Connect with us

Business Discusses How to Use Influencer Marketing for Recruitment




With social media taking such a prevalent role in our everyday lives, influencer marketing has become the next big thing in terms of raising awareness for brands. According to Later, influencer marketing is on track to become a $15 billion dollar industry by 2022 and shows no sign of declining. The influencer tactic has been very beneficial whether you are marketing products or various services. As modern content creators, influencers are known for creating content that captures a specific audience. While most influencers are used to drive sales, the tactic can also be used to recruit new employees, increase brand awareness and more.

Influencer Marketing and the Job Market

Currently, with such a tight job market, recruiters are even utilizing influencers as a way to promote their business and obtain top talent. Research from, a unique job posting platform with jobs available in more than 75 countries, has found that influencer marketing can be utilized in recruiting by taking advantage of influencers’ reach, younger target audiences and their direct connection with their followers. This allows influencers to reach a fresh audience of potential employees.

According to Mediakix, the ROI achieved from influencer marketing is comparable or superior to other marketing channels. Influencers create content that can be inspiring, engaging, creative and motivating and used for your business’s website, career page, social media, posters, promotional pamphlets and more to help showcase your company and attract quality employees.

How to Choose the Right Influencer for Your Job Market

There are so many different channels for influencers to utilize these days that it’s important to plan accordingly. When it comes to selecting influencers, there are five key qualities to look at.

1. Credibility: Credibility is important in the influencer community because it is an investment you are making for your business. The content the influencer creates needs to align with your organization’s goals and values.

2.) Followers: Some have described followers to be the “currency of the century”, however followers aren’t always the largest factor in determining the quality of an  influencer. With apps that allow you to buy followers, it’s important to verify the authenticity of an influencer’s following. Luckily, there are analytical tools to make sure an influencer’s followers have not been bought.

While some have thought that the higher the number of influencer followers, the better, more recent trends have focused on smaller-scale influencers with a following of fewer than 10,000. According to Business Insider, influencers called “nano-influencers” with a higher engagement are currently trending. Nano-influencers have gained a lot of momentum due to their authenticity and connection with everyday audiences. Nano influencers are also more affordable compared to mega and macro-influencers.

3. Engagement: Engagement perhaps is one of the most important aspects of analyzing the ideal influencer from who to partner. Factors including reach, likes, impressions, shares, saves, and comments are all measures of engagement. The definition of engagement often has to do with the amount of interaction a follower has with an influencer. An influencer may have many followers but if their engagement rate is low, your campaign may not be very effective. The engagement rate of an influencer is typically determined by dividing an influencer’s number of followers by the number of post engagement such as likes, comments, shares, and saves. A high engagement rate is typically between 3.5 and 6%.

4. Connection: Connection is another important factor in deciding on an influencer. As mentioned previously, the influencer needs to have similar values to your organization and a similar target audience that your company is trying to reach. Shared values, goals, and aesthetics are good ways to analyze if an influencer is a good fit for your company. For example,  if an employer at a restaurant is looking to hire an influencer, he or she might look to the Insta-foodie community because they align with the company’s goals.

5. Location: Location is important to consider as well. When hiring an influencer, it’s important to factor in the location of the influencer in comparison to your business. If the influencer is in a different country, it may be rather hard to market the product to your audience. Also, if spreading the word in your local community is important, choosing an influencer within your local community might be helpful.

Reaching out to Influencers:

When reaching out to influencers, it’s important to know your company mission and the goals it hopes to achieve with the influencer campaign. The company’s goals should align with the influencer marketing strategy.


Influencer marketing campaigns are being used to enrich a company’s recruitment strategy by raising awareness, increasing your employer brand awareness, as well as building trust with your target audience. Social media on its own has many benefits for companies, but utilizing the influencer marketing strategy can take your company’s hunt for talent to new heights.

The idea of Bigtime Daily landed this engineer cum journalist from a multi-national company to the digital avenue. Matthew brought life to this idea and rendered all that was necessary to create an interactive and attractive platform for the readers. Apart from managing the platform, he also contributes his expertise in business niche.

