2.9.7 Other Summary About CCP... 39

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2 Table of Contents 1.0 Executive Summary Survey Results Respondents Social Media and Recruitment Role of Social Media Brand Awareness Benefits of SNSs Recruitment Strategy Risks Resources Financial Resources Human Resources Training Key Channels to Talent Communities LinkedIn Company Blog Facebook Twitter YouTube Google BeKnown, Branchout and Stumbleupon Performance Management Measurement Metrics Measurement Tools The Future of SM Recruitment Referrals Employer Branding Mobile Recruitment Generational Gap Gamification SNSs... 37

3 2.9.7 Other Summary About CCP

4 List of Figures Figure 1: Industry Breakdown of Survey Respondents... 3 Figure 2: Sectors that Survey Respondents Recruited for... 4 Figure 3: Professions of Survey Respondents... 4 Figure 4: Size of Organisations Respondents originated from... 5 Figure 5: Size of Recruitment Teams... 5 Figure 6: When organisations started using SNSs to recruit... 6 Figure 7: Interactive Initiatives on SNSs... 6 Figure 8: SNS usage at work... 7 Figure 9: Breakdown by Industry of the per cent of Companies that prohibit SNSs at work... 7 Figure 10: Reasons organisations engage in Social Recruiting... 8 Figure 11: Importance of combing the internet for online mentions... 8 Figure 12: Number of organisations that received online feedback from SNSs which impacted the recruitment process... 9 Figure 13: Level of Benefit associated with SNSs in the Recruitment Process... 9 Figure 14: Benefits of Social Media Figure 15: Effectiveness of Recruitment Methods Figure 16: Advertising Spending Trends for the last 3 years Figure 17: The number of organisations accepting LinkedIn Profiles instead of CVs Figure 18: The number of Organisations using Videos in the Application Process Figure 19: The number of organisations who researched SM Figure 20: Number of organisations with a SM policy Figure 21: Number of Organisations with a Social Media Strategy Figure 22: Departments responsible for SM Strategy Design Figure 23: Legal Issues Encountered using SM tools in the Recruitment Process Figure 24: Number of Companies who rejected Candidates due to Data discovered on SNSs Figure 25: Social Media Budgets Figure 26: Breakdown of Financial Resources by Organisation Size Figure 27: Human Resources dedicated to SM management Figure 28: Number of Staff dedicated to SM Management Figure 29: Breakdown of Dedicated Employees by Organisation Size Figure 30: Outsourcing of SM Management Figure 31: Training on how to use SM for Recruitment Figure 32: Type of Staff Sourced on SNSs Figure 33: The Number of Organisations who Advertise on SNSs Figure 34: Type of Content Posted on SNSs Figure 35: Organisations that Encourage Employees to Post Vacancies to their SNSs Figure 36: Types of SM Platforms Engaged by Organisations Figure 37: The SNSs Organisations Advertise Vacancies on Figure 38: Three elements to humanize the brand on SM sites (Adapted: Jeffery and McKee (2011, p28).. 25 Figure 39: SNSs used by Organisation Figure 40: Organisations with Premium Paid Accounts on LinkedIn Figure 41: Effectiveness of SNSs Figure 42: Success Rates of SNSs

5 Figure 43: Breakdown of Industry Sector Utilization of LinkedIn, Facebook and Twitter Figure 44: Breakdown of the Types of staff sourced through LinkedIn, Facebook and Twitter Figure 45: Organisations that Measure SNSs Figure 46: Organisations that Successfully Hired from SNSs Figure 47: Number of Hires from SNSs Figure 48: Metrics for SNSs Figure 49: Tools for Measuring SNSs Figure 50: Referral Bonuses Figure 51: Mobile Recruitment App Figure 52: Generational Divide Across the Workforce Figure 53: Gamification

6 Tables Table 1: Survey Distribution Channels... 3 Table 2: Sectors with no SM Budget Table 3: Sectors with 1k SM Budget Table 4: Sectors with 1k-5k SM Budget Table 5: Sectors with 5k to 10k SM Budget Table 6: Sectors with 10k to 20k SM Budget Table 7: Sectors with 20k to 50k SM Budget Table 8: Sectors with 50k to 100k SM Budget Table 9: Sectors with 100k+ SM Budget Table 10: Breakdown of Financial Resources by Organisation Size Table 11: Sector Breakdown of dedicated Human Resources to SM Management Table 12: Sector Breakdown of number of dedicated Staff to SM Management Table 13: Breakdown of Dedicated Employees by Organisation Size Table 14: Breakdown of Staff Sourced on SNSs by Sector Table 15: Breakdown of Industry Sectors with Premium LinkedIn Accounts Table 16: Sectors with Significant Hires from LinkedIn Table 17: Breakdown of Sectors by Number of Hires from SNSs Table 18: Breakdown by sector of Metrics Table 19: Breakdown by sector of SM Measurement Tools Used... 35

