Succesion Planning

Introduction

Steve Gates is one of the major executives at a billion dollar corporation in which countries around the nation rely on to get there products. Suddenly one of his executive co-workers accepts a job without informing the organization he will be leaving. Steve is now have no idea what to do and how your going to get the products being manufactured to third world countries with the executive gone. You explore your options and realize that hiring someone and training them will take to long and the company will loose millions of dollars within this time. At this time your unprepared and have no idea what to do. This is an example of succession planning gone wrong. If Steve would have worked with his executives and created an effective succession plan this problem could have been avoided.

What is Succession Planning?
  
A succession plan, is a component of human resources planning and management. Succession planning acknowledges that members within the organization will not be employed indefinitely and it provides a plan and process to be put into effect if a member was to leave. (HR Planning, 2013). The proper planing and management within Steve's organization would have prevented a loss when the executive member decided to leave. When it comes to succession planning if the size of the organization its best to have employees trained within the organization. These employees will be familiar with the way the organization works already and contain the skills, knowledge, qualities, experience, and the motivation to move up and fill a position. (HR Planning, 2013).


Who?

You may ask yourself who is going to be in charge of succession planning? Typically, the board of executives and the executive director will have a role in succession planning.  "The board is also responsible for succession planning for the executive director position. The board hires the executive director to ensure it has a skilled manager at the helm to implement the organization's mission and vision. It is therefore very important for boards to spend some time reflecting on what they would do if, or when, the executive director leaves." (HR Planning, 2013). The HR manager may also be involved in determining planning and will also be in charge of implementing the system and evaluating employees.


Succession Planning Process

Succession planning requires going through a process in order to ensure that the proper employees are trained correctly for the next step in leadership. This process requires going through steps and analyzing the workforce.

Step 1: Link Strategic and Workforce Planning Traditions

• Identifying long-term goals
• Analyzing requirements for products and services in the future
• Using previously collected data
• Connecting succession planning to the values of the organization
• Connecting succession planning to interest of executives

 Step 2: Analyze Gaps

• Identify core competencies and technical competency requirements
• Determine supply and demand within the organization
• Determine the talent workforce needed long term
• Identify real continuity issues
• Develop a  business plan for long term needs

Step 3: Identify Talent Pools

• Analyze candidates vs. development of positions
• Identify talent within multiple levels
• Asses competency and skills of current workforce
• Use 360 degree feedback
• Analyze External Talent

Step 4: Develop Succession Strategies

• Develop Recruitment Strategies
• Develop Retention Strategies
• Develop Strategies for Learning

Step 5: Implement Succession Strategies

• Implement strategies from Step 4
• Plan Communication
• Apply measures of success
• Link succession planning to HR process
• Implement strategies for maintaining executive commitment

Final Step: Monitor and Evaluate

• Track selections from talent pools
• Listen to feedback about new hires and internal employees
• Analyze surveys from customers, employees, stakeholders
• Asses response to changing requirements

(Succession Planning Process, 2005)

Benefits of Succession Planning

One of the major benefits to a succession plan or the key idea of is being prepared. If Steve would have prepared with his board of executives they could have appointed an individual from within the organization without creating any stress within the environment.  Succession planning also creates a pool of motivated people who are prepared to take over when current senior staff and other key employees leave the organization. This keeps employees motivated for success in that they could be taking over the position in the future. Another benefit is the connection between human resources and the organization when hiring new employees. The vision is understood and these new employees can contribute to the success of the organization in the correct way. When hiring these new employees they see internal employees moving up within the organization and this creates an external reputation which helps people want to work for the organization. (HR Planning, 2013)


Challenges of Succession Planning

When creating a succession plan there will be challenges that will be faced. Companies must be careful not to make mistakes and effect the reputation of the organization in a negative manner. Here are some of the challenges that a organization may face with and how to prevent them:

