the use of xing and linkedin for recruitment in enterprises · xing and linkedin are nowadays...

THE USE OF XING AND LINKEDIN FOR

RECRUITMENT IN ENTERPRISES

22nd June 2012

Carlo Colicchio

Iso Demirkaya

Alex Hächler

Project 1 / FHNW

Master of Science in Business Information Systems

Introduction

Carlo Colicchio, Iso Demirkaya, Alex Hächler 2/72

Title: The Use of XING and LinkedIn for Recruitment in Enterprises Authors: Carlo Colicchio [email protected] Iso Demirkaya [email protected] Alex Hächler [email protected] Adviser: Prof. Martina Dalla Vecchia FHNW Olten – School of Business Riggenbachstrasse 16 4600 Olten [email protected] Study: Business Information Systems Module: Project 1 Start date: February, 2012 End date: June, 2012 Place: Olten Copyright: © 2012 by FHNW Olten – School of Business

mailto:[email protected]




Introduction


Abstract

XING and LinkedIn are nowadays well-known social business networks for business people.

They are used by employers, recruiters, employees and job seekers. Social business

networks help companies in marketing and recruiting activities.

This research paper focuses on recruitment processes for enterprises that use XING and

LinkedIn. The reader gets theoretical insights about social media, social networks and social

media recruitment. The characteristics, functionalities, mobile apps and the price models of

XING and LinkedIn are illustrated to set up a comparison. Recruitment processes compared

with eRecruitment supported processes are a part of this research paper as well.

The analysis based on interviews is executed through the research team with CEO’s, HR

managers and recruiters. The topic is supported by trend report statistics about effectiveness

and efficiency of recruiting channels. The experiences of the interviewees with social

business networks are summarized to give recommendations for enterprises. A set of

functionalities, memberships and services of XING and LinkedIn are compared in interest of

giving enterprises a basis for their choice of tools. Finally the research paper makes

recommendations for companies that intend to use one of these two social business

networks.

In summary, social business networks are only a part of the whole recruitment process and

therefore cannot cover all activities efficiently in a recruitment process. The efficiency of

social business networks can be increased under certain circumstances e.g. media-mix

strategies, recruitment strategies or the combined use with an applicant tracking system.

Furthermore the advanced search functionalities of XING and LinkedIn make it possible for

companies to actively search for candidates and find them easier within a shorter time

period.

The hypothesis that XING and LinkedIn are more efficient than other recruiting channels can

be qualitatively proved.

Introduction


Table of content

1 Introduction .............................................................................................................5 1.1 Hypothesis ............................................................................................................... 5 1.2 Research questions ................................................................................................. 5 1.3 Boundary ................................................................................................................. 7 1.4 Research methodology and techniques ................................................................... 8

2 Literature review ................................................................................................... 11 2.1 Social media ...........................................................................................................11 2.2 Social network ........................................................................................................12 2.3 The use of social business networks in enterprises ................................................13 2.4 Users of social networks .........................................................................................14 2.5 Social media recruitment ........................................................................................15

3 XING....................................................................................................................... 17 3.1 Characteristics / functionalities................................................................................17 3.1.1 Web platform ..........................................................................................................19 3.1.2 Mobile apps ............................................................................................................21 3.2 Price models and benefits .......................................................................................22

4 LinkedIn ................................................................................................................. 24 4.1 Characteristics / functionalities................................................................................24 4.1.1 Web platform ..........................................................................................................26 4.1.2 Mobile apps ............................................................................................................28 4.2 Price models and benefits .......................................................................................29

5 Recruitment in social business networks ........................................................... 32 5.1 Use case for adaption in business area ..................................................................32 5.2 Effectiveness and efficiency statistics .....................................................................36 5.3 Experiences of enterprises with social business networks ......................................38

6 Comparison XING versus LinkedIn ..................................................................... 43 7 Conclusion and recommendation ....................................................................... 48 8 List of literature and references .......................................................................... 51 9 List of figures and tables ..................................................................................... 54 10 Appendix ............................................................................................................... 56

Introduction


1 Introduction

The purpose of this research project is to compare the two social business networks XING

and LinkedIn. Nowadays “Social Media” is one of the most mentioned topics all over the

world, based on the fact that social networks like Facebook, Twitter, etc. are an extremely

successful business. According to this fact, even companies need to consider the use of

these social media platforms to maintain their relationships with (potential) customers and

employees. Especially for enterprises, the on-going development and popularity of social

business networks like XING and LinkedIn are a matter of fact and therefore a need of action

is required.

The findings of the research paper should provide further information how both social

business platform can be used by companies to generate benefits and which of the two

networks would fit best with the different requirements of companies.

1.1 Hypothesis

The main aim of this research paper is to give an answer to the following hypothesis:

Social business networks like XING and LinkedIn allow companies to recruit

employees in a more efficient way than over other recruiting channels (job

employment agencies, corporate website, print media, etc.).

The above mentioned hypothesis should help companies to find out if they should include

XING and LinkedIn in their processes or not. For companies, it is important to know whether

and where they will be more or less efficient by applying these social business networks. .

That will enable them to decide where it makes sense to make use of them or not. They

therefore also have to be compared with the classical communication channels companies’

choose to fulfil their business needs. More efficient means a shorter cycle time with lower

costs compared to the classical communication channels.

1.2 Research questions

The research questions have been derived from the hypothesis. The following questions

should help to answer the hypothesis and are guiding the content of this research paper.

First of all a main research question has been derived:

How can companies make the most out of using the two social business networks

XING and LinkedIn?

Introduction


Making most out of it refers to recruiting activities within a company. Marketing activities are

also a part of XING and LinkedIn. This research paper will not go into detail regarding this

application area. The recruiting activities are described from the point of view of enterprises

from the time when they decide to search for appropriate candidates until to the stage when

they finally hire new employees.

The research project in the field of social business networks (XING and LinkedIn) wants to

answer, the following research questions:

What functionalities do the web and mobile platforms of XING and LinkedIn provide in

order to support efficient recruiting processes?

What kind of pricing models exist and which benefits are offered by these two platforms?

What are the experiences of companies that use XING and LinkedIn for their recruiting

activities?

Which are the advantages and disadvantages (comparison) between the two social

business networks?

Basically the answers of these research questions should help to provide recommendations

to companies, which are considering the application of social business networks like XING or

LinkedIn for recruitment.

Introduction


social business networks

social networks

social media

1.3 Boundary

The boundary shows which topics are parts of this research paper and what specifically of

those parts is being analysed. In Figure 1 the general hierarchy is described. The focus is on

the topics with the dark background (social business networks and recruitment).

Figure 1: Pyramid of social media/ networks/ business networks

This hierarchy is created by the research team in order to give the reader a clear

understanding of the terms which are used by the research team. The social networks

belong to the social media and one sub-category of the social networks is social business

networks. So this research paper will only be about social business networks and the

influences of social business networks. There are two relevant activities which are covered

by social business networks: Recruitment and marketing. This paper focuses mainly on

recruiting activities for enterprises. The recruitment process is being described from the

companies’ point of view. It covers the whole process from searching to hiring a new

employee.

Marketing activities are only part of this paper if the activities are related to recruitment, such

as a professional company profile, groups or events on a social business network to attract

potential employees. In this research paper marketing is regarded as an instrument to reach

potential new employees.

Social business network will be explained to give a clear and common understanding about

what a social business network is. This research paper focusses on two well-known social

business networks in Europe: XING and LinkedIn. Other social business networks are not

part of this research paper. The experience of private users is not part of this research paper

as well because the focus is on the usage and benefits for enterprises.

Introduction


1.4 Research methodology and techniques

In order to achieve the defined research goals a research methodology is needed to ensure

the scientific character of the research findings.

In general, the research project followed a deductive approach which included these steps:

Theory (Research of previous findings, experiences, first observations)

Hypothesis (Derivation of the hypothesis according to already analysed theory)

Observations (Analysis of the research area with the stated research questions)

Confirmation (According to the carried out analysis, confirmation or rejection of the

hypothesis and deduction of a conclusion)

The following sections of this chapter precisely describe the most important activities and the

corresponding techniques in order to understand how the research questions have been

answered.

The first step of the research project included an accurate literature research of

scientific papers, books and research studies within the field of social media

with the focus on social business networks. Due to the fact that the hype topic

“social media” is well-known all over the world and reached a good state of

maturity, market research companies like Gartner, Forrester, etc. have already

conducted interesting research studies within this field. Furthermore internet

sources like blogs and twitter-streams of experts have also been followed.

According to the high quantity of literature an accurate analysis is required in

order to get as much information as possible to reach an appropriate

knowledge base, which is the state of the art.

After the literature research, the research questions and sub-questions have

been defined in order to outline the focus of this research project. As already

mentioned in chapter 1.2 the main research question is:

How can companies make the most out of using the two social

business networks XING and LinkedIn?

In order to answer this main research question five further sub-questions have

been defined to specify the main goals which have to be achieved by carrying

out this research project. Furthermore a hypothesis has been derived from the

described research questions which has to be approved or rejected according

to the findings of the research analysis.

Introduction


The main research analysis first covered the history, facts and figures of XING

and LinkedIn. Based on the gathered information, a better understanding and

new knowledge about the two platforms was derived. In addition to the

explanation of both social business networks, real-life experiences of

enterprises (case studies), which already use respectively benefit from social

business networks like XING or LinkedIn have been researched. Therefore9

semi-structured interviews have been carried out with knowledge holders,

which have experience in our research field. Most of the interview partners

have been recommended or are part of the business network of the research

team.

The interview partners are CEOs, human resource managers or personnel

consultants with the focus on (e)-recruiting (also social recruitment). The

interviewees are from small to large and from locally to internationally operating

enterprises. For the interviews, an interview catalogue of eleven questions has

been derived from the literature research. All the interviews, which on average

have lasted an hour, have been carried out personally to get as much

information as possible from these recruiting experts.

The results from the interviews have been collected and merged together in

order to reach an overview about all posed questions. The next step included a

qualitative analysis of the data set, which allowed to identify response patterns

and to derive conclusions from that. The research findings from the interviews

have been compared with similar results from two well-known empirical

research studies in the field of recruitment. Thanks to this approach the

statements from the interview partners have been confirmed.

It has been rejected to carry out an empirical survey, based on the decision that

the focus of this research project is to show how enterprises can make most out

of using these social business networks. Therefore it makes more sense to

interview knowledge holders from companies which are already active within

the mentioned research topic. Assuming that the return of an empirical survey

would not be very large, the preferred research technique has been to carry out

qualitative semi-structured interviews.

Introduction


The last step of the research methodology was to inter the final findings from

the interviews in order to prove or disprove the hypothesis. Therefore it has

been defined to measure and compare the efficiency of “new” processes (social

business networks and applicant tracking systems) with a classic recruitment

process. More efficient in this case means a shorter cycle time with lower costs

compared to the classical recruiting channels. The costs should be measured

by the existing pricing models of XING and LinkedIn and the process costs of

the modelled generic processes by the answered questions of the interviewees.

According to the described approach it has not been possible to measure the

efficiency quantitatively of these activities due to the fact that the interviewed

partners have virtually no data of recruitment process costs and generally the

information gained from the interviews is not precise enough to write

representative quantitative statements. Therefore it has been decided to make

qualitative statements with the existing theoretical data and the data from the

interviews. Additionally the effectiveness of the different recruiting channels

could be analysed quantitatively as well to give a better decision basis for

companies what kind of recruiting channels may be applicable in practice.

In addition to this efficiency measurement, a qualitative comparison of both

social business networks has also been carried out. Based on a predefined set

of criteria, which has been weighted according to the importance for social

business networks (especially recruiting), both networks have been rated. This

evaluation allowed getting a final comparison of XING and LinkedIn. Thanks to

that a conclusion which contained the most important findings of this research

project, and especially proved or disproved the hypothesis, has been stated.

Literature review


2 Literature review

To get an overview of the topic of social media and especially social business networks like

XING and LinkedIn this chapter outlines the state of the art around this topic. Social Media is

a wide term which nowadays can be associated with different activities in the internet. This

chapter explains what is already known about social media, the differentiation of social

networks types and how these new communication channels can be used for business

activities such as for recruitment.

2.1 Social media

Social Media is an overall term for media that serves the exchange of partners over the

Internet within a community. It can be represented as opinions, impressions, experiences

and information and knowledge which are generated by users (Onlinemarketing-Praxis

2012).

Furthermore social media allows

users to create contributions in

certain online media channels.

According to Figure 2 it can be

shown that a huge amount of

social media platforms have

been established over the past

years. They are used to share

different types of media for

example pictures, music, video,

events, business contacts and

much more. Social media

platforms are not only used for

private purposes but they can

also be found in business

environments.

Therefore enterprises are facing the trend and react to this new way of collaboration and

exchange of media. According to the research study of KPMG International (2011, p. 2) the

participation of enterprises in social media has become a business imperative. More than 70

per cent of the organizations operating around the world are active on social media now.

Figure 2: Social Media Prisma (ethority.de, 2011)

Literature review


As a matter of fact, social media are rapidly moving up the boardroom agenda, regardless

the type of industry or the organisation structure. This fact can also be proved by the social

media report 2010/11 (Böttcher et al 2010, p. 3) where 77 per cent of the survey participants

are of the opinion that social media is relevant for enterprises. Networks like Facebook,

LinkedIn, Twitter and XING are the most important and should be used by organisations.

Social business networks like XING with 12.3 million (XING 2012) and LinkedIn with 161

million users (LinkedIn 2012) have combined about 175 million users which use these

platforms to share business contacts and build up relationships with like-minded people.

Such figures outline the potential of social media and demonstrate the importance they

already have reached in the society.

2.2 Social network

In reference to social media the term social networks can be summarised as platforms and

online-presences, which help internet-users to build up and maintain relationships. Therefore

the related information exchange and communication between the parties is also supported

(Hettler 2010, p. 53). The contextual alignment of the social networks providers differs a lot

between the platforms and therefore a differentiation of two types of networks is necessary

(Hettler 2010, p. 54):

Scope Communication and private exchange between (un/known) persons

Basis of the network Social relationships between the persons

Type of the network Symmetric, with the confirmation of the relationship the sharing of activities starts

Example Facebook, LinkedIn, XING

Table 1: Social network types (relationship and communication)

Scope Publication, sharing and discussion about all types of content

Basis of the network Published content of the sender

Type of the network Asymmetric, users can follow the contributions of network participants without having mutual connection/relationship.

Example SlideShare, Twitter, YouTube

Table 2: Social network types (publication of content)

According to the above mentioned social network types the following basic functionalities can

be described: Identity Management (Possibility to edit the own profile), Contact Management

Literature review


(Possibility to administrate contacts and to network), Expert research and the support of an

information exchange between contacts (Back et al. 2009, p. 71).

To get an impression of social networks it can be said that Facebook is the largest world-

wide social-network with more than 900 million members at the moment (Facebook 2012).

To turn the focus on the business-side, enterprises also use social networks especially XING

and LinkedIn to support business activities. These so called social business networks like

XING or LinkedIn provide a multitude of functionalities, which can be used for marketing or

recruitment activities. Specifically, these social business networks have special pricing

models which allow the user to get a basic set of functionalities for free. For more

sophisticated functions a periodical service fee is charged. The detailed characteristics of

both social business networks will be described in the following chapters 3 and 4.

