Talent Engagement is a concept that holds that it is the degree to which
a talented talent is emotionally bonded to his organization and passionate
about his work that really matters.Talent engagement is the level of
commitment and involvement a person has towards his organization
and its values. An engaged talent is aware of business context, and
works with colleagues to improve performance within the job for the
benefit of the organization. Talent engagement is a critical ingredient
of individual and organizational success. Engagement is strongly influenced
by leadership quality, as well as by job and organization features. This
conceptual research is designed to determine if the potential for talents
to be engaged in work can be predicted at the time of their initial
application for work. These studies also provide additional evidence
about the impact of talent engagement on important business outcomes.
Talent Engagement ModelOne of the greatest challenges to engaging prospective talent is not
just the just the sheer volume of prospects, but also honoring the
unique gifts and abilities of each individual. To improve the candidate
experience, you must treat your worst prospect as your best friend.
We must do this because the Microsoft brand is perceived is not what
we say it is, but what our respective target audiences say it is. While
we can influence our brand (discussed in greater detail in the final
article of this series) we do not control it—our audience does.
Back to the talent engagement! In a recent article, I discussed
our “talent engagement model” (see figure 3) in greater detail.
The essence of our thinking was to find a way to break the “apply or goodbye”
nature of much of our relationships we forge with prospective talent.
By staying in a transaction model, we miss the opportunity to deepen
the relationship with the prospects that we worked hard to develop.
It is similar to a sales force that develops new prospects as opposed
to making additional sales with their existing customers. We think it
is not an “either|or” proposition, but rather a both|and opportunity.
Figure 3: Talent Engagement Model
Are We Really Reaching The Passive Prospects?
I realize that most recruiters approach passive prospects–but are they
really reaching the potential of the passive market? I think most
often we reach passive prospects that have behaviors that mirror
an active prospect. The true passive audience can only be reached
by mirroring the actual web activities that the passive prospects are
engaging—that is usually related to their profession, additional training, etc.
This outreach can be automated such as a Recruitment Marketing
Platform that aggregates information on the target audience and iteratively
reaches out to that audience with different messages that address their
interests.
While we look at the talent supply (see figure 4) in terms of active,
causal, passive and the non job seekers, it is useful explore the
subject a little more deeply. If we looked at the talent supply in the
context of the methods that are used to reach our target audiences
it is easy to see the challenges of working with a job search cycle
that is nuanced. The Recruiting Roundtable illustrates this point with
the cleaver labels. This graphic also points out another important
point—much of the sourcing of passive prospects is aimed at the very
difficult to recruit prospects. To reach this audience, it takes the
best research and highly impactful headhunting tactics. While
effective, it is difficult to leverage this approach to any scale that
makes economic sense (particularly in a high volume, high bar
type environment). In short, it takes more than a simple human
touch—it takes a “high touch” to engage these prospects. A
conclusion arrived at is that we tend to work at both ends of the
spectrum—to engage the very easy to source and the very difficult
to source. And, I believe, we tend to miss a casual and passive
audience that falls in the “easy to source” and “difficult to source”
categories.
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Figure 4: Job Search Cycle
Another layer to the discussion is “touch”—technology and human.
In my previous article, I made the case that SEO was the “technology touch”
in our discussion. And indeed, a technology outreach could capture some
of the “causal” audience that was demonstrating web behaviors that
mirrored an active job seeker. This part of the audience was described
as “SEO Gettables. “ But, we still have that opportunity in the middle.
We estimate that 30-40% of the available causal and passive audience
is not reached with normal sourcing efforts.
It is the Talent Engagement Model that facilitates a human touch.
Just as a high touch is key sourcing and recruiting executives and
key contributors, we leverage technology and a human touch to
engage a more skeptical and the less active prospects.
Figure 5: Reaching Target Audience
Our experience with community has convinced us that we can scale a
human touch using social networking sites. We think about building
relationships with prospects as Guanxi—capturing the spirit of the well-know
Chinese core value. Our goal is to place a significant premium on the
relationship that we have with causal and passive prospects (something
that is lacking in our world of transactions).
We created community on the existing communities (LinkedIn, Twitter,
& Facebook) and used the respective platforms to engage the appropriate
segments of their membership. Research indicates that people are flocking
to social networking sites to meet people, entertain themselves, learn something
new or to influence others (Complete, Inc survey). Forrester’s Technographics
research indicated the majority of adults in our society (especially the best
educated, highest paid professions as well as the new entrants to the job market)
have joined social networking sites. So when you consider that Facebook (in
the near future) will have as many members as the population of the USA; that
LinkedIn has over 41 million members representing many of the professions
recruiters seek; and Twitter with its explosive growth, has a high quality (“early adopters” and ”persuaders”) membership that is also attractive as a target audience.
Figure 6:Community of Communities
Joining Existing Communities
While we have created talent communities (Jobster & Job2Web), we
strategically decided to create community where communities already
exist. . One way to think about forming community in existing communities
is that we are organizing an existing community in a way that could enhance
the functioning of that community as long as it aligns with the interests of its
members.
An important “ah-ha” of the last two years is that only about 10% of a target
audience will join a new community (those numbers held true in multiple
situations). We quickly understood that a community of communities
would be the best approach. The Recruiting Marketing platform facilitates
the distribution of information to the respective communities.
The graphic below illustrates the distributive nature of our approach.
Technology Challenges
Matching a process that will work for Microsoft with a vendor solution is
quite challenging. Add the dimension of allowing for community and
conversation and we have just doubled or tripled the challenge. Most
technology solutions that we looked at did not allow for web 2.0
community. While they are great at processing a transaction, the
available solutions are not designed for how candidates want to
interact with potential employees. In general terms, most of the
solutions we reviewed were a web 1.0 solution in a web 2.0 world.
We discovered our vendor partner Jobs2Web about one year ago.
While their solution was the best and most affordable, we made the
selection on their ability to migrate their existing platform to match
the processes we designed. While the rollout has been challenging,
I believe we have made each other better.
As we have worked through the technology challenges with our vendor
partner, Jobs2Web, we are still left with the human challenges of adopting
this model. The SEO piece is easy as it doesn’t require any real change
in recruiter behavior. But the “human touch” aspects of community
building are the remaining challenge.
The Greatest Challenge of the Cutting Edge– “The Year of Guanxi”
Early in this work stream, we realized that it was going to be extremely
difficult and challenging to introduce this approach into a recruiting
process that was basically comprised of a series of transactions.
And, to make things even more interesting, we reward recruiters on
the basis of executing those transactions at a very high level. Talk
about strangers in a foreign land!
So, at the end of our second year, the one last hurdle to greater
success comes down to people. It comes down to our ability to
engage our recruiting colleagues and their hiring managers in the
process. The Recruitment Marketing Platform is in place; all the
moving parts are connected; the activities can be metrixed—but internal
engagement is required to move success to the next level. We will
report on our progress towards meeting this challenge in the future.
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