Wednesday, January 16, 2012 1pm – 2pm ET (10am – 11am PT)
Learn why two-way communication around relevant professional content improves the candidate experience.
Many organizations today continue to distribute job-related and promotional employment brand information to their candidates. While important, this only facilitates a one-way conversation and there’s no opportunity for the candidates to engage the organization, other than apply for a job.
However, many organizations don’t even leverage their own employer branding content very well. The good news is that this problem can be solved by creating talent communities and simply sharing the right content and having the right conversations with candidates!
Register today for our upcoming webinar with recruiting thought leader Gerry Crispin of CareerXroads and the Candidate Experience Awards about how organizations can improve the candidate experience by:
- Ensuring that all candidates receive straight-forward acknowledgement and closure about jobs they’ve applied for.
- Distributing continuous relevant professional content for candidate career development beyond job-related information.
- Establishing ongoing candidate engagement and development conversations around this relevant content.
Creating talent communities, sharing content and starting conversations is all part of the the two-way communication “secret sauce” for your talent ecosystem attraction, engagement and development activities over time.
Who should attend?
- Talent Acquisition Leaders
- Human Resource Leaders
- Learning & Development Leaders
Talent Community series: article #4
Defining the role of the Community Management is a crucial part of a Talent Community strategy for any organization looking to become a social engagement hub for their talent ecosystem.
Together with the right Content Strategy, the role of managing the community is what will bring the community alive, turning invitees into members of a truly collaborative and engaging environment of like-minded individuals.
The main responsible for building that environment and imbuing a sense of community between members is the community manager. In defining its role, there are 8 central elements you must think about. These are:
- Strategy: Collecting data, analyzing data, setting goals for the community.
- Growth: Increasing membership and converting new members into active members of the community.
- Moderation: Removing obstacles to participation and increasing motivation to participate.
- Relationship development: Building relationships with key members.
- Content: Creating and curating content for the community frequently and consistently.
- Events/Activities: Organizing and facilitating events and activities for community members.
- User experience: Optimizing the community platform with tools and services that make it easier for all to participate.
- Business integration: Engaging the organization with the community:
Talent Community series: article #3
A common mistake made by organizations is to interact with community members in the same manner they would with traditional customers or clients – which usually means not very well.
For example, the organization speaks in the 3rd person, stays formal and doesn’t clearly identify themselves as individuals. This is a significant impediment to developing and maintaining a thriving talent community. (And we’d argue significant impediment to keeping your customers, both buyers and employees.)
Here are important points to keep in mind:
- Have a clearly identifiable community manager. A community should not be managed by an unnamed brand representative. A community needs a clearly identifiable representative with whom members feel a sense of trust and connection. It is therefore important that the community is managed by a specific, named, individual.
- Speak in the 1st person. Community managers whom interact with members in the second or third person struggle to build relationships with their target audience.
- Speak informally. As with both points above, it is also important that the community manager speaks informally with members. It is far easier to build relationships with members by speaking informally.
- Show a personality. Community managers should not have bland, polite, personalities. They should have personalities reflecting those working on behalf of the community. It is good to have a sense of humor, to interact with members at their level.
- Be kind (and unflappable). The community manager should be kind towards members. This will involve helping members where possible, asking about their problems and supporting members to resolve them. The community manager should also be unflappable. S/he should not be sucked into disputes or criticisms of other members.
- Respond quickly to posts/questions from members. It is important that contributions from members receive a response (ideally within 24 hours). This encourages further contributions and shows the contributor that their input matters to the organization.
- Give praise for good contributions. A community manager should acknowledge the opinions of members contribute and thank members for contributing those opinions.
- Don’t criticize or complain. The community manager should avoid criticizing members, engaging in disputes/conflicts, or complaining to members about any topic.