2.3 The use of social business networks in enterprises

The impact of social media in general is according to already mentioned facts astonishing. In

order to deepen the application areas of XING and LinkedIn the European social media

report 2010/11 (Böttcher et al 2010, p. 5) outlines the findings in Figure 3: According to the

research study, the business activity which can be best supported by social business

networks is human resources/career enhancement (XING: 81% and LinkedIn: 51%) in both

cases. This activity is followed by external communication with business partners (XING:

73% and LinkedIn: 43%). Figure 3 shows also that both social business networks are used

for private and business purposes. According to that fact it is evident that people ascertained

that such platforms bring advantages along, which support their activities in both application

areas. It can be said that employees connect their private and business life through the use

of social business networks. Beside the application of social business networks for career

enhancement/HR the corporate communication to external stakeholders can also be

supported by these platforms.

Figure 3: For which purpose is XING/LinkedIn useful? (Böttcher et al 2010, p. 5)

81% 73%

29% 24%

12% 9%

28%

72% 79%

51% 43%

15% 13% 3% 5% 9%

37% 46% XING

LinkedIn

Literature review


According to the “Social Media Studie 2011-Namics” (2011, p. 14), the largest share of

communication through social networks is covered by the human resource department

followed by the corporate communication division. It is expected that the importance of social

business networks like XING and LinkedIn will increase and take a relevant position in the

near future (Böttcher et al 2010, p. 9).

2.4 Users of social networks

The evolution of social media and the contemporaneous growth of social networks are

supported by the large amount of people, who use these networks. The so called “Digital

Natives” are the generation which have grown up with the new possibilities which the internet

technology has provided. Already in their childhood they started to spend time on the internet

and tried to generate and share content with other internet users. In comparison to older

generations, Digital Natives make the internet an essential part of their life and that can be

seen as a virtual living environment (Hilker 2010, p. 21).

The already mentioned older generation, which can be defined as “Digital Immigrants”, has a

more conservative attitude to use the internet and especially social networks. Nowadays, the

management positions within companies are mostly taken by such “Digital Immigrants” which

have another approach of working and have more difficulties adapting to the use of new

communication media. But it is a matter of fact that social media especially social networks

will lead to a paradigm shift where openness, transparency and interactivity are taking a

more important role in the society and also in the business world. Companies have to face

this evolution and take into consideration the needs of the “Digital Natives” to become

attractive as an employer of the new generation but as well to be competitive on the market

(Hilker 2010, p. 22).

In order to get back to the main focus of this research paper Figure 4 shows the age

distribution of the users of both social business networks XING and LinkedIn. According to

that figure, it can be said that the users of these platforms are business people which are

mostly aged between 25 and 44 years. This age range would represent something between

“Digital Natives” and “Digital Immigrants”.

As already mentioned, the target group of such social business groups is on average a little

bit older than for example other social networks like Facebook, Twitter or YouTube. This fact

can be also interesting for companies which are aiming to hire new employees or to enhance

the popularity of their brand. Through the use of such social business networks there are a

lot of possibilities to reach an appropriate target group to fulfil the already mentioned

company tasks.

Literature review


Figure 4: Age distribution of XING and LinkedIn (eins-zu-null 2012)

2.5 Social media recruitment

Based on the assumption that social business networks are new ways of supporting

recruiting activities of enterprises can be supported, this chapter gives an overview how

modern social business networks are used for this application area.

The term “social media recruitment” is part of the overall concept of “e-recruitment”, also

known as “online recruitment”. This topic is defined by the use of web based tools to assist

the recruitment process. The tool can be a job platform, the organisation’s corporate web site

or an even more sophisticated applicant tracking system (ATS). Nowadays organizations are

using the internet as a source for recruitment and in some cases IT-systems (ATS) to

support the whole recruitment process (recruitment.naukrihub.com 2012).

As a matter of fact, the search of employees by companies is usually handled with job

advertisements in newspapers, personal recommendations or job platforms in the internet.

But a lot of enterprises are neglecting the opportunities which social media are providing.

Especially the opportunities to reach highly qualified people (employer recruitment) and

furthermore to enhance positively the development of the brand of the company (employer

branding) are topics which should awake the interest of the business world (Hilker 2010, p.

131).

According to the explanation of the characteristics and functionalities of the social business

networks XING and LinkedIn in the following chapters 3 and 4, it can be shown that they

4%

13%

13%

34%

28%

4%

4%

4%

16%

12%

35%

21%

6%

6%

65-older

55-64

45-54

35-44

25-34

18-24

0-17

Ag

e

LinkedIn XING

Literature review


provide new ways for companies to support employer recruitment. For example, social

business networks offer search engines with extended filter functionalities to find potential

employees and to directly get in touch with them. Considering the whole recruiting process

according to the German research study “Recruiting Trends 2012” (2012, p. 34) it can be

confirmed that social business networks are mostly used for the publication of job

advertisements and the active sourcing of new applicants, which represents one of the first

stages of the whole recruiting process.

Figure 5: Adoption of social business networks for recruitment (Eckhardt et al. 2012b, p. 34)

59%

52% 52%

44%

29% 27%

22%

36%

27%

12% 14%

26%

12%

29%

60%

publication of jobadvertisments

active sourcingfor applicants

employer branding building up andenlarge network of

recruiters

active sourcing ofalready identified

applicants

Yes

Currently not,but planned infuture

No, neighterplanned infuture

XING


3 XING

The social business network “Open Business Club” was founded in 2003 in Hamburg,

Germany and has been renamed in 2006 (Lutz et al. 2011, p. 21) to its current brand “XING”.

The company employs over 450 people from 27 different countries. In 2010 XING acquired

amiando AG, a Europe’s leading provider of online event management and ticketing. The

platform has more than 12 million members worldwide (March 2012) and is available in 16

languages (XING 2012). The revenue in 2011 was EUR 66.2 million (XING 2012).

3.1 Characteristics / functionalities

The characteristics of XING should give the reader an overview of the kind of people and

companies that are using XING. It also points out the regions where it is mostly used.

The XING Media Data is an analysis in the DACH region (Adconion 2012).

XING has 5.27 million members in the DACH region (Germany, Austria and Switzerland) and

approximately 7 million members are from other countries. These 7 million members are a

small and not relevant percentage per country and are therefore not included in Figure 6. In

the brackets is the percentage of XING members compared to the total amount of the

population of the respective country. The graph shows that the popularity of XING is mostly

in German speaking countries, although XING offers its platform also in English and other

languages.

Figure 6: Numbers of members in millions of XING (XING Media Data 2012, p. 1; statistik.at; de.statista.com; bfs.admin.ch)

5.27

4.4

0.44

0.43

0 1 2 3 4 5 6

Total in DACH

Germany

Austria

Switzerland

Numbers of members in million

(5.41%)

(5.23%)

(5.38%)

(5.37%)

XING


Figure 7 shows the industry distribution of XING. For companies in the service branch XING

is quite well-known and applied, followed closely by industry and media.

Figure 7: Industry distribution of XING (XING Media Data 2012, p. 2)

Figure 8 gives an overview of the companies’ size that can be found on XING. Small

companies between 1 and 50 employees have a combined share of over 30% of all company

sizes. On the other side huge companies with over 10,000 employees are also well

established on XING.

Figure 8: Company size distribution of XING (XING Media Data 2012, p. 2)

14%

12% 11%

8% 8% 8% 7%

6% 6% 6% 5%

3% 2% 2% 1%

Ind

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5%

17% 16% 15%

9% 7%

12%

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Size

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XING


3.1.1 Web platform

This section describes the web platform of XING focussed on the business side. It is not the

intention of the following descriptions to go into detail about how to set up a personal profile.

As already mentioned in chapter 1.3, the focus is on the usage and benefits for enterprises.

Figure 9: XING web platform profile example (Bpmnforum 2012)

First of all the functionalities of XING related to recruiting activities are mentioned.

Messaging The messaging function is used to contact other members on XING by text messages which are saved in every member’s mailbox. This function can also be used to send messages to members belonging to a specific group or invite people directly to an event.

Member search

This function offers the option to search for members by name, position, company, wants, haves etc.

Job offer The point of view is from a company who is searching for a new qualified employee to hire. The job offer function allows companies to place their job offer online on XING and all members of XING can view and apply for it. The job offer is in one of ten typical categorisations such as IT or Engineering.

Job search The applicant can search for job advertisements by entering a search term concerning a job position, a company name or search by a category or a city. For some job advertisements it is possible to directly go to the website of the company and apply online.

XING


Company profile

XING provides a functionality to set up a company profile. Applicants can visit the company site to get an overview of the company they might like to apply for.

Premium Membership

The Premium Membership offers more than the free membership. Additionally it provides an advanced search function which is helpful for employers and recruiters to find better matching candidates, due to the specific search filters. Furthermore compared to the free membership it is possible to see who viewed the own profile. The free membership only shows the profile picture without name and profile information of the visitor. More about the Premium Membership can be found in chapter 3.2.

Recruiter Membership

For HR consultants, managers and head hunters there exists a special membership called “Recruiter Membership”. With this membership recruiters can use more search filters to find top candidates faster. Additionally they can see more profile information of the candidates in the overview without having the candidates in their own contact list. It is possible to assign a candidate status for every person in the overview, such as “Interesting”, “CV received”, “Interviewed with the customer” etc. More about the Recruiter Membership can be found in chapter 3.2.

In the following the functionalities for marketing activities related to support recruitment are

mentioned.

Groups With the function to create groups, companies can advertise themselves. A XING member who works for a company in the machine building industry can e.g. create a group for engineers to discuss interesting topics. At this moment the XING member is also a moderator of a group and is listed on the side of the group page with his company name. The company has the chance to get to know some interesting members of XING in the respective field and these could also be potential employees.

Events XING members have the possibility to organise events and use the online-ticketing system provided by amiando. For example a recruiting event for graduates could help to find new employees.

XING


3.1.2 Mobile apps

This section describes the mobile app of XING. The following descriptions are related to the

version 3.5.7i of the German Android app. The functions of the Android and iPhone app are

the same. XING has a specially designed website for tablets on touch.xing.com and mobile

apps for Black Berries and Windows Phones as well (XING 2012), which are - due to a lower

popularity - not part of this research paper. Compared to the web platform the mobile apps

do not offer as much functionalities.

Contacts The app provides the standard functionality to view your own contacts with their whole profile.

Search The search function offers the possibility to search for contacts which are not in the user’s list.

My Profile The own profile can be viewed but not edited.

Messages With this function it is possible to view and send messages to the contacts of the own network.

Connector The connector provides re-commendations of people you may perhaps know or are related to your contacts.

Birthdays Birthdays shows the upcoming birthdays of your contacts in XING.

Visitors The free membership allows you to see the profile picture of the person who visited your profile whereas the contact details of those visitors can only be viewed if you at least have a Premium membership.

Handshake The only function that is not provided in the web platform but in the mobile app is “Handshake”. The user can display the QR-Code of his profile on his mobile phone while another person who also uses this app can scan the QR-Code and can then view the profile of the person in front of him. For example this can be used at a meeting to add new business contacts on XING.

Figure 10: Mobile app XING iOS

Figure 12: Mobile app XING Android

Figure 11: Example of a QR-Code (internet-echo, 2012)

XING


3.2 Price models and benefits

XING offers several fee-based services. In this section, the focus relies on the additional

benefit for professional members, not private people, if they choose to subscribe to fee-

based services. These price models refer to the web platform and not to the mobile apps.

There are three different types of memberships shown in Table 3. In the column “Benefit” all

the additional benefits are listed compared to the Premium Membership. The free

membership is below the Premium Membership and is not listed. The important

functionalities for recruiting of the free membership have been already mentioned in chapter

3.1. The Sales Membership is an additional price model which is provided by XING but is

only mentioned in this chapter for the sake of completeness.

Membership Price in CHF Benefit

XING Premium Membership

4.75 per month (3-month term)

See who visited your profile

Apply filters to improve search efficiency

Send messages to non-contacts 4.15 per month (12-month term)

50% off the regular price for students

XING Sales Membership 60.00 per month

(3-month term)

Find business partners in a more targeted way

Identify potential customers faster than ever

Transparent sales workflows

Plus all of the Premium features


XING Recruiter Membership


Use exclusive search filters to find top candidates faster.

See more profile information in the overview

Efficient candidate management

Plus all of the Premium benefits



Table 3: XING Membership cost/benefit overview (XING 2012)

XING


There are two services in XING which are offered in three price categories each and are

available in every type of membership. The job advertisement function in Table 4 provides

three different types of advertisements. The more the customer is willing to spend, the more

options are available to set up an attractive advertisement. The prices for ads and company

profiles are officially only available in EUR on the website of XING. Therefore the prices in

CHF are below the EUR prices with an estimated exchange rate of 1.2.

ad TEXT LOGO DESIGN

Price1 EUR 0.94 CHF 1.15

EUR 470.05 CHF 564.05

EUR 589.05 CHF 706.86

Price type Pay-per-click Fixed price, including logo, PDF, 30-day term

Fixed price, customized, 30-day term

Benefit No basic fee, no minimum charges

Click limit for complete cost management

Add your company logo to improve recognition

Ad text can be formatted

View up to 20 members that match your ad right now

Generate more interest with a customized design

XING will post your ad(s) for you

View up to 20 members that match your ad right now

Table 4: XING job advertisement cost/benefit overview (XING 2012)

The service to set up a company profile in Table 5 offers three possible types as well. The

basic profile is for free. For additional monthly charges, the profile can be found easier due to

the option to define your own keywords. The most expensive option provides statistical

analysis of the visitors of the company profile such as traffic-analysis and profile-analysis.

Company Profile

BASIC STANDARD PLUS

Price 0 EUR 24.90 a month2 CHF 29.90 a month2

EUR 129.00 a month2 CHF 154.80 a month2

Benefit "About us" page together with your company’s logo

automatically generated list of employees

Option to post company updates

All of the BASIC benefits

Improved visibility thanks to freely definable keywords

"Contact" page listing people to get in touch with at the company

Up to 5 profile editors

All of the STANDARD benefits

Linkable header graphics that can be changed as often as you like

See who visited your Company Profile

Visitor and follower statistics as well as traffic and profile analysis

Highlighted entry in search results

Table 5: XING company profile cost/benefit overview (XING 2012)

1 Prices for Switzerland and non-EU countries

2 The minimum terms is 12 month

LinkedIn


4 LinkedIn

LinkedIn was founded in 2002 in the living room of Reid Hofmann, a co-founder of the

company. The website was published on the internet on 5th May 2003. Just one month later,

already 4500 members were registered. The main purpose of the social network is

professional networking. LinkedIn was considered to be one of the top ten companies of

most valuable start-ups in 2010 with a value of $1.575 billion in private markets. (LinkedIn

2012)

4.1 Characteristics / functionalities

In this chapter, all the important characteristics and functionalities will be explained. To make

it better comparable, the structure of chapter 4 is held similar to the preceding chapter 3

about XING.

First of all, LinkedIn is the biggest platform for professional networking, considering its more

than 161 million subscribers (LinkedIn 2012). Figure 13 shows how they are grouped in

different countries. Most of the users are still located in the US market. But there is a huge

growth in European countries. According to LinkedIn students and recent college graduates

have the demographical fastest growth.

Figure 13: Numbers of members in million of LinkedIn (LinkedIn 2012)

42

34

25

15

9 7

5 4 3 3 3 3 2 2 1 1 1 1 Nu

mb

ers

of

mem

bers

in

millio

n

LinkedIn


Figure 14 shows the related industries, where LinkedIn is mostly used. There is still a larger

usage by technical industries such as IT and telecommunication as this target group is more

technology oriented as others.

Figure 14: Industry distribution of LinkedIn (IQ Digital Mediadaten LinkedIn 2012, p. 11)

Figure 15 shows the different sizes of companies using LinkedIn. Leaders of social media

are still big companies with 10,000 or more employees according to IQ Digital. There is still a

huge potential in middle-sized enterprises. Surprisingly, enterprises with employees between

5,001 and 10,000 use LinkedIn less than smaller enterprises.

