “voice” will leave people questioning their own time investment to engage with your brand.

Four skills of a great Community Manager

Communicator:
Being a good communicator is as much about listening as it is about talking. The community manager should be skillful in developing and nurturing relationships across a broad spectrum.

Internal relationships: The community manager builds relationships with multiple stakeholders to position themselves and the company for success.

External relationships: Develops relationships with prospective talent through a variety of channels – creates original content (text, visual and audio), comments and responds to engage across communities.

Company acumen: The community manager is most effective when they have a visceral understanding of the company’s brand, culture and objectives – what is the company trying to achieve and what is their authentic message.

Technically Adept: This role is a combination of conversationalist, sourcer, and marketer. Technology is the thread that weaves these together.

Persistently Curious:

While there may certainly be challenges with integrating this role in today’s business environment there is potentially more risk in not moving forward.  It is equally important for the recruiting function to be on the edge of newness and invest in preparing for the future, as it is for sales, marketing or product development, and IT. It could be argued that its even more important to invest in the recruitment function to support the company’s business needs and ensure the talent they need to execute across all the other functions can be found.  Investing in the community manager role now will allow the company to build a foundation at a time when there is an opportunity to engage talent at a lower cost of attraction and ensure the company is prepared as the business environment improves.

If you’d like additional background on the role of social media and recruiting, you can reference my article, Building a Recruitment Strategy in a Social World. You might also enjoy this article from the NYT that describes how communication, ideas, community and transparency are influencing the world.

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I had the opportunity to sit down with Bill Vick for a virtual interview last April.  We had a great time exploring ideas around the intersection of business and talent, the role of technology, and the emerging 2.0 world.  I like how Bill framed this as the “collision of business strategy and recruitment”.  Some of the other topics we touched on included “talent as customer”, evolution of communication and talent engagement in a 2.0 world, and the biggest problems facing recruiters today.  Check out all of Bill’s video interviews on XtremeRecruiting.TV! If the video doesn’t appear for you below you can view it HERE.

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