1. Using the past to plan for the future: Choose leaders whose skills align with future goals. This can be avoided by creating succession plans that align with the long-term strategic vision of the organization.
2. Stopping at the CEO: The best succession planning programs should start at the bottom and make there way to the CEO. "Succession planning is a multi-person event," Schooley says. "If one person moves up, it creates a new hole and that can ripple through the organization."
3. Not getting the Board on-board:  Make sure that everyone is involved in determining the success plan. Sometimes, CEOs and HR often think they have a succession plan in place only to discover the board disagrees. Include the board of directors in planning and keep them up-to-date on development efforts to ensure everyone is on the same page.
4. Allowing human capital roadblocks to take root: Create new positions, talented people top out in leadership roles and they can prevent the next generation from moving up. To avoid these create new positions, collaboration opportunities and stretch assignments so future leaders have room to grow and allow the next generation to grow.
5. Succession isn't part of the culture. Allow incentives for executives to help mentor people who are currently seeking a higher position.  Schneider says. "Best-of-breed companies encourage executives to identify and develop talented young leaders and align their compensation with these efforts. "It should be considered a badge of honor to have your people selected for promotion."
6. The wrong people making decisions. Use the HR to make decisions regarding the next best successor for the company. CEOs aren't in the best position to choose their successor, because they are focused on the future on the company and don't always have time to look over all the employees. 

    (Succession Planning Roadmap, 2013)

 Citations

Crumpacker, Martha, and Jill M. Crumpacker. "Succession planning and generational stereotypes:
should HR consider age-based values and attitudes a relevant factor or a passing fad?." Public Personnel Management 36.4 (2007): 349-369.

 

Goldsmith, Marshall. "HBR Blog Network." Harvard Business Review. Harvard Business Review, 12 May 2009. Web. 10 Dec. 2013.

 

"HR Planning." Succession Planning. Human Resource Council California, n.d. Web. 10 Dec. 2013.

 

Miles, Stephan. "Succession Planning: How To Do It Right." Forbes. Forbes Magazine, 31 July 2009. Web. 10 Dec. 2013.

 

"Succession Planning Process." Succession Planning Process. OPM.Gov, 2005. Web. 10 Dec. 2013.

 

"Succession Planning with Your Board ." Succession Planning with Your Board. N.p., n.d. Web. 10 Dec. 2013.

 

 "Succession Planning Roadmap." Succession Planning Roadmap. Workforce, 11 Mar. 2013. Web. 09 Dec. 2013.

 

Staffing and Using Rewards to Develop Talent

Overview

"Organizations are made up of combinations of physical, financial and human capital. The term human capital refers to the knowledge, skill, and ability of people, and their motivation to use them successfully on he job." (Heneman and Herbert Gerhard, 2010).

In order to maximize human capital organizations must set standards and rewards in order to enhance employees motivation and develop talent. Maximizing capital starts with hiring staff that can effectively work in your organization. Once the staff is set in place rewards can be illustrated in order to gain the most out of these strategies. These rewards programs include career and development plans, compensation, and setting individual objectives for employees.

Staffing

"Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness. " (Heneman and Herbert Gerhard, 2010)

Staffing Implications

Acquisition 

Acquisition activities involve creating external staffing systems allow applicants into the organization. It also involves planning for types of people needed, establishing job requirements in the form of the qualifications or KSAOs that are  needed to perform the job effectively, establishing the types of rewards the job will provide, conducting external recruitment campaigns,  the use of selection tools to evaluate the KSAOs, determining which applicants are the most qualified and will receive job offers, and putting together job offers that applicants will hopefully accept. (Heneman and Herbert Gerhard, 2010).