7 1.0 Executive Summary It is not the strongest of the species, nor the most intelligent that survives. It is the one that is the most adaptable to change. Charles Darwin. The recruitment landscape is changing and this change is driven by technology. The change itself is how the communication channels have evolved and the way organisations are adopting them. Social Media (SM) is not only dominating the personal lives of individuals but now also plays a key role in business. Organisations that adopt SM expect to achieve a range of benefits through its use, including employer branding, ability to reach passive candidates, referrals for vacancies, service feedback, cost reduction in advertising and the speed at which information can potentially travel at. Organisations should be aware that SM is not a strategy in itself but rather a communication tool that plugs into the business which must be firmly rooted in the business objectives to attain success. This paper presents an in-depth analysis of the impact SM is having on the recruitment landscape in Ireland. The study indicates that SM in the recruitment process is still in the early stages of adoption in Ireland. Benefits attained include increased employer branding, effective source for hiring, capability to reach passive candidates and lower costs in advertising. The study also highlights that LinkedIn is the top performing SNS (social networking site) and proves very effective in sourcing engineering, IT, financial, HR and science staff. Referrals, employer branding, mobile recruitment and LinkedIn were considered as future trends in talent acquisition. SM is still in the very early stages in Ireland. Just fewer than 30% of respondents spend less than 5k on social recruiting but it is encouraging to see 23.6% of respondents have staff dedicated to SM. 47% of respondents only started using SM 2 years ago. The smaller companies are not spending over 10k. The larger spend (>10k) is driven by the larger organisations and this situation is mirrored across the staff dedicated to SM. The primary reason to engage SNSs is to avail of passive candidates. LinkedIn is the dominant source but Facebook and Twitter are almost on a par in terms of usage. The type of staff sourced is primarily engineering, IT, financial, HR and science respectively. The recruitment agencies are dominating the landscape in terms of success followed by the IT sector. Organisations appear to be playing around with advertising as opposed to building online communities or writing blogs. It would be interesting to assess why, i.e. is it due to a lack of resources or skills. The majority of respondents are availing of internal training and taking the approach of teaching themselves by trying to figure it out as they go along. 1

8 Upon further investigation of the 13% of respondents who achieved success in hiring 100+ staff, 87.5% had a strategy for SM. What appears to be evident is that this success was most likely due to development and implementation of strategy, i.e. taking the time to investigate and plan what will work for their organisations. Organisations are really availing of the free tools with advertising and appear to be seeking every opportunity to use these. The study revealed that 57% engage SM tools to avail of low cost advertising. Engagement appears to be really low as organisations are still fixed on broadcasting the vacancies as opposed to using content to interact with users of SNSs. The study revealed that content is primarily driven by vacancies (80%). Organisations in Ireland are slow to adopt new functionality, technology or applications on the SM platforms. The interface with the SNSs is still static with very little take up on the games (1.4%) and competitions (7.7%). Only 9.4% of respondents have a mobile app but 2012 may see further up take as 23% have plans to develop a mobile app. It is a concern to see that over 60% would not accept a LinkedIn profile in place of a CV and it would be interesting to establish is this due to a lack of awareness surrounding the facility, their infrastructure lacks the architecture to facilitate or they lack the skills to implement it etc. SM is a contributor to raising employer branding which is why almost 42% engage SM to recruit and almost 60% believed it actually did raise their employer brand awareness on these platforms. 2

9 2.0 Survey Results The survey was distributed to HR and Recruitment professionals registered with CCP Recruitment Ltd and was posted on all Irish HR and Recruitment groups on LinkedIn. Table 1 outlines the distribution of the survey: Channel Number of Individuals HR & Recruitment Candidates registered with CCP 782 candidates Recruitment Ltd Clients of CCP Recruitment Ltd NRF 280 member agencies Irish Recruiters LinkedIn Group 2469 members Human Resources Ireland (Irish HR) Sharing Info 1477 members LinkedIn Group Irish Employment Law LinkedIn Group 979 members Irish HR and Recruitment Leaders LinkedIn Group 436 members Irish Recruitment Agency Owners LinkedIn Group 82 members Irish Recruitment Professionals LinkedIn Group 121 members Irish HR Talent LinkedIn Group 185 members Irish HR Professionals LinkedIn Group 928 members HR Ireland LinkedIn Group 2700 members NRF LinkedIn Group 590 members Table 1: Survey Distribution Channels 2.1 Respondents Data was collected from 248 surveys but only 211 were completed yielding an 85.1% of surveys available for analysis. Figure 1 illustrates industry participation. The largest group of respondents are the recruitment agencies (30.6%) followed by industries such as medical devices (14.7%), IT (12.2%) and manufacturing (9.8%). Figure 1: Industry Breakdown of Survey Respondents 3

