Social media

LinkedIn Advertising Solutions. It’s All About Data #TruLondon

I had a really interesting morning at LinkedIn HQ in London yesterday, discussing some of the direction the company is going in terms of product. I recently posted a breakdown of the second half results announced by LinkedIn, which showed a big investment in product and headcount, particularly around advertising and account management.
Historically, the advertising products have only been available in English, but the company have recently announced that they are launching ads in 17 languages, in keeping with the move to make the platform and user profiles available in every language. LinkedIn operates in 200 countries, and being genuinely global means being bilingual. The new languages are  EnglishCzechDutchFrenchGerman,IndonesianItalianJapaneseKoreanMalayNorwegianPolishPortugueseRomanianRussianSpanish,Swedish, and Turkish. Other languages are being considered for the future.  you can select the language you want your ad to appear in by selecting the language you want from the drop down in settings, or the language link button at the bottom of your home page. (It is worth noting that the language of member posts will always be displayed in the language they were posted.) For global or domestic recruiters outside of English speaking countries this has to be a really exciting development, but how well do LinkedIn ads work?

This ties in with my belief that the recent changes to the home page are all about keeping users in channel, staying for longer periods of time. Since the launch of the new home page integrating the update stream and switching posting from updates to the home page, engagement in channel is at an all time high. The principle is simple, for ads to work, users need to be kept in and on channel. Making the experience local through language is another way of achieving this. The more time spent in channel on the home page and user profiles, the more effective the advertising.

There are a range of ways to place ads on LinkedIn including PPC which allows for targeting by all of the fields within LinkedIn including location, company, job title, skills, seniority, etc. A really interesting option allows for targeting members of groups. It is an exciting prospect to be able to reach all the people employed at a competitor, or the members of a specific group who fit your target audience. The suggested costs are a bit more than you would expect to pay for similar ads on Facebook or Google but it is PPC, you can set limits and the structured data on LinkedIn makes targeting incredibly accurate. As with all PPC, you are going to get better results and reduce your costs by placing multiple ads and dissecting the audience and mixing text and image according to audience. The downside of `LinkedIn ads is that you are restricted to 80 characters in the title and 80 characters in the description. (think writing for Twitter.) As with all PPC you should split test different ads to see which ones work for which audience. You can post a link in the ad to a LinkedIn page or an external website. I’m piloting these ads to promote a company page, now that LinkedIn allow updates from the page, and give page administrators access to the profiles of people following the page. Even if you have tried PPC previously and not got the results in the past, I think it is worth trying again due to the new home page features.The other option is to take a look at the other advertising options. You can read more in the LinkedIn solutions center.

Whilst I was at LinkedIn, I got a look at some of the ways LinkedIn are mining the data behind user profiles and companies to identify the full potential for the 3 product offerings:

> Matching solutions

> Hiring solutions

> Media solutions

The potential to mine data for understanding your business, the people within it and the market you work in is really impressive. The more the user numbers grow, the more the structured data pool grows. The potential for developing new products that interpret this data in a constructive way, and to deliver targeted recruitment campaigns is phenomenal. LinkedIn is all about data, and there is a lot more to come from this.

When looking at the data, one area really stood out for me that i think is really exciting, and that is the number of views of all the company employees profiles combined. When you consider who looks at profiles, it is easy to see that these are going to be people from the same sector, competitors, people from the same field or with a similar skill set.In a company of any size, that is going to be a lot of very relevant eyes over the course of a year. One of the LinkedIn media solutions is to place an ad next to all of your employees profiles. The ad that works best takes the picture of the user viewing the profile and positions the image with text like “see yourself at” with your company name and other detail like the job title of the visitor. I have seen this level of personalized advertising work very effectively with company pages, but the potential of these ads with employee profiles is significant. I inquired after  the cost of this type of campaign, given the volume of eyes, and was surprised to hear the price point (on rate card) at £4,200 a year for 1000 employees (£4.20) each for a year, with reductions for additional employees. This could be the best bit of internet real estate for recruiters.

