List of companies using Twitter for recruiting, in alphabetical order:
Employer / Twitter Account
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Accenture @Accenture_Jobs ACULIS, Inc. @aculis ADP @ADPCareers Allstate Insurance @AllstateCareers Assurant Solutions @AssurantCareers AT&T @ATTjobs Burger King @BKCareers comScore @comScoreJobs Davita, Inc. @DaVitaJobs Deloitte @JoinDeloitteUS Ecolab @Ecolab_Jobs EMC @EMCCareers EMC @EMCCollege Ernst & Young @Ernst_and_Young Follett Software Co. @FSCCareers Forrester Research @forresterjobs |
Fullhouse Interactive @fullhousecareer Hershey Company @HersheyCompany Hewitt @HewittCareers Hyatt Hotels & Resorts @Hyattcareers Hyatt San Antonio @HyattSanAntonio Intel @JobsatIntel J.B. Hunt @WeHaveFreight Kaplan Test Prep @KTPA_Careers Keller Williams Realty @KWCareers Kissito Post-Acute Care @kissitocareers KPMG @KPMG KPMG @KPMGUSCareers Wipro, LTD @WiproCareers Kroger @KrogerWorks LexisNexis @LN_Recruiting |
Mattel @MattelRecruiter Mattel @mattelmba Microsoft @JobsBlog MTV Networks @MTVnetworksjobs MTV Games @MTVGamesJobs Raytheon @Raytheon_Jobs Razorfish @RazorfishJobs Sodexo @SodexoCareers Thomson Reuters @TRCareers Twitter @jobs United Parcel Service @UPSjobs UPMC@UPMCCareers US Dept. of State @DOScareers Verizon @VerizonCareers Warner Brothers @WBCareers Wipro, LTD @WiproCareers |
Cerner's Virtual University
In an industry as complex as healthcare IT, associate and client training is crucial to a company's success. Cerner committed itself to investing in learning and development with the launch in 1996 of Cerner Virtual University. Robert Campbell, a learning and development professional who had worked for other large firms, was brought in to guide and shape this new learning function.
The initial focus of Cerner Virtual University was to address the orientation, cultural and job-specific competency needs of Cerner's exploding workforce. During the late 1990s, Cerner was doubling its workforce organically every two to three years. In addition to this growth, Cerner was moving outside the scope of internal associate learning and development to meet client learning needs related to Cerner's software, and in 2005, into pure clinical education, which improved the capabilities of nurses and physicians in core, role-specific competency areas.
Since its inception, Cerner Virtual University has grown in scope and target audience to move from a cost center to contributing more than $17 million a year to Cerner's top line through learning services offered directly to clients. Over the same time period, Cerner's number one challenge was how to optimize the intellectual capital of the firm. This meant streamlining the creation and distribution of all intellectual capital and moving it rapidly through both formal learning events and knowledge access points (portals, communities, etc.) to the Cerner associates and clients who need it.
The result has been the creation of a new business unit named Cerner KnowledgeWorks, which combines Cerner Virtual University with content creation, distribution and management. In addition to Cerner Virtual University learning professionals, this new business unit has expanded to include business strategists, system implementation professionals, knowledge managers, content specialists and documentation developers.
The overarching goal of Cerner KnowledgeWorks is to move intellectual capital through the organization faster and to get it to the people who need it when they need it and in a form that is most easily consumed. Cerner has transformed its Virtual University from a catalog of learning programs to a business unit responsible for enabling a much broader mandate encompassing formal learning as well as real-time knowledge support for the company's associates and clients, with a robust intellectual capital syndication from which many types of learning assets can be created on demand.
Accenture Alumni Network
It used to be that when employees left a company, managers would wish them well, and both parties would simply move on. Today, as the era of cradle-to-grave employment is gone, it is replaced by retiring baby boomers and a shortage of skilled workers in key sectors such as engineering, accounting and computer science. To address this changing landscape, a growing number of organizations are finding yesterday's employees can be today's new hires.
These enlightened companies believe in the power of the relationship economy to pull back former employees to the corporate brand. And many companies like Accenture, McKinsey, Bain & Company and Sapient to name just a few, are creating the equivalent of the corporate version of a university alumni function. In fact, many university alumni functions could learn from what the corporate alumni networks have done to nurture and build better long term relationships. The benefits of these corporate social networks range from building a sense of community among alumni, to recruiting former employees, and of course, to business development.
