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Published by , 2018-11-16 18:21:03

HR_COMMUNICATION PLAN_DRAFT

HR_COMMUNICATION PLAN_DRAFT

TRANSFORMING
RECRUITMENT

USING SOCIAL MEDIA

November 2018

TTORARNESLAATCITOIONNAAL L

improving the candidate and employee
experience one post at a time

#PSDProud

2018-2019 COMMUNICATION PLAN • DRAFTED BY DEBORAH YEUNG • MENTORING, ONBOARDING RECRUITMENT SPECIALIST

Contents

WHY SOCIAL MEDIA?
2 The value of integrating social media

as a recruitment strategy

OVERVIEW
3 Who is PSD HR?

OBJECTIVES & BEST PRACTICES
6 What are we trying to achieve and how?

INITIAL PHASE
9 Current - January 2019

LAUNCH PHASE
13 February - May 2019

REFLECTION PHASE
14 June - August 2019

Why Social Media?

Social media is a quick,
economic methodology to
reach potential internal and
external candidates. It will
allow PSD’s HR to expand their
network and communication
reach, including passive job
seekers. This communication
practice will further establish
credibility and brand PSD as
an exceptional place to work.

• LinkedIn is the most used (cited by 96 percent of
respondents) and considered the most effective (73
percent) social media site for recruiting. Facebook
(66 percent) and Twitter (53 percent) are gaining in
popularity, however.

• Small organizations (under 99 employees) are more
likely to recruit using professional or association
networking sites, while very large organizations (over
25,000 employees) are more likely to recruit using
YouTube.

• Most organizations (89 percent) use social media to
post job advertisements, and three-quarters use it to
contact candidates.

• The majority of organizations use social media to
recruit managers (82 percent) and other salaried
employees (87 percent), and recruitment of hourly
employees via social media is increasing (55
percent).

• Concerns about legal risks and discovering
information about protected characteristics, and not
having enough time, tied (46 percent of respondents
chose each) as the top reason given for not using
social media for recruiting.

Source: Survey: Employers using social media to find passive
candidates (2016). Maurer, R. Society for Human Resource
Management. https://www.shrm.org/resourcesandtools/hr-top-
ics/talent-acquisition/pages/using-social-media-find-passive-
candidates.aspx

2

OVERVIEW

Who is PSD HR?

3

Departments

Poudre School Disitrct’s Human
Resources provides high-quality

guest service to current, past
and future employees through

excellent communication,
organization, and thoroughness.

HR values honesty, respect and
integrity to ensure a healthy
working relationship with all
employees.

https://www.psdschools.org/careers

4

HR CORE FUNCTIONS

1) Recruitment and Onboarding (50%) – create, 3) Compensation (10%)– create salary schedules;
review, edit, post and manage job postings; recruit conduct market analysis of positions and make
online via social media and website and in-person recommendations.
through fairs, panels, and workshops; faciliate 4) Employee Negotiations (10%) – negotiate with
interview committees; issue contracts; ngerprint; employee groups; make recommended changes to
negotiate individual compensation/salary, review Employee Agreement; work with Union on on-going
and approve hires, conduct new employee projects.
background checks; work with supervisors on hiring 5) Professional Development (10%) – create, maintain
process; review licensing requirements. and deliver appropriate PD; train supervisors.
2) Performance Management (20%)- manage This data is maintained through various HR systems and
evaluation process; hold sta accountable to PSD reported state-wide and to the Superintendent. These
policies, laws and Employee Agreement language; systems are vetted, maintained and evaluated on a daily
consult/coach supervisors; work with supervisors basis help to manage the recruitment, on-boarding,
on employee concerns; problem solve pay/ evaluation and absences of PSD employees.
compensation – issues related to department and
sta ; advise about employee issues/workplace PRIMARY
con icts; conduct investigations/arrange leaves; STAKEHOLDERS
performance improvement plans and discipline
letters.

SUPERVISORS
INTERNAL EMPLOYEES
FUTURE EMPLOYEES
FORMER EMPLOYEES
PSD PARTNERS

(UNIVERSITIES, ASSOCIATIONS,
JOB BOARDS)

5

OBJECTIVES &

Best Practices

6

OBJECTIVES

BRAND AND CONSISTENT
CREDIBILITY HIGH-QUALITY
COMMUNICATION
Enhance Human Resources brand and
credibility within the community by Maintain consistent and quality
strengthening and building effective communication to all primary
partnerships. stakeholders through passive and active
outreach.
APPLICANTS
>Active: Fairs, relationship-
Increase number of applicants to meet building, presentations.
recruiting goals >Passive: Print publications, social
media, e-mail, website, etc.