I will be running a track on the changing face of LinkedIn at #TruLondon on 22nd and 23rd October. I hope you can join us for the discussion. With so much changing in the channel, it really is time to rethink your LinkedIn strategy, with targeted advertising a part of that thinking.

Bill

 

 

Prince Harrys Todger

Last week the Sun newspaper chose to print pictures of Prince Harry in his Las Vegas hotel suite playing naked billiards with a few girls he and a group of friends had met in a casino. I am also a huge billiards fan and hang out with my friends at all places with pool tables in Murfreesboro area. So I totally understand Prince Harry was too busy playing the game and just didn’t notice paparazzi. I’m not going to the morality of the story, it didn’t concern me, Prince Harry is single and doing what single young guys do in Vegas. What was interesting to me in this story was the reason the Sun gave for breaking the press embargo on pictures of the Princes, in the “public interest.” The front page of the paper featured one picture and the badge “Souvenir printed edition.”

The Sun newspaper gave this reason for publishing the pictures:

“The images were first published on the web three days ago. But the Palace’s lawyers, via the Press Complaints Commission, warned the UK’s newspapers against printing them, claiming they would breach Harry’s privacy and the PCC Code.

Since then the entire UK media — print, online and TV — has reported on them and told readers and viewers how to find them on TMZ.com, the website that first published them, and on countless other sites that followed suit.

That coverage put those pictures a mouse-click away from anyone in the 77 per cent of British households with internet access.”

Read more here:

The interesting thing for me was that this reads like an acknowledgment by the main stream media that news breaks first on the internet, and they can do little to change this other than curate what is appearing on line.It also shows that whoever you are, you can’t kill a story.If you want the news uncensored and as it happens then you need to move to the internet and put down the paper.

When bad news breaks, it is going to go viral quickly, and as a business, you need tobe getting on top of story’s as they break in order to respond in the quickest possible way. no end of social media policies will prevent negative comments from spreading, perhaps not at the pace of the Prince Harry story, but certainly with a great momentum.

As an employer that means that you need to be aware of any story’s as they break that might impact on your employer reputation. This means setting up your monitoring systems to pick up mentions of your brand anywhere on the web. There are plenty of paid for tools you can use like Radian6 (very effective though pricey) or options like Google alerts, Social Mention or Board Tracker that is built to monitor forums. (Board trackers is being rebuilt but is worth watching.)The last 3 are all free options.

The next question is how you are going to manage it to neutralise a story or present your side of a story. I have heard of companies who have placed SEO tagged posts to move a negative story down in the rankings. This is a drastic and expensive step, but can be an option when a negative story is hanging around at the top of Google page one searches. Better to have your own strategy to join the conversation as the news breaks.If you are in it. you can influence it, and no end of effort or legal threat will make a negative story to go away.

Being in the conversation means you can add some balance to the story and access to what you have to say. It is also your opportunity to enter in to discussion with some of the people in the conversation on and off-line, Entering in to dialogue is much more likely to succeed than confrontation, and being over defensive will only accelerate social media attention, and attract the rubber neckers who enjoy nothing more  than pouring gasoline on the flames of a good argument. Anticipate that from time to time things are going to happen from time to time. People might do or say things they are going to regret in the cold light of day. The key is having a plan when  bad news breaks and be ready to enter in to what may be a painful conversation requiring broad shoulders and tact. If you try to block negative comments on your social places like your Fan page then it is only going to move elsewhere. If a firm like the royal family are not able to block it, then you are not going to be able to. Listen and engage!