The Accenture Alumni Network is one such example. This was created in 2001 and now has over 50,000 active members in 30 countries around the world. This is Accenture's way of keeping in touch with former employees. And as the firm has expanded in scope and geography so to has the Alumni Network, which now reaches a global audience and has expanded its mission from business development to include offering alumni discounts on medical and dental benefits, a marketplace to buy and sell alumni services and importantly continuing access to some of Accenture's research and intellectual capital.
These alumni networks are also following their alumni online to create groups on LinkedIn, Facebook, and Second Life, where they announce face-to-face events and build and extend the community to the places where alumni spend their time.
The business impact of creating these alumni networks is substantial. Research by the Society for Human Resource Management has shown that individuals who return to previous employers cost about half as much to bring on board as new hires. These "boomerang" employees have specialized expertise and inside knowledge of your organization enabling them to make an immediate contribution. If executed in the right manner, these corporate alumni networks can be key to building a lifelong corporate affiliation and keeping high performing individuals engaged with an employer's brand.
Caterpillar's Business and Learning Environment
A decade ago the construction equipment manufacturing organization, Caterpillar, underwent a company-wide analysis to determine how best to replicate and expand its successes across the organization. The key to success as determined to be a need to ensure that the entire workforce "possessed the critical knowledge, skills, and abilities required to implement the distribution strategy". Essentially, Caterpillar needed to become an organization with a culture of continual learning.
One of the methods by which Caterpillar was able to be successful in initiating this pursuit was to ensure that all levels of the organization were involved from the get-go, including the chairman of the company, who spearheaded the initiative. The implementation team was then comprised of eight line managers from a variety of global regions, and cross-functional expertise, who were transferred from their positions and assigned full-time to the learning team for a period of six to nine months.
The continual learning team then made specific recommendations in creating their proposal for the executive office.These recommendations included the creation of a corporate university, which would focus on common learning needs, such as culture, leadership, and knowledge-sharing. The creation of a corporate university was thought to offer the structure needed to sustain consistent learning efforts in a clear, efficient and effective manner. And, in fact, the results of Caterpillar's process of becoming a lifelong learning organization remain in action today. Its corporate university continues to play a vital role in aligning the actions of its workforce with the organization's overall business strategy.
Because of Caterpillar's deliberate pursuit of a learning strategy that would fit to its business needs, it has been able to create a company-wide structure that aligns learning with production such that it is able to rapidly plan, develop and deliver the tools itsworkforce needs. Through the implementation of a blended curriculum and learning program that is fully integrated, Caterpillar has been able to develop and sustain the creation of a Lifelong Learning Organization.
Jetblue Airlines Bluetube
Companies are creating engaging ways to involve the entire organization in building a strong employer brand. One example is JetBlue Airlines. Last year JetBlue launched its "Happy Jetting" campaign in an attempt to use active branding to inculcate positive consumer opinion. However, prior to involving the public in this campaign, JetBlue needed to ensure that employees and crewmembers were on engaged and on board with this campaign to expand the branding of JetBlue culture.
Thus, with the help of advertising agency JWT INSIDE, JetBlue embarked on a campaign to reestablish itself, beginning with its own employees. The first step of this process was to give these employees a voice and a stake in the process. To do this, JetBlue created BlueTube, a forum behind the JetBlue firewall where employees could share their perspectives on the different aspects of JetBlue's culture. The perspectives shared here could then be used by JetBlue in building the brand outside the organization.
Next, JetBlue created a new community role: "Brand Ambassador," and selected 125 crewmembers to fill this role. These employees were given flip cameras to create videos of themselves and other employees expressing the new branded ideas such as "Happy Jetting" and "Jettitude," to be uploaded to the JetBlue internal network. These videos were then able to be viewed and rated by Jetblue's 12,000 crewmember employees. In the first two months of the campaign alone, 369 videos were posted and were viewed 130,220 times.
As Andrea Spiegel, Vice President of Sales and Marketing at JetBlue, said, "This is much more than just an ad campaign, it's a brand campaign because it speaks to what the core of JetBlue is. It's executable across every touch point for crew members and customers. It's also the most integrated internally and externally."
JetBlue's ability to use new media forms to learn from its own talent is a lesson to all of us in the best of what new technology can offer us: new ways to communicate with and learn from each other.
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Updated on: November 10, 2010