- Amanda Blum, Senior HR Assistant, Capital Farm Credit
- Angela Bortolussi, Partner, Recruiting Social
- Anonymous Contributor, Social Media Community Manager, Telecommunications Industry
- Ashlyn Schneider, Talent Acquisition Specialist, Worthington Industries
- Ben Dickie, Senior Manager, Research, Info-Tech Research Group
- Ben Eubanks, HR Generalist, Pinnacle Solutions, Inc.
- Carly Kleisinger, Manager of Corporate Strategic Communications, City of Lethbridge
- Carmen Jeffery, Recruiter & Managing Director/Founder, i-identify
- Chris Hodge, AVP Talent Acquisition, RoundPoint Mortgage Servicing
- Eric Clemons, Senior Manager – Employment Brand Strategies, U.S. Cellular
- Gemma Matthews, Senior Internal Recruiter, Reward Gateway
- Gurprit Bhambra, Global Talent Acquisition Director, Arvato Bertelsmann CRM
- Heather Coy-Robinson, HR Manager, CarProof
- Jeff Watson, Employer Relationship Developer, Western University
- Jacob Shriar, Director of Content, Officevibe
- Karen Azulai, Editor-in-Chief and Co-Founder, HRTech Nation
- Kathleen Teixeira, Manager, Talent Acquisition, OLG
- Katrina Collier, The Searchologist, Social Recruiting Trainer & Keynote
- Kim Benedict, CEO & Co-founder, TalentMinded Inc.
- Kristiana Hurley, Human Resources Manager, Inventa
- Larry Kihlstadius, Solutions Czar, KinetixHR
- Lisa Smith-Strother, Senior Director, Global Head Employer Branding, Careers Channels and Diversity TA, Ericsson
- Leslie Hughes, LinkedIn Trainer, Profile Writer, Public Speaker, Social Media Marketing Strategist & CEP, PUNCH!media
- Mamta Wadhwani, Senior Manager of Talent Acquisition Strategy
- Mark Diker, Senior Manager, Recruitment and Talent Planning, Woodbine Entertainment Group
- Matthew Doucette, Global Talent Acquisition Leader, Mimecast
- Orlando Castillo, Organizational Effectiveness Manager, (Talent Development, L&D, OD, Compliance, and Employee Engagement), Capital Farm Credit
- Sabrina Baker, HR Consultant & Recruiter, Acacia HR Solutions
- Sarah Cortese, Director of Communications, Capital Farm Credit
- Sean Burkett, Manager, Product Development and Innovation, Info-Tech Research Group
- Shell Lohmann, Director of Talent Programs & Employment Branding, U.S. Cellular
- Whitney Headen, Managing Partner, 19th & Park Inc.
- Corporate social media is typically owned by Marketing/Communications rather than HR. Abdicating social media responsibilities to other areas of the organization risks content creation being misaligned with the EVP.
- HR sometimes lacks the resources, competencies, or mandate to actively drive social media use.
- While Marketing may excel in content creation and creating customer leads, they aren’t as well versed in creating and conveying the employee experience. Pair HR’s EVP knowledge with social media skills and know-how from outside of HR.
- Social media sourcing can help your organization target groups you might otherwise have trouble reaching, and powerful social media tools can help you fill critical roles.
- HR shouldn’t go at it alone; partnership with other stakeholders − Marketing, Communications, hiring managers, and employees − is key to success on social media.
Impact and Result
- HR should focus on a social media strategy that allows them to promote and build the employer brand, actively source potential candidates, and eventually leverage the power of employee ambassadors on social media.
- To effectively do so, HR needs to identify and partner with current social media owners and learn the necessary competencies to harness this powerful tool.
This guided implementation is a seven call advisory process.
Guided Implementation #1 - Determine social media direction and set goals
Call #1 - Identify and set social media goals, and determine relevant SMART and social media metrics.
Guided Implementation #2 - Optimize the employer brand on social media
Call #1 - Review organizational social media efforts and determine how HR can get involved.
Call #2 - Evaluate content suggestions and brainstorm additional content creation ideas.
Guided Implementation #3 - Create a social media sourcing and direct outreach plan
Call #1 - Identify critical and hard-to-fill roles that could be targeted with social media sourcing.
Call #2 - Discuss organizational resources and limitations around social media and individual talent acquisition specialist usage.
Call #3 - Review the Discover, Engage, Connect process and customize the Social Media Sourcing Guide.
Guided Implementation #4 - Evaluate metrics and refine your approach
Call #1 - Review social media and HR metrics to pinpoint social media program successes and identify areas for improvement or growth.
You must be enrolled in this course to play this video
- Title: Social Media
- Number of Course Modules: 5
- Estimated Completion Time: 1.5 hours
Identify short- and long-term goals of a social media strategy with associated metrics, determine current state of social media efforts, define HR’s role moving forward, identify targeted roles for social media sourcing, and optimize platform efficiencies.
By the end of this course, learners will be able to:
- Determine short- and long-term goals of a social media strategy.
- Create associated metrics to track goals.
- Identify HR’s role in organizational social media.
- Explore guidelines for social media content creation.
- Identify critical roles for social media sourcing.
- Integrate social media into the talent acquisition process.
- Optimize the use of social media platforms.
1 CPD hour per course.
Each course is valid for 1 PDC for the SHRM-CP℠ or SHRM-SCP℠.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.
Book Your Workshop
Onsite workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost onsite delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.
Module 1: Establish Social Media Objectives, Processes, and Benchmark Metrics
- Identify social media objectives and determine metrics to track efforts.
- Evaluate how social media is used currently in the organization.
Key Benefits Achieved
- Objectives prepared and metrics to sustain and improve social media efforts set.
- Social media process mapped out.
Identify talent needs.
- Talent needs and priorities
Evaluate organization’s current social media strategy.
Establish high-level social media goals.
- HR social media goals and metrics
Set benchmark metrics and take baseline measurements.
- Improvements and increased involvement in social media processes
- Processes to be shared with Marketing
Module 2: Optimize the Employer Brand on Social Media
- Determine how to best get HR involved with social media.
- Research competitors and platforms.
- Develop a plan for creating online content.
Key Benefits Achieved
- HR participation outlined.
- Created a plan for content management.
Enhance current HR social media presence.
Align current social media presence with the EVP.
Plan for social media process participation or improvement.
- Process developed for shared platforms
- Improvements for new platforms
Analyze competitor trends.
Analyze competition with a SWOT diagram.
Research and identify new platforms to build a presence on.
- Competitive analysis and new platforms
Brainstorm ideas for content creation.
Build a content calendar.
Assign content creation responsibilities and deadlines.
- Content ideas and calendar with timeline
Module 3: Create a Social Media Sourcing and Direct Outreach Plan
Examine sourcing resource options and best practices.
Key Benefits Achieved
Focus roles for sourcing are set.
Pinpoint roles for direct outreach.
Examine social media resources available to HR.
Review and customize the Social Media Sourcing Guide.
- Critical or hard-to-fill roles for direct sourcing
- Customized Social Media Sourcing Guide