Bill

 

 

You must read this post on influence

This post is a bit of an experiment related to on-line influence and on-line impact. My view is that when we talk about influence, we really mean impact. Influence became a bit of a trendy word to use, multiplied by the likes of Klout and PeerIndex. Suddenly everyone was arguing about influence, relevance and whether it actually meant anything in the real world, or was just an elaborate marketing ploy.
Some bloggers have tried to intelectualise the whole influence conversation through their blog posts. As recruiters though what are we really interested in, influence or something else? These are my thoughts on what the principle measures should be for recruiters:

> How many people look at our jobs
> How many people apply for our jobs
> How many people get hired

> The conversion ratio of each

There are lots of other matrix I’m going to look at around influence. what content did people look at before they decided to apply. Is one piece of content better at progressing people to the next stage of the process than another. All of this is useful, but a recruiter is not judged on fans, followers, network numbers, likes, size of talent community or engagement, they get judged by hires. All of the other stuff might be useful, could even be considered to influential to recruitment outcomes, but in isolation none of them count for anything without hires.
On line activity is designed to create a reaction and an action. A click on a link, a share, a like etc, something happens because of the content. The worst thing is inaction, when nothing happens. That tells me that I’m either being ignored, hitting the wrong audience or lacking credibility as a source. It can also mean that I haven’t banked up enough credits in the bank of reciprocity. You know the kind of thing. you share my content or help me when I need it, I’m much more willing to help you. When that relationship becomes one-sided then I’m going to stop reacting to your content. I’m going to ignore you and do nothing. Not open your links or share them. Perhaps we should be measuring how many people are ignoring us rather than how many people are reacting to get a real picture of our influence, or rather the lack of it.

I have documented the story of the Barclay’s Social Hub in the past. What is impressive about the data that comes out of this story is that whilst traffic and page views increased considerably, applications dropped significantly. On the face of it this is not great, but the end result was a massive improvement in the conversion ratio of applications to hires because people were choosing to opt out because the added content enabled informed decision-making and opting out. It is fair to say that the reduction in applications shows that the content influenced the decision not to apply. As the conversion rates increased and the hiring targets were smashed, in this case it should be considered a positive influence even though no physical action took place. This brings in to question the whole measurement of influence because the inaction was the desired outcome, and the viewers were mostly “influenced” to do nothing.
I titled this post in the way I did because I wanted to test how easy it is to write a title or a heading that gets opened. Click throughs or open rates are easy to achieve with creative headlines or tweets, but what is important is what happens once the link is open. If nothing happens, is it really influence? If everyone looks at my job but nobody applies, should I be congratulating myself on my high traffic and great Klout score, or be concerned about the fact that no one is actually going to get hired. If the  headline of this post “tricked” you in to opening it, that’s great for my Klout score, but is it really influence?
One of the things that prompted this post was a conversation with a UK blogger who sends out tweets (automated) about her own blog post saying things like “Really interesting post” or “this is really helpful, great post.” When you click on these links it takes you to their blog and their content. I challenged her on this, asking if she had really said that about her own content. The response I got was that this approach was great for click-throughs and traffic. When I landed on the link, I felt cheated. my opinion of the blogger went down considerably. I added a click to the traffic numbers but was that really worth while. Is this influence, impact or nothing? This kind of link prompts an action, clicking on a link, but not a positive outcome because nothing else happens. There is an argument however that there was an opportunity for an outcome because I looked and made a choice not to act. Is this any different to what happened with Barclay’s? An automated job feed on Twitter gets a high click-through rate, but doesn’t really influence my thinking. It does however present the opportunity to consider applying. Should driving traffic be considered as important in social recruiting as “influence”, or is all this talk effluence?

My thoughts on this is that the most important thing is outcomes, and that is going to be different according to need. If you need to hire now, then traffic and applications are going to be key, if you are taking a longer term approach and looking to build pipeline then engagement, page views and other factors are going to be more important. To me, actions and outcomes are far more important than influence, and it is this that should be the main focus.

What do you think?

Bill

Use your social skills for good with the Child Bereavement Charity. (Job)

I’m not in the habit of posting jobs on the blog, but i thought this one was worth sharing. There is tremendous potential for worthwhile causes who use social to spread their message. If it is interesting to you please apply directly. Hat tip to Alex Strang for spreading the word. Please share the link if you think the right person to help this organisation spread the word the please share the link with your posse.