Figure 15 Size of company distribution of LinkedIn (IQ Digital Mediadaten LinkedIn 2012, p. 11)

20%

17%

10% 9% 8% 8% 7% 6% 5% 4% 3% 3%

Ind

ustr

y d

istr

ibu

tio

n

4%

10% 12%

18%

9%

52%

1-50employees

51-200employees

201-1,000employees

1,001-5,000employees

5,001-10,000employees

>10,001employees

Siz

e o

f co

mp

an

y d

istr

ibu

tio

n

LinkedIn


4.1.1 Web platform

Figure 16: LinkedIn web platform profile example (Socialrabbit 2012)

On the first page, LinkedIn shows different kind of news and gives a first impression about

updates in the joined network. The important functions of the web platform are mentioned in

the following:

Messaging The messaging function allows contacting other members on LinkedIn by text messages which are saved in every member’s mailbox. This function can also be used to send messages to members belonging to a specific group or invite people directly to an event.

Search for contacts

The search function allows finding new members on LinkedIn or existing ones. There are different search criteria’s possible such as the company name, member name, school, groups, skills and more.

Job offer Recruiting news are found in the head of all updates. The job advertisement function allows companies to place their job advertisement online on LinkedIn and all members of LinkedIn can view and apply for it.

LinkedIn


Job search There is also a separate section “jobs” which provides search functionalities for all available jobs. The applicant is able to filter the jobs by entering the company name, category such as IT, Engineering etc. or region to get suitable job search results.

Company profile

For companies, LinkedIn provides a section where a company profile can be set up. This information is important to get an overview of the company and for situations where the company tries to hire new employee over LinkedIn or to reach potential customers.

Premium Accounts

Premium accounts offer more functionalities than the free membership. It offers more search results, expanded profile information, full list of visitors and better filtering mechanisms.

For Recruiters HR consultants, managers, head hunters or sales professionals might benefit from search functionalities provided by the Recruiter Membership which enables to choose important skills for new candidates.

In the following the functionalities for marketing activities related to support recruitment are

mentioned.

Groups With the group function, employee of companies may discuss and follow different topics. For example a LinkedIn member who works for a job agency can create a group for HR managers to discuss related topics about recruitment. The member who created the group is at this moment the moderator of the group.

Events LinkedIn members are able to organise and promote events with the provided events function. In addition, LinkedIn shows a list of events, which might be interesting for the user based on the groups which the user follows.

LinkedIn


Figure 17: Mobile app LinkedIn iOS

4.1.2 Mobile apps

The LinkedIn mobile app is available for the following mobile operating systems: Android,

iPhones iOS and Black Berry (LinkedIn 2012). Most of the functions available on the web

platform are provided on the mobile app, too. There are still

some limitations: For example editing of the profile is not

possible on the mobile apps. The mobile app described in this

section is based on Android mobile app version 2.4.1. Figure

16 shows in comparison to the Android app, the iOS version

which looks different but provides the same functions.

LinkedIn Today

LinkedIn Today shows important business news.

Updates This functionality provides latest updates about the own network activities.

You This section shows the own profile which can be viewed but not edited. Furthermore the user has an overview about the visitors of the own profile and by clicking on the person, LinkedIn shows the profile information of the visitor.

Inbox With this function it is possible to view and send messages to the contacts of the own network.

More This functionality recommends people and groups which can be interesting for the user.

Search for people

It is possible to search for people in the contact list and for new contacts.

Speech box

The speech box in the right corner of the app allows sending notifications. The user can choose if the stats update can be viewed by all network users or only by the own contacts.

Furthermore a new mobile app for the iPad has been released, which provides a nicer view

of the dashboards, a better usability and a higher resolution for the iPad’s display.

Figure 18: Mobile app LinkedIn Android

LinkedIn


4.2 Price models and benefits

LinkedIn offers several professional tools which can be categorized into four different areas.

One area considers the Premium Accounts, which allows members to directly contact any

people who are not in the personal contacts. The second area is for recruiters, which

provides several search functionalities to find a suitable employee. The Memberships for

Sales Professionals and for Job Seekers are additional price models which are provided by

LinkedIn but are only mentioned in this chapter for the sake of completeness.

Table 6 provides a brief overview of membership prices and benefits of the memberships.

Membership Price in CHF Benefit

Premium Accounts

LinkedIn Business

21.95 per month (1 month term) 19.95 per month (1 year term)

Contact anyone directly with InMail

Business: 3 per month

Business Plus: 10 per month

Executive: 25 per month

See more profiles when you search

Business: 300

Business Plus: 500

Executive: 700

Zero in (search engine provider) on profiles with Premium search filters

See expanded profiles of everyone on LinkedIn

Who’s viewed your profile: Get the full list

LinkedIn Business Plus


LinkedIn Executive 85.95 per month (1 month term) 64.95 per month (1 year term)

For Recruiters

LinkedIn Talent Basic


Contact anyone on LinkedIn with InMail

Basic: 10 per month

Finder: 25 per month

Pro: 50 per month

Pinpoint candidates with advanced search filters

See more candidates when you search

Basic: 500

Finder: 700

Pro: 1000

Search for top talent within your groups

Save and manage your candidate pipeline

Basic: 25 folders

Finder: 50 folders

Pro: 75 folders

LinkedIn Talent Finder


LinkedIn Talent Pro 429.95 per month (1 month term) 399.95 per month (1 year term)

Table 6 continues on the next page.

LinkedIn


For Sales Professionals

Sales Basic


Contact anyone directly with InMail o Sales Navigator: 10 per month o Sales Executive: 25 per month

Build your pipeline with Lead Builder

Pinpoint the right leads with Premium search filters


Save important profiles and notes using profile organizer

Sales Navigator


Sales Executive 85.95 per month (1 month term) 64.95 per month (1 year term)

For Job Seekers

Job Seeker Basic


Contact anyone directly with InMail o Job Seeker: 5 per month o Job Seeker Plus: 10 per month


Zero in (search engine provider) on $100K plus jobs with detailed salary information

Move to the top of the list as a featured applicant

Exclusive access to our job seeker community

Job Seeker


Job Seeker Plus 42.95 per month (1 month term) 39.95 per month (1 year term)

Table 6: LinkedIn membership cost/benefit overview (LinkedIn 2012)

LinkedIn


The job advertisement services in Table 7 provide different packages of advertisements.

Customers can get up to 36% off the standard price by choosing a larger job pack. A job

advertisement is published for 30 days. The “30-day posting” refers to 1 job. With the other

job packs more job advertisements can be published for a lower price per job ad. The

benefits are the same for all packages.

ad 30-day posting 5-Job Pack 10-Job Pack

Price in CHF 167.95 / job ad 132.99 / job ad 107.30 / job ad

Benefits Reach the best job seekers

Proprietary matching technology identifies the best candidates for your job in real-time

Candidates see who posted the job and how they are connected into your organization

Jobs are forwarded 11 times on average, collecting 400 views and 30 applications

Jobs appear in search results and on Twitter, increasing your visibility across the web

Easy-to-use interface to review, organize, and contact applicants

Table 7: LinkedIn job advertisement cost/benefit overview (LinkedIn 2012)

The service to set up a company profile is free and offers interesting benefits for enterprises

such as product presentations, service- and product recommendations through customers,

analytics tools, advertising and blogging.

Company Profile

LinkedIn company profile

Price in CHF 0

Benefit Free including active company updates

Services and product presentations (visual)

Service- and product recommendations through customers

Analytics tools for page views and clicks

Advertising (similar to Facebook pages)

Blogging per feed

Table 8: LinkedIn company profile cost/benefit overview (Networkfinder 2012)

Recruitment in social business networks


5 Recruitment in social business networks

To give an overview of efficiency and effectiveness for the use of social business networks in

the recruitment process, a use case has been created according to the answers derived from

the interviews and the knowledge about the social business network platforms. The question

“How does your recruitment process look?” has been directly integrated in the use case.

The aspect efficiency has been analysed qualitatively with the responses from the interview

and are underlined with results from the trend reports “Trend Report Online Recruiting

Schweiz 2011” and “Recruiting Trends 2012”. These reports provided additional information

about effectiveness which is also included in this chapter. Furthermore the experiences of

enterprises with social business networks have been summarized.

Two processes use the term “e-recruitment” and one process uses the term “applicant

tracking system”. For a better understanding the definitions are as following:

“E-recruitment or eRecruitment is the process of personnel recruitment using electronic resources, in particular the internet” (Human Resource Management by R. J. Stone 2012)

“An applicant tracking system is a program (usually with a web-based section) used to monitor and coordinate an organization’s job applications and helps manage its recruitment needs” (Taleo 2012)

5.1 Use case for adaption in business area

Figure 19 shows generic processes for a typical classical recruitment process without

specific electronic recruitment tools on one hand and on the other hand e-recruitment

processes with the use of a social business network or even with an applicant tracking

system.

The recruitment steps are more or less identical. Therefore, only those steps have been

visualized more than once if they are different in another process.

In the classical process the most expensive step compared to the other two processes is to

place the job description in a newspaper (step 2). In the following Table 9 the interviewees

answered a question about their recruiting costs.



Table 9: Figures and estimations of HR process costs for recruiting

The e-recruitment processes can use social business networks, an applicant tracking system

or just use the internet to upload a job description. Step 2 of an e-recruitment process can be

done either by the use of a social business network to upload a job description or by the use

of an ordinary internet job platform.

Efficiency can be increased in Step 3 with an applicant tracking system, ATS for short, by

automatically preselecting incoming applications e.g. from an application form of the

company website. Companies with few applications may invest more time to check an

application whereas enterprises with lots of applications tend to not invest much time per

application. The applicant tracking system can help by filtering the profiles that match least

and mark them. In Step 4, the ATS can automatically send letters of refusal to the marked

applicants. In Step 4, the unfitting applications can be marked and a letter of refusal can be

printed out or e-mailed automatically.

Additionally the automatic tracking system can be combined with a mobile application

possibility. The candidate could apply by mobile phone through a social business network

app such as the ones mentioned in chapter 3.1.2 and4.1.2. The data will be directly

transferred to the respective employer. The requirement would be a gateway between the

Have you got figures or estimations about your HR recruitment process costs? (Summary of the interview answers in addition with self-researched costs)

The average cost for publishing a job advertisement in a regional newspaper (e.g. Aargauer Zeitung) for two days is around CHF 7,500 according to an interview. Hiring a job employment agent to find e.g. a manager is around CHF 20,000. The cost for publishing it on an internet job platform such as jobs.ch is around CHF 600 for a whole month (Jobs.ch 2012). Placing the job advertisement on a social business network for a month costs approx. CHF 570 on XING (LOGO ad) or CHF 167.95 on LinkedIn (30-day posting ad).

One of the main advantages for online advertisements is the reach of much more potential employees whereas the newspaper can only address a certain region or a certain reader group. It has to be taken into account, that certain candidates e.g. the building sector can only be reached through job advertisement published in offline media such as newspapers or magazines. So the effectiveness of reaching the candidates the company needs depends on the recruiting channel the candidates follow.

The recruitment cost for sourcing are around CHF 2,000 per employment according to a Recruiting manager of an international company.

The duration of finding and appointing a new employee is between 1 and 6 month. This depends on the cancellation period of the respective candidate. Usually employees in a higher position, e.g. managers, have longer cancellation periods.



social business network app and the ATS to receive the data of the applicant in a useful

format for the employer.

Step 5 and 6 are usually being processed manually in every company. For the companies it

is important to see preferred applicants in person to get impressions which cannot be seen

on the applications.

Two questions about efficiency and effectiveness have been answered in the interviews and

are summarized in Table 10 and Table 11.

How do you rate the efficiency with social business networks compared to normal recruitment processes?

According to the answers of the interviewees the social business networks help to find the right target group of employees which increases mainly the effectiveness. The efficiency can be raised if the enterprises have a strategy how to proceed to find new employees and define which and how the tools are used to achieve that. If a company applies the tools randomly, the efficiency and the effectiveness decrease.

It takes a certain effort to search for employees, message them directly and to wait for their answer. In some cases they do not even reply. Compared to print media the response time is shorter. According to estimation a typical response time is around 2 to 5 days for messaging a potential employee through a social business network channel.

In general personal recommendations through own employees seem to be much more efficient due to the similarity of their professional background.

The effect of getting more people to read a job advertisement can be pushed by using several channels. For example an interviewee uses Twitter and the job advertisement can be read by all the followers. If one of the followers is well-known, the effect of people reading it can be increased.

Table 10: Qualitative Efficiency rating with social business networks

Can you fetch candidates better/easier/more targeted through XING/LinkedIn?

The candidates can be fetched more targeted through social business networks. The waste compared to print media or internet job portals can be reduced. Also according to effectiveness enterprises should have a strategy regarding to predefined market segments. Even if the candidates can be fetched easier, it is not assured that the company gets the better employees.

Table 11: Qualitative effectiveness rating with social business networks



Figure 19: Recruitment processes

Classic recruitment process

Create job description on the computer

Create job description with the use of functionalities from a social business network

Create job description with an ATS

Use social business network to upload & publish job description

Check incoming appli-cations, selection process

Place the job de-scription in a news-paper

Send letters of refusal

Invite to interview by letter / phone

Decision and employ / decline

E-recruitment with social business network

E-recruitment with Applicant Tracking System (ATS)

Automatic pre-selection of incoming appli-cations

Send letters of refusal auto-matically

1

1

3

5

1

4

2

4

3 2

Message candidate directly to invite to an interview

5

6



In conclusion, the social business networks are used as a part of the whole recruitment

process and therefore do not cover the entire recruitment process. XING and LinkedIn

should be considered as a recruiting channel and not as an instrument to revolutionize the

whole recruiting process. Nevertheless, social business networks can help to be more

effective in finding the right employees and more efficient in the sense of time and cost

saving. For example the cost for publishing job advertisements of XING and LinkedIn are

generally lower than for job advertisements in print media. The extractions from the trend

reports, which are already mentioned in the introduction part of this chapter, should underline

these statements. Best Practice would be a combined usage of social business networks

with an applicant tracking system.

5.2 Effectiveness and efficiency statistics

Figure 20 of a trend report (Recruiting Trends 2012, p. 30) evaluated in Germany by

surveying 1000 companies in 2011, shows how satisfied the companies are with candidates

found on different recruiting channels. Social business networks are placed poorly on rank 8

of 11 channels with 35.6% satisfaction. Print media, which includes newspapers, is one rank

above social business networks but with a remarkable difference of nearly 20%. It has to be

taken into account that social business networks are not yet so established in comparison to

the other channels and therefore this percentage might increase in future. The applicants

who use the application form on the company website seem to deliver the best satisfaction

for companies with 81.2%. Figure 20 can be considered as a quantitative representation of

the effectiveness of reaching the right candidates.

Figure 20: Satisfaction with the candidates employed through different recruiting channels (Recruiting Trends 2012, p. 30)

20%

23.4%

34.4%

35.6%

55.3%

57.4%

68.5%

71.1%

73.4%

78.2%

81.2%

jobs employment agency

Social network

temporary employment agency

Social business network

Print media

HR consulting

Employee recommendations

Headhunter

Internet job platform

Own personal network

Company website



Figure 21 shows a cost-/benefit comparison of the same recruiting channels listed in Figure

20. The social business networks reach a relatively high score in efficiency with an average

of 3.64 out of 5 compared to other channels whereas Print media is on the last rank with

2.42. The company website seems to be the most efficient and the most effective recruiting

channel as well, according to both graphs.

Figure 21: Cost-/Benefit of recruiting channels (Recruiting Trends 2012, p. 30)

What do you think about the price models of XING / LinkedIn? (Cost-/benefit ratio)

The Premium Membership of XING is used by nearly every interviewed partner. Mostly it has been recommended to sign up for this Membership due to a good cost-/benefit ratio. Especially if you need it to find new employees, the advanced search functions are a big advantage which you do not get in a free membership of XING.

