#FIRMday Manchester 27 Sept 13 Adding Value Through Community Management - Serge Sergiou, SMRS Ltd
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#FIRMday Manchester 27 Sept 13 Adding Value Through Community Management - Serge Sergiou, SMRS Ltd
- 1. The FIRM September 2013 Like. Follow. Connect. Recruit. Adding value through community management.
- 2. 150% Source: Dun & Bradstreet 2012
- 3. Community management is relevant to us all
- 6. LINKEDIN MY SPACE BLOGS SOCIAL MEDIA TWITTER FACEBOOK RSS PROFILES VIDEOS PODCASTS
- 9. Community A group of people with unique shared values, behaviours and artifacts
- 10. Things that define community 1. A common interest or context 2. A sense of shared purpose and fate 3. A common set of needs
- 11. Why use community 1. Information travels faster 2. Shared ownership and commitment 3. Maximize investments 4. Reduce costs
- 12. Business goals determine ideal size for a community ONLINE COMMUNITIES GROUPS COMMUNITIES NETWORKS SIZE DENSITY OF RELATIONSHIP COLLABORATION ADVOCACY EXPERTISE LOCATION AWARENESS INNOVATION Q & A COMPLEXITY OF DESIRED OUTCOME
- 13. Social media management and community management are not the same SOCIAL MEDIA MANAGEMENT COMMUNITY MANAGEMENT
- 14. Communities mature and change TIME IMPACT BEHAVIOUR CHANGE PULL GROWTH SATURATION
- 16. Community management is the discipline of ensuring productive communities Responsibilities • Define scope, ideal outcomes and boundaries • Ensure participants receive more value than they contribute • Promote, encourage and reward productive behaviours • Discourage and limit destructive behaviours • Facilitate constructive disagreement and conflict • Advocate for the community and its members • Monitor, measure and report • Marshall internal advocates, resources and support • Manage tools and member experience
- 17. Theicebergeffectof communitymanagement Visible • Managing Content (publishing, curating, tagging) Updates Blog Posts ebooks & white papers Pictures Videos Podcasts • Managing Events • Welcoming new members • Participating in conversation • Reaching out to 3rd party influencers, partners and media. • Communicating changes to policies, tools, programming etc
- 18. Theicebergeffectof communitymanagement Behind the scenes • Understanding members • Back-channeling with members to encourage participation • Building relationships with key members • Taking issues off line • Working with internal advocates to plan mutually beneficial programmes • Program planning • Collaborating internally • Managing technology issues • Communicating value and benefits of community internally • Measuring & monitoring progress
- 19. What are the risks of not having community management?
- 20. Ghosttown
- 22. Dramacentral
- 23. Acirclingstorm
- 24. Aclique
- 25. Pileoftools
- 26. Moneytoburn
- 27. What makes a good community manager? Skills • Communication • Ability to match brand’s personality • Understanding of human behaviour/motivations • Relationship building • Conflict resolution • Project management • Technology knowledge Attributes • Love of people • Judgement • Tempered enthusiasm • Empathy • Adaptability • Self awareness
- 28. Link in to a resourcing strategy? • Hiring Objectives • Quality Candidates • Greater Efficiency • Lower Costs
- 29. How do you build a thriving community
- 31. Keeparegularschedule 1 2 3 4 5 6 7 8 9 10 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
- 32. Bewelcoming
- 33. Provideaguide
- 34. Bevaluable
- 35. Beaconnector
- 37. HaveRules
- 38. LeadFromtheBack
- 41. Don’tignore
- 42. Bemulti-modal
- 43. Protectyourherd
- 46. Community referral - ROI Responsibilities • Referrals are No. 1 Source of Hire in US (30% - 60% of hires) • Referral hires are 17% more productive • Referral hires are 20% faster to hire • Referral hires have 18% better retention • Referrals are most productive source of diversity • Consistency & visibility across entire organisation Improve productivity Reduced costs per-hire Retention
- 47. Talent pipelining – ROI • Quality rather than quantity • Long term, sustainable relationships • Harder to find niche roles • Relationships can be maintained with candidates from other campaigns • Far better candidate experience • Branded candidate experience
- 48. Case study – Eversheds Law Firm Winner: ‘The Lawyer’ ‘most innovative recruitment’ award. • 3,000 employees in 10 countries • Referrals, talent pipelines, graduates, alumni communities • Saved over £200,000 in 12 months • 52% of referred applicants given interviews • 1 out of 4 referred applicants hired
- 49. Case study – London 2012 (LOCOG) • Processed over 200,000 applications and made 8,300 hires • Used CM to target the unemployed and the young • Apps used to showcase jobs and help answer questions • Four large engagement events and monthly newsletters used to keep new recruits aware of what was expected of them as the games got closer
- 50. Examples of community management have launched Facebook groups to increase the rate of job referrals for potential candidates
- 51. Examples of community management • Each jobs page has been equipped with social sharing buttons for LinkedIn, Facebook and Twitter • Recruiters become part of the wider employment conversation and stimulate conversations about working for the company, its brands and the industry.
- 52. Examples of community management • Collected over 850 technology career enquiries at recent Campus Party event in O2 arena • Will use this community talent pool and employee referrals to pilot Community Management strategy • Identify innovators who can help shape company’s transition from telecommunications to technology
- 53. Companies using community management
- 54. Key take aways 1. Community Management within Recruitment remains a minority activity 2. It’s not an alternative to current hiring strategy it is an evolution 3. It can help maximize investments 4. Reduce costs
- 55. Let’s continue the debate 1. SMRS is currently undertaking quantitative research into how community management is being deployed within recruitment 2. Looking for participants to help us with the qualitative research phase 3. Looking to create a UK centric community management business model we can share with you at future meetings
- 56. Any Questions?
- 57. Thank you. Serge Sergiou | Head of Online | serge.sergiou@smrs.co.uk
- 58. Acknowledgements This presentation was inspired by The Community Round Table paper - “Community Management Fundamentals” - April 2012