Communications & Marketing Officer – 2 year Fixed Term Contract
The Child Bereavement Charity works to ensure that all UK families should have the support they need to rebuild their lives when a child grieves or when a baby or child dies. We have grown significantly in recent years and have ambitious plans to make our aim a reality.

Of course we can’t do this alone so excellent communications with the growing number of people who share our aims and values is vital. We need someone who can equip and support all teams in effectively using digital communications, including the website, email lists and social media in the forefront of all areas of the charity’s work. In addition they will act as design lead and branding guardian for on-line and printed publications, in accordance with established brand guidelines.

It is anticipated that the scope and remit of this job will evolve with the charity as we introduce new technologies and improve practices.

The ideal candidate would have 1-2 years professional experience including a significant use of design software for on-line and print.
Salary: £18,000-£25,000 (Depending on skills and experience)

You can apply HERE

Bill

Social Media, Work And HR (Infographic) Featuring @SusanAvello

Susan Avello is smart.and sassy. Susan blogs at HRVirtualcafe.Com. You should check it out. I was lucky enough to meet her at #SHRM12 in the blogger lounge, and we exchange tweets from time to time.Earlier this week Avello shared an infographic that she had put together for a presentation. I like this infographic because theres a range of sources including a SHRM survey on attitudes to social media. Susan was good enough to share all of the original data sources. I have copied these at the end of the post in case you want any of the numbers or access to the original reports.
Thanks Susan for sharing.
Bill

There are also lots of issues with employees working from home as you just can’t be sure what they are doing so we strongly recommend that you use some virtual employee monitoring software to check on their work.

Social Media in the Workplace
SHRM Research Spotlight: Social Media in the Workplace
 20% of CEO surveyed use LinkedIn; 17% use Facebook; 9% use Twitter; 8% use YouTube; 7% use Photo-sharing applications; 5% use Video-sharing applications
 69% of respondents surveyed say their organization does NOT track employee use of social media on company-owned computers or handheld devices
 57% of respondents surveyed say their organization does NOT block access to social media on company-owned computers or handheld devices?
 68% of respondents surveyed say their organizations have groups or individuals who currently engage in social media activities to reach external audiences
 Marketing – 67%
 Human Resources – 44%
 Public Relations – 38%
 Sales – 24%
 Management (corporate / senior ) – 20%
 Customer Service – 15%
 Information Technology – 12%
 Operation Logistics – 6%
 Legal – 3%
 Accounting / Finance – 2%
 Other – 8%
IABC Research Foundation and Buck Consultants Employee Engagement Survey
 Percentage of organizations who encourage employees to participate in social media to share information and express opinions
 33% – Small number of employees have access to organizational social media and are encouraged to participate
 25% – All employees have access to organizational social media and are encouraged to participate
 18% – Some employees, but not all, have access to organizational social media
 23% – No employees have access to organizational social media
 49% of respondents say their organization have a social media policy in place whereas 28% have one in development or 22% do not have one at all
 54% of respondents say their top executives do NOT participate in social media; 35% say their CEOs occasionally do; and 11% say their CEOs participate regularly