Deployment

The second implication is deployment. Deployment refers to the placement of new hires within the  actual job they will hold, something that may not be entirely clear at the time of hire, such as the specific work unit or where they will be located. Deployment also contributes to  the movement of current employees throughout the organization and through internal staffing systems that handle promotions, transfers, and new project assignments for employees. (Heneman and Herbert Gerhard, 2010)

Retention Systems

Retention systems are created to manage the movement employees out of the organization. These outflows are not voluntary on the part of the employee. For instance, an employee may have to deal with layoffs or the sale of a business unit to another organization. Other outflows are voluntary and are initiated by the employee, such as leaving the organization to take another job or leaving the organization because your spouse or partner has been transferred to a new geographic location. (Heneman and Herbert Gerhard, 2010)

Quality and Quantity

When staffing your organization its important to focus on the quality and quantity of employees that your organization needs to perform effectively. Having the correct quantity of employees means having a correct head count to conduct business. On the other hand having quality employees entails having people with the requite KSAO's so that jobs are performed effectively (Heneman and Herbert Gerhard, 2010). The hiring process for a manager of a gas station would entail hiring enough employees to fulfill sufficient hours to receive business. It would also require making sure that certain employees that have the capability of things such as managing payroll, teaching employees how to use the register, and maintaining the gas pumps. 

Using Rewards to Develop Talent

Once staffing has been achieved you then begin implement and finish the reward programs to maximize the talent in your organization.  Due to increased globalization, stiffer competition and the shrinking labor pool, companies no longer can afford to view traditional rewards programs as a cost to manage. HR departments now must research what their employees are looking to gain and develop total rewards systems that match what they have contributed to the organization and align to corporate ROI. (Kleiner, 2007) 

"Many companies rely on benchmarks and perceived best practices to design their reward programs, but then they do little to create better benefits portals on their intranet sites, introduce on boarding and exit interviews, explore methodologies for measuring ways to implement non financial reward programs or consider the possibility of managing rewards elements in an integrated fashion."(Kleiner, 2007).  

Kleiner believes this is no longer the correct way to go about rewarding your employees.  According to him  "HR leaders need to be focused on linking rewards strategy to people strategy and people strategy to business strategy. It is time to deal with this highly dynamic set of circumstances — urgent requirements for talent and increasingly complex people issues — by taking a rigorous approach to finding out what your employees truly want, what really gets their juices flowing and enhances their loyalty and then developing a total rewards system (base pay, bonuses, health and welfare benefits and intangibles such as culture, training and career opportunities) that rewards them for the value they bring." (Kleiner, 2007) 

Career and Development Plans

A career and development plans can be a reward that can makes or breaks an employees true contribution to the organization. These plans are personal and career development assessments and interests according to the departmental needs and your job. These plans according to (Human Resources at University of Berkley, 2013).

1. Summarize the career development information you have clarified by engaging in the exercises in each of the phases of the career development model
2. Supplies a framework for career development conversations with your supervisor
3. Provides a roadmap for you and your supervisor to use to create development activities that will help you enhance your knowledge, skills, and abilities. 

For example a employee sits down with the human resource manager at a job he's been working at for a couple of years and that he has gained respect at. He list out some potential goals and objectives he would like to attain within the organization and some personal goals he would like to attain. Essentially they map out what he will his possibilities of achievement are and what it will take to get to where the employee wants. If the employee disagrees with what hes going to have to due to attain this or there not willing to help him get to where he wants in may create a negative attitude or force a good employee to resign. If the organization is willing to help the employee with his career and development plan this will create a positive reward and he/she will work more effectively and create more output for the organization. This leads to our next subject compensation. 

Compensation

First, I would like agree with Kleiner in the aspect that organization should figure out what people really want in order to create a proper total rewards systems. One of those total rewards may be compensation. Compensation in business can be defined as receiving a reward, for instance money for a task that you've completed or something you contributed to the organization. For example a salesman at a car dealership goes over and above and sells more then every other employee and more then his quota. The business dealership may act on this and in return compensate him for his hard work with a bonus. If this path continues they may look at the employee as more valuable and raise his base salary. Most of the time people work hard to be rewarded in the aspect of compensation with higher wages or more money. They want to able to have more luxuries and support what they may need easier. This type of reward "fuels" people its what keeps people working hard and makes organizations competitive. 