10 Figure 2 indicates that the majority of respondents recruit for engineering (51%), followed by IT (44%), HR & Recruitment (42%), Production & Materials and administration (42%). Figure 2: Sectors that Survey Respondents Recruited for The majority of respondents were either HR Business Partners / Generalists (19.2%), HR Managers (18.8%) followed by Recruitment Agency Recruiters (14.7%) and In-house Recruitment Officers (12.7%). Specialised social media roles accounted for less than 2% of the survey respondents. (Figure 3) Figure 3: Professions of Survey Respondents 4

11 The largest group of respondents came from organisations with 100 to 500 employees (28.2%), followed by organisations with less than 10 employees (15.9%). (Figure 4) Figure 4: Size of Organisations Respondents originated from The survey revealed that the majority of organisations have 1-5 employees in their recruitment team (74.7%) and only 12.7% have 5-10 employees in their recruitment team. (Figure 5) Figure 5: Size of Recruitment Teams 5

12 2.2 Social Media and Recruitment 23.3% of respondents started using SNSs to recruit one year ago and 23.3% one to two years ago. The early adopters accounted for 16.7% of respondents. A further 7.8% have never used SNSs and have no plans to do so. (Figure 6) Figure 6: When organisations started using SNSs to recruit The majority of respondents do not use any interactive initiatives with only 1.4% of respondents using games and 7.7% using competitions, (Figure 7) thus indicating a non-interactive approach so far. Figure 7: Interactive Initiatives on SNSs 6

13 Figure 8 indicates SNS usage at work. Figure 8: SNS usage at work Medical Devices (25.9%) are the largest group which prohibit SNS usage. Figure 9: Breakdown by Industry of the per cent of Companies that prohibit SNSs at work 7

14 2.2.1 Role of Social Media Figure 10 outlines the reasons organisations engage SNSs to recruit. Other reasons included; sourcing people outside of Ireland, development of functional group network, corporate wide initiative, referrals and to keep in touch with professionals. Figure 10: Reasons organisations engage in Social Recruiting Brand Awareness 41.8% of respondents engaged SNS to recruit with the view to improve their branding. (Figure 10) 21.2% consider combing the internet for online mentions very important whilst 38.9% of respondents find it somewhat important. Figure 11: Importance of combing the internet for online mentions 8

15 50.2% (Figure 12) of respondents indicated that online feedback or commentary via SNS did not impact on their recruitment process and only 8.9% of respondents found it did. Figure 12: Number of organisations that received online feedback from SNSs which impacted the recruitment process 59.4% of respondents believe the key benefit to using SNSs is improved company profile and brand awareness. (Figure 14) Benefits of SNSs The majority of respondents found SNSs beneficial to the recruitment process as indicated in Figure 13. Figure 13: Level of Benefit associated with SNSs in the Recruitment Process 9

16 The key benefits associated with SM engagement are documented in Figure 14. Unfortunately nothing of significance revealed itself in the other option with the exception of lower cost advertising and the ability to conduct background checks. Figure 14: Benefits of Social Media 2.3 Recruitment 36% of respondents reported referrals as the most effective method of recruitment in their organisation, followed by job boards (30.3%), recruitment agencies (26.7%) and social networks fourth with 16.6% voting it as very effective. Headhunting factored under other. Figure 15: Effectiveness of Recruitment Methods 10

17 However spend has increased for Social Networks with 13.6% of respondents substantially increasing their budget, 36% increasing their spend and only 3.4% decreasing their spend in the last 3 years. 25% of the respondents who substantially increased SNSs spend are recruitment agencies and 37.5% are in the IT sector. Budgets for printed media decreased for 44.2% of the respondents, recruitment agencies for 24.1% of respondents and job boards for 17.6% of respondents. (Figure 16) Figure 16: Advertising Spending Trends for the last 3 years Even though LinkedIn dominates the recruitment landscape in terms of usage, sourcing and success only 17.2% of respondents accept a LinkedIn profile in place of a CV and whilst 14.8% don t accept the LinkedIn profile, they would if it was presented. (Figure 17) Figure 17: The number of organisations accepting LinkedIn Profiles instead of CVs 11