Mobile Workforce
Cisco, Connected Technology World Report
 Two of every three employees surveyed (66 percent) expect IT to allow them to use any device – personal or company-issued – to access corporate networks, applications, and information anywhere at any time, and they expect the types of devices to continue diversifying
 IT respondents (45 percent) said they are not prepared policy- and technology-wise to support a more borderless, mobile workforce
 Almost three of every five employees globally (58 percent) admitted that they have allowed non-employees to use their corporate devices unsupervised.
 IT respondents felt security (57 percent), budget (34 percent), and staff expertise (17 percent) were the biggest barriers to enabling a more distributed workforce, employees often felt IT and corporate policies were the obstacles
 70% of employees with smartphones regularly check their emails outside the normal business hours.
 42% of employees log onto their business email accounts while home on sick leave.
 43% of employees connect to their emails on their smartphones in order to get ahead and ease their workloads for the following business day.
 3 of 5 workers say they do not need to be in the office anymore to be productive
 32% of employees globally now rely on more than one mobile device during the typical work day
 46% of mobile workers feel most productive in the office while 38% most productive working from home
 87% of IT Managers say companies provide workers with mobile phones and cover costs, but more than half of employees with iPhones, Android phones and iPads report they purchased the devices themselves
 Users accessing web-based email decreased by 6% while users accessing mobile email increased by 36%
 Of 22-34 year olds, 70% use tablets while only 47& users between the ages of 55-64 use tables, and 65% of users between the ages of 35 – 54 use tablets
iPass, Mobile Workforce Report
 61 percent of mobile workers sleep with their smartphone nearby, 43 percent within arm’s reach
 During downtime, 91 percent of employees check their smartphone every six to 12 minutes
 38 percent of mobile workers wake up to check their mobile device during the night
 35 percent check email on their device first thing in the morning – even before getting dressed or eating breakfast
 The average mobile worker works 240 hours a year longer than the general population
 94 percent of mobile workers have a smartphone
 41 percent of mobile workers have a tablet, and an additional 34 percent of mobile workers intend to purchase a tablet in the next six months
 87 percent of mobile workers that own tablets use their tablets for at least some work
 Among tablet owners, 27 percent have a tablet provided by their workplace and 73 percent have a personally owned tablet
IBM Allows Employees to Use Personal Smartphone Devices for Workplace Tasks
 By the end of 2011, 100,000 employees of IBM can connect their handheld devices to internal networks of IBM and by 2012 another 100,000 employees will be connected to it.

HR Transformation
2011 Achievers Social HR Survey

  • 98% of HR respondents say they believe that social networking is an important tool for recruiting, retaining and managing employees
  • 82% of HR respondents believe that social networks will be used as an HR tool in their organizations within the next 12 months
  • 85% of HR respondents say their companies plan to increase investment in both time and money in social networks in 2012
  • 52% of HR respondents say that senior management is the biggest hurdle to getting social networks accepted as a legitimate HR tool
  • 90% of HR respondents believe that social networking should be used as an HR tool.
  • Percentage of HR people who believe that social networking tools can have those most impact in these areas:
    • 34% – Reduce cost of recruiting
    • 26% – Reduce costs of communication
    • 22% – Employee Engagement
    • 15% – Career Management
    • 12% – Employee Satisfaction
    • 9% – Employee Retention

Recruiting

Jobvite Social Recruiting Survey

  • 41% of college seniors use some form of social media in their search for employment
  • 90% of HR managers use or plan to use social networking to find employees
  • 64% of employers have used social media to successfully recruit workers
  • Approximately 31% of college seniors have LinkedIn profiles, while nearly 23% have Twitter accounts
  • Almost 70% with accounts on both LinkedIn and Twitter report using them for their job search
  • 81% of college seniors use LinkedIn to distribute their profiles to their network contacts and prospective employers, while almost half use it to research employers

Cisco, Gen-Y Study

  • 40 percent of college students and 45 percent of young employees would accept a lower-paying job if it had more flexibility on device choice, social media access, and mobility than a higher-paying job with less flexibility.
  • 64 percent of college students would ask about social media usage policies during job interviews, and one in four overall (24 percent) said it will be a key factor in determining whether or not to accept an offer.
  • 41 percent of young professionals said their companies marketed a flexible device and social media policy to recruit and attract them.
  • More than half of college students globally (56 percent) replied that if they encountered a company that banned access to social media, they would either not accept the job offer or would join and find a way to get around it anyway.
  • 29 percent of college students believe that once they begin working, it will be their right –- not just a privilege –- to be able to work remotely with a flexible schedule.

Talent Management

Towers Watson, 2011/2012 Talent Management and Rewards Study, North America

Integration of reward and talent management programs

  • Only 36% of organizations with a competency model have linked it to their reward programs.
  • Most organizations have been unable to effectively leverage their investment in HR technology.

Segmentation

  • Only 44% of organizations formally identify employees with critical skills.
  • Fully 68% identify high potentials, but only 28% inform those employees who have been identified.

