Bancos na Alemanha estão enfrentando desafios no recrutamento de recém -formados. Os efeitos remanescentes da crise financeira global ainda pesam sobre a conveniência dos bancos como lugares para trabalhar, e muitos jovens consideram que a indústria está atrasada. Mas, para explorar esse canal emergente, os bancos devem persegui -lo ativamente. Mais notavelmente, eles precisam ver as mídias sociais não apenas como um canal de construção de marcas, mas como um canal de recrutamento.
Social media give banks a chance to improve their recruiting. But to exploit this emerging channel, banks must pursue it actively. Most notably, they need to view social media not simply as a brand-building channel but as a recruitment channel.
To better understand the possibilities of social media recruiting, The Boston Consulting Group partnered with SRH Hochschule Berlin, a leading business school, to
O recrutamento de mídia social é um canal subutilizado. Mais de 99% dos participantes da pesquisa tinham pelo menos uma conta de mídia social, e dois terços usaram o Xing, o local de recrutamento em língua alemã, e o LinkedIn à rede e divulgar suas realizações. Mas esses alunos ainda se baseavam muito mais nos sites dos bancos e nas pesquisas da web para aprender sobre potenciais empregadores. Apenas 2% encontraram seu último estágio através das mídias sociais. Se os bancos alemães quiserem usar as mídias sociais para atrair candidatos a emprego, eles terão que fazer um trabalho melhor de adaptar esses canais às suas necessidades. Quase 80% dos entrevistados disseram que visitariam os perfis de mídia social de um banco alemão para procurar um emprego ou um estágio, e 9% dos entrevistados realmente se candidataram a uma posição depois que o viram anunciar nas mídias sociais. Mas os alunos estão em grande parte insatisfeitos com o conteúdo geral de desenvolvimento de carreira nos canais de mídia social dos bancos, classificando-o abaixo do conteúdo e design de mídia social geral. Embora o Xing e o LinkedIn sejam os líderes do mercado claro no recrutamento de mídias sociais, os alunos estão cada vez mais dispostos a compartilhar informações profissionais no Facebook. Quase um terço dos entrevistados exibe seus diplomas acadêmicos no Facebook e quase um quarto de experiência profissional e interesses profissionais. (Consulte Anexo 1 e 2.)
Half of the respondents found their last internship online, while the other half found it through other channels, such as recommendations and schools’ career-services offices. Only 2% found their last internship through social media.
Students are disappointed in the social media offerings of German banks. If German banks want to use social media to attract job candidates, they will have to do a better job of tailoring those channels to their needs. Almost 80% of the respondents said they would visit the social media profiles of a German bank to look for a job or an internship, and 9% of the respondents actually applied for a position after they saw it advertised on social media. But students are largely dissatisfied with the overall career-development content on banks’ social-media channels, ranking it lower than general social-media content and design.
Recruiting social-media sites are not the only game in town. While Xing and LinkedIn are the clear market leaders in social media recruiting, students are increasingly willing to share professional information on Facebook. Nearly one-third of the respondents display their academic degrees on Facebook, and almost one-quarter show work experience and professional interests. (See Exhibits 1 and 2.)
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Given Facebook’s incredible penetration of 99% among the survey respondents, these disclosures provide significant insight into a huge pool of potential employees. Facebook also attracts twice as many followers as LinkedIn or Xing among students interested in working for German banks, allowing the banks to extend their networks and use social media as a talent pipeline. In light of these findings—underutilization of channels by banks, disappointment by students, and the relevance of Facebook—how should banks respond? Below are three ways.
Mostre -me os empregos
Survey respondents visit social media channels to learn about job or internship opportunities. That was the reason cited by more than three-quarters, or 78%, of survey respondents for going to a bank’s social-media channel. (See Exhibit 3.) Unfortunately, few banks offer jobs and internships through this channel. Only 2% of the survey respondents actually found their most recent internship through social media. In contrast, 47% found it through an online search and 28% through a recommendation.
Banks should expand their social-media channels to capture this untapped demand. The social media channels of most German banks are currently populated with general information. But survey respondents are more likely to visit traditional websites, conduct Web searches, and reach out to their professional networks to acquire that information, according to the survey. There’s nothing wrong with banks using social media for general brand building, but it should be supplemented by strong career content and job opportunities.
Survey respondents rated the employment-related content on the social media channels of German banks as consistently weaker than their overall messaging and design. Yet social media channels allow banks to connect directly with potential applicants—something that most respondents said they were willing to do. More than three-quarters of the survey respondents who used Xing said they would connect with a headhunter through social media channels. More than two-thirds of LinkedIn users were willing to do so, too.
Facebook Matters
Many employers mistakenly do not view Facebook as a recruiting channel. While it may not rival LinkedIn or Xing as a talent acquisition channel in the medium term, it’s too big to ignore. Respondents said that they were slightly more likely to visit Facebook than LinkedIn to seek information about a bank. Moreover, 42% said they would connect with a recruiter at a potential employer through Facebook.
Dado o amplo alcance do Facebook, os bancos podem criar consciência e gerar um efeito de rede no site. Por exemplo, 63% dos entrevistados disseram que teriam maior probabilidade de se inscrever em um workshop relacionado ao trabalho se vissem que seus amigos estavam participando. Pode ser um desafio gerenciar essas funções e se envolver na aquisição de talentos. Para superar esse desafio, as empresas devem pensar em lançar presenças separadas de desenvolvimento de carreira nas mídias sociais, semelhantes aos sites de carreira. Quase três quartos, ou 73%, dos participantes da pesquisa, por exemplo, disseram que gostariam que os bancos tivessem um perfil de carreira separado no Facebook. Deve ser claramente segregado do conteúdo tradicional de mídia social. Idealmente, equipes separadas - LIQUIMENTO MARKETING e RH - devem gerenciar essas duas atividades. Os bancos podem explorar os efeitos da rede das mídias sociais e sua vasta quantidade de dados relevantes para trazer mais e melhores recrutas jovens do que seus concorrentes. Jens Jahn
Define Your Social-Media Strategy
Social media channels continue to serve valuable roles in marketing, brand building, and customer feedback. It can be challenging to manage these roles and engage in talent acquisition. To overcome this challenge, companies should think about launching separate career-development presences on social media, similar to their career websites. Nearly three-quarters, or 73%, of the survey respondents, for example, said that they would like banks to have a separate career profile on Facebook.
The career content on social media channels should be clearly identified and offer specific jobs and internships. It should be clearly segregated from traditional social-media content. Ideally, separate teams—likely marketing and HR—should manage these two activities.
At a time when German banks are having recruiting challenges, social media represent a new source of talent acquisition. Banks can tap into the network effects of social media and their vast amount of relevant data to bring in more and better young recruits than their competitors.