18 The majority of respondents (77.3%) do not incorporate videos into the application process. 17.2% of respondents use Skype. (Figure 18) Figure 18: The number of Organisations using Videos in the Application Process 2.4 Strategy Of the 35.3% who did research the appropriateness of the SM tools suited to the organisation, 40.5% were recruitment agencies and 59.5% were all other industries mainly manufacturing, medical devices (12.65%), financial services and IT. Figure 19: The number of organisations who researched SM 12

19 23.14% of respondents who have a policy are recruitment agencies and 76.86% are all other industries mainly manufacturing, medical devices, financial services and IT (19.44%). Figure 20: Number of organisations with a SM policy Of the 37.1% of respondents who do have a SM strategy, 38.55% are recruitment agencies and 61.45% are all other industries mainly manufacturing, medical devices, financial services and IT (15.66%). Figure 21: Number of Organisations with a Social Media Strategy 13

20 The SM strategy is primarily designed by HR. In analysing other, the survey revealed that 3% of respondents indicated that the SM Strategy is handled by corporate, 5% indicated it was handled by senior management and 2% indicated that it was handled by IT. Figure 22: Departments responsible for SM Strategy Design 2.5 Risks The majority (95.8%) of respondents have not experienced any legal issues in using SM tools in the recruitment process. Figure 23: Legal Issues Encountered using SM tools in the Recruitment Process 14

21 The majority (83.3%) have found no reason to reject a candidate based on data discovered on SNSs. Figure 24: Number of Companies who rejected Candidates due to Data discovered on SNSs 2.6 Resources Financial Resources Figure 25 demonstrates the financial resources assigned to SM. Tables 2 to 9 provide a breakdown of which are the main sectors that have budgets and the level of budgets in place. The key sectors assigning financial resources are the recruitment agencies, IT, medical devices and manufacturing sectors. Manufacturing and recruitment agencies are the only sectors spending 100k+. Budget Recruitment Manufacturing Medical IT Pharma Agency Devices None 29.5% 10.23% 14.8% 9% 9% Table 2: Sectors with no SM Budget 15

22 Budget Recruitment Medical IT Agency Devices 1k 41% 12.82% 10.25% Table 3: Sectors with 1k SM Budget Budget Recruitment Medical IT Agency Devices 1k-5k 47.61% 14.28% 19.04% Table 4: Sectors with 1k-5k SM Budget Budget Recruitment Medical IT Agency Devices 5k-10k 33.33%% 16.66% 12.5% Table 5: Sectors with 5k to 10k SM Budget Budget Recruitment IT Agency 10k-20k 33.33% 33.33% Table 6: Sectors with 10k to 20k SM Budget Budget Recruitment Manufacturing Agency 20k-50k 50% 20% Table 7: Sectors with 20k to 50k SM Budget Budget Recruitment Medical IT Electronics Agency Devices 50k-100k 16.66% 16.66% 50% 16.66% Table 8: Sectors with 50k to 100k SM Budget Budget Recruitment Manufacturing Agency 100k % 66.66%% Table 9: Sectors with 100k+ SM Budget 13.6% of respondents spent substantially more on SNSs and 35.02% increased their spend in the last three years. (Figure 16) 16

23 Figure 25: Social Media Budgets Table 10: Breakdown of Financial Resources by Organisation Size Figure 26: Breakdown of Financial Resources by Organisation Size 17

24 2.6.2 Human Resources However less than 24% of respondents (Figure 27) have personnel dedicated to managing the organisation s social media presence with the IT sector leading the way. Table 14 provides a breakdown of the sectors with dedicated staff to SM management. Figure 27: Human Resources dedicated to SM management Recruitment IT Manufacturing Medical Devices Agency 33.33% 27% 6.25% 6.25% Table 11: Sector Breakdown of dedicated Human Resources to SM Management 52.7% of respondents have only one person dedicated to SM management and only 7.3% have ten plus staff dedicated to SM management. Resources 1 Employee 2 Employee 3 to 5 Employee 5 to 10 Employee 10+ Employees Respondents 44.82% 45.45% 50% 100% 25% across each sector Sector Recruitment Agency Recruitment Agency IT IT Manufacturing Financial Services, IT and Retail Table 12: Sector Breakdown of number of dedicated Staff to SM Management 18

