Think about this: According to research by Civic Life in America in 2012, 80 percent of Americans trust their neighbor. While at the same time, poll after poll reveal that most of us don’t trust others.

In other words, we don’t trust strangers, but we place a great deal of faith in the people we know on a personal level. So basically trust boils down to developing personal relationships.

So what does this have to do with finding a job? A great deal, actually.

Let me explain.

The single most important issue for job candidates today is this: they want true transparency on what it’s like to work for a specific company. That’s it: they want to be told the truth about a given job and place to work, warts and all.

This kind of information is available like never before thanks to social technologies that people use every day. According to a study done by, 72 percent of candidates are using social connection tools to scour jobs. So if you want to know what it’s like to work for a certain company, at a certain location even, all you have to do is reach out on any number of social networks that millions of people use every day.


Many companies are using social networks to source candidates and post open positions, but that doesn’t help the candidates visualize themselves working at the company. Social recruiting includes sourcing active and passive candidates, but it’s really much more than that. Social recruiting is creating a social environment that gives employees and managers a voice, and lets them talk about why they love working at their company and why job seekers will want to work there, too. It involves a level of transparency and sharing what it’s like to work at their company, what the hiring process is like and it provides a view into the company’s culture and workplace environment.

A company’s brand plays a big role in attracting top talent. And, much like an external brand, if the internal culture isn’t truly defined and understood by employees in a way that they can relate to, they will create a brand for you in the market -- right or wrong.

When a company defines its culture, it discovers key characteristics that affects all facets of the workforce. And it gives leaders insight to what drives their employees, what kind of people thrive within the organization and ensures the authenticity of their culture is what is being shared over social media channels and candidate discussions accurately.

This worked well for Regeneron Pharmaceuticals, a U.S.-based, global bio-pharmaceutical developer and manufacturer. By recruiting for employees that fit their culture, Regeneron was able to hire hundreds of hard-to-find scientists who could thrive in its unique environment. As a result of hiring so many talented scientists and researchers, Regeneron grew its employee base by more than 50 percent. And it was recently voted the best biopharmaceutical company to work for by Science magazine.

It’s a powerful prescription: hiring people who will enrich the company brand because they will help the company achieve its financial goals.

It’s powerful for the candidate, too. They are interested in knowing how a company measures success, how they define top performers and if they would be a good cultural fit and thrive or dive within the environment. Candidates are able to make informed decisions about where they want to work and why they want to work there. This leads to candidates who make better employees because they feel confident about the company they are representing.

Employees are a company’s greatest asset, and a successful company starts with great people who are given the opportunity and environment to excel and do great things. It all starts with sharing information and examples of how a company can provide that for the candidate. And hiring the right people to become a smarter workforce.