BEST PRACTICES

Create best practices, procedures for social
media, on-boarding and recruitment

7

Best Practices

Recruitment DIVERSITY CONVERSATION IDEAL PLACE TO WORK
CONSISTENT
 Post jobs on all social media sites: RECOGNITIONQUALITY 8

1) once active ENGAGE
2) 2 weeks prior to deadline
3) 1 day before deadline TIMELY

 Fair communications: PICTURES
• email potential candidates prior to
fair via Handshake (when applicable) ONBOARDING
• add all interested and inteviewed
applicants into Recruit and Hire TIPS JOBS
• provide “next Steps Handout” after
interviews RECRUITMENT
• mail postcards to high ranking
candidates

INITIAL PHASE
CURRENT - JANUARY 2019

The goal of this phase is to establish a solid foundation for Human Resources’ communications
and brand by utilzing the best practices and content areas previously mentioned.

To accomplish this the Mentoring, Onboarding and Recruitment Specialist will:

1) Begin to post image-forward visuals consistently on:
• Facebook: 2-4 posts/shares weekly highlighting campaigns and high priority
communications/jobs
• Twitter: 1-3 posts tweets/re-tweets daily with reminders and real-time events and news
• LinkedIn: 1-3 posts weekly AND when jobs are posted showcasing culture and tips for
applying

2) Develop research-based standard operating procedures for the following:
• Onboarding and Recruitment: review data, create process, draft onboarding checklist
with appropriate partners based on the New Employee Recruitment and Onboarding
Surveys and Employee Exit Surveys
• Fairs: create and assess best practices for recruitment events
• Exit Surveys: review to gain an understanding for future focus areas and needs

3) Create support materials for recruitment and onboarding:
• Recruitment brochure: consult with Communications department for next step upon
Valerie’s return; create an inforgraphic highlighting total compensation prior to
• “Next Steps” document: to be given to candidates after they interview at a recruitment
fair that will inform next steps after the interview process
• Postcards: for candidates after an interview or during special communications (p. 10)
• Substitute Handout: revise substitute recruitment handout
• Swag: order new swag options that can be used locally and while travelling (p. 11-12)

Example:

9

Postcard Draft

Product: Postcard
Size: 6” x 4.25”

Paper: 16pt C2S matte
cover with gloss UV
coating
Vendor: Alpha
Graphics
Price: ~$.50/unit

This postcard could be
used after recruitment
events for high quality

candidates HR would
like to keep in contact

with.
Hand-written text can

be customized and
adjusted per print

order.
Postage and address
labels would need to
be applied manually.

10

Sticker Proposal and Quote

November 2018

OPTION 1:

Description: 3” circle; black and white sticker
Cost (for 200): $.6750 each; $135.00 total

OPTION 2:

Description: 5” x 2” rectangle; multi-color
Cost (for 200): $.7555 each; $151.11 total

11

Sticker Proposal and Quote

November 2018

OPTION 3:

Description: 5” x 2.5” rectangle; duo-color
Cost (for 200): $..8444 each; $168.89 total

OPTION 4:

Description: 5.32” x 3.05”” oval; multi-color color
Cost (for 200): $1.0514 each; $210.29 total

12

LAUNCH PHASE
FEBRUARY - MAY 2019

The launch phase will feature spercific campaigns to enhance the objectives of the 2018-2019
communication plan.

To accomplish this the Mentoring, Onboarding and Recruitment Specialist will:

1) Highlight signi cant recognitions such as:
• National Mentor Month: January
• National School Counseling Week: 02/04 - 02/08/2019
• National School Social Work Week: 03/04 - 3/10/2019
• School Principals’ Day: 5/1/2019
• Teacher Appreciation Week: 5/6 - 5/10/2019 (Teachers Day - 5/7)

2) Promote important events, celebrations and news such as:
• AY20 open positions
• Substitutes
• Hiring for new schools
• Award winners
• Hard to fill positions

3) Build upon relationship with Communication Department to brainstorm
collaboration on:

• Videos: partner on their current campaigns relevant to HR; create “short” snapshots of
employee experiences for “in the day of the life of ....”; highlight diversity amongst
employees
• Photos: high-quality photos to demonstrate how Poudre School District is an attractive
place to work

Methodology Use HootSuite Let departments Increase following
as a tool to be experts in by building
schedule their own area
consistent, and maximize relationships and
their content by following
on-going tweets others

13

REFLECTION PHASE

JUNE - AUGUST 2019

The reflection phase will be an intentional time to review the highlights and successes of the
launch phase in order to produce a plan for the upcoming academic years.
To accomplish this the Mentoring, Onboarding and Recruitment Specialist will:
1) Review analytics from all social platforms/relevant surveys and suggest recommended
changes for the upcoming year
2) Future highlights and ideas:

• Classified Appreciation Week
• Bosses Day
• Admin Assistant Day

By August 2019, PSD HR hopes to develop stronger
relationships with potential internal/external candidates
and current employees. This solid foundation will be built
from consistent, timely, and intentional communications.
Across all social media platforms we hope to see a 50%

increase in engagement.

14

Ed u cat e...
Every Child,
Every Day

#PSDProud

2018-2019 COMMUNICATION PLAN • DRAFTED BY DEBORAH YEUNG • MENTORING, ONBOARDING RECRUITMENT SPECIALIST


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