The Recruiter Membership of XING and LinkedIn are used by some interviewed partners as well. The cost-/benefit ratio is satisfactory and the functionalities of both platforms are similar. But overall the costs for this membership in LinkedIn are higher compared to XING. For small companies which have not got their core competences in the field of recruiting, a Recruiter Membership is not profitable.

The prices for placing job advertisements on these two social business networks are considered very high compared to internet job platforms whereas compared to print media, the price models for job offers on XING / LinkedIn are cheaper.

Table 12: Qualitative statements of the price models of XING / LinkedIn

2.42

2.79

2.9

3.08

3.1

3.46

3.64

4.02

4.2

4.3

4.72

1 2 3 4 5

Print media

Headhunter

HR consulting

jobs employment agency

temporary employment agency

Social network

Social business network

Internet job platform

Employee recommendations

Own personal network

Company website

very bad bad average good very good



In 2011, a trend report from Prospective Media surveyed 2267 Swiss companies about the

use of an ATS. 42% of the questioned companies use an ATS already. At least 19% do not

use an ATS yet but plan to implement an ATS in their recruitment process.

Figure 22: Have you got an applicant tracking system? (Prospective Media Services AG 2011, p. 72)

5.3 Experiences of enterprises with social business networks

This chapter provides experiences of recruiters and personnel consultants who use social

business networks (XING and/or LinkedIn) for the sourcing of new employees through social

business platforms. As already mentioned in the previous chapter “research methodology”

nine semi-structured interviews have been carried out with experts from different kind of

enterprises, which are working in the German speaking part of Switzerland. The following six

interview questions with the corresponding answers represent only parts of the whole

interviews, which have been conducted. The answers to each of the questions have been

summarised and should provide key messages to the posed questions. This chapter outlines

the opinions of the knowledge holders in general and does not focus on the comparison of

both social business networks XING and LinkedIn, what will be the topic of chapter 6.

No; 39%

Not yet, but planned; 19%

Yes, in use; 42%



How often do you use social business networks in your company?

According to the experiences of the interview partners XING is used daily or weekly and LinkedIn monthly. Due to the fact that all interviewed persons are working in the German speaking part of Switzerland it is evident that XING is the most preferred social business network for them. The diffusion of XING in the DACH region is very strong and therefore also the target group of the companies can be reached more easily by this platform. Customers or potential employees from the DACH region look more after their XING-profile and therefore it is obvious that companies are more interested in being active on this social business network. The amount of members in the DACH region is mentioned for XING in Figure 6 and for LinkedIn in Figure 13.

This tendency changes with companies which are also operating in the French speaking part of Switzerland and are more internationally oriented. In this case LinkedIn plays a more important role and enterprises select this as the primary channel for recruiting and marketing activities.

Table 13: Usage frequency of social business networks

Which functionalities of the social business networks do you use the most?

These social business networks are used mostly for the following activities:

Networking: It is the core functionality of these networks and therefore it is also one of the most used. In order to be successful it is obvious that building up a network and to maintain relationships with business contacts is a prerequisite to reach new employees or to enhance the popularity of a company.

Announcement of job advertisements: As already mentioned social business networks support the recruitment of new employees for companies. Therefore it is possible to publish job advertisements in such networks enhance the quantity respectively the quality of applicants. There are companies which have already automatized the interfaces between the social business networks and the internal applicant tracking system of the company to structure the process and minimize the operating costs. Such a structured recruitment process represents a best-practice, but only few companies are already operating like this. Recruitment process examples can be found in chapter 5.2.

Active sourcing of new employees: The alternative way of finding an employee beside the job advertisements is the active sourcing of potential applicants/profiles. In comparison to the job ad, in this case the recruiters of companies do active search in the social business networks for profiles which would fit the requirements of the vacant job. For this application area the social business networks (XING and LinkedIn) are providing extended search functionalities which are partly offered for an amount of money. According to the interviews one of the best ways to reach efficiently the target group is to involve the network of internal employees which are working in a specific field of the company, where the job vacancy exists. By posting job ads in their personal networks the probability to find a suitable profile is even higher.

Table 14: Most used functionalities of the social business networks



Which positive respectively negative experiences have you made with social business networks?

Positive: In general it can be said that social business networks are very valuable communication channels to reach a defined target group. Furthermore they are very helpful to maintain relationships with business/private contacts. Through the involvement of the network of internal employees, it is easier for recruiters to find top employees for vacant jobs. Social business networks also allow getting an overview about specific (job) markets for example software developers, lawyers, etc. Thanks to the search inside of groups it is possible to get information about trends, benefits and problems, upcoming events and much more things, which enables people to get in touch and exchange their opinions.

Negative: The profiles of candidates which can be found on social business networks in some cases do not match the reality. Due to the fact that in comparison to a CV a social business network profile has less of a binding character people tend to oversell their qualifications. Especially for company recruiters this could represent a threat which should be taken into consideration. A further negative aspect of these networks is the fact the working with social business networks without any strategy can lead to high investments in terms of time. An invitation for a job interview with an inappropriate applicant might be such a case. But also coordination and administration of the applications coming from social business networks can consume a lot of time, if there isn’t any structure in the process.

Table 15: Positive and negative aspects of social business networks

According to the empirical research study „Recruiting Trends 2012“ which has been

conducted with 1,000 enterprises in Germany Figure 23 shows which strategic actions are

executed in order to use social media / social business networks.

It can be shown that is really important to have a strategy to operate with social media /

social business networks. A third of the respondents indicate that they are coordinating their

social media activities with all other recruitment actions within the company. As a matter of

fact, it is important to have a clear overview to control the whole activities and therefore to

achieve the defined objectives with the use of social business networks. Operating on these

networks without such a strategy will cause a lot of time expenditures without generating

benefits for the enterprises.



Figure 23: Strategic use of social media for recruitment (Recruiting Trends 2012, p. 37)

Are you planning to use such social business networks more often for business purposes?

The attitude of the interview partners shows that social recruitment will be used more and more in the future. For the purpose of active sourcing of new employees it’s a worthwhile tool to reach a specific target group with quite little effort. Furthermore, the involvement of the business networks of internal employees especially the line management will play an important role. Recruiting with such an approach enables companies to find and hire top qualified employees and therefore the generated benefits through social business networks grow.

In general, it can be said that companies have to simplify the application process for potential employees and social business networks allow enterprises to do that. In the next few years it’s imaginable that people will more often be able to apply for a job with their mobile devices (smartphones, tablets, etc.) by sending their personal social business network profile instead of a CV. Today with the current available technologies it’s already possible to operate like this, but it is necessary that also HR departments of enterprises adapt to this new way of thinking and start to set up these general conditions to support this trend.

Table 16: Future application of social business networks in enterprises

12.5%

18.1%

22.6%

27.6%

33.8%

We offer discussion groups in social media to specificbusiness topics

Our HR-employees are members of discussiongroups to get in touch with potential applicants

We have defined an editorial plan for our activities insocial media

We have an explicit strategy for the use of socialmedia for recruitment

The use of social media is coordinated with otherrecruitment activities



Do you have any empirical values of the employees you have recruited over social business networks?

Due to the fact that social recruitment has not already reached a high maturity level in companies it is very difficult to measure from which channels the applicants come from. It is necessary to get this information to automate and structure the whole application process with the help of social business networks and applicant tracking systems. But only few enterprises operate like this. Basically it is a fact that with the use of social business networks the number of applicants for a job advertisement has increased and the response time decreased. These changes lead to a shorter cycle time for the whole recruitment process. As already mentioned social recruitment is an upcoming practice. At the moment it can be estimated that the percentage of employees recruited over social business networks is around 5-10%.

Table 17: Successful recruitments via social business networks

By analysing these four recruitment channels, from Figure 24 it can be inferred that internet

job platforms and corporate websites are the most successful channels for employment.

Especially the importance of internet job platforms has increased over the last ten years.

Corporate websites are in a good position and are still the main information source for

applicants to get in touch with the company. Social business networks are not explicitly

mentioned in Figure 24 but from the trend of internet job platforms in general it can be

derived that these networks increased their market share, too. What can be said for sure is

that in general print media as recruitment channel is getting unattractive and will be used less

for job advertisements in future.

Figure 24: Shares of recruitment channels for successful employments (Recruiting Trends 2012, p. 29)

28% 25%

35%

4%

40%

33%

18%

2%

33%

40%

10%

4%

corporate website internet job platforms print media job employment agency

2003

2007

2011

Comparison XING versus LinkedIn


6 Comparison XING versus LinkedIn

This chapter compares XING and LinkedIn with defined criteria, which were chosen to fit best

with business benefits. The basic criteria define the character of these two social business

networks. The next part is the comparison of the general usability, the functionalities and the

pricing of the web platform regardless of the enterprise that uses it. LinkedIn offers often sub-

categories of price models compared to XING. An average price for these sub-categories

has been used to be able to compare it with XING. The third part compares the mobile apps

of these networks. The last section is rating functionalities for specific recruitment activities.

Additional functionalities which are included in the free memberships have been compared

as well, even though they might not directly have an influence on recruitment but they can be

useful in general. The weighting has been set according to the impression of the current

importance for recruitment. The comparison is based on chapters 3, 4 , 5, on statements of

the interview partners and by the use of the free membership of both platforms through the

research team. The recruiting functions of the web platform have been qualitatively rated by

interview partners who actively use recruiting functionalities because the research team does

not have a Membership for Recruiters in use.

The rating is as following:

0 1 2 3 4 5

not available

very bad bad satisfying good very good

Table 18: Rating scale for the comparison of XING/LinkedIn

In general XING and LinkedIn are very similar in their functionalities according to the

compared criteria and the weighted final totals in Figure 25. Overall LinkedIn scores slightly

better. In the following section only the criteria with the largest gap in scores between XING

and LinkedIn are mentioned.

The network coverage of LinkedIn is far better due to the much higher amount of members

worldwide. It has to be taken into account that XING is strong in the DACH region, according

to Figure 6 and Figure 13 and is therefore a plus for employers or recruiters who are

searching for candidates in this region. Business news on the web platform and on the

mobile apps are only offered by LinkedIn. This may be an additional benefit for recruiters

because certain news topics are specifically related to human resource management.

The Recruiter Membership of XING is much cheaper compared to LinkedIn’s most expensive

“For Recruiters”-package “Talent Pro” which has about the same functionalities and services.

For recruiters the cost-/benefit ratio of the expensive recruiting package of LinkedIn might not



be satisfying. The packages “Talent Basic” and “Talent Finder” of LinkedIn are in the same

price range as the Recruiter Membership of XING but offer less. Further information about

the memberships can be found in chapter 3.2 and 4.2 .

The XING mobile app provides a new feature called “Handshake” which allows scanning a

QR Code of a member profile of XING and shows the respective profile on the display of the

mobile phone. An example of a QR-Code can be seen on Figure 11. This feature might be

useful e.g. on recruiting events instead of exchanging visiting cards. The respective person

of the scanned profile can be directly added to the own network.

The service to create a company profile is offered for free in LinkedIn. In XING only the

“PLUS” subscription is comparable to the service offered by LinkedIn. The “BASIC” (for free)

and “STANDARD” subscriptions offer less than the free service of LinkedIn.

In summary this comparison does not give a clear answer about which social business

network should be chosen. It is solely a basis for deciding which functionalities or services of

these two networks are more or less useful for recruitment or not. Additionally it can help to

decide which memberships or services should be considered to choose or not.



Criteria Weighting XING Score LinkedIn Score Comment (XING and LinkedIn)

Characteristics 20%

Network coverage 5% 1 0.05 5 0.25 XING has its majority of members in the DACH region while LinkedIn has a worldwide distribution.

Language support 5% 5 0.25 5 0.25 XING and LinkedIn offer about the same amount of languages XING: 16; LinkedIn: 17 (XING 2012, LinkedIn 2012)

Members 10% 3 0.3 5 0.5 LinkedIn has 161 million members, whereas XING counts 12.3 million (XING 2012, LinkedIn 2012)

Web platform 30%

Usability 10% 4 0.4 3 0.3 XING is according to the interviews easier to use and provides a better overview than LinkedIn.

Functionalities 9%

Contacts 1% 5 0.05 5 0.05 XING and LinkedIn provide both the same functionalities: Search alphabetical or via search box, add tags, export contacts.

Profile 2% 4 0.08 3 0.06 The profile on XING is compared to LinkedIn clearer arranged with lane separators and bigger headlines.

Contact Recommendation

1% 5 0.05 5 0.05 The contact recommendation overview looks the same on both platforms. The relevance of the contacts is on both platforms great.

Visitors 1% 3 0.03 5 0.05 XING only provides profile picture, but no information about visitors in the free version while LinkedIn provides the whole profile information of the visitors.

Groups 1% 4 0.04 4 0.04 Groups are not easy to compare because the focus of the two platforms is different. XING provides more forum related functionalities while LinkedIn provides more social network functionalities.

Events 1% 5 0.05 3 0.03 XING provides more functionality to create events. For example it can be defined who is allowed to see the event and this information can be combined with the included ticketing system.

Messaging 2% 3 0.06 5 0.1 LinkedIn offers archiving, flagging and trashing (viewing the trash) of messages additionally.




Additional Functionalities 1%

Business news 1% 0 0 4 0.04 LinkedIn offers with “LinkedIn Today” business news on the start page while XING does not publish any business news on the web platform.

Pricing (XING / LinkedIn)

10%

Premium Membership / Premium Accounts

4% 5 0.2 3 0.12 The pricing for the Premium membership is for XING lower than for LinkedIn with about the same offered functionalities.

Recruiter Membership / For Recruiters

6% 5 0.3 2 0.12 Comparing the Membership offers with the same amount of search results (1,000), XING is much cheaper than LinkedIn.

Mobile app 10%

Usability 3% 4 0.12 3 0.09 In XING it is generally easier to navigate than in LinkedIn due to an improved arrangement of the overview.

OS support 2% 4 0.08 4 0.08 XING and LinkedIn: Blackberry, Android, iOS. XING supports in addition Windows Phone whereas LinkedIn provides an iPad app.

Functionalities 4%

Contacts 1% 4 0.04 4 0.04 LinkedIn and XING offer the same search options to find contacts within the own network.

Profile 0.5% 4 0.02 4 0.02 XING and LinkedIn offer the same functions. Editing profile is missing on both mobile apps.

Messaging 1% 4 0.04 5 0.05 When searching for contacts to send messages, LinkedIn provides a link to the contact list, while for XING at least a part of the name has to be typed.

Contact Recommendation

1% 5 0.05 5 0.05 Both provide the same functions.

Visitors 0.5% 3 0.015 5 0.025 XING only provides profile picture but no information about visitors in the free version while LinkedIn provides the whole profile information of the visitors. (Remark: Rating based on the free memberships)

Additional functionalities 1%

Handshake (QR Code)

0.5% 5 0.025 0 0 XING: In order to directly add a new contact, a QR code of a profile can be scanned and displayed on the screen. LinkedIn does not offer this function.




Business news 0.5% 0 0 5 0.025 XING does not offer any news while LinkedIn provides links to business news of “LinkedIn Today” on the start page.

Recruiting (web platform)

40%

Functions 40%

Job advertisement 5% 4 0.2 5 0.01 XING provides different services for job advertisements such as text, logo and design. LinkedIn offers a simplified service which is in general also cheaper.

Candidate search (with extended filters)

15% 3 0.45 3 0.45

LinkedIn offers a better selection than XING with specific criteria and international searching. Both platforms do not offer a semantic search, only a keyword search. LinkedIn does not provide the option to save search profiles.

