Part two of the blog mini-series, which is based on a recent white paper, looked at the content mind-set. This week, the third part will focus on what the paper found with regards to measuring the ROI. Check out parts one and two if you haven’t yet and would like to before reading this.
So your marketing department has been carrying out a great deal of social media activity – but what are the tangible benefits of this and how is it measured? First of all, getting buy in from consultants to like and share the content can be difficult. In order for this to happen it may be necessary to prompt them through simply emailing a link round to make it as easy as one or two clicks. Alternatively, you could share LinkedIn data generated from likes and shares showing engagement, better leads and response rates going up. This can encourage consultants to do more of it, whilst also feeding into their competitive nature – vying to see how many likes and shares they can get for their content.
ROI is measured in different ways depending on your position within the business. A boss, who won’t necessarily know about the logistics within the marketing team’s work, will expect a tweet to be turning into a placement. With consultants, a tweet producing an influx of LinkedIn personal profile views is a more realistic ROI for them, which can be turned into something more useful. Most marketers will follow up on and engage with relevant new profiles on LinkedIn that have viewed their own. However, many consultants do not do this unless it meets an immediate need, which is what needs to change if the sector is to start building tangible talent pools.
Tracking the success of engagement strategies and identifying the source of the ROI is another issue due to the myriad of different sources and channels. Someone may be following you on twitter, which could be their first point of contact, then see an ad on a job board, thus the source for the fee goes to the job board – it’s always the last touch point that gets recorded rather than the first. This provides inaccurate feedback with regards to measuring the engagement source, which can be rectified through asking more questions of placed candidates – did they follow on twitter? Did they like the facebook page? Simply asking the candidate to list the source is not always – if ever – the best option.
Marketers do not do enough to get the information to make themselves look better. They are too busy supporting people within the business that they forget their own goal – building up the brand to demonstrate the value they add to the business through highlighting (on the CRM) the number of candidates they have delivered into the talent pool.
So, there should be more emphasis on post placement questioning to pinpoint where candidates first came in contact with the brand in order to collect some meaningful data on engagement strategies – that way there can be some real metrics that start demonstrating added value.
To view the white paper this post was based on, click here