Agility

  • Short-term incentive (STI) programs provide greater flexibility because payouts can rise or fall depending on business conditions. Funding for STI programs increased sharply last year, from 88% to 111% of target as profits increased, and employers expect to fully fund STI programs in 2011.

Employee / Performance Management

Cornerstone OnDemand Research Survey on Performance Management

  • 50% of employed U.S. adults who have experienced their employer’s review process feel more valued by the company when they receive a performance review that is focused on helping them succeed in their role
  • Only 37% said they’ve been given useful feedback from their manager/employer;
  • Only 34% indicated that they’ve received training and development to help them better perform their job;
  • Only 32% said that their performance goals are aligned with their company’s business objectives; and
  • Only 20% have established career goalswith their manager/employer

IABC Research Foundation and Buck Consultants Employee Engagement Survey

  • 44% of respondents say that individual supervisors is the highest contributing factor to increasing employee engagement; 39% by amount of communication; 31% by change in leadership
  • Percentage of importance of organization’s decisions to develop programs and strategies for engaging employees:
    • 33% – Create a new culture or work environment
    • 28% – Increase productivity
    • 26% – Retain top talent
    • 19% – Increase employee morale
    • 8% – Knowledge transfer to younger employees

 

Towers Watson, 2010 Global Workforce Survey

  • Only 31% of employees their senior managers communicate openly and honestly
  • 3% thought their managers treated them as key parts of the organization and no fewer than 60% felt their senior managers treated them as just another organizational asset to be managed.
  • Only 39% of employees in the US feel senior management does not exhibit attitudes and behaviors that reflect they care about the well-being of their employees. (29% of employees for UK)
  • Only 47% think their leaders are trustworthy
  • Only 42% think their leaders inspire and engage them
  • 61% question whether their leaders deal effectively with poor performers
  • Only 42% think senior management encourages development of talent

 

What If I Don't Want To Engage? The Elephant In The Room

I’ve been spending a lot  of time recently talking to people who don’t appear to be massively active in the social channels, but who I know are in the job market. I was interested in why they were job hunting but apparently not connecting, and I got some interesting answers back that have made me dig a bit deeper.

At the same time I have been looking at an increasing number of posts talking about the importance of engagement, about how candidates want to connect and join talent communities in the hope of one day being hired. I’ve read the LinkedIn experts talking about why you should be joining LinkedIn groups and joining in discussions if you want to get noticed. The message has been clear, engage, engage, engage.

On the whole I agree with what is being said. I understand the benefit of engaging with candidates, there are plenty of people who are looking to connect and engage with organisations, but there is also a big passive audience who just want to observe, watch and wait for opportunities. The conversations I have been having are around this point. They want to see the content and plenty of it. They want to be able to sign up to talent networks and get relevent notifications of opportunities as they come up, what they don’t want to be doing is engaging and talking to recruiters until they are in the application process.

There are a number of reasons for this, the biggest one being a fear of being found out or noticed. A feeling of job insecurity is rife in this uncertain economy, so the fear is that if I start talking to recruiters in public places, joining in chats and the like then the alarm bells might just start ringing with their employers. They also don’t want to be joining talent communities or forums where other members from the same industry might just take their participation as a sign of itchy feet, whilst others say that they just don’t know what to say or how to engage.

There are also those who don’t naturally engage. In any social network, community, network or group, it’s rarely more than 5% of the members who generate content. The percentage of people who actively watch is harder to measure, but I’m sure it is considerably bigger, as well as those who connect or follow then forget about it.

My reasoning behind this post is NOT to say that you should not have a strategy of offering engagement. I’m still convinced that all employers should be creating places and opportunities to connect and engage with potential employees. The elephant in the room though is that large section of  potential employees who for whatever reason don’t want to be engaging. Social recruiting is not all about engagement, whatever might be said elsewhere. Theres a big audience who want to watch and quietly apply, and you need to make sure that your recruiting strategy is inclusive for everyone.