25 Figure 28: Number of Staff dedicated to SM Management Table 13: Breakdown of Dedicated Employees by Organisation Size 10+ Employees 5-10 Employees 3-5 Employees 2 Employees 1 Employee Less than % 20.00% 40.00% 60.00% 80.00% % % Figure 29: Breakdown of Dedicated Employees by Organisation Size 19

26 Outsourcing Of the 13.5% of respondents who would outsource their SM recruitment activities, 30.7% were recruitment agencies and 27% were from the medical device sector. Figure 30: Outsourcing of SM Management Training 88% of organisations are investing in training with their employees in utilizing SM in the recruitment process. The majority of personnel are self-taught (39.6%) with 25.5% figuring it out as they go along and a further 26.6% of respondents availing of internal training. 12% have no plans to invest in SM training whilst 8.9% do. 24.5% invested in external training of which 5% of respondents didn t specify which external organisation, 5% availed of the Irish Recruiters training, 5% availed of Social Talent s training, 2% availed of LinkedIn training and 5% availed of training with other training bodies. Figure 31: Training on how to use SM for Recruitment 20

27 2.7 Key Channels to Talent Types of Staff Sourced on SNSs Figure 32 provides a full breakdown of the type of staff sourced on SNSs. What is of interest in the finding is that the SNSs are unearthing technical professional staff. 37.9% of respondents sourced engineering candidates and 32.8% recruited IT staff. Obviously the recruitment agencies are taking the lion s share of the sourcing on the SNSs as this is the nature of their business. Figure 32: Type of Staff Sourced on SNSs Table 14 indicates that the recruitment agencies sourced 49.27% of the engineering candidates, 50% of IT candidates, 64.28% of the financial/banking candidates, 60.52% of the HR & recruitment candidates and 76.66% of the science/pharmaceutical candidates. The IT industry is the next sector to dominate the landscape hiring 31.66% of IT personnel and 18.42% of the HR & recruitment candidates. Finally the manufacturing sector sourced 11.6% of their engineering staff, medical devices 15.94% and the pharmaceutical sector hired 13.33% of the science/pharmaceutical candidates. 21

28 Sector Engineering IT Financial / Banking / HR & Recruitment Science/ Pharmaceutical Insurance Manufacturing 11.6% Not Not significant Not significant Not significant significant Medical 15.94% Not Not significant Not significant Not significant Devices significant Pharmaceutical Not significant Not Not significant Not significant significant 13.33% Recruitment 49.27% 50% 64.28% 60.52% 76.66% Agency Financial Not significant Not 14.28% Not significant Not significant Services significant IT Not significant 31.66% Not significant 18.42% Not significant Table 14: Breakdown of Staff Sourced on SNSs by Sector Content on SNSs 72.5% advertise vacancies on SNSs (Figure 33), of which 40.5% are from recruitment agencies, 15% from the IT sector and 11.76% are from the medical devices sector. Figure 33: The Number of Organisations who Advertise on SNSs 22

29 Figure 34 illustrates the type of content posted on SNSs. Industry updates and company news accounted for 5% of the comments under other. Figure 34: Type of Content Posted on SNSs Figure 35 indicates that organisations are encouraging employees to post vacancies on their SNSs to gain further reach but respondents are mainly from recruitment agencies (55.43%) and the IT sector (18.47%). Figure 35: Organisations that Encourage Employees to Post Vacancies to their SNSs 23

30 2.7.1 Communities 10.4% of respondents have an online community, (Figure 36) of which 31.81% are from the IT sector, 22.72% are from recruitment agencies and 13.63% are from electronics sector and 13.63% are from manufacturing sector. Figure 34 indicates the type of content posted on SNSs which is primarily vacancies. Figure 36: Types of SM Platforms Engaged by Organisations Figure 37 demonstrates that 79.5% advertise vacancies in their LinkedIn groups. The online community is primarily respondents from recruitment agencies (43.33%) and IT (16.66%) Figure 37: The SNSs Organisations Advertise Vacancies on 24

31 Engaged Communities 10.4% of respondents have an online community but the type of content posted on SNSs is primarily vacancies which is not recommend. Jeffery and McKee (2011) refer to three elements to humanize the brand, namely people to demonstrate culture, opportunities to demonstrate career progression and products. Getting the balance right with messaging across the SM platforms is important. Job postings dominate the content (80%) however respondents are humanizing the brand somewhat: People 19.7% of respondents post content on the culture in the organisation. 10.6% of respondents post content on sports and social news. Opportunities 13.5% of respondents post content on new appointments. 4.8% of respondents post content on internal promotions Product 22.6% of respondents post content on new product releases. Figure 38: Three elements to humanize the brand on SM sites (Adapted: Jeffery and McKee (2011, p28) Figure 10 identified some of the reasons respondents incorporate SNSs in the recruitment process and they include: To learn and develop within own profession (25%) To connect with industry experts, current and past employees (42.2%) Collaboration / knowledge sharing on projects (10.7%) To connect with clients (26.6%) Sharing of company information (17.6%) The researcher believes that communities could be formed around these categories and participants could learn, share, collaborate and engage with each other. 25