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *


The Ultimate Guide to the Essential Social Skills in Business




Effective communication and strong relationships are essential for success in the workplace. One factor that can greatly influence these qualities is emotional intelligence, often abbreviated as EQ. EQ refers to the ability to identify, understand, and manage one’s own emotions, as well as the emotions of others. Research has shown that individuals with high levels of EQ are better equipped to handle stress, communicate effectively, and work collaboratively with others (Chamorro-Premuzic & Sanger, 2016).

Research has consistently shown that emotional intelligence (EQ) is an important predictor of job performance and success in the workplace. EQ is comprised of a set of skills that allow individuals to recognize, understand, and regulate their own emotions, as well as the emotions of others. In addition, individuals with high EQ are better able to communicate effectively, build relationships, and navigate complex social situations. As a result, they are often viewed as effective leaders and collaborators, and are more likely to achieve their personal and professional goals.

In fact, a number of studies have demonstrated the significant impact that EQ has on job performance and success. For example, one study of 85 upper-level managers found that those with higher EQ scores were rated as more effective leaders by their subordinates (Law, Wong, & Song, 2004). Another study of 151 employees found that those with higher EQ were more likely to be promoted within their organization over a five-year period (Carmeli, Brueller, & Dutton, 2009). These findings highlight the importance of EQ in the workplace and suggest that developing these skills can lead to significant benefits for both individuals and organizations.

According to a study conducted by TalentSmart, a leading provider of EQ assessments, EQ is responsible for 58% of success in all job types (Bradberry & Greaves, 2009). In contrast, IQ only accounts for about 4% of success in the workplace. This suggests that EQ is a crucial skill set for individuals in any professional field. Fortunately, EQ is a skill that can be developed and honed over time with practice and awareness.

There are several key components of EQ that are particularly important for success in the workplace. These include: 

Self-Regulation: This refers to your capacity to recognize and control your emotions. Sometimes treating them when they arise may be necessary. Understanding how to manage your anger is essential. However, it can also cover how to control the feelings you’ll experience.

Self-Awareness: This implies recognizing and understanding your own feelings. Do noisy places make you nervous? Do other people talking over you make you angry? Knowing these truths about yourself shows that you are working on your self-awareness. Being conscious of yourself is necessary for this phase, which can be more complex than it sounds.

Socialization: This category focuses on your capacity to manage social interactions and direct relationships. It doesn’t entail dominating others but knowing how to work with others to achieve your goals. This could entail presenting your ideas to coworkers, leading a team, or resolving a personal disagreement.

Motivation: Strong motivators include external forces like money, status, or suffering. Internal motivation, however, plays a significant role in Goleman’s concept. By doing so, you demonstrate your ability to control your cause and initiate or continue initiatives of your own volition rather than in response to external demands.

Empathy: It’s equally critical to be sensitive to others’ feelings. This may entail learning to identify different emotional states in individuals — for example, can you tell the difference between someone at ease and someone anxious? — but it also requires comprehension of how other people may react to their current situation. Empathy is one of the essential traits in business and business leadership.

A thought leader in this space, Michael Ventura has built a career advising organizations on the importance of emotional intelligence in the workplace. In his book, Applied Empathy, Ventura highlights the value of empathy in business and provides strategies for developing and applying this skill set. With two decades of experience as a leader, facilitator, and educator, Ventura’s work has made impact in with prestigious institutions such as Princeton University and the United Nations as well as corporate clients such as Google and Nike.

Through his work, Ventura advises leaders to focus on the development of EQ in order to help individuals improve their communication, collaboration, and leadership skills, ultimately leading to greater success in the workplace. Experts like Ventura continue to support the growing body of research on the value of EQ in business, and the evidence that organizations who invest in the EQ of their teams help to create a more empathetic and successful professional environment.

And it’s worth noting that EQ isn’t just important for individual success in the workplace, but also for overall