Bill

Live and Breathe Social Media By @jobgram

I’ve been following Paul Jacobs new business Jobgram Ltd since they launched earlier this year. I’m going to be publishing a case study shortly that will share the results of one of the Jobgram campaigns. What is clear is that these infographic job descriptions have caught the imagination and are getting shared around a lot more than conventional advertising.
I particularly like Paul’s latest offering for a cool social media job. It is simple, but I think Paul has been very creative in combining images from the channels. Pass it on!
Bill

Are you thinking about the introverts? (TEDx Video) and other thoughts

I don’t think I could ever be described as an introvert, probably more of an extrovert or an extrovert+. I love being in crowds and public speaking to large audiences. the way that I dress can hardly be described as conservative. and reserved, and I love nothing more than being in the thick of conversation or debate, it is what #tru is all about. I think if you asked most people about my character they would describe me as an extrovert in overdrive, but looks can be deceptive.

I got thinking about this properly because I was sent a TedX video to watch by my friend Glen Cathey. The topic of the talk is “The power of introverts” by Susan Cain, and it is brilliant. One of those talks that really makes you rethink about what you are all about, and reshapes your opinion. What I got thinking about was how I work best, and if I am an extrovert at all. Thinking about how I work best, and it is outside of a team. Working on my own, formulating crazy ideas, poking around with new applications, writing or creating content. I like the night best for working when no one else is around and I can be alone with my thoughts. Once I have a plan or an idea, that is when I like to be with people to test it out. Theres been a rush to collaborative working, and I applaud this in most cases, but is this inclusive for the introverts who have a big contribution to make? Work space and culture needs to plan for places of solitude, for those who want thinking time.

When you look at employer brand content, the pictures, video etc  almost entirely features groups of people working and playing collectively.I ran a quick eye over some of the brands who produce plenty of content, and this confirms this. The brand advocates producing this are nearly always in the extrovert category, as they are the ones with something public to say. Will this attract more introverted characters to your organisation? It is worth looking at, to make sure that your branding efforts are inclusive to all the types of people you want to attract. After watching this video, it is something that I will be considering more, by including more pictures of people working alone, featuring the solitary places and giving extra encouragement to the introverts in the team that they have something to share that others would love to see and here.

A little closer to home, I got a follow-up tweet from Glen asking the following question:

“Curious about how the unconference format fits with the introverted personality.”

This is a good question. Not everyone wants to talk openly, feels comfortable sharing or feels they have value to add. We have to allow for that and make everyone welcome. I know when I lead a track, there are always some participants who want to be on the side lines observing. Sometimes they even put their chairs out of the circle, and are much more comfortable talking one to one. It is important that all the track leaders encourage this, and allow the participants to take part in any way they are comfortable. The “watchers” quite often make the smartest comments at the end of the track. People can take part in any way they want, but I need to think about how we keep everyone included without leaving them uncomfortable, by pushing them too far out of their own zone.

These are a few quotes from Cain that I hope will convince you to watch the video, and will give you more food for thought.

“I prefer listening to talking, reading to socializing … I like to think before I speak (softly).”

“There’s zero correlation between being the best talker and having the best ideas.”

“Solitude matters, and for some people it is the air that they breathe.”

“Eleanor Roosevelt, Rosa Parks, Gandhi — all these peopled described themselves as quiet and soft-spoken and even shy. And they all took the spotlight, even though every bone in their bodies was telling them not to.”

“[Introverts,] the world needs you and it needs the things you carry. So I wish you the best of all possible journeys and the courage to speak softly.”

This video is brilliant and gives plenty of room for thought. What do you think? Thanks Glen for sharing!