32 2.7.2 LinkedIn 65.4% of respondents having a LinkedIn company page and 15.6% have a LinkedIn page for past employees. (Figure 36) 79.5% of respondents advertise their vacancies on LinkedIn groups under the free job discussions, 19.2% of respondents advertise on the LinkedIn Groups under the paid advertising, 31.1% take out paid adverts and 27.8% of respondents have a premium account. (Figure 37) 94.5% of respondents use LinkedIn. (Figure 39) Figure 39: SNSs used by Organisation 34.1% of respondents have a premium paid account with LinkedIn for sourcing. (Figure 40) Table 15 provides the detail on the main sectors splashing out on premium accounts. Sector Premium Paid LinkedIn Account Medical 14.08% Devices Recruitment 42.25% Agency IT 19.71% Table 15: Breakdown of Industry Sectors with Premium LinkedIn Accounts 26

33 Figure 40: Organisations with Premium Paid Accounts on LinkedIn LinkedIn is rated very effective by 32.9% of respondents and effective by 40.1% of respondents. Figure 41: Effectiveness of SNSs 27

34 LinkedIn is clearly out performing other sites with 90.4% of respondents making successful hires from this platform. (Figure 42) Table 16 highlights the industries making significant hires from LinkedIn. Figure 42: Success Rates of SNSs Sector LinkedIn Hires Medical 11.76% Devices Recruitment 40% Agency IT 20% Table 16: Sectors with Significant Hires from LinkedIn 28

35 Figure 43 indicates that the recruitment agencies are achieving the most hires across the three key SNSs, followed by IT. It is interesting to note the medical devices, manufacturing and engineering sectors only successfully attained hires through LinkedIn Figure 43: Breakdown of Industry Sector Utilization of LinkedIn, Facebook and Twitter Figure 44 indicates which SNSs are most successful at sourcing a particular type of candidate. Clearly any recruiter sourcing IT or engineering candidates should be using LinkedIn. Figure 44: Breakdown of the Types of staff sourced through LinkedIn, Facebook and Twitter 29

36 2.7.3 Company Blog 19.4% of respondents have a blog (Figure 36) and 21.7% use blogs (Figure 39). Figure 41 demonstrates the effectiveness of blogs and 10.4% rate blogs very effective, 28.4% effective, 31.3% were neutral, 9% rated blogs somewhat ineffective whilst 20.9% considered blogs not at all effective. Figure 42 indicates that only 4.3% made successful hires from blogs of which 25% were from the IT sector, 25% from the transport sector and the remaining 50% from recruitment agencies Facebook 52.6% of respondents have a Facebook page (Figure 36). Figure 37 demonstrates that 8.6% advertise on marketplace, 4% use pay per click adds and 30.5% advertise using Facebook posts (free) and 53% use Facebook (Figure 39). Figure 41 demonstrates the effectiveness of Facebook and 4.4% rate it very effective, 34.1% effective, and 34.8% were neutral, 10.4% rated Facebook somewhat ineffective whilst 16.3% considered Facebook not at all effective. Figure 42 indicates that 21.3% made successful hires from Facebook of which 35% were from the IT sector, 10% from the health and social care sector and 30% from recruitment agencies Twitter 43.1% of respondents have a Twitter Account (Figure 36) and 51.2% use Twitter (Figure 39). 39.7% of respondents advertise vacancies on Twitter. Figure 41 demonstrates the effectiveness of Twitter and 3.9% rate Twitter very effective, 31% effective, 34.9% were neutral, 14% rated Twitter somewhat ineffective whilst 16.3% considered Twitter not at all effective YouTube 20.7% use YouTube (Figure 39). Figure 41 demonstrates the effectiveness of YouTube and 5.1% rate YouTube very effective, 20.5% effective, 41% were neutral, 7.7% rated YouTube somewhat ineffective whilst 25.6% considered YouTube not at all effective. Figure 42 indicates that only 2.1% made successful hires from YouTube all of which were from the IT sector Google+ 14.7% use Google+ (Figure 39). Figure 41 demonstrates the effectiveness of Google+ and 4.8% rate Google+ very effective, 20.6% effective, 33.3% were neutral, 9.5% rated Google+ somewhat ineffective whilst 31.7% considered Google+ not at all effective. Figure 19 indicates that 7.4%% made successful hires from Google+ of which 42.85% were from recruitment agencies and the remainder from manufacturing, IT, Public and health care and social sectors. 30

