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  • Sara Jurado 9:00 am on June 3, 2013 Permalink | Reply
    Tags: , , , , , , , professional branding, Recruitment 2.0   

    LinkedIn’s new competency model: networking + personal branding 

    Estimated reading time: 3 minutes

    Some time ago psychologis spoke about the importance of positive reinforcement, but have you ever stopped to think that social networks are just about social reinforcement? They are a way of reaffirming ourselves (what we like, what we know, what we read…), but that was already done in blogs and in the web 1.0.

    Part of the success of microblogging platforms and social networks lies it it enables us to leave our egocentricness and project ourselves towards the world through others (retweets, +1 button); all these ways of sharing our “agreement” are nothing more than a system of reinforcement

    Linkedin started to take advantage of this phenomenon with endorsements of skills and expertise, seeking to encourage interaction among users.

    1. Follows the trend to present information visually.

    2. Aids the process to indicate what you value about a contact. What may represent an advantage in using the tool means a defect for its detractors, as they point out that it will lower the quality of the valuations we make. The risk of a user’s lack of criticism or objectivity will always be there and it is something that HR experts should know how to discriminate.

    3. Prognosis that the next change to be implemented will be a mechanism to quantify the value of the endorsement, establishing the level of real relationship of the professional making the endorsement.

    4. Endorsing an ex co-worker for that quality you appreciated enables you to get back in contact with that person “giving them” something positive without communicating directly, which essentially is practising networking in its nicest form.

    5. It can improve the positioning of a profile, as what is endorsed are tags that we have previously chosen. This means that, apart from helping someone to quickly identify your strong points (being a good personal branding tool), it is also great for SEO.

    Sara Jurado (@sarajuradoBCN) is psychologist specialized in career counseling and social media for professional development, and currently works as counselor in the professional development team at Barcelona Activa.

  • Sara Jurado 9:00 am on March 15, 2013 Permalink | Reply
    Tags: , , Recruitment 2.0, ,   

    Apply for a job at Google through its social network profile 

    Estimated reading time: 4 minutes

    The Web 2.0 aids talent attraction in HR in numerous ways. Recently we talked about the surge in career sites as a trend, today we’re going to look at another example of this premise: the integration of social networks in job offer sections in corporate websites, in particular, the case of Google.

    Apply for a job through your social network profile

    Google has joined the ranks 2.0 in employee recruitment

    Nowadays companies take advantage of the potential of social networks to create new ways of recruitment, so obviously Google had to be in on the trend too. It is not known if creating an authentication API for making the process easier for applying for vacant positions in the company is a strategy to promote the social network Google+, but the truth is that this technological improvement holds certain advantages:

    1. Not having to complete those typical resume forms, as you can include all your personal and professional details previously defined in the Google+ profile in a single click.

    2. Searching among your contacts to see if anyone works in the company. In fact, the message that appears when you do so encourages you to “get in touch” with that person or ask them for a reference, something that is becoming more usual in job search tools 2.0.

    3. Saving job offers to fill out the application form at a later stage.

    4. Receiving notifications when a job opportunity is posted that you may find of interest according to the settings configured previously as an alert.

    Of course, to do this you need to first connect with your personal Google account, but if you are really interested in working for that company, it’s worth the effort. What’s more, it is a clear-cut process, which is given in user experience in Google Jobs.

    Applying for an offer in Google job offer page

    To prepare yourself properly before starting to use Google Jobs, here are some of the steps you will face:

    1. Attach your resume as text or a file.
    2. Enter your gender and race. The company claims that it asks this information due to the Federal and State Employment Opportunities Directive, but it also gives the option to skip it if the applicant doesn’t want to specify it.
    3. Submit a cover letter. And on this occasion, only a text field appears to do so.

    This way, Google enters the game of recruitment 2.0 of its own employees using its social network profile, like Facebook or LinkedIn did in their day.

    What do you think of these APIs? Have you ever applied for a job in Google? Tell us your experience!


  • Andrés Ortega 9:00 am on December 7, 2012 Permalink | Reply
    Tags: , , Recruitment 2.0,   

    Recruitment 2.0: more than a Social Network 

    Estimated reading time: 6 minutes

    Editor’s note: Today we have the pleasure of presenting a new Zyncro Blog author: Andrés Ortega. With over 15 years of experience in the field of People Management, he is currently the HR Director for Spain and responsible for Engagement in Europe at DAMCO, which is part of the Dutch group AP Moller Maersk. Andrés understands that organizations and their professionals are currently undergoing an exciting period of change, an era that will redefine the way of interacting professionally, the way of managing people in organizations and the actual role of HR; aspects that he will write about on the Zyncro Blog and which he has written about for some time on his personal blog, which we at Zyncro highly recommend you visit. Welcome Andrés!