 

Bill

View the whole Tedx talk

Susan Cain Bio

Traditional Marketing V Social Media Marketing (Infographic)

This infographic popped up on one of my Pinterest boards today. It coincided with a call I received to ask for the difference between traditional media and social media marketing. It’s not specific to recruiting, but most of the same principles apply. I think it is worth sharing. and if you agree with the thinking, pin it and pass it on.
Bill

Don’t think mobile, think responsive design

At #SHRM12 I got to spend time with Jeremy Langans.  If you don’t know of Jeremy, he was the force behind Starbucks launch in to social, and is a thought leader in this space, We have been connected for a few years now but have never had the excuse or opportunity to sit down and just talk. We were talking all things recruiting, a regular back and forth, when Jeremy sais something that really set me back. We came on to the topic of social via mobile, when Jeremy said: “You need to stop thinking about mobile.” This is a different view to what I’ve been hearing and talking about with many of the experts and commentators, and so he got my attention.

Jeremy’s point is that all websites should be built to be viewed and operated regardless of the device the user is accessing it with, using responsive web design. What this means is that when you link to a site the design and navigation adjusts to fit the users device from tablet to smart-phone. It is neat and means that you don;t need to build a different interface for each type of device, android, i-phone, Kindle, games console etc. One size fits all, rather than building multiple landing pages. Stop thinking about pages and start thinking about systems. With so many variations of device it is no longer viable to build a different website for each device. Responsive web design provides a real solution for this problem. mobile is not a special case, it’s another device, and web design should take account of the multitude of devices users might be accessing your site with.

I don’t really understand the technical bits of coding that go on under the hood, but I can understand how the concept works. Sites are built on a grid with multiple viewing options. When a user lands on the page a “media query” selects the best options according to the size and resolution of the users device. The easiest way to understand this is to think about how you would want a picture to appear on different devices, and save multiple versions of the same image in the grid. This means different sizes, resolutions and positioning for each image. When the user lands with their device, it sends a “media query” to the grid which delivers the best image from the grid to the device.

Another example that helped me to understand this, and I’m not a technical person, is menus and navigation.  If I access the site on a wider screen device like a PC, the menus and images appear across the top of the screen, perhaps with small text links, easy to see and click with a mouse. If I access the same website by smart phone, I need to see the images stacked for scrolling, with larger buttons for clicking with my thumb. This is the same content delivered in a different way according to device.

Design is as much about making things easier for the user, as it is changing the look. A good example of this is when you access a responsive web site using a smart phone. The design makes it easy to scroll the site because users typically do this with one hand. The layout is different to suit the way the user is going to navigate it, even though most smart phones could now display the whole site with a no loss of quality, navigation or loading speed.

The case for responsive web design.

> Browsing Habits

Users may access a site many times using multiple times using multiple devices, PC, smart phone, tablet, netbook, laptop on 3G etc. Responsive web design gives them device friendly navigation and features each time.

> Content.

Adjusting the layout and navigation to fit screen size and device means that your content is easy to find and is presented in the best way. Images always appear with best resolution and screen size to fit the users device.

> Branding

Designing the way your site appears on any interface means that you can consider what brand image you want to portray whatever the screen size. This could be as simple as the positioning of logos and images or the order that you want content to appear.

To show how this works I’ve taken the images from the Barack Obama site, as it is viewed on 3 devices. The site is built to be responsive. This is the same site on 3 different interfaces.

PC View

Tablet view

Smart Phone View

While Jeremy helped me to understand what responsive web design means, the first person to show me a responsive web site built-in HTML5 was Ivan Stojanovic at #truDublin. Ivan has recently been building responsive sites for recruitment companies, and he is a real advocate of this technique. Judging by the bounce rate of people dropping off sites when landing, this is really working. It makes sense to deliver content, images and navigation to the users device in the best format for them.

Jeremy is now responsible for global brand and talent attraction at Expedia, who he joined in March. In his previous role as program manager, employment brand and channels with Starbucks, he launched what is probably the first responsive design career site. The best way to see how responsive design works is to view the Starbucks.Com Careers . You can shrink the image down if you are viewing on a PC or Laptop to see how the view and navigation changes instantly according to how you are viewing the site. It is immediately responsive, and gives you a real idea of the possibilities. Stop thinking mobile as a special case, and start thinking responsive design for everything. The only other big question is whether you need web or application, a question for another day. Thanks Jeremy for opening my eyes to the possibilities presented by HTML5.

Bill