Why the public sector should be using Web 2.0 to recruit for junior roles

11th October 2007

Digital media in all its forms is starting to make a big impact on how the public sector sources candidates, especially those at a junior level. Web 2.0, the so-called next generation of internet technology, has breathed new life into online communications, and provides organisations with innovative means of engaging with their audience, such as user-generated content and blogs.

As traditional channels of communication become clogged the internet, and in particular Web 2.0 technologies, can enable organisations to reach potential candidates in new ways and to “humanise” their operations. Many recruiters now view their internet presence as a way to form stronger customer relationships and make their marketing efforts more cost-effective.

Web-based job advertising can be a valuable way for local government to attract graduates through to those at middle-manager level, with many organisations recognising that the internet enables them to form stronger customer relationships with web-savvy young people.

To efficiently market itself, a public sector organisation must have a considered online presence and embrace digital media. By embracing Web 2.0 tools, a public sector organisation can differentiate itself and create a distinctive online message, alerting graduates to its existence.

Social networking sites present an increasingly attractive way for organisations to market themselves to candidates and to build brand awareness. Some have even gone as far as to argue that it represents the end of traditional hierarchal structure – a process that lends itself well to encouraging junior level candidates to become more involved with an organisation. Networking, when professionally executed, can be a great way for a public sector organisation to engage the interest of young candidates, and to transform the stuffy, bureaucratic impression that they may have of local government.

Social networks are not the answer to the regeneration of the public sector, but organisations must recognise that their branding and culture must be appealing to young people if they are going to encourage them to apply for positions. Social networks give organisations the opportunity to create a dialogue with potential candidates.

Effective use of Web 2.0 can enable an organisation to deliver its services in new ways and to make operational efficiencies. It must be considered however, that the average job seeker, according to the latest research, is aged 34. An online presence pick up a different audience to printed advertising, and because of this, it is advisable that a recruiter maintains a balanced presence in both print and online.

Public Sector organisations have been increasingly drawn to web-based opportunities, primarily because it is relatively inexpensive. In particular, this has resulted in an increase in online advertising. Job-boards can be an efficient way for organisations to advertise their vacancies to active jobseekers. However, some recruiters have found themselves overly-reliant upon online job-boards, which are arguably becoming less effective as spam filters become more sophisticated and email alerts are less likely to reach their intended audience. Ultimately, it takes more care and thought than this to ensure that both candidate and client compliment each other, and public sector organisations need to recognise the opportunities that Web 2.0 offers, rather than the savings it can make.

Job boards, in themselves, are not effective in attracting passive job seekers, though more sophisticated web-based marketing can be useful in targeting passive or under represented candidates. By analysing the online movements and behaviour of a site’s users, recruiters can then direct the most relevant advertisement or content to them or hunt for more of the same. This form of behavioural marketing means that recruiters can tailor and streamline their online ad spend to target those users that are most likely to be influenced.

Should a user register interest in a junior role, for example, then they are made aware of similar vacancies through the use of appropriately targeted advertising. Behavioural marketing such as this is particularly useful when recruiting for entry level positions, as candidates are less likely to have a distinctive career path, and will therefore consider roles with vastly differing remits.

Public Service organisations must also consider the implications that online usability has on the success, or otherwise, of their online advertising. Search engine optimisation will improve the volume and quality of traffic to a recruiter’s website, and the number of potential candidates for a position can be increased dramatically by ensuring that the online application process, or the registry of interest in a position, is quick and simple.

An online presence is a vital part of any firm’s commercial efforts, but it is advisable that recruiters give candidates, regardless of their experience, the option of having human interaction and a choice of how they access information. Digital media should be embraced in order to market vacancies effectively, but quality assessment, and understanding of the client and candidate’s requirements, is still necessary to ensure the suitability of a potential working relationship.

Graham Goodwin is the founder and managing partner of GatenbySanderson.