Overview / list about candidates (also non-contacts)

5% 3 0.15 4 0.2 There are no indicators such as target precision or short lists. XING should be more clearly arranged.

Management of recruiting activities with candidates

5% 3 0.15 3 0.15 Management functions are similar on both platforms.

Messaging / correspondence with candidates

5% 2 0.1 2 0.1 Barely any returns on both platforms. No real chat mode like on other social media platforms e.g. Facebook.

Company profile 5% 2 0.1 5 0.25 The company profile on LinkedIn is for free, although it offers the same functionalities like the most expensive service (PLUS) for company profiles of XING.

Overall rating 100% 102 3.40 114 3.50

Figure 25: Comparison XING and LinkedIn

Conclusion and recommendation


7 Conclusion and recommendation

According to the analysis this chapter gives a final overview about the research findings and

states recommendations about important activities which have to be taken into consideration

when using social business networks for recruitment.

Based on the comparisons’ results of both social business networks (XING and LinkedIn) it

can be generally said that both platforms provide very similar functionalities. Also the ones

with the focus on recruitment do not differ remarkably and therefore the difference between

the platforms can only be found in non-functional aspects.

Due to this fact the research analysis outlines that the target group and especially the

company size/orientation is essential to decide which social business network, companies

should choose. According to Figure 6 and Figure 13, it is evident that XING has a higher

popularity in German speaking countries (DACH-region) than LinkedIn. Companies which

are just operating in German parts of Switzerland tend to use XING. LinkedIn has

considerably more members' world-wide and is therefore the network with the larger

international coverage. Its popularity in Switzerland can especially be found in the French

speaking part.

Considering the use of social business networks for recruiting activities it can be said that in

general the whole recruitment process in enterprises has not noticeably changed with the

introduction of these networks. XING and LinkedIn enable companies to reach potential

employees over a new channel. The main purpose of enterprises is to find the best suitable

person for the company. The active sourcing of new and suitable employees is a further

application area of social business networks which will be used more in future. Thanks to the

provided search functionalities companies have good possibilities to actively search for

suitable employees who best fulfil the requirements.

It has been analysed that in larger companies with a high amount of applications per year the

use of an applicant tracking system (ATS) is reasonable and takes an important role in the

recruitment process. Such mentioned systems allow structuring the application process to be

able to manage the applications coming from different channels (corporate website, job

platforms, social business networks, etc.). For example, when applicants apply for a job in a

social business network, it is possible to redirect them to the internal applicant tracking

system of a company. The enterprise is able to efficiently manage and control the

applications and measure from which channel they originally came from. This approach of

connecting social business networks like XING and LinkedIn with an ATS can be considered

as a best-practice for companies, which are aiming to work with XING and LinkedIn.



Using social business networks like XING and LinkedIn according to the research analysis

the following recommendations have been derived:

Define and implement a strategy

It is very important to have a strategy when using social business networks professionally.. A

strategy means that the enterprise should define which target group they are aiming at and

how this group can be reached. In addition, knowledge about the job market is required, e.g.

where the potential employees come from. After that, the most suitable channels respectively

tools (social business networks, job platforms, etc.) have to be selected. Without having a

clear understanding of these points it does not make sense to be active on social business

networks. Following a "me-too-strategy" will not bring benefits to companies and will lead to

inefficiency. Furthermore, to be successful in recruitment it is important that a company

considers the whole "media mix" to get suitable applicants. "Media mix" means that a

company should not only be active on one recruitment channel but it is necessary to use

several platforms and to connect them with each other in order to reach a large audience.

A further strategic action which can be recommended is to involve the network of internal

employees (line managers) which are working in a specific field (IT, HR, legal etc.) to reach a

defined target group. By (re-)posting job ads in the personal networks of these employees

the probability to find a suitable profile is even higher than placing the advertisement only in

the company profile. To be successful human resource managers should therefore try to

think more in a strategic way.

Structure the recruitment respectively application process

As already mentioned in chapter 2.5 , e-recruitment is an already known term and means the

support of the recruitment process by IT-systems. Applying social business networks it is

meaningful for companies to structure the application process to have a clear overview about

the incoming applications. Therefore the use of an applicant tracking system (ATS) provides

a lot of advantages. It is possible to manage and control the applications respectively to

measure from which recruitment channels (job platform, social business networks, etc.) the

applicants come from. The structuring of the process leads to a higher efficiency and

therefore the use of social business networks can generate benefits for a company. The

introduction of such an ATS which is connected with high investment costs makes sense for

big companies which are dealing with large amount of applications per year.



Adapt new technologies to innovate recruitment

In general, it can be said that companies need to simplify the application process for potential

employees and social business networks allow enterprises to do that. In the upcoming years

it is imaginable that the attitude of people will change and therefore it might be common to

apply for a job with mobile devices such as smartphones and tablets. Mobile platforms allow

applicants to directly apply for a job by sending their own social business profiles to

companies instead of writing a job application. This tendency leads to the fact that human

resource departments of companies have to rethink their way of working and be more open

to such technologies and new channels for job applications.

Today, with the current available technologies, it is already possible to operate according to

this approach, but it is necessary that also HR departments of enterprises adapt to this new

way of thinking and start to set up these general conditions in order to support this trend.

According to the research analysis of XING and LinkedIn, the defined research hypothesis

which has been stated in chapter 1.1 can now be proved respectively disproved.

Social business networks like XING and LinkedIn allow companies to recruit

employees in a more efficient way than over other recruiting channels (job

employment agencies, corporate website, print media, etc.).

Social business networks are only a part of the whole recruitment process and therefore

cannot cover all activities efficiently in a recruitment process. Nevertheless social business

networks can be more efficient than other recruitment channels according to the research

findings in the interviews and the trend reports.

The efficiency of social business networks can be increased under certain circumstances

e.g. media-mix strategies, recruitment strategies or the combined use with an applicant

tracking system.

Furthermore the advanced search functionalities of XING and LinkedIn make it possible for

companies to actively search for candidates and find them easier within a shorter time

period. It cannot be assured that the quality of applicants on these networks is higher due to

the fact that the profiles of the potential employees might not always correspond according to

the reality. In addition to that, after the sourcing of matching candidates it is still necessary to

meet the applicants in person to decide about employment or refusal. The hypothesis that

XING and LinkedIn are more efficient than other recruiting channels can be qualitatively

proved according to the mentioned reasons above.

List of literature and references


8 List of literature and references

Adconion, 2012. XING. Available at: http://www.adconion.com/ch/werbetreibende/exklusiv-vermarktungen/xing.html [Accessed April 21, 2012].

Anon, 2012. definition of e-recruitment. Available at: http://recruitment.naukrihub.com/e-recruitment.html [Accessed June 12, 2012].

BPMNFORUM, 2012. XING Profile. Available at: http://www.bpmnforum.net/blog27/wp-content/gallery/salesforce-and-xing/2-XING Profile in Salesforce.jpg [Accessed April 21, 2012].

Back, A., Gronau, N. & Tochtermann, K., 2009. Web 2.0 in der Unternehmenspraxis: Grundlagen, Fallstudien und Trends zum Einsatz von Social Software [Gebundene Ausgabe] 2nd ed., München: Oldenbourg Wissenschaftsverlag.

Bundesamt für Statistik, 2012. Zivilstand. Available at: http://www.bfs.admin.ch/bfs/portal/de/index/themen/01/02/blank/key/zivilstand.html [Accessed June 13, 2012].

Böttcher, D. et al., 2011. SID / FIT Social Media Report 2010 / 2011, Aktuelle Untersuchung zur Nutzung von Social Media im Beruf.

Deucher, B., Holthusen, L. & Rottmann, M., 2011. Social Media-Studie 2011. Ergebnisse. Namics.

Echo, I., 2012. QR-Code. Available at: http://www.internet-echo.de/wp-content/uploads/2009/01/qr-code-gross-1.png [Accessed June 19, 2012].

Eckhardt, A. et al., 2012. Recruiting Trends 2012 - Eine empirische Untersuchung mit den Top-1.000-Unternehmen aus Deutschland, Bamberg und Frankfurt am Main.

Eins-zu-null, 2012. Xing vs. Linkedin. Available at: http://www.eins-zu-null.com/xing-vs-linkedin [Accessed May 27, 2012].

Ethority, 2012. Social Media Prisma. Available at: http://www.ethority.de/uploads/smprisma/smprism14_web_medium.jpg [Accessed June 19, 2012].

FHNW, 2012. Logos — CD. Available at: http://web.fhnw.ch/cd/logos-fur-die-hochschulen [Accessed June 13, 2012].

Facebook, 2012. Facebook Investors. Available at: http://investor.fb.com/ [Accessed June 3, 2012].

Hettler, U., 2010. Social Media Marketing: Marketing mit Blogs, Sozialen Netzwerken und weiteren Anwendungen des Web 2.0, München: Oldenbourg Verlag.

Hilker, C., 2010. Social Media für Unternehmer: Wie man Xing, Twitter, Youtube und Co. Erfolgreich im Business einsetzt, Wien: Linde Verlag Wien Ges.m.b.H. Available at: http://books.google.com/books?id=JTnwPUp71scC&pgis=1 [Accessed March 29, 2012].



IQ Digital, 2012. Mediadaten LinkedIn.

Jobs.ch, 2012. jobs.ch - Der grösste Stellenmarkt der Schweiz mit den meisten Stellen und Jobs. Available at: http://www.jobs.ch/de/ [Accessed June 8, 2012].

KPMG International Cooperative, 2011. Going Social, How businesses are making the most of social media.

LinkedIn, 2012a. About Us | LinkedIn Press Center. Available at: http://press.linkedin.com/about [Accessed June 13, 2012].

LinkedIn, 2012b. LinkedIn. Available at: http://www.linkedin.com [Accessed June 13, 2012].

LinkedIn, 2012c. LinkedIn Mobile | LinkedIn. Available at: http://www.linkedin.com/static?key=mobile [Accessed June 13, 2012].

LinkedIn, 2012d. LinkedIn Premium Accounts | LinkedIn. Available at: http://www.linkedin.com/mnyfe/subscriptionv2?displayProducts=&trk=home_level [Accessed June 13, 2012].

LinkedIn, 2012e. LinkedIn for Job Seekers | LinkedIn. Available at: http://www.linkedin.com/mnyfe/subscriptionv2?displayProducts=&family=jss&trk=home_level [Accessed June 13, 2012].

LinkedIn, 2012f. LinkedIn for Recruiters | LinkedIn. Available at: http://www.linkedin.com/mnyfe/subscriptionv2?displayProducts=&family=talent&trk=home_level [Accessed June 13, 2012].

LinkedIn, 2012g. LinkedIn for Sales Professionals | LinkedIn. Available at: http://www.linkedin.com/mnyfe/subscriptionv2?displayProducts=&family=sales&trk=home_level [Accessed June 12, 2012].

Lutz, A. & Rumohr, J., 2011. Xing optimal nutzen: Geschäftskontakte- Aufträge- Jobs. So zahlt sich Networking im Internet aus, Linde Verlag Wien Ges.m.b.H. Available at: http://books.google.com/books?id=nOeyVUA2QuAC&pgis=1 [Accessed March 29, 2012].

Networkfinder, 2012a. LinkedIn Unternehmensprofil mit neuen manuellen Statusupdates vs. Xing Plus Unternehmensprofil. Available at: http://www.networkfinder.cc/xing-linkedin/xing-unternehmensprofil-linkedin-status-updates-vergleich/ [Accessed June 12, 2012].

Networkfinder, 2012b. XING LinkedIn Logos 3d. Available at: http://www.networkfinder.cc/wp-content/uploads/Xing_LinkedIn_Logos_3d.png [Accessed February 23, 2012].

Onlinemarketing-Praxis, 2012. Social Media (soziale Medien) - Definition | Onlinemarketing-Praxis. Available at: http://www.onlinemarketing-praxis.de/glossar/social-media-soziale-medien [Accessed May 4, 2012].

Prospective Media Services AG, 2011. 3. Trend Report Online Recruiting Schweiz 2011.

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Statista, 2012. Bevölkerung in Deutschland | Daten & Fakten. Available at: http://de.statista.com/statistik/faktenbuch/338/a/laender/deutschland/bevoelkerung-in-deutschland/ [Accessed June 3, 2012].

Statistik Austria, 2012. Bevölkerungsstand Österreich. Available at: http://www.statistik.at/web_de/statistiken/bevoelkerung/index.html [Accessed June 19, 2012].

Stone, R.J., 2006. Human Resource Management.

Taleo, 2012. applicant tracking system. Available at: http://www.taleo.com/glossary/applicant-tracking-system [Accessed June 2, 2012].

XING, 2012a. Corporate Pages | XING AG. Available at: http://corporate.xing.com/index.php?id=138&tx_ttnews[tt_news]=0&tx_ttnews[pointer]=0&tx_ttnews[backPid]=0&cHash=0&cat=0&L=1 [Accessed April 21, 2012].

XING, 2012b. Home | XING. Available at: https://www.xing.com/app/billing?op=recruiter_overview;reagent=uplt_99 [Accessed April 21, 2012].

XING, 2012c. Home | XING. Available at: https://www.xing.com/app/billing?op=benefit_overview_multi_lightbox;three_columns_recruiter=1 [Accessed April 21, 2012].

XING, 2012d. Jobs - Product overview | XING. Available at: https://www.xing.com/jobs/products/overview [Accessed April 21, 2012].

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List of figures and tables


9 List of figures and tables

Figure 1: Pyramid of social media/ networks/ business networks .......................................... 7

Figure 2: Social Media Prisma ..............................................................................................11

Figure 3: For which purpose is XING/LinkedIn useful? .........................................................13

Figure 4: Age distribution of XING and LinkedIn ...................................................................15

Figure 5: Adoption of social business networks for recruitment ............................................16

Figure 6: Numbers of members in millions of XING ..............................................................17

Figure 7: Industry distribution of XING ..................................................................................18

Figure 8: Company size distribution of XING ........................................................................18

Figure 9: XING web platform profile example .......................................................................19

Figure 10: Mobile app XING iOS ..........................................................................................21

Figure 11: Example of a QR-Code .......................................................................................21

Figure 12: Mobile app XING Android ....................................................................................21

Figure 13: Numbers of members in million of LinkedIn .........................................................24

Figure 14: Industry distribution of LinkedIn ...........................................................................25

Figure 15 Size of company distribution of LinkedIn ...............................................................25

Figure 16: LinkedIn web platform profile example .................................................................26

Figure 17: Mobile app LinkedIn iOS .....................................................................................28

Figure 18: Mobile app LinkedIn Android ...............................................................................28

Figure 19: Recruitment processes ........................................................................................35

Figure 20: Satisfaction with the candidates employed through different recruiting channels .36

Figure 21: Cost-/Benefit of recruiting channels .....................................................................37

Figure 22: Have you got an applicant tracking system? ........................................................38

Figure 23: Strategic use of social media for recruitment .......................................................41

Figure 24: Shares of recruitment channels for successful employments ...............................42

Figure 25: Comparison XING and LinkedIn ..........................................................................47

Table 1: Social network types ...............................................................................................12

Table 2: Social network types ...............................................................................................12

Table 3: XING Membership cost/benefit overview ................................................................22

Table 4: XING job advertisement cost/benefit overview .......................................................23

Table 5: XING company profile cost/benefit overview ..........................................................23

Table 6: LinkedIn membership cost/benefit overview ..........................................................30

Table 7: LinkedIn job advertisement cost/benefit overview ...................................................31

List of figures and tables


Table 8: LinkedIn company profile cost/benefit overview .....................................................31

Table 9: Figures and estimations of HR process costs for recruiting.....................................33

Table 10: Qualitative Efficiency rating with social business networks ...................................34

Table 11: Qualitative effectiveness rating with social business networks ..............................34

Table 12: Qualitative statements of the price models of XING / LinkedIn ..............................37

Table 13: Usage frequency of social business networks .......................................................39

Table 14: Most used functionalities of the social business networks .....................................39

Table 15: Positive and negative aspects of social business networks...................................40

Table 16: Future application of social business networks in enterprises ...............................41

Table 17: Successful recruitments via social business networks ..........................................42

Table 18: Rating scale for the comparison of XING/LinkedIn ................................................43

Appendix


10 Appendix

Interview 1: Head HR Marketing & Recruiting (CH) of an international auditor company

1 Wie intensiv nutzen Sie XING/LinkedIn? (täglich/ wöchentlich/ monatlich/ halbjährlich)

- Unsere Recruiter nutzen die Plattform täglich. - Xing und LinkedIn sind für uns Plattformen über welche wir unsere Stellen ausschreiben. - Wir haben alle unsere Stellen auf den Plattformen je nach dem, um was für eine Stelle es sich handelt,

sobald sich ein Stelleninteressent auf Social Networks für eine Stelle interessiert, wird er automatisch auf unser internes Recruiting System weitergeleitet. Hier kann der Bewerber seine persönlichen Angaben eingeben und ist somit im System erfasst.