37 2.7.8 BeKnown, Branchout and Stumbleupon Only 2% of respondents advertise on Branchout and 2.6% on BeKnown. 2.8% use BeKnown, 5.1% use Branchout and.5% use Stumbleupon. These sites were only rated by 4% to 5% of respondents and 46% to 55% of respondents found them to be not at all effective. Respondents had no success hiring from BeKnown or Stumbleupon whilst only 1.1% had success hiring from Branchout. LinkedIn is clearly the dominant site engaged with Facebook and Twitter almost even in terms of use. In analysing the other responses, 1% use Bullhorn and Xing. Google+ is leading the new comers with 7.4% of respondents achieving successful hires from it. 2.8 Performance Management Measurement 41.9% measure the effectiveness of SNSs but as much again do not. (Figure 43) Figure 45: Organisations that Measure SNSs 31

38 61.6% of respondents successfully hired using SNSs. (Figure 46) Figure 46: Organisations that Successfully Hired from SNSs 64.9% of respondents hired up to ten people, 26.6% hired up to fifty people and 8.5% hired over one hundred people using SNSs. (Figure 47) Figure 47: Number of Hires from SNSs 32

39 Table 17 illustrates which sectors are measuring performance and making successful hires. Sector Measure Successfully SNSs hired Medical 10.98% 9.02% 14.75% 4% 12.5% Devices Recruitment 39.56% 45.11% 36.06% 48% 25% Agency IT 19.78% 15.03% 11.47% 28% 50% Other Sectors 29.67% 31.5% 37.7% 20% 12.5% Table 17: Breakdown of Sectors by Number of Hires from SNSs Numbers that are significant listed under other The manufacturing sector hired and 100+ employees. Electronics, Financial Services, Retail and Health and Social Care sectors hired in the category also Metrics Respondents are primarily measuring performance of SNSs by number of hires. (Figure 48) Figure 48: Metrics for SNSs 33

40 Table 18 highlights which sectors are using metrics to measure SNSs. Sector No of Hires No of applications No of likes etc. Medical 12.79% 12.67% 6.25% Devices Recruitment 38.37% 32.39% 50% Agency IT 18.60% 23.94% 21.87% Table 18: Breakdown by sector of Metrics Measurement Tools Google Analytics (40%) is rated as the main tool for measuring performance of SNSs. Figure 49: Tools for Measuring SNSs Upon analysing the other responses the researcher revealed that 12% of respondents measure effectiveness through their recruitment databases. (Figure 49). Medical devices, recruitment agencies and IT are the primary sectors measuring and successful hiring. (Table 19). 34

41 Sector Google Facebook Social Hootsuite Other Analytics Insights Mention Manufacturing 8.88% 16.66% 50% N/A 6.25% Medical 8.88% N/A N/A N/A Devices Pharmaceutical 2.22% N/A N/A N/A 12.5% Engineering 6.66% N/A 0 N/A N/A Recruitment 35.55% 38.88% N/A N/A 56.25% Agency Financial 4.44% 5.5% N/A N/A 12.5% Services Retail N/A 5.5% N/A N/A N/A Education 2.22% 5.5% N/A N/A N/A Health 4.44% 11.11% N/A N/A 6.25% Voluntary 2.22% 5.5% N/A N/A N/A Public 2.22% 5.5% N/A N/A N/A IT 22.22% 5.5% 50% 100% 6.25% Table 19: Breakdown by sector of SM Measurement Tools Used 2.9 The Future of SM Recruitment The response rate under predictions for future talent acquisition was poor. Of the 17.2% of respondents who did comment on future predictions, the following are the key issues: Referrals 2% of respondents believe referrals will be a future source of talent. Referral bonuses are presently offered by 59.4% of respondents. Figure 39 indicates an increase in spend on referral budgets in the last 3 years by 34.2% of respondents. Figure 50: Referral Bonuses 35

42 2.9.2 Employer Branding 1% of respondents believe branding will be a future source of talent Mobile Recruitment 1% of respondents believe mobile recruitment will be a future source of talent. Presently, less than 10% of respondents have a mobile recruitment app, 22.9% have plans to incorporate an app into their process in the next 12 months and 55.2% have no plans to incorporate an app into their recruitment process. Figure 51: Mobile Recruitment App Generational Gap Figure 52 demonstrates the generational divide across the workforce applications attained via SM platforms, however respondents did not comment on this subject in the future predictions of talent acquisition. Figure 52: Generational Divide Across the Workforce 36