Setting Individual Objectives

Individual objectives go hand and hand with both career planning and compensation   These objectives may result in pay raises, new levels within the organization, or even both.  An example of a setting an individual objective is a college student who is interning at a organization was to sit down with his boss and have a one on one about the job. Throughout the conversation his boss informs him of what his task are going to be and that if he completes the task well he will be hired as an official employee after the internship. Setting individual objectives with employees gives them short-term and long-term goals that they can complete and continue to be engaged and focused on the success of the organization. It's one of the most important rewards and motivates employees along with enhances the overall human capital for the organization.

Citations

Acemoglu, Daron. "Reward structures and the allocation of talent." European Economic Review 39.1 (1995): 17-33.

"Career Planning: Career Development Action Plan." Human Resources at UC Berkeley |. N.p., n.d. Web. 09 Dec. 2013.
Heneman, Herbert Gerhard. "Staffing Models and Strategy." Staffing Organizations: Recruitment and Selection in Canada. [Whitby, ON.]: McGraw-Hill Ryerson, 2010. 1-27. Print.

Kleiner, Dick. "Aligning Rewards with Business Strategy." - Talent Management Magazine. N.p., 1 Sept. 2007. Web. 09 Dec. 2013.

Mathis, Robert L., and John Harold. Jackson. Human Resource Management. Mason, OH: Thomson/South-western, 2003. Print.

"Pay for Talent: Integrated Talent Management Helps to Retain Key Employees and Drive Business Success." Pay For Talent. ADP Research Institute, n.d. Web. 09 Dec. 2013.

Ethical Issues In Human Resources

Ethics and Human Resource Management

Human Resource Management is a business function that is concerned with managing relations between groups of people in there capacity as employees, employers, and managers. Within Human Resource Management its part of there responsibility to make sure employees are treated equally and ethically in order to maintain a good relationship with the employer.  Some of you may ask the question what is ethics?  The term ethics can be defined as "a branch of philosophy, concerned with analyzing what is right or wrong in peoples behavior or conduct. Ethics and morality are terms that are often used interchangeably in discussions of good and evil.  The term ‘ethics’ is usually applied

to persons (comes from the Greek ethos, meaning character) and ‘morality to acts and behavior (moral comes from the Latin moral is, meaning customs or manners"(Rose, Amanda). 

Part of Ethics and Human Resource Management is being aware of ethical issues that are presented within a business. These unethical issues take place within the organization and can be caused by both employees and the employer.

Organizational Ethics and HR Management

Beginning with the owner of an organization down to the managers and hr managers you have the choice to follow the code of ethics and run a organization ethically.

"Managers and HR professionals influence the ethics of people in organization. How those ethics affect work and lives for individuals may aid in producing a more positive work outcome" (Koonmee, 2010).

Yes, the gains in the beginning may seem reasonable to "cut corners" and do what it takes to make the business be as profitable as possible. In the long run these tactics may catch up to you.  For example, company such as KFC and McDonald's have been dealing with issues involving
animals rights because of parts of animal that is being used to make the food. Although the food may be approved for health people still hear about whats being put into food and the parts of animals that are used. This creates bad publicity and makes people question eating there food.

"The expansion of the Internet has led to more publicity about ethical issues, including ethics electronic job boards and postings." (Eversole, 2008)

HR Role in Organizational Ethics

Human Resources plays a large roll in making sure the organization functions ethically. It's the HR Managers role to handle all situations presented in a ethical way making sure that everyone within the organization is treated equally. It's important when hiring an HR Manager to make sure that he/she entails good morals and values so they can be represented to the organization and employees correctly. Here are examples of questions the HR Manager asks himself when determining if the behaviors meet the code of ethics.