- Wenn es darum geht, Stellen für den deutschsprachigen Raum auszuschreiben machen wir dies über XING. Für die Romandie sowie für internationale Stellen verwenden wir LInkedIn. Wir stellen sicher, dass die Stellenausschreibungen auf unserer Website sowie auch in den Social Networks gleich sind. Die Recruiter haben hierbei die Möglichkeit zu überwachen, über welche Kanäle die Bewerbungen einfliessen und den Status des Recruiting-Prozesses einzusehen.

2 Für welche Aktivitäten nutzen Sie XING/ LinkedIn?

- Wir nutzen die Plattformen für das Recruiting von neuen Mitarbeitern, insbesondere um Stellen auszuschreiben, sodass mehr Bewerbungen reinkommen.

- Wir haben jährlich 15‘000 Bewerber davon ca. 350 Einstellungen. - Wir nutzen die Plattformen für die Stellenausschreibung sowie um potentielle Mitarbeiter zu finden,

welche unseren Anforderungen entsprechen würden.

3 Welche Funktionen/Aktivitäten nutzen Sie im XING/LinkedIn am meisten?

- Wir nutzen am meisten die Stellenausschreibung über dieses Medium - Des Weiteren benutzen wir das „Recruiter Job“, um direkt auf potentielle Mitarbeiter einzugehen und sie

abzuwerben.

4 Welche positiven und negativen Erfahrungen haben Sie mit diesen Netzwerken gemacht? (Vor- und Nachteile der beiden Plattformen)

+ Vorteile: Der wichtigste Nutzen/Vorteil welcher durch die Nutzung dieser Plattformen entsteht, ist dass

man aufgrund des Netzwerks von Top-Mitarbeitern, man gezielt auf weitere potentielle Bewerber stossen kann. Somit kann man dadurch erreichen, dass man auf sehr gute Bewerber stosst Auffindbarkeit für eine ausgeschriebene Stelle. Dies kann mit ziemlich wenig Aufwand erreicht werden. XING: Ist einfacher in der Bedienung und übersichtlicher LinkedIn: Erster Eindruck ist, dass es etwas komplizierter ist, zu bedienen.

- Nachteil: Die Profile, welche auf den Netzwerken aufgefunden werden, sind teilweise nicht

aussagekräftig und entsprechen nicht immer der Wahrheit. Gewisse Benutzer geben auf den Profile mehr an, als sie in der Realität können (over-selling). Ein weiterer Nachteil ist, dass sehr gute Leute innerhalb von diesen Netzwerken sehr oft angeschrieben werden. Mit der Zeit wird dies von diesen Netzwerkmitgliedern als Belästigung wahrgenommen, wodurch diese sich von diesen Netzwerken wieder abmelden. Unsere Recruiter werden über diese Plattformen bekannt, dabei werden Anfragen direkt an sie gerichtet, wobei dies wiederum einen Mehraufwand generieren kann. Das Gleiche passiert mit Linien-Vorgesetzen. Hierbei ist mehrheitlich die Rede von XING. Bezüglich LinkedIn kann gesagt werden, dass es sicherlich international ausgerichtet ist. Wobei hier ist sicherlich Anfälligkeit noch mehr Anfragen von nicht passende Bewerber zu erhalten aufgrund von erforderlichen Deutsch-Kenntnissen noch grösser. Grundsätzlich kann gesagt werden, dass der Vorteil bei der Nutzung von sozialen Netzwerken überwiegt. Die Nachteile müssen in Kauf genommen werden.

5 Was halten Sie von den Preismodellen von XING/LinkedIn (Preis-/ Leistungsverhältnis)?

Job Advertisement: Ist sehr teuer, nicht verhältnismässig. Im Vergleich zu Job-Plattformen im Internet, ist das sicherlich viel teurer. Recruiter Membership: Ist vom Preis-/Leistungsverhältnis in Ordnung. Wir können daraus einen Mehrwert generieren, welcher im Verhältnis steht zum bezahlten Preis.

6 Planen Sie in Zukunft vermehrt XING/LinkedIn einzusetzen?

a) Wenn ja, in welchen Bereichen?

Ja wir planen vermehrt diese sozialen Netzwerke zu Nutzen. Insbesondere durch den Einbezug der Linie und deren Netzwerk. Wir sind momentan erst in den Anfängen, aber wir sind überzeugt, dass dies in Zukunft noch mehr zum Einsatz kommt.

Appendix


7 Haben Sie Erfahrungswerte, wie viele neue Mitarbeiter Sie über diese Plattformen akquirieren konnten?

Ist schwierig zu sagen, jedoch können wir aufgrund unserer Überwachung der Eingangskanäle der Bewerbungen feststellen, dass XING/LinkedIn, unser Top 5 Eingangskanal ist, somit sicherlich erfolgreich. Wir haben auch mit Sicherheit Leute eingestellt, jedoch ist es für uns schwierig zu sagen, da es sich bei uns nur um den Eingangskanal der Bewerbungen handelt. Es gibt Fälle, in welchen es schwierig ist zu sagen, da Bewerber in XING über eine Stelle aufmerksam geworden sind und sich dann über die Homepage bewerben.

Grundsätzlich kann gesagt werden, dass wir mehr Bewerbungen erhalten seit wir die sozialen Netzwerke nutzen, sowie ist es für uns möglich die Stelle in kürzerer Zeit zu besetzen. Dabei besteht sicherlich ein direkter Zusammenhang. Je mehr CV man erhält, desto grösser ist die Chance, dass man einen Abschluss erreicht.

8 Wie sieht bei Ihnen ein herkömmlicher bzw. E-Recruiting-Prozess aus? (Können Sie uns bitte die Prozessschritte im Groben schildern?)

Wir versuchen den Recruiting-Prozess auch mit dem Einsatz von sozialen Medien gleichzuhalten. Bei einem so grosser Unternehmen wie wir das sind, muss der Recruiting-Prozess über ein zentrales System abgewickelt werden, da es sonst bei einem Volumen von 13‘000 Bewerbungen (350 Anstellungen) pro Jahr nicht administriert und kontrolliert werden kann.

Der einzige Unterschied besteht im Anwerben und bekannt machen von freien Stellen. Im Vergleich zu früher hat sich die Art geändert wie man potentieller Bewerber anlockt. Früher hat man stellen ausgeschrieben und hat gewartet bis sich jemand gemeldet hat, wenn nicht, hat man einen Headhunter angestellt.

Direct Sourcing: Heute geht man vielmehr selber auf mögliche Bewerber zu, dies aufgrund der

technologischen Unterstützung, die solche Plattformen mit sich bringen.

Prozess:

1. Stellenausschreibung (in unterschiedlichen Medien) Identische Ausschreibung in allen Medien, mit Link zu Recruiting System

2. Bewerbungen sammeln und zentral im Recruiting-System ablegen (ist meine persönliche Empfehlung an jedes grössere Unternehmen)

3. Analyse der Bewerber-Profile und allfällige Einladung für Gespräch

9 Wie schätzen Sie die Effizienz des Prozesses im Vergleich zu herkömmlichem Recruiting (Zeitungsinserate, Telefoninterviews, nicht Social Media gestützte Prozesse etc.)?

Was gesagt werden kann, ist, dass man mit sozialen Netzwerken gezielter und besser an die Zielgruppe von Bewerbern gelangt, welche für das Unternehmen interessant sind.

Im Vergleich zu früher, als eine Stelle auf bspw. Jobs.ch geschaltet wurde, haben sich sehr viele Leute beworben, von denen gar nicht gewünscht ist, dass sie sich für diese Stelle bewerben Streuverlust

Aufgrund der Netzwerke von Top-Mitarbeitenden in einem Unternehmen können weitere Top-Spezialisten angesprochen werden und dies auf eine einfache Art und Weise.

Interne Recruiter gehen auf Top-Mitarbeitende zu, um solche Stelleninserate in ihren Netzwerken zu posten. Des Weiteren gibt es für das „direct sourcing“ von Bewerbern einen klar geregelten Prozess.

10 Können Sie Bewerber besser/einfacher/gezielter über XING/LinkedIn abholen?

Ja, mit diesen sozialen Netzwerken kann der Steuverlust wie bei Zeitungs- oder Job-Portalen verkleinert werden. Des Weiteren kommt man einfacher, besser und gezielter auf die Bewerber, welche für das Unternehmen interessant sind.

11 Haben Sie Zahlen oder Einschätzungen bezüglich Ihren HR-Prozesskosten (spezifisch für Recruiting)?

-

Appendix


Interview 2: Senior lecturer in Human Resources Management,

Swiss University of Applied Sciences

1 Wie intensiv nutzen Sie (ihr Unternehmen) XING/LinkedIn? (täglich/ wöchentlich/ monatlich/ halbjährlich)

- Unternehmen nutzen XING als Rekrutierungswerkzeug täglich bis wöchentlich

- Es gibt sogar bereits Unternehmen, welche anstatt einen CV, ein XING-Profil einfordern

- LinkedIn: Hat in der Romandie eine grössere Bedeutung, nicht deutschsprachig

- XING: Ist intensiv dran, die Plattform auch ausserhalb von DACH bekannt zu machen

- In Deutschland und der Schweiz ist XING wichtiger als in Österreich

- Im Allgemeinen werden diese Plattform intensiv genutzt, immer mehr


- Als Rekrutierungswerkzeug, jedoch auch als Marktforschungsinstrument, was meiner Meinung immer mehr kommen wird.

- Marktforschung: Mittels Untersuchung von Gruppen/Communities, hat man rasch einen Zugriff auf eine Vielzahl von Experten aus einer Branche, welche in diesen Foren, ihr Wissen mit anderen Teilen.

- Als Arbeitsmarktforschungs-Instrument, Netzwerk für Wissensaustausch, Beziehungen aufrecht zu erhalten.


Bei XING: sicherlich für das Recruiting, meiner Meinung nach ist diese Komponente von XING, nur so gut, wie das Netzwerk der eigenen Mitarbeiter, sowie die Vernetzung mit anderen Medien

- Einfach nur Stelleninserate auf XING zu stellen bringt nichts, der gesamte Medien-Mix muss stimmen (alle Medien müssen verknüpft sein, z.B. Website, XING, Job-Plattform, Zeitungsinserat) damit ein Vorteil geschaffen werden kann.

- Wichtig ist, dass man mit einer Strategie vorgeht.

- Ein Recruiter (HR-Mensch) wird mit seinem Netzwerk keinen Finanzleute finden

- Es muss so gelöst werden, das Recruiter auf Mitarbeitende im eigenen Unternehmen zugehen sollten und sie darauf ermuntern diese Stellen in ihren Netzwerken zu posten. Dieses Vorgehen ist zielführend.

- Premium-Account: nicht ganz unwesentliche Funktionen vorhanden (Überwachung wer mein Profil angeschaut hat, wie auf mich gestossen)

4 Welche positiven und negativen Erfahrungen haben Sie mit diesen Netzwerken gemacht? (Vor- und Nachteile der beiden Plattformen) - Vorteile: Man über Netzwerk der eigenen Mitarbeiter auf eine gewünschte Zielgruppe kommen. Ist ein

sehr gutes und erfolgreiches Werkzeug, wenn man es nicht planlos einsetzt. Vorgehen mit Strategie bringt sehr viele Vorteile mit sich.

Man muss genau wissen, welche Arbeitsmärkte man ansprechen möchte (Zielgruppe) - Marktforschung: Analyse von Gruppen (Bsp. Juristen, 350 Gruppen, pro Gruppe 100-1000) Verbindlichkeit in Gruppen ist grösser

- Nachteile: Ohne Strategie, unkoordiniert Zeitfresser, der nicht viel bringt, man verliert den Überblick

- Die Anzahl von Fake-Profile nimmt zu, Hemmschwelle in solchen Profilen, Dinge festzuhalten, die nicht 100% stimmen ist kleiner. In einem CV ist dies weniger der Fall. schlechte Überprüfbarkeit, Unverbindlichkeit der erfassten Informationen

Appendix



Der Preis für ein Premium-Account ist vernachlässigbar und ist deutlich besser als ein herkömmlicher Standard-Account. Es lohnt sich, in unternehmerischen Kontext ist ein Premium-Account nötig. Wenn man mit Strategie vorgeht, ist es sicherlich nutzenstiftend

Inserat auf Plattformen im Vergleich zu Printmedien Verhältnis gut Inserat auf Plattformen im Vergleich zu Internet-Werbung sehr teuer


Ja, sicherlich. Auch LinkedIn je globaler die Unternehmenswelt, umso mehr kommt LinkedIn zum

Zuge. LinkedIn hat in der Schweiz nicht den gleichen Stellenwert wie XING im Rekrutierungsbereich.

LinkedIn hat mehr den Business-Charakter, XING beginnt sich neu zu positionieren auch Recruiting-

Bereich Vergleich Plattformen:

XING: ist einfach in der Benutzung, habe mehr Anfragen, sehr stark gewachsen

LinkedIn: Menuführungsproblem, ist inuitiv schlechter bedienbar, ausserhalb vom XING-Bereich, ist LinkedIn die führende Plattform


- Ist immer noch ein kleiner Anteil 8-15% für direkte Rekruitierung

- Jedoch denke ich für „Mitarbeiter werben Mitarbeiter“ Ambassador-Gedanke ist viel mehr im Gebrauch. Man kommt mit sozialen Netzwerken viel schneller zu mehr Leuten jedoch misst man wenig viel dann wirklich über diesen Kanal eingestellt wurden.

8 Wie sieht bei Ihnen ein herkömmlicher bzw. E-Recruiting-Prozess aus? (Können Sie uns bitte die Prozessschritte im Groben schildern?

- Vom Prozess her hat sich nichts geändert, nur das Instrument ist anders.

- Absatzkanal finden für Stelle (Arbeitsmarkt), Instrumentarium auswerten (Medien-Kanal) XING/LinkedIn ist neu

- Vorselektions-Phase (nur bedingt unterstützt), Selektions-Phase, Entscheidungsfindungs-Phase, Anstellungs-Phase, Man hat neue technische Möglichkeiten Jedoch führt man immer noch Interviews


- Es bringt nur etwas, wenn man mit einer Strategie vorgeht. Arbeitsmarkt kennen, dann gezielt mit dem

richtigen Instrument vorgehen, dass kann dann effizient sein.