43 2.9.5 Gamification Figure 53 indicates that less than 10% of respondents use interactive initiatives in their SNSs respondents did not comment on this subject in the future predictions of talent acquisition. Figure 53: Gamification SNSs 2% of respondents predict that LinkedIn is the future in talent acquisition and 1% believe Twitter will be the source. The remaining predictions included recruitment tool for Facebook, decline in LinkedIn profiles due to recruiter contact, SNSs are a threat to agencies, the need for old-fashioned reference checking as opposed to taking content on LinkedIn recommendations as fact and the integration of SM with onsite sourcing systems is leading to higher levels of accuracy in search results Other 2% of respondents believe video CV s and 1% cloud recruitment will increase. 37

44 3.0 Summary SM is still relatively new to many organisations with 62.75% of respondents engaging with SNSs in the last three years. Sourcing, low cost advertising, reaction to competitor practices and branding are the main reasons for using SNSs to recruit. The general consensus is that SNSs are beneficial to the recruitment process as they raise brand awareness and are a successful source of hires particularly with the passive candidate pool. The SNSs are proving to be a rich source for the technical professions such as engineering and IT. LinkedIn is dominating the SM platforms with its performance. In terms of research and implementation of strategy and policies, approximately 50% of respondents are doing so and the majority have not encountered any legal issues. Recruitment agencies, medical devices and IT are the main sectors assigning financial and human resources to the process of recruiting across the SNSs. The performance is primarily based on the number of hires and applications. SNSs form only part of the recruitment armour with referrals, job boards, recruitment agencies and a number of other tools, however advertising spending trends are changing and SNSs saw the largest increases and least decreases in the last three years. The findings indicate a traditional approach to content on the SNSs with very little interactive initiatives. Content is driven primarily by vacancies. LinkedIn is dominating the recruitment landscape and they take the lions share in its effectiveness rating. With regard to the future, only 17.2% of respondents commented on future predictions of talent acquisition. Referrals, LinkedIn and video CV s dominated the predictions with Twitter, mobile recruitment, branding and cloud recruitment following. 38

45 4.0 About CCP CCP Recruitment is an award winning agency who have successfully filled key client positions for some of Irelands leading organisations. Our aim is to continually work harder to gain a complete understanding of our clients' needs so that our level of expertise is trusted and relied upon for repeat business. Our Recruitment Agency has been established since 1997, with offices in both Cork and Galway, Ireland. The success of our approach is evident in the level of repeat business we generate: 89% of our work comes from existing clients with new business making up the remaining 11%. We are not tied to just one recruitment method - the first step is to work with our clients to establish their requirements in detail and to advise them on market conditions, salary levels and any other factors critical to success. Developing the initial brief is crucial: unrealistic expectations can lead to an unsuccessful recruitment exercise. We assess each assignment individually and recommend the most appropriate solution. CCP Recruitment look to bring a different approach to recruitment, and are proud of what we do. We approach our business with energy, enthusiasm and dedication and actively search for ways to improve. We are very much aware that we are dealing with people's careers and business directions, and are highly committed to ethical recruitment practices. We strive to add value to the careers of our candidates, and seek to work with organisations that will enhance those opportunities. CCP Recruitment is a generalist agency with an impressive track record in recruiting Technical Engineers for the Multinational sector. Our recruitment agency extends Nationwide offering services in Cork, Galway, Mayo, Sligo and the Midlands. Our team's recruitment techniques have made us a recruiter of choice to many businesses and candidates across Ireland. We leave no stone unturned in order to find the right candidates for the right roles. We relish being measured on our performance and continually seek to raise the bar. CCP Recruitment Galway specialise in: Customer Service, Call Centre / Languages Engineering & Technical Environmental, Health & Safety Executive & Management Finance / Banking / Insurance HR/Training/Recruitment 39

46 IT & Software Production- & Manufacturing Retail /Sales & Marketing Science, Pharmaceutical and Food Secretarial & Administration Supply Chain & Materials If you would like to know more about our recruitment agency or career opportunities in Ireland please contact us at either our Cork or Galway office. Galway Address: CCP Recruitment Ltd, Unit 13A Northpoint, Tuam Road, Galway City, Galway, Ireland Tel: Fax: Cork Address: CCP Recruitment Ltd, Acorn Business Campus, Mahon Industrial Park, Blackrock, Cork, Ireland Tel: Fax: