Social Media Monitoringin HR and Recruitment:Cutting Edge or Over The Edge?

2015270 m

�300 h

�1.39 b

��332 m

74% of Adults Have Social Profiles 2b Active Social Accounts Globally

Along the Way,We Leave Behind Massive Amountsof Data

1.8 mmb/year

IP Address/Physical Location

ShoppingPreferences

Means & Methods By Which We Pay Online

We leave breadcrumbsand pick up cookies that allow advertisersto access our informationand create detail-richprofiles5k

mb/day

The TypicalOffice WorkerProduces:

Advertisers Create Profiles On Our Buying Habits & Preferences

active users users users video uploaded /min

It was INEVITABLE that we’d have access to Job Seeking Behavior Data

Data Also Profiles Our

Job Search Habits & Preferences

Job search behavior can be tracked throughpublicly availabledata sourcesincluding social media, public job boards and authorized data serviceproviders like Twitter’s GNIP

Going OverThe Edge

Avoid

With . . . . . . . . . . . . . . . . .Good Governance

Establish How Data From Public Information Can And Will Be Used

Be As Transparent As Possible About How You Use The Data And The Benefits

Review Current Privacy Policies. Do TheyAlign With Monitoring Technologies?

Establish Tight Authority Levels. Who Should Be Able To See Information In Monitoring Technology And How Are They Allowed To Use It?

What Are Recruiters Allowed To Look For? Is It Relevant To The Position? What About Cultural Fit?

Better Workforce Planning

Enhanced Retention

Improved Communicationw/Candidates & Employees

Easier Job Advertising &Candidate Screening

Enhanced Customer Service & Tracking of Employee Satisfaction

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Using Race, Gender,Religion, Sexual Orientation,Age, Political Affiliations For Talent Decisions

Making HiringDecisions Based On Unverified Informatione.g. John Doe’s LinkedInProfile Says He Went ToHarvard. Did He?

Punishing or HarassingEmployees For Online Activity Viewed UnfavorablyBy A Manager Or TheOrganizatione.g. Oil Employee WhoComments Against Fracking In Social Media

Undefined

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Unacceptable

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Acceptable

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ANALYTICS AS A SERVICE

Hudson offers a variety of analytical tools to improve workforce planning, advanced sourcing, retention andenhanced employee and candidate communication

us.hudson.com/talent-analytics

JOB SEARCH ANALYTICS

Access the only report of its kind that leveragesjob seeking behavior technology to track andcompare the activities of U.S. employees by generation and seniority level

Visit JobSeekerPulse.com

7 out of 10Workers Regularly Search

for New Opportunities

Savvy Candidates are treating a jobsearch like any other major purchase

by using social media to learn as much as they

can about a company before clicking “apply”

30%Say Job SearchingIs A Weekly Activity

Frequent Visits toEmployment-Themed Pages

Sudden Increase InJob-Related Endorsements

Following Recruiters’Social Accounts

Subscribing to Career-Related Content

Creating Job-FocusedOnline Profiles

Sample Job SeekingBehavior Indicators

Uses of Social Data for HR & Recruiting

Using Online Networks ToIdentify Candidates’ FormerColleagues For ReferenceInformation Without Candidates’ KnowledgeIs It Fair?

What Is The Statute OfLimitations On PunishingBad Decisions Made When Young? When Can We Let Go Of That Spring Break Photo?

When To Use Data At AnIndividual Level vs. At The Aggregate Level

Intellectual Property OwnershipUnwittingly Giving Too MuchInformation About A Role On ALinkedIn Profile

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