    Whilst the majority of organizations are still familiarizing themselves with the Recruitment 2.0 concept, it is worth understanding that the adjective “2.0” shouldn’t be confused with the simple recruiting activity through social networks. Recruitment 2.0 goes much further than “viralizing” job vacancies on the Social Network. It requires the revision of certain key organizational aspects. Let’s analyze each one of them:

    1. Each node of the organization could be a Recruiter 2.0

    The organization as a whole or any of its nodes, could be considered a recruiter. This is probably one of the main challenges for the successful evolution of recruitment 2.0. The HR department must become the main defender of relational recruitment, but to do so it should part with this unilateral responsibility; promote the idea that each member of the organization can be a connector. The HR department should establish itself as the organizational Social Networker, a promoter and announcer of connections.

    2. Recruitment 2.0 implies democratizing and sharing information and strategy

    It is simply unrealistic to encourage establishing the necessary connections by all members of the organization if there is a lack of reliable information about the organizational reality, about what is needed and what for, about where we are going and why. The democratization of business information implies a review of the -still existing- traditional organizational structures as to how they share information about their business strategies, their action plans and the raison d’être of their existence. In practical terms, the democratization of information is about relaxing the classic power structures and how these handle information. It will be difficult to carry out effective recruitment 2.0, in which the whole organization knows how to “connect” with the required professional, if aspects such as, Where are we going? What do we want? Why are we here?… haven’t been communicated in an open and clear way.

    3. Freedom to take decisions: connecting and recruiting is a shared decision

    The efficiency of recruitment 2.0 requires changing the traditional decision making model with regard to selection. The HR department should educate, be the communication chain, so that any member of the company is aware of the recruitment criteria associated with the culture. The main mistake in the unsuitability for the organization is not due to the poor identification of the technical aspects for performing the job, but to the lack of alignment with the organizational principles and values. Cultural criteria should be shared and spread throughout the whole organization so that there is a single criterion, this way minimizing the traditional mistakes of integration. The end “decision maker” should be the micro-community which identifies and interacts with the professional who is to be recruited.

    4. What turns recruitment into 2.0 isn’t technology but the culture of conversation: Recruiting in 2.0 is talking

    The 2.0 environment and the associated technology maximize the ability to interact and establish contacts, but the virtual network always ends up being tangible. It is a mistake to underestimate the absence of an active presence on social networks of any of the members of the company or community. The identification of the professional required could occur in a “traditional” (1.0) relational environment. The essential requirement for recruiting in 2.0 is that the culture of conversation/interaction pervades the organization as a whole.

    5. Recruiting in 2.0 is a permanent vital sign, no an organizational process

    Employees should continuously think in terms of relation, not recruitment. An organization that recruits in 2.0, is one that relates periodically and systematically with all of its stakeholders. Recruitment 2.0 implies having the ability to relate with all members of the organization permanently activated, without there being a need or a position to fill.

    Recruiting in 2.0 version means therefore, evolving the organizational culture; it implies strengthening connections between all of the members of the network-organization-community; achieving maximum connectivity between all its nodes. The objective is for the organization to be a network capable of identify and relating with 100% of the professionals who have a profile required for the project.

    If we take into account these considerations, we will understand the importance of self-proclaiming to be a Recruiter 2.0


  • Patricia Fernandez Carrelo 10:35 am on January 20, 2012 Permalink | Reply
    Tags: , , IOR Consulting, Recruitment 2.0,   

    IOR Consulting and Zyncro create the first private social network for recruitment 

    Estimated reading time: 2 minutes

    IOR Consulting, international recruitment consultancy providing services in organization, HR and coaching, and Zyncro have created together IOR Cloud, the private social network in synergy with other applications and social networks for Recruitment 2.0.

    IOR Cloud is a digital community designed to generate employment for both companies and jobseekers. The community lets members share information, both as messages (status updates, personal news, interesting aspects about the candidate) and documents. It provides a well-organized professional directory of contacts and is integrated with the client company’s corporate systems and popular social networks.

    IOR Cloud is a vertical technology tool specialized in Recruitment 2.0, which is fully integrated with other social tools like Twitter, LinkedIn, Facebook and YouTube, and takes the best features of cloud productivity tools to maximize the returns on belonging to the network for jobseekers and companies.

    The enterprise social network IOR Cloud is an authentic business community that seeks to put companies and jobseekers in contact, offering a space to swap ideas, needs and solutions and acting as a social showcase for candidates to share the skills, attitudes and aptitudes as naturally as possible in an information exchange process between people.


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