Social recruiting – making the ‘RAF’ model work outside of companies

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One of the most interesting, frustrating and continuously fluctuating elements of modern recruitment practice is the variety of models which aim to harness the potential of social media networks as recruitment tools.

From efforts to make career opportunities shareable commodities to the complex algorithms that our favourite networks use to sort and collect our profiles in order to match us with jobs, it can often feel like there’s a piece missing – and that’s around personal motivation. Because even though social networks can claim to have ‘the people, the audience, the employees, the talent…’, there are few compelling reasons for people whose job is NOT to identify, source and attract candidates, to share job opportunities across personal or even professional networks.

So this proposition from Sweden certainly provides an interesting alternative…

The MeraJobb network offers extensive exposure across the websites of Sweden’s three largest daily newspapers: Dagens Nyheter, Göteborgs Posten and The Sydsvenskan, reaching more than 2m unique users every month. So far, so straightforward.

But what they refer to as “an odd but innovative service based on referrals”  is a combination of the best bits of a company ‘Refer a Friend’ scheme - offering rewards in the form of iPhones and iPads for people who increase the “interest from readers to generate qualified candidates” – with the 2million-strong reach of these core media networks.

The network argues that referrals from this largely passive pool of highly educated, almost fully employed (93%) employees tend to be of a higher quality - and rewards are given to those whose networking efforts generate the most/best results.

The initial proposition (essentially a job posting) is launched on a media network, and individuals use their networks  (including but not limited to the big social media networks such as Facebook and Twitter) to create interest, reach, referrals and candidates.

In a market where the media are under pressure to innovate, stay relevant and be competitively priced, we wonder how long it could be before a UK-based media tries the same approach?