- Wenn wahlloser Einsatz von neuen Techniken Me too weil es andere auch machen Zeitverschwendung, nicht effizient und effektiv

- Orchestrierung der verschieden Medien, das macht es aus Man muss das Strukturieren, sonst verliert man den Überblick derjenige gewinnt, der eine Strategie hat. HR-Leute gehen in der Regel nicht strategisch vor mehr operativ unterstützt


Ja das ist so, vorausgesetzt man hat eine Strategie, abgestimmt auf im Voraus festgelegte Marktsegmente.


Unternehmensvertreter sollten dies wissen, jedoch ist vielfach nicht der Fall, weil sie dies nicht herunterbrechen auf die einzelnen Prozessschritte.

Prozesskosten sind meiner Meinung nach nicht bekannt. Wäre jedoch sicherlich sehr interessant, wenn man das wüsste KPI Hochgerechnet auf ein Grossunternehmen ist es gut der Fall, dass man schnell 200%-300% Stellenprozent für Recruiter einsetzt, um das Ganze zu unterstützen.

Appendix


Interview 3: Senior consultant of a Swiss personnel consultancy company

1 Wie intensiv nutzen Sie (ihr Unternehmen) XING/LinkedIn? (täglich/ wöchentlich/ monatlich/ halbjährlich)

XING: Wir haben auf Xing ein Firmenprofil, wobei unsere Mitarbeiter alle auch ein Mitarbeiterprofil haben.

Diese Plattform war für uns von Anfang an ein Thema. Die Mitarbeiter nutzen das Werkzeug wöchentlich.

LinkedIn: Auf dieser Plattform sind wir eher passiv. Wir haben hier nur eine Präsenz jedoch sind wir hier

nicht wirklich aktiv. Grundsätzlich kann gesagt werden, dass monatlich jemand mal rein schaut.


Alle Consultants und Assistenten haben einen Premium-Account. Wobei die wichtigsten Aktivitäten sicherlich die Suche nach potentiellen Bewerbern darstellt. Die Plattform dient dazu, mögliche Kandidaten anzuschreiben und sie auf eine allfällige für sie interessante Stelle aufmerksam zu machen. Mehr wird nicht über diese Plattform abgewickelt. Gelegentlich berichten wir über die News-Funktion, über Neuigkeiten, beispielsweise neuen Partnern.


Die Suchfunktion ist sicherlich die Funktionalität, welche wir am meisten benutzen. Da wir eine spezielle Zielgruppe (IT-Spezialisten) haben, benutzen wir diese erweiterte Suche um nach potentiellen Kandidaten zu suchen. Das Recruiter-Programm, welches von XING angeboten wird, haben wir ausprobiert, jedoch haben wir nicht einen Mehrwert identifizieren können, im Vergleich zum Premium-Account. Dies war jedoch nur eine Stichprobe. Inserat-Schaltung: Wir haben damit aufgehört und schalten keine Stelleninserate mehr auf XING. Für die Stelleninserate haben wir auf unserer Website ein Job-Center, wo die Stellen ausgeschrieben sind.


Vorteil: Ist bestimmt ein wertvoller Kanal um an potentielle Kandidaten zu gelangen. Des Weiteren

können Beziehungen mit ehemaligen Kandidaten aufrecht erhalten bleiben. Es handelt sich im Vergleich zu Facebook um eine Business-Plattform, darum ist es mehr für geschäftliche Aktivitäten angedacht und ist somit für uns interessanter.

Nachteil: Ist eher eine unverbindliche Kontaktsuche, wobei die Profile teilweise nicht der Realität

entsprechen (over-selling). Diesbezüglich besteht sicherlich die Gefahr für einen Leerlauf, wenn nicht geeignete Kandidaten eingeladen werden.

Vorteile XING: Die Benutzer-Profile von XING sind aussagekräftiger als diejenigen von LinkedIn. Das

Profil von XING entspricht praktisch einem CV. Auch die Benutzerfreundlichkeit ist sehr hoch, einfach zu bedienen.


Premium-Account: Für den Preis, den man bezahlt, stehen sehr hilfreiche Funktionalitäten zur

Verfügung. Die anderen Produkte verwenden wir nicht. Bei LinkedIn haben wir eine kostenlose Mitgliedschaft.


Wir haben unsere Präsenz auf XING, welche nicht verstärken können. Wie bereits gesagt, ist XING ein wertvoller Kanal, welchen wir mit Sicherheit weiterhin nutzen werden.


Ich würde sagen, dass der Anteil an Kandidaten, welche über XING erfasst worden sind, sind nicht ein grosser Anteil, weniger als 10%. Jedoch sollte dieser Kanal nicht vernachlässigt werden. Es wurde auch die Erfahrung gemacht, dass angeschrieben Kandidaten, erst nach eine gewisser Zeit, wieder auf ein Angebot zurückgekommen sind und Kontakt aufgenommen haben.

Appendix


8 Wie sieht bei Ihnen ein herkömmlicher bzw. E-Recruiting-Prozess aus? (Können Sie uns bitte die Prozessschritte im Groben schildern?

Wie bereits erwähnt, schreiben wir keine Stellen auf diesen Plattformen aus. Somit suchen wir nur persönlich nach potentiellen Kandidaten. Wir haben des Weiteren kein Online-Tool (E-Recruiting) im Einsatz, die Bewerbungsdossier erhalten wir per Email. Für uns sieht der Prozess immer noch gleich aus, ausser dass wir ein neues Instrument haben, um auf Kandidaten zu zugehen.


Die Effizienz wird nicht als besonders gross eingeschätzt. Bei direkten Suche von neuen Kandidaten. Es werden viele potentielle Kandidaten angeschrieben, jedoch, erhalten wir in gewissen Fällen keine Antwort. Es besteht ein gewisser Aufwand gewisse Leute zu suchen und diese anzuschreiben. Sicherlich kann gesagt, werden dass die Zeitungsinserate abgenommen haben. Jedoch was die Effizienz anbelangt, sind andere Kanäle wie die direkte Weiterempfehlung (Bester Kanal) effizienter.


Ist schwierig zu sagen, kommt sehr darauf an auf die Qualität der Kandidaten-Profile. Wenn das Profil sehr detailliert ist, dann kann man sicherlich gezielter und besser Leute finden.

XING ist betreffend der inhaltlichen Aspekte im Vergleich zu LinkedIn sicherlich besser.


Wir sind Recruiter, wir machen nur das. Darum haben wir keine genauen Angaben. Es handelt sich nicht um einen Teilprozess.

Appendix


Interview 4: CEO of a e-recruiting solutions company

1 Wie intensiv nutzen Sie (ihr Unternehmen) XING/LinkedIn?

(täglich/ wöchentlich/ monatlich/ halbjährlich)

Die beiden Plattformen lassen sich sehr gut voneinander trennen/unterscheiden.

XING: Ist vor allem in der DACH-Region sehr verbreitet und entspricht dieser Zielgruppe. Unsere Kunden

bewirtschaften viel mehr ihre XING-Profile, mehr Interaktivität. Sehr viele Kunden haben ein Profil und pflegen es auch. Es täglich bis wöchentlich genutzt kommt darauf an für was es genutzt wird.

LinkedIn: Ist besonders in der Romandie sowie im angelsächsischen Raum bekannt und wird genutzt. In

der Deutschschweiz wird LinkedIn als 2. Plattform genutzt, jedoch nicht mit der gleichen Intensivität wie bei XING (wöchentlich).


- Wir setzen es als Medienkanal ein Verteiler, um unseren internen Blog zu pushen Traffic wird erhöht. Stellenausschreibung, Link von XING/LinkedIn auf die Unternehmenswebsite, Explizite Ausschreibung der Stelle auf diesen Plattformen Mitarbeiter-Sourcing: Aktives Sourcing, man sucht nach Profile oder man überprüft Profile von Bewerbern Als Adressbuch kann es verwendet werden Mobile App von XING ist viel Benutzerfreundlicher, mobile ist die Zukunft touch.xing.com IPAD-Mobile-Version mobile optimierte Version


- Grundsätzlich das Vernetzen mit anderen Leuten Netzwerkaufbau

XING: Bietet viel mehr Möglichkeit für Real-Anlässe Offline-Anlässe aus Gruppen Kommt mehr zum

Tragen. Stellenausschreibung Person schreibt eine Stelle aus und nicht Unternehmen Netzwerk der einzelnen Person aktivieren zu Gunsten des Unternehmens. Wenn Stelle nur in Unternehmensprofil gepostet wird, hat dies kein Erfolg Es muss von den Mitarbeitern unterstützt und mitgepostet werden

LinkedIn: Stelle wird vom Unternehmen gepostet, besteht dann die Möglichkeit „Displays“ zu buchen

Display „bsp. Suche SAP-Spezialisten“ bei Suche nach diesem Begriff erscheint das Display. Sind schon länger auf diesem Markt, haben darum ein breiteres Angebot diesbezüglich. Im Sourcing bieten sie mehr Dienstleistungen.


+ Ist hilfreich für die Überprüfung von CV’s Diskrepanz-Check,+ LinkedIn ist mehr international

ausgerichtet + XING ist einfacher in der Bedienung - Die Leute sind sich noch nicht 100% bewusst wie man mit sozialen Medien umgeht


+ Finde gut, dass man für diese Dienstleistungen ein Preis bezahlt. + Die Preise sind für mich in Ordnung für beide Plattformen. - Inserat ist teuer, aber man darf es nicht mit normalen Web-Job-Plattformen vergleichen Streuverlust viel grösser dort + Über soziale Netzwerke kommt an Leute, gezielt, über welche man über eine Job-Plattform nie kommt. + Unternehmen müssen verstehen wie es man einsetzt Neuer Weg um zu rekrutieren (Mitarbeiter werben Mitarbeiter Ambassadeure)


LinkedIn: Ja, wird sicherlich zu legen, im DACH-Raum, neue Geschäftsstelle in München

momentan nutzen wenig CH-Unternehmen diese Plattform technische Hemmnisse ist wenn man es als Rekruiter, nutzen möchten, viel komplexer im Vergleich zu XING muss mehr Content bewirtschaften, wenn man erfolgreich sein will

XING: wird im Sourcing von neuen Mitarbeitern sicherlich zunehmen

XING ist unserem Markt gut unterwegs. Der regionale Charakter ist in der CH doch ziemlich wichtig.

Appendix



Es wird momentan viel zu wenig gemessen Zahlen werden nicht ausgewertet

Recruiting mit sozialen Netzwerken: Markt in der Schweiz KPMG, SBB, Helsana, Baloise, Verkehrsbetriebe Zürich

Es schwierig Leute zu finden, die dies unterstützen klassische HR-Leute, haben recht Mühe mit neuen Medien sehr konservativ

Trend: Firmen bauen intern Know-How auf für direktes Sourcing geben viel weniger Aufträge an Headhunter bzw. Personalberater, um Leute zu suchen dank Social Media möglich

8 Wie sieht bei Ihnen ein herkömmlicher bzw. E-Recruiting-Prozess aus?

Recruiting-Prozess: Klassisch ohne grosse IT-Unterstützung (Informationssysteme, Medien)

E-Recruiting-Prozess: Mit Unterstützung von IT / Mobile, stellen untenstehende Schritte, die Best-Practice dar.

1. Recruiter Bewerber-Management-System Bewilligungsverfahren (Antrag geht durch unterschiedliche Stellen im Unternehmen durch bis neue Stelle freigegeben und bewilligt ist.)

2. Multi-Posting-Tool Bringt die Stellenausschreibung auf die unterschiedlichen Medien PDF-Generator Zeitungen, Direktlink Klassische Job-Boards, Social Media, eigene Homepage, Mobile

3. Stelle gelangt damit zu den Bewerbern, diese bewerbe sich Apply Button

4. Der Bewerber gelangt zurück ins Bewerber-Management-System

Was neu ist bei E-Recruiting ist „Mobile“

Mit Smartphone wird QR-Code des Stelleninserats fotografiert Mittels Smartphone kann ich mein XING/LinkedIn Profil an das Unternehmen senden und bewerbe mich somit für die Stelle Bewerbung geht heute direkt an den Recruiter nicht optimal ATS müssen heute lernen mittels API, die Inhalte der Profile zu parsen und in das System einlesen zu können. Anschliessend wird Profil überprüft und Kontakt wird mit dem Bewerber aufgenommen. Es wird in Zukunft nicht nur E-Mail/Postal/Formular Bewerbungen geben es wird in Zukunft Profil-Bewerbungen geben Case in Deutschland deutsche Telecom wird noch nicht bevorzugt, da Prozesse noch nicht automatisiert sind grösstenteils Mit Reife der ATS (SAP, Humantis,Taleo) das parsen von Profilen zu schaffen wird auch dies Salonfähig.


E-Recruiting ist sicherlich effizienter auch mit Mobile sowie mit den Profil-Bewerbungen Muss nicht das gesamte Dossier haben ist sicherlich je nach Vorliebe der Person unterschiedlich Wenn ATS das Parsen von Profilen hinkriegen, können Profile weitergeleitet und gut verglichen werden. Jedoch muss kontrollieren, dass man den Trichter zu weit aufmacht, andernfalls erhält man dann zu viele Bewerbungen.


Ja, wenn man es richtig nutzt, dann schon. Viele Möglichkeiten


Nein, diesbezüglich nichts genaues Die Kosten gehen zurück mit der Masse (Skaleneffekte)

Fragestellung sollte sein: Wenn man rekrutiert, ohne E-Recruiting, wie viel ist der Zeitbedarf für eine Stellenbesetzung im Vergleich?

Appendix


Interview 5: HR Marketing & Recruiting Manager of an international beverage company



- Im Unternehmen werden beide Plattformen genutzt. Persönlich, wird es täglich genutzt. Die Recruiter im Team benutzen es mehrmals wöchentlich.

- Die Unterschiede der Plattformen liegen in den Details, grundsätzlich bieten die Plattformen denselben Service an. (Netzwerk mit Business-Kontakten)

- Technologisch gibt es praktisch keine Unterschiede, sondern vielmehr in der Verbreitung der beiden Plattformen.

XING: Ist ausschliesslich im deutschsprachigem verbreitet, Mehrheit hat einen XING-Account.

Wir sind deswegen mehr auf XING aktiv.

LinkedIn: Hat einen sehr starken Fokus auf die Westschweiz. Leute in Management-Positionen auf

internationaler Ebene haben eher ein LinkedIn-Profil.


- Wird für das klassische Networking genutzt (für Recruiting für das Unternehmen sowie auch privat) - Direct Sourcing / Search: Suchen und Finden von Leuten, die auf ein Profil passen - Ausschreibung von Stellen wird jedoch zentral auf Website gemacht und darauf verwiesen - Erhalten Bewerbungen über folgende Kanäle: 35%, Email; 45% Online-Tool, 20% Post & Personal-Berater. Haben keinen automatisierten Workflow (mit IT-System) für diesen Prozess Ist jedoch in Planung momentan ist es eine Datenbank. Mitarbeiter werden neue Mitarbeiter, noch nicht so strukturiert umgesetzt


- Mit Abstand werden folgenden zwei Funktionen/Aktivitäten am meisten genutzt:

1. Wird für das klassische Networking genutzt (für Recruiting für das Unternehmen, sowie auch privat)

2. Direct Sourcing / Search: Suchen und Finden von Leuten, die auf ein Profil passen


+ LinkedIn: Die Suchfunktion ist bei LinkedIn ausgeprägter als bei XING Findet spezifischer, sowie hat man mehr Eingrenzungskriterien. (semantische Suche gut)

+ XING: Die Mobile-App ist viel besser und benutzerfreundlicher

+ XING bei Recruiter-Account: Messaging unlimitiert, ist sehr gut im Vergleich

- Hat sich zu viel von Social Media versprochen, grundsätzlich ist der effektive Nutzen beim Einsatz dieser Medien in Unternehmen bis anhin nicht so gross ausgefallen.

