What is Siemens Manager’s Call Program?
The Manager’s Call is a four-month global social recruitment campaign launched by Siemens to hire the best talent for its graduate program. Siemens uses social networks Facebook and Tumblr to engage with prospective candidates and raise awareness about its Graduate Program, and the company as a whole. It aims to identify the brightest minds across the EU and Russia, the Americas, the Middle East, Africa and Asia Pacific.
The campaign attracted 220 participants around the world this year.
What is Siemens Graduate Program?
Introduced in 1922 The Siemens Graduate Program is a two-year international training program for recent graduates that trains them to become future managers and leaders at Siemens.
The program comprises of three assignments, which challenge graduates to take on several responsibilities and perform demanding tasks in the company’s different sectors. Graduates are accompanied by a personal mentor who guide them through this intensive training program, assist them in honing their skills, and planning and executing assignments, and provide career guidance.
The program offers graduates the opportunity to gain insights into the Siemens work culture. Graduates can avail of real life hands-on professional experience, and network with Siemens employees across the globe.
How it Works
The Manager’s Call uses Tumblr to start a global discussion with prospective candidates across a large variety of regions and topics.
Participants actively initiate discussions and debates on Tumblr around four main topics: business insights, career insights, future of work and future of the workforce. Every week, participants are given a new topic to write about.
Julia Jank, Head of the global SGP Team at the Siemens Graduate Program, feels:
“This is a great way for young people all over the world to make themselves known to Siemens, as well as exercising their debate skills in a unique, global forum. It’s fascinating to see alternative perspectives on the same topic emerge from each different region.”
Siemens encourages healthy competition and interaction among participants by rewarding activity with points and featuring top participants in a leaderboard.
The more a participant comments or the more people ‘like’ a participant’s comments, the more points he/she are awarded. Participants are also encouraged to award fellow participants with social stars for insightful contribution to the discussion. This ensures quality and quantity are both key to standing out.
Every Sunday the top participants of the preceding week are awarded medals. People with the maximum number of medals and points get an opportunity to interact with a Siemens manager and avail of a personal career-counseling session.
While Tumblr is best suited for in-depth discussions, Siemens also uses Facebook to drive traffic and reach a broader audiences. On Siemens’ Facebook page, anyone can access the content streamed from Tumblr, create profiles and add to the discussion.
Thomas Hirschmann, account director at We Are Social, said:
“This campaign generates interest in the Siemens Graduate Program by tapping into social behaviour that already exists. Tumblr is increasingly popular with a young audience, and people are already sharing and commenting on content on the platform, so it was the natural choice for this campaign.”
Tumblr helps recruiters reach out to 18-34 year olds and capture their attention with visual, easy-to-share content. Tumblr makes it easy to integrate photos and videos into posts, and content on Tumblr is extremely easy to share with the “ReBlog” feature (which works like the Twitter Retweet).
Social media as a recruitment tool
Recruiting the right talent for a role has become extremely competitive. It is now essential for employers to tap into all sorts of extended networks through social media to reach out to potential candidates.
The 2012 Jobvite Social Recruiting Survey reveals that social recruiting is an essential HR practice: 92% of US companies using social media to hire the best talent. 86% of recruiters are more likely to check a candidate’s social profile.
While LinkedIn is still the most commonly used recruitment network (93% of employers), Facebook is finding more takers (66% employers). The number of recruiters using Twitter for potential talent hunt has also gone (54% employers). The Jobvite survey also reveals that social recruiting is more effective, and helps employers find better talent and complete the hiring process faster.
According to Dan Finnigan, president and CEO of Jobvite:
“The rise in social recruiting has allowed both candidates and employers an easier way to find the best match. We continue to see social recruiting gain popularity because it is more efficient than the days of sifting through a haystack of resumes. It also increases quality referral hires, which our own data on Jobvite proves are hired faster and last longer.”
This infographic show how employers have adopted social recruiting and which platforms they’re using the most to hire the best talents.
Brian Burgess, Director of Brand & Talent at MSLGROUP North America, points out that different sites serve different purposes, – messages and strategy should be tailored accordingly:
“Professional jobs are sought out on LinkedIn whereas hourly jobs tend to be sourced on sites like Careerbuilder and Monster. In general, it’s standard practice to invest wisely in the company’s careers portal as the central hub to attract and convert applications for internal review. From there, HR should ‘own’ a number of key social media sites like LinkedIn or Monster to attract talent, but also sites like Glassdoor and Indeed to influence and manage the reputation of a brand as a great employer.
“Broader social media sites like Facebook, Twitter, YouTube, Pinterest and Google+ are also important outlets, but are typically ‘owned’ by marketing or communications teams. Don’t compete with them with a ‘jobs’ page or handle, be a contributor and add to your company’s broader narrative. Recruitment messaging adds to brand narrative, it should not be isolated and stand on it’s own.”
Dipti Agarwal, Senior Account Manager at MSLGROUP India, said:
“A candidate’s social media activity can actually reflect his/her capabilities. For e.g.: someone’s blog can speak volumes about his/her creativity, writing skills, thought process, enthusiasm etc. A candidate’s Twitter feed can briefly give me an insight into his interests, behavior with others which merely a face-to-face interview might not give.”
In addition, job seekers themselves expect employers to be present on social networks and expect to see communication about the organizations’ work, values, mission and vision. Job seekers are also likely to apply for jobs via social networks, as the below infographic demonstrates.
Finding the right fit
It’s not unusual for companies to go to lengths to ensure new recruits will fit in with the culture, be it with long engaging programs like Siemens’ The Manager’s Call, or even a $4,000 bonus to quit like the Zappos “offer.”
Brian Burgess notes:
“It’s common practice these days that talent is evaluated on two planes: 1) skills/aptitude to do the job and 2) cultural fit. Often times it’s the hiring manager who checks the boxes on skills and experience and HR on the values, behaviors and charactertistics that suggest a prospective employee will be successful within a company.
“A few areas where companies are investing are in EVP (employer value proposition) and employer brand to position employers for what they want to be known for and simultaneously attracting the right talent — not just the best. They are also investing in their communications channels and networks (careers portals, social media properties and recruiting networks) to ensure global clarity and consistency in the employer message. And finally, improving the transitions between the recruitment experience and first 100 days into the business. This involves engaging leaders inside the business to seamlessly guide new hires from the HR experience to role alignment, making connections to people, networks and information and the behaviors/cultural attributes to be successful.”
MSLGROUP’s People’s Lab crowdsourcing platform and approach helps organizations tap into people’s insights for innovation, storytelling and change. The People’s Lab crowdsourcing platform also enables our distinctive insights and foresight approach, which consists of four elements: organic conversation analysis, MSLGROUP’s own insight communities, client-specific insights communities, and ethnographic deep dives into these communities.
As an example, 100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on reputation, employee engagement and citizenship on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it — on the MSLGROUP Insights Network itself but also on the broader social web — to distill insights and foresights. We share these insights and foresights with you on our People’s Insights blog and compile the best insights from the network and the blog in the People’s Lab Quarterly Magazine, as a showcase of our capabilities.We have further synthesized the insights from 2012 to provide foresights for business leaders and changemakers — in the ten-part People’s Insights Annual Report titled Now & Next: Ten Frontiers for the Future of Engagement, also available as a Kindle eBook.
As you can imagine, we can bring the same innovative approach to help you distill insights and foresights from conversations and communities. To start a conversation on how we can help you win with insights and foresights, write to Pascal Beucler at email@example.com.