Social Media Monitoring
in HR and Recruitment:
Cutting Edge or Over The Edge?
2015
270
m
active users
332
m
users
74%
of Adults Have Social Profiles
Along the Way,
We Leave Behind
Massive Amounts
of Data
300
h
video uploaded /min
2b
Active Social Accounts Globally
IP Address/
Physical Location
We leave
breadcrumbs
and pick up
cookies that
allow advertisers
to access our
information
and create
detail-rich
profiles
1.8 m
The Typical
Office Worker
Produces:
1.39
b
users
m b / yea r
5k
Shopping
Preferences
Means & Methods By
Which We Pay Online
m b/ d a y
Advertisers Create Profiles On
Our Buying Habits & Preferences
Savvy Candidates are treating a job
search like any other major purchase
by using social media to learn as much as they
can about a company before clicking “apply”
7 out of 10
30%
Workers Regularly Search
for New Opportunities
Say Job Searching
Is A Weekly Activity
It was INEVITABLE that we’d have access to Job Seeking Behavior Data
Sample Job Seeking
Behavior Indicators
Data Also Profiles Our
Job Search Habits
& Preferences
Following Recruiters’
Social Accounts
Job search
behavior can be
tracked through
publicly available
data sources
including social
media, public job
boards and
authorized
data service
providers like
Twitter’s GNIP
Subscribing to CareerRelated Content
Creating Job-Focused
Online Profiles
Frequent Visits to
Employment-Themed Pages
Sudden Increase In
Job-Related Endorsements
Uses of Social Data for HR & Recruiting
+
–
+
–
Acceptable
+ Better Workforce Planning
– Using Race, Gender,
Religion, Sexual Orientation,
Age, Political Affiliations
For Talent Decisions
+ Improved Communication
– Making Hiring
+ Easier Job Advertising &
Decisions Based On
Unverified Information
Candidate Screening
e.g. John Doe’s LinkedIn
Profile Says He Went To
Harvard. Did He?
+ Enhanced Customer
Service & Tracking of
Employee Satisfaction
?
Unacceptable
+ Enhanced Retention
w/Candidates & Employees
?
– Punishing or Harassing
Undefined
? Using Online Networks To
Identify Candidates’ Former
Colleagues For Reference
Information Without
Candidates’ Knowledge
Is It Fair?
? What Is The Statute Of
Limitations On Punishing
Bad Decisions Made
When Young?
When Can We Let Go
Of That Spring Break Photo?
Employees For Online
Activity Viewed Unfavorably
By A Manager Or The
Organization
? When To Use Data At An
e.g. Oil Employee Who
Comments Against
Fracking In Social Media
? Intellectual Property
Individual Level vs. At The
Aggregate Level
Ownership
Unwittingly Giving Too Much
Information About A Role On A
LinkedIn Profile
Avoid
Going Over
The Edge
With . . . . . . . . . . . . . . . . .
Good Governance
Establish How Data From Public
Information Can And Will Be Used
Be As Transparent As Possible About
How You Use The Data And The Benefits
Review Current Privacy Policies. Do They
Align With Monitoring Technologies?
Establish Tight Authority Levels. Who
Should Be Able To See Information In
Monitoring Technology And How Are
They Allowed To Use It?
What Are Recruiters Allowed To Look
For? Is It Relevant To The Position?
What About Cultural Fit?
ANALYTICS AS A SERVICE
JOB SEARCH ANALYTICS
Hudson offers a variety of analytical
tools to improve workforce planning,
advanced sourcing, retention and
enhanced employee and
candidate communication
Access the only report of its kind that leverages
job seeking behavior technology to track and
compare the activities of U.S. employees by
generation and seniority level
us.hudson.com/talent-analytics
Visit JobSeekerPulse.com