+ Ist eine Zukunftsinvestition, die Denkweise der Unternehmen sowie Bewerber muss sich ändern, mit Profil bewerben, das genügt. Grundsätzlich beide Plattformen sehr ähnlich – Die Suchfunktionen könnten bei beiden Plattformen mit den heutigen Suchalgorithmen auf einem besseren Level sein.


Recruiter-Account: Besitzt auf beiden Plattformen. Ist von den technischen Funktionalitäten

vergleichbar. LinkedIn ist teurer Ad: XING ist nicht gut für Job-Ausschreibung warten und hoffen jemand meldet sich Grundsätzlich ist aber bei beiden Plattformen der Preis in Ordnung über das ganze Jahr verteilt, ist das nicht allzu viel für ein Unternehmen.


Ja, ich denke es wird immer kommen. Vorstellbar ist in Zukunft, dass man mit Smartphone im Internet surft, eine interessante Stelle antrifft und sich direkt mit dem persönlichen XING/LinkedIn-Profil bewirbt.

Appendix


Grundsätzlich auf dem Schweizer Markt müssen Stellenanbieter es den Leuten einfach machen, sich für eine Stelle zu bewerben. Wenn Zeit vorhanden ist (nicht operativ im Stress) da sind wir dran in den sozialen Netzwerken HR-Leute sind nicht technikafin. Denkweise muss ändern, Leute möchten eventuell neuen Job (bieten), muss attraktiv sein, sich zu bewerben.


- Führen regelmässig Research nach möglichen Kandidaten durch. Laden auch regelmässig Leute zu Interviews ein, welche auf Plattformen gefunden wurden. Ist schwierig dies zu messen, wir haben ca. 1-5 Leute über diese Plattform angestellt. Haben mit diesen sozialen Netzwerken seit Anfang 2011 begonnen.

8 Wie sieht bei Ihnen ein herkömmlicher bzw. E-Recruiting-Prozess aus?

Grundsätzlich kann unterschieden werden zwischen zwei Schritten: - Sourcing: Geht es darum an mögliche Kandidaten zu gelangen

- Hier sind die wesentlichen Änderungen: Früher Inserat in Print-Medien oder auf Online-Stellenmarkt geschaltet und gewartet. Heute: Man beginnt zu suchen bevor die Stelle ausgeschrieben wird, macht die Unternehmung bekannt auf diversen Kanälen, Präsenz markieren - Wie bis anhin wird die Stelle ausgeschrieben, wird immer so bleiben. Man ist viel facettenreicher beim Sourcing von Kandidaten. Wie schwierig ist es diese Stelle zu besetzten? Personalvermittler oder XING/LinkedIn? Privates Netzwerk sowie Line-Manager nutzen? Stelle noch mehr verbreiten (Bewerber aufmerksam machen auf die Stelle). LinkedIn/Xing sind nicht das Heilmittel für alles. Mehr Gedanken machen. Rekrutierung: Hier hat sich unwesentlich etwas geändert


- Wenn nur der Kanal „XING/LinkedIn“ wie man zu Bewerber kommt, angeschaut wird, dann sicher effizienter. Kann direkt auf die Leute zu gehen, muss nicht warten bis jemand sich meldet. Wenn man Leute anfragt, hat man innerhalb 2-5 Tagen eine Antwort. Im Vergleich zu Zeitungsinseraten sicher effizienter. Es kommt auf die Zielgruppe/Arbeitsmarkt darauf an, welche man sucht.


Ja, das ist so. Es ist ein aktives Mittel (XING/LinkedIn), wie man Leute auf Leute zugehen kann.

- Kann überprüfen, ob er von der Grundstruktur zur Unternehmung/Stelle passt. Vergleich: Inserat ist passiv, man stellt es in die Medien und wartet ab bis jemand sich meldet in der Hoffnung, dass das Inserat gefunden wird kann lange dauern - Soziale Netzwerke sind besser und gezielter, um Leute zu finden, jedoch heisst dies nicht unbedingt, dass man die bessern Mitarbeiter findet.

- Als Rekruiter muss man wissen, wie man vorgehen sollte (Suchen), sonst wird man keinen Erfolg haben.

- Schlussendlich ist für die Anstellung von hoher Relevanz, ob Kandidat auf emotionaler Ebene zum Unternehmen/Stelle passt und das Unternehmen zu ihm.

- Langjährige Arbeitsbeziehung baut darauf auf, Bewerber muss hinter dem Unternehmen stehen können, Kann nur in einem Gespräch identifiziert werden


- Rekruitierungskosten: CHF 2000.- / pro Anstellung (ohne Lohnkosten des Rekruiters), reine Sourcing-

Kosten, Inserat. Mit Internet-Plattformen und sozialen Netzwerken kann man die Rekrutierungskosten besonders verringern. Im Alpha-Stellen-Inserat: 1 Inserat = CHF 4000.- (einmalig) Job.ch: 15 Inserate für CHF 20‘000 (pro Jahr), 1 Inserat = CHF 1333 Personalberater: Vermittlungsgebühr für einen Manager auch bei CHF 20‘000 Kosteneinsparniss ist massiv Print-Zeitungsinserate werden aussterben: 80% der ausgeschriebenen Stellen sind von der öffentlichen Hand, aufgrund von Regulatorien

Alpha: Ist der einzige der sich differenziert, hat eine definierte Zielgruppe und eine riesige Auflage (1 Mio.)

Appendix


Interview 6: Human Resource Manager of a furniture retail company



Gar nicht bisher. Im HR-Bereich noch gar kein Einsatz von Social Media. Kundenseitig wird Social Media eingesetzt (YouTube, Facebook etc.)


XING ist ein Profil von des Unternehmen, aber ist nicht aktiv gemanagt

LinkedIn nichts

3 Welche Funktionen/Aktivitäten nutzen Sie im XING/LinkedIn am meisten (Skala 1-5)?

Wird es überhaupt genutzt, das ist die Frage. Es hat einen sehr unterhaltenden und privaten Charakter. Eigene Studie erstellt: Hochschulabsolventen in XING. Zur aktiven Suche als Recruiter. In Kontakt bleiben mit potentiellen Arbeitnehmern über Social Media wie z.B. XING. E-Recruiting Tool „Refline“.


Allgemein, bis 200 Lernende in der Firma

Schlechte Nachrichten über Social-Media Kanäle verbreitet

(Bei Kaderstellen wird im Internet nachgeforscht, da Vorbildfunktion)


LinkedIn keine Ahnung, Preismodell noch nicht sicher bei XING


Kontakte aufrechterhalten (Gratis-Account), Aktiv auf XING-Kontakte zugehen.


80% E-Recruiting, 20% klassisch, 0% XING


1) Bewerbung per Post/Mail 2) Mail Bewerbung an Bildschirm 3) Mail an Sekretariat, einladen oder absagen 4) 1 Woche warten bis absagen 5) Mail ausgedruckt 6) Brief zum absagen

1) Online-Inserat, ohne Account 2) Adresse erfassen, Daten Anhang 3) Adresse ist automatisch auf der Datenbank 4) Bewerbungen anschauen, alle markieren (absagen, verzögern) 5) Vordefinierter Brief 6) 80% bewerben sich über das Online-Formular 7) Alle Berufsgruppen


Hat nicht viel mit Effizienz zu tun. Vielmehr in Kontakt bleiben. Viel mehr Effektivität. Effizienz über das E-Recruiting Tool. Online-Formular. Es fallen keine Kosten weg, es ist ein zusätzlicher Aufwand im XING aktiv zu werden. Betreuungskosten von XING, Teil eines Jobs.

Appendix



Kann noch nicht beantwortet werden. Grösste Mitarbeitergruppe Schreiner, Logistiker, Verkäufer lassen sich nicht über XING finden. Die Frage ist ob man nur wegen Hochschulabsolventen einen solchen Aufwand treibt, jedoch sind diese unsere Schlüsselpersonen.

Bis jetzt werden die Leute gefunden.


1‘800 Franken jährlich für Recruiting Account

7‘000 bis 8‘000 Franken AZ-Inserat über Wochenende

Online-Inserat jobs.ch (30‘000 Franken pro Jahr)

Dauer bis einer eingestellt wird, 1 bis 6 Monaten, im Schnitt 1-3 Monaten

Kaderbereich bei Kündigunsfristen von 6 Monaten geht es länger

Out of the box:

Social Media ist mehr auf Unterhaltungszweck und Privatkonsum

Es wird noch viel alte Medien genutzt

Hilfreiches Instrument für die interne Kommunikation

Firmenkultur und Information

Hier wird der Nutzen gesehen, Wiki aufbauen

Knowledge-Management

Appendix


Interview 7: CEO of a software development company



KMU 15 MA, XING, 2-3 pro Woche


Events, Kommunikation über die Firma, Warmakquisition Leads über XING (verkaufsseitig)

Partner, Mitarbeiter suchen (mit Premium-Account), LinkedIn nicht zu stark USA, in der Schweiz nicht vertreten


Infos und Aktivitäten von meinen Kontakten


Positiv: Bessere Vernetzung, besserer Zugang zu neuen Kontakten

Negativ: Nichts, keine grossen Ansprüche


Lohnt sich nicht Recruiting zu nutzen

Reiner Premium Account (die Hälfte der Mitarbeiter, teilweise mit Premium-Account)


Ausbauen in Richtung Kommunikation, firmenseitig mehr Events, Firmenseite gestalten


Bisher noch keine Person akquiriert aber durchaus gesucht und gefunden (jedoch nicht eingestellt)


Profil definieren, Inserat erstellt (nur Online) jobs.ch, dotnetjob.de, jobs.de etc.

XING, Facebook, Twitter schreiben, dass eine Stelle frei ist aber keine Inseratschaltung (das Gefühl es lauft noch nicht) Früher mit Zeitungen aber teurer


Schneller online-Inserat


Bisher nicht benötigt


Entwickler und Projektleiter nicht einfach zu suchen

1-2 Monate (Inseratschaltung bis Vertrag unterschrieben)

4 Monate bis Einstellung (Inseratschaltung bis Einstellung)

Appendix


Interview 8: Senior consultant of a Swiss personnel consultancy company



XING: täglich, LinkedIn: monatlich


XING: persönliche Kontaktpflege, jeder von Consultant des Unternehmens ist Premium Mitglied, um neue Kandidaten anzusprechen, aktive Suche nach potentiellen Kandidaten für Kunden

LinkedIn: Geht nie Leute über LinkedIn suchen. Ist sehr international. Das Unternehmen auf Schweizer Markt fixiert ist, ist XING praktischer.


XING: Recruiting wurde getestet, war aber zu teuer für den Output. Normale Suchfunktionen werden am meisten verwendet. Premium Mitgliedschaft reicht aus

LinkedIn: Kein Premium Account. Keine Funktion, nur Bilder von möglichen Kandidaten anschauen


XING: Positiv: sinnvolle Vorschläge via Mail

Negativ: Leute haben tendenziell zu hohe Erwartungen, 0 Loyalität

LinkedIn: Positiv: weltweites Netzwerk, sinnvolle Gruppenvorschläge via Mail

Negativ: zu international für das Unternehmen, schlechter Überblick, zu wenige Kandidaten die in Frage kamen


XING: teuer für das, was es ist. Mehrwert als Premiumkunde und Preis ist grenzwertig. Es lohnt sich aber immer noch.

LinkedIn: kennt Hans nicht


Weiter wie jetzt, täglich auf XING


XING: 26% der Kandidaten wurden über XING gefunden im 2011, aber nur 19% vom Umsatz ist auf XING zurückzuführen.


Stelle mit den Anforderungen melden

Abklärungen mit dem Kunden, was er genau will (Anforderungen aufnehmen)

Alle Kanäle einsetzen (vor allem online)

Online Inserate, jobs.ch, jobscout24.ch, Unternehmens-Homepage

Dabei ist XING der letzte Kanal

Interview mit dem Kandidat

IT Skills, Persönlichkeits Analyse

Bei passenden Kandidaten wird dieser dem Kunden vorgeschlagen

Appendix


Dossier wird zum Kunden geschickt

Angebot wird ausgehandelt

Kandidat wird angestellt


Nicht besser, nicht schlechter

Mit dem online Inserat melden sich Leute, die interessiert sind

Bei XING ist es schwieriger, die Kandidaten zu überzeugen, schwieriger zu handhaben.


Beantwortet Frage 9


2 Mio SFr. pro Jahr (alle Löhne, Telefonkosten, online Inserat Kosten)

Im 2011 sind 760 Kandidaten betreut worden

190 Kandidaten wurden vermittelt

15 – 24% vom Jahressalär pro vermittelten Kandidaten

Appendix


Interview 9: CEO of a software development and integration company



XING täglich inklusive Smartphone App, LinkedIn nutze ich gar nicht


XING für News publizieren, wenn eine neue Partnerschaft eingegangen ist oder einen neuen Kunden gewonnen hat

Jobs Ausschreibung, die auf jobs.ch und auf der Seite publiziert sind (als Neuigkeit), da Jobausschreibung im XING nicht preismässig ok.


News publizieren / lesen, Aktivitäten History, Kontakte knüpfen


XING, wenn man etwas sucht, wie externen Berater, nach Stichworten möglich und erste Anhaltspunkte bei einer Problemstellung. Neue und bessere Art von Suche im geschäftlichen Bereich. Zum Beispiel SAP Archivierung.

Negativ: man wir von Leuten angeschrieben, die man nicht verlinken will.

LinkedIn ist eine Spammaschine, viele unnötige Mails und aufdringlich.


XING: ist relativ teuer, würde gerne weniger zahlen, aber kann nicht sagen, dass es viel teurer ist als was anderes (Premium Mitglied). Acquisition wäre noch eine interessante Funktion, die er aber noch nicht getestet hat.


Ja, evtl. noch Sales Mitgliedschaft


Nein gar nicht, ist ein kleines Leck im Eval. Prozess. Twitter wird intensiver gebraucht als XING. Dort publiziert man auch Jobs. Es gibt aber keine Statistik dafür. Twitter wirkt gefühlsmässig (keine Statistik) besser für neue Jobs.


Intern werden Anforderungen definiert (neue Stelle oder Wiederbesetzung)

Stelleninserat erstellen

Mandant Auftrag (mit Vermittler) oder herkömmliche Suche

Aufschaltung jobs.ch ist immer involviert (twitter und XING)

Erste Runde mit 5 – 8 Kandidaten maximal

Zweite Runde 2 – 3

Kandidaten Entscheidung treffen

Appendix



Reine E-Recruiting Prozess gibt es nicht.

Ich möchte Leute am Tisch haben nach der ersten Auswahl und schauen, ob die Chemie stimmt. Social Media kann eine Unterstützung sein.

Einen Vergleich gibt es nicht. Wenn generell (nicht Job relevant) was im Twitter publiziert wird, dann gibt es 50 – 60 follower, die das gezielt mitlesen. Einer von dieser follower ist topsoft. Topsoft als Messeveranstalter hat 100erte follower. Wirkung kann damit verbessert werden, über weitere Kanäle wie im Beispiel von topsoft.


Egal auf welchem Kana, sobald ein Dossier eintrifft, prüft er das Profil des Kandidaten auf XING um sich ein Bild zu machen.


Personalvermittlerkosten: zwischen 70 000 – 150 000 SFr. pro Jahr

Personalkosten intern: 150 000 SFr. (Vollkostenrechnung), eher Kaderpositionen

Pro Personen Evaluation zwischen 20 000 – 30 000 SFr. (mit externen Unterstützung und interner Vollkostenrechnung)

the use of xing and linkedin for recruitment in enterprises · xing and linkedin are nowadays...

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