• Malaysia ranks 4th worldwide for use of social media in career decisions
  • 60 percent of Malaysian workforce opt for social media as a job search tool, compared to global average of 36 percent

Kelly Outsourcing & Consulting Group (‘KellyOCG’), the Outsourcing and Consulting Group of Kelly Services®, shared some significant findings from 2014 Kelly Global Workforce Index (‘KGWI®’) offering insights into organisations that are currently facing an ongoing scarcity of talents in the job market.

Anthony Raja Devadoss, Vice President of KellyOCG, Asia Pacific reveals that as more Gen-Ys and millennials join the workforce today, social media and online tools are emerging as the vital channels that organisations need to attract, engage and retain top talents.

“2014 KGWI® survey report saw increasing number of employees use social media and online tools, such as online talent communities¹, as the medium to facilitate their career moves. This phenomenon is more inclined in APAC which stands out as a hot spot with approximately half (51%) the employees involving their social media network for employment decisions which is significantly higher than EMEA (34%) and the Americas (30%).”

He adds that Malaysia ranked 4th in the world in term of workers use social media in making their career decisions. “At least, 60 percent of the local workforce use social media as a job search tool contrasting the global average of 36 percent.”

 

Importance to Integrate Social Media and Online Tools into Talent Supply Chain Strategy

Despite this, Devadoss reveals that only less than 30 percent of job positions in APAC countries are landed via online job boards according to the 2014 KGWI® survey report. “This opposing trend therefore warrants a re-think about how organisations engage the right talent. This is a pertinent issue as the worldwide talent gap continues to widen and projected to reach 81 million by 2018.”

“Today’s digital era presents both challenges and opportunities to the employers. There are greater opportunities than ever for employers to engage a wider pool of talents across industries, occupations, countries and continents.”

He continues, “Companies should consider integrating social media and online tools into their talent supply chain strategy² in view of the growing importance of effective online and social media platforms to interact with current and prospective employees whether for branding or recruitment purposes.

 

Rising Importance of Online Talent Communities

Devadoss also highlights that more online talent communities have sprouted as employees today are becoming more willing to open up about work and workplace challenges. The 2014 KGWI® survey report illustrated that current participation in talent communities is highest in APAC (25%) followed by the Americas (19%) and EMEA (10%).

“With a more open and networked business environment, employers have the chance to showcase available opportunities and become the preferred employer. This can improve the quality and speed of talent acquisition as well as retention rate. The concept of online talent community is still relatively new in Malaysia, but forward-thinking employers recognise it as the next generation of sourcing and social recruiting.”

Other key findings of the 2014 KGWI® survey report for APAC talent market include the following:

  1. APAC attracts only 7% of global workers who are willing to be relocated in contrast Europe stands out as the choice of destination with more than one-third (34%) of workers have nominated.
  2. However, local workers are far more willing than the global average to give up higher pay and/or career growth or advancement to learn new skills (66% versus 57% globally) and for a greater work-life balance (65% versus 52% globally).
  3. More than 80% of APAC candidates prefer to apply job via digital /electronic resume or application. Online job boards are somewhat more relied on in APAC (27%) as compared to Americas and EMEA (24% and 26% respectively).

Devadoss shares, “Not only have online and social media approaches gained in popularity, they have raised workers’ expectations that these concepts should be incorporated into their work life. Companies need to learn how to adjust to a “new normal” as generations with different viewpoints enter and exit the workforce.”

“Social media provides a competitive advantage but it is not the cure or the ultimate arsenal in the talent war. It’s crucial for developing a hybrid strategy that takes the best elements of social media and alternative online methods together with traditional channels to attract, engage, and recruit talents.”

Devadoss adds that a comprehensive talent supply chain management will offer a holistic view of talent and enable companies to understand what attracts and motivates all types of talent around the world – not just the talent they have, but the talent they hope to have.

“Address your company’s workforce challenges or gaps by evaluating your talent needs and how they fit into your company’s human capital needs,” Devadoss summarizes.

2014 Kelly Global Workforce Index® (KGWI®) is a global survey conducted and developed by Kelly Services® with nearly 230,000 respondents across 31 countries, generations, and a multitude of industries and occupations to better understand the worldwide labour market.

 

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Footnotes:

¹ Online talent communities is an interactive forum where individuals connect around particular skill sets or interests. Members could include candidates, employees, alumni and others related to the group’s interest.

² Talent Supply Chain Strategy is a proactive management approach to securing and optimizing talent at competitive rates and with minimized risk.

 

Source: Kelly Outsourcing and Consulting (KellyOCG)