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Shaker Social Media Use Implications

Shaker Social Media Use Implications

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Published by Jakolien Sok
Social media—also referred to as Web 2.0—describes online platforms and technologies that allow people to interact, collaborate, share information, and publish content on the Web in a simple, user-friendly way. Examples of social media include social networking sites, blogs, wikis, podcasting, videocasting, and RSS feeds, to name a few.

The year of 2008 is another one of increased visibility for social media as use transitions from a novelty to a part of mainstream culture. Social networking sites continue to see significant growth in traffic, while advertisers allocate higher percentages of their marketing budgets toward capturing the attention of those site visitors. The space also has become more crowded as the success of category giants MySpace and Facebook, has opened the door for long-tail niche social networks to emerge.

The acceptance of OpenSocial and Facebook platforms has led to the proliferation of Application Programming Interfaces (APIs) by third parties into the space. Even now, amidst an economic recession, the momentum has continued.

Even mainstream recruitment advertising Web sites have started to incorporate social media as part of their product offerings. In January 2008, Monster Worldwide announced that it had acquired Affinity Labs, a network of vertical community sites, for approximately $61 million. More recently, CareerBuilder, like Jobster before it, announced strategic partnerships with Facebook. Job aggregator Simply Hired has created applications on MySpace and Facebook that can be customized into widgets on individuals' profile pages or desktops.

Yet despite the growth and adoption, in the minds of human resources professionals, the question still remains: Can the use of social media positively impact an organization’s recruitment marketing efforts…?
Social media—also referred to as Web 2.0—describes online platforms and technologies that allow people to interact, collaborate, share information, and publish content on the Web in a simple, user-friendly way. Examples of social media include social networking sites, blogs, wikis, podcasting, videocasting, and RSS feeds, to name a few.

The year of 2008 is another one of increased visibility for social media as use transitions from a novelty to a part of mainstream culture. Social networking sites continue to see significant growth in traffic, while advertisers allocate higher percentages of their marketing budgets toward capturing the attention of those site visitors. The space also has become more crowded as the success of category giants MySpace and Facebook, has opened the door for long-tail niche social networks to emerge.

The acceptance of OpenSocial and Facebook platforms has led to the proliferation of Application Programming Interfaces (APIs) by third parties into the space. Even now, amidst an economic recession, the momentum has continued.

Even mainstream recruitment advertising Web sites have started to incorporate social media as part of their product offerings. In January 2008, Monster Worldwide announced that it had acquired Affinity Labs, a network of vertical community sites, for approximately $61 million. More recently, CareerBuilder, like Jobster before it, announced strategic partnerships with Facebook. Job aggregator Simply Hired has created applications on MySpace and Facebook that can be customized into widgets on individuals' profile pages or desktops.

Yet despite the growth and adoption, in the minds of human resources professionals, the question still remains: Can the use of social media positively impact an organization’s recruitment marketing efforts…?

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Published by: Jakolien Sok on Jan 09, 2009
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10/16/2011

 
 Social Media and Recruitment/EmploymentWhitepaper page 1
 
Social Media Use and Its ImplicationsWithin the Recruitment Marketing and Employment Industry
A Whitepaper Researched and Analyzed byShaker Recruitment Advertising & Communications
 
 Social Media and Recruitment/EmploymentWhitepaper page 2
Contents
 Author Biographies
3
 Acknowledgments
4
I. Social Media Within the Employment Industry: External Media
Introduction 6Social Media Users 6The Trust Factor 8Getting Started 8Case Studies 9Conclusion 16
II. The Extension of Social Media Through Mobile Devices
Overview 18Current Market Penetration 18Choice or Necessity 18 Accessing Web Media 19Social Networking Migration from PC to Cell Phone 19Reliance on and Preference for Smart Cell Phones 20Early Adapters 21New Mobile Software 22Targeting Personalized Messages 24Continued Growth 24User-Generated Content and Recruitment/Retention Communications 25Moving Forward: Projections 26Social Networking and Mobile Summary 28
III.
Internal Use of Social Media-Connecting Employees Together
 
Overview 30The Shift from Traditional to Social Platforms 30The Business Case for Why Employee Engagement Matters 32The Correlation between Employee Engagement and Internal Communications 33Implementing Social Media within Corporate Intranets 34 Virtual Workplace Tools 35Companies Using Internal Social Media 37Case Studies 37
Conclusion
49Footnotes 50Credentials for Organizations and Authors Cited Within This Whitepaper 53
 
 Social Media and Recruitment/EmploymentWhitepaper page 3
 
Author Biographies
Mike TemkinVice President, Strategic Planning and Development
 
Mike has brought the philosophy and strategies of product and business-to- business advertising to the recruitment advertising arena. Before joining ShakerRecruitment Advertising & Communications in 1988, Mike spent 16 years working with consumer and industrial clients on print, out-of-home, broadcast, and specialevent campaigns for products and services. At Shaker, Mike manages Shaker’sIntegrated Media Services Department: a 20-person team devoted exclusively tonon-traditional recruitment advertising, including radio, television, out-of-home,direct mail, special events, Internet, wireless and other newly emerging media. Anactive member of a SHRM Chapter in DuPage County, Illinois (HRA of Greater Oak Brook), he servedas Vice President–Programming. He has been invited to speak at meetings for media and HR associations in regard to expanding the use of new media options for the purpose of employmentadvertising and talent acquisition. Mike co-presented “New Recruitment Advertising Strategies” at theEmployer’s Association Conference in Central Illinois, has been quoted on recruitment advertisingtechniques in recent issues of 
The Wall Street Journal 
and
 Business Week,
and has served as a guest writer in
Universum Quarterly
. Mike will be in Stockholm this fall to speak about New Media at anInternational Employer Branding Conference.
Christine A. JohnsonDirector, Global Client Management
 
Chris has nearly 14 years of experience in the recruitment advertising andemployment marketing industry. She has specialized expertise within employer branding, talent acquisition strategies, retention initiatives, and global talentsolutions through centralized strategy and communications. Chris providesconsultative insight and guidance to senior-level human resources and marketingexecutives of Fortune 50 clients seeking to maximize their talent managementinvestments. She holds a business degree from Elmhurst College, graduatingsumma cum laude. Chris is an active member of SHRM, SMA, and HRMAC, and business organizations such as The Executives Club of Chicago and The Conference Board. She hascontributed to articles in
 Brandweek, Workforce
 
 Magazine,
and numerous industry newsletters. Sheconducted a national Webinar for SHRM in August 2007 on the topic of quality of hire, and spoke atThe Conference Board’s Corporate Reputation Conference in New York in September 2007—addressing how employer reputation impacts talent attraction and retention. She will co-present Webinars with Lou Adler, The Adler Group, in August and October 2008, and also co-present at amini-summit September 2008, in Chicago. Other experience includes work in the area of municipaleconomic development, with the goal of attracting retail businesses to foster thriving, vibrantdowntown business districts.
 

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