• Does the behavior or result meet all applicable laws,regulations and government ethics?
• Does the behavior or or result meet both organizational standards and professional standards of ethical behavior?

Compensation

Compensation misconduct happens when there is a misrepresentation hours and time worked, falsifying work expense reports, personal bias in performance appraisals and pay increases, deliberate inappropriate overtime classifications and accepting personal gains/gifts from vendors. An example would be accepting personal wages from a vendor in order to use them to contribute to the organization you are employed by.

Employee Relations

Another type of ethical misconduct within the workplace is employee relations. This can include employees lying to supervisors and coworkers, executives/managers e-mailing false public information to customers and vendors, misusing/stealing organizational assets and supplies, and intentionally violating safety/health regulations. Stealing office supplies and using them for personal gains would be an example of ethical misconduct within employee relations.

Staffing and Equal Employment

Staffing and Equal Employment misconduct is another example of ethical misconduct. This includes discriminatory favoritism in hiring and promotion,  sexual harassment of other employees, EEO discrimination in recruiting and interviewing, and conducting inappropriate background investigations. An example would be hiring people based on looks rather then if they are actually fit to fulfill the position correctly.

 Important HR Management Ethical Areas

• Staffing
• Training
• Labor Relations
• Legal Compliance
• Compensation
• Development
• Performance Management
• HR Policies

Consequences of Proper Ethics

• Job Satisfaction
• Reduced Turnover
• Decreased absenteeism
• Organization commitment
• Higher job performance
• Ethical Decision Making

Organizational Culture

Organization Culture can be defined as shared values and beliefs within an organization. Every organization has a culture, and that culture influences how executives, managers, and employees act in making organizational decisions. Organization Culture is said to be one of the major influences of maintaining a ethical environment and leads to following these four elements.

Four Elements of ethics 

• A written code of ethics and standards of conduct.
• Training on ethical behavior for all executives, managers, and employees.
• Advice to employees on ethical situations they face, often made by HR.
• Systems for confidential reporting of ethical misconduct or questionable behavior.

Workforce Demographics and Diversity

Organizations are bound by law to treat the people they employ fairly and not to
discriminate against identified groups. Therefore, Human Resource management must adapt and create a more diverse workforce in all aspects of the organization. Racial/Ethnic diversity has become a increasing percentage of the labor force. The encourages business to conform to cultural traditions, languages, and religious traditions that may come along the diverse employees. It's requried that organizations have a racial/ethnic diverse workplace in order to give all Americans equal opportunities. Woman now make up about 50% of the workforce many are single, seperatd,divorced or widowed which makes them the financial supporters within there family. One ethical issue that comes along is most woman must take time off of work in order to have a child. Human Resources in organizations has made adaptations and granted woman maternity leave in order to best benefit the child and mother. Due to the economy many individuals are forced to work longer before they retire resulting in a aging workforce. Many of these older individuals may have trouble learning new technology since they haven't grown up with it and this may cause an ethical issue.  Luckily, many Human Resource Departments have programs to teach he older generation so they can adapt to a changing world. 

Ethical Issues in Human Resource Management within Multinational Corporations

Organizations in today's generation rely more on business internationally then ever before and it continues to grow rapidly. Not only are we continuing to trade with other countries but recruiting employees for global operations, management, and strategic alliances which is heavily relying on the HR Department. There are three types of employees that are being recruited from other countries expatriate, host-country, third- country national. Expatriate is a citizen of one country who is working in a second country an employed by an organization headquartered in the first country. The second type is host-country national in which a citizen  of one country who is working in that country and employed by an organization headquartered in a separate country. The last international employee is third -country national a citizen o one country who is working in a second country and is employed by an organization headquartered in a third country. These international employees raise ethical issues that may need to dealt with by Human Resource Management.

Lack of Cultural Awareness

Many of the international employees have never been to a another country so they are unaware of the cultural. Its the managers duty to train the employees that will be traveling and have them become aware of the culture in the country they will be traveling to. For instance, language is essential whether the employee has to be trained the language or possibly even be assigned a translator to travel with. Another large part is cultural traditions. If an employee is to embark on a cultural tradition in a negative way it could cause a business deal to go bad and affect the company in the long run.
  
Bribery

Employees overseas may be face with bribery and have to act properly on it. If trained correctly they will know the correct way to act on the situation if presented. The employee wouldn't want to act in a way that would offend person who is bribing because that could also ruin a business deal but he also wouldn't want to act unethically.

Privacy

Privacy can be a large issue for many companies, especially in Europe. Employees may be forced to act on a privacy restriction and will need to be trained to act properly if the situation comes along. For instance choosing what works better for the corporation, whether it be an American restriction or a European Restriction.

Compensation

Compensation always plays a large factor to be aware of as a manager. For instance, companies may require different salaries for different positions. If the employee is going to be traveling or working with another country its always a good idea to make sure he's being paid properly.

Works Cited

"Ethics in Human Resource Management   ." Ethics in Human Resource Management. N.p., n.d. Web. 04 Dec. 2013.

 LUKÁCS, Edit, and Doina UDRESCU. "ETHICAL ISSUES IN HUMAN RESOURCE MANAGEMENT."

Mathis, Robert L., and John Harold. Jackson. Human Resource Management. Mason, OH: Thomson/South-western, 2003. Print.

Noe, Raymond A. Fundamentals of Human Resource Management. Boston: McGraw-Hill/Irwin, 2007. Print.

"What Are the Ethical Issues in Human Resource Management in Multinational Corporations?" Small Business. N.p., n.d. Web. 02 Dec. 2013.

"Why the Path to Good Ethics Starts in Human Resources." Why the Path to Good Ethics Starts in Human Resources. N.p., n.d. Web. 04 Dec. 2013.

Social Networking in Human Resource Management

Introduction

The world can be such a busy place, if you just stop and take a second to observe everything around  around you what do you see?  Most likely you'll be surrounded by at least one source of technology whether it be a computer, cell phone, or a television. These types of technology are your link to communication in the world.  The reason for this is the capability to connect to the internet and use social networking.  Social Networking today is the use of dedicated websites and applications to communicate informally with other users, or to find people with similar interests to oneself.  We sometimes use social networking to just connect with friends or for entertainment, but we can also use it to network with business professionals and recruit new processionals. Social Networking has become one of top resources for recruiting amongst millions of users everyday through many different techniques.

E-Recruiting

The Internet has become primary means for many employers to search for job candidates and for applicants to look for jobs.  Employers use a strategy called E-Recruiting in which jobs are marketed through internet job boards, professional/career websites, and employer websites. An example of an internet board is Monster which allows for employers to post jobs that have become available and users to log on and apply for positions there interested in. Employer websites also play a large role in E-Recruiting because  applicants area able to gain knowledge about the company, view availible jobs & submit a resume.  Professional/ Career Websites are one of my favorite tools for finding jobs. For example, OU Career Link within Oakland University allows for students to post a resume on the schools database along with status until graduation.  Employers can then log on and view my resume then reach out if there interested in a potential interview.  I can also see jobs that are available whether it be an internship or full time position and submit a resume to that specific company.

Popular social media website Twitter

Recruiting and Internet Social Networking

As social networking continues to advance new social media websites are being developed in order to connect business professionals and make it easier to apply for a postion. 

"No longer does a job seeker have to apply to dozens of jobs and worry about not hearing back" (Quast, Lisa. Forbes)

LinkedIn, Facebook & Twitter contribute to this idea providing individuals and listing there positions and what company there currently working for. This makes it easier for applicants  because once you have connected with the individuals you already know the door is opened to a wide range of new contacts. Personally, the social media website that benefits me the most as far as networking is LinkedIn. The reason for this being I am able to create a personal profile dedicated to listing the college I have attended, previous skills, and past employers. This allows my profile to show up in different employers recruiting efforts and reach out if they think I'm the next employee. I can also connect with individuals of business that I may be interested in working for in the future.

Employers using the Internet to Recruit

To fully understand the internet recruiting process its important to know how employers are taking advantage of the internet and using using it to recruit. 

"Because the desired opportunities rarely exist on job boards, and job seekers are participating in communities all over the web (sites like GitHub for engineering talent, for example), social media can become a fascinating place for employers to find talent that they may not be able to find otherwise" (Quast, Lisa. Forbes)

Three strategies that employers are using are Internet Blogs,  E-Video,  & Twitter. One company that focuses on Blogging to recruit employees is Apple.  Blogs allow companies such as Apple to post inquiries about positions and situations in which people can comment on them and give there opinion. People that comment may have the opportunity to apply for job later if the company agrees with there comment. E-Video is becoming more and more popular and companies are taking advantage of its growth. Companies can now use videos to create company profiles and provide examples of projects they have completed. Since Twitter was released in July, 2006 many companies have been promoting jobs through tweets. Users who follow these employers and read the tweets can then click there link to company website and apply for a position.

Nike is one of the most recognized brands in the world

Branding Through Social Networking

Social networking through websites can also help to build a brand that grabs the attention of potential applicants and enhances recruiting.  Sending out tweets, posting new comments on your wall, or promoting recent accomplishments the company will ultimately make your company one that people strive to work for.  Companies such as Google, Red Bull, and Nike all come to mind when I think of companies that brand well through social media. These companies create a bonds between the user and company by informing people of new changes within the company, using informational post, posting pictures on social media sites, or even using YouTube to post videos of production and what the company is all about.

Your the Human Resource Manager

Perhaps, one day your thinking about starting your own business or will be put into a position in which you will be the one in charge of recruiting employees.  Here are some key things to know...

Advantages of Internet Recruiting

• Internet recruiting is cost efficient
• Social Media provides a large pool of applicants
• Information can be easily gained about companies
• Time can be saved using Social Networking

Disadvantages of Internet Recruiting

• Employers receive more online posting
• Resume reviewing can take more time
• Enhanced amount of emails, blogs, questions
• Additional software may enhance cost

Getting Involved in the Social Network Craze

As an applicant its important to get involved with Social Networking.  Starting with posting you resume on professional/career websites. Optimizing, your current resources is beneficial because it saves time and employers will have access to information when looking for new employees. Create profiles that will enhance networking in the business professional field. Always remember employers will review you personally based on these profiles so keep it business professional. The next step is to begin reaching out to individuals and business you find important to your career and could get you to where you want to be as a business professional. Once connected with these individuals, do your research on company websites making sure you know all about the company before you apply. Lastly, submit your resume and inform the connection of that employer that you have applied for the position. This will enhance your chances of getting an interview and getting the job.  The Social Networking is there its your job to make the connections happen!

References

DeMers, Jayson. "The Top 7 Social Media Marketing Trends That Will Dominate 2014." Forbes. Forbes Magazine, 24 Sept. 2013. Web. 06 Nov. 2013.

Ellison, Nicole B. "Social network sites: Definition, history, and scholarship." Journal of Computer‐Mediated Communication 13.1 (2007): 210-230.

Mathis, Robert L., and John H. Jackson. Human Resource Managment. 13th ed. Mason: Joseph Sabatino, 2011. Print.

Quast, Lisa. "Recruiting, Reinvented: How Companies Are Using Social Media In The Hiring Process." Forbes. Forbes Magazine, 21 May 2012. Web. 06 Nov. 2013.

Snow, David A., Louis A. Zurcher Jr, and Sheldon Ekland-Olson. "Social networks and social movements: A microstructural approach to differential recruitment." American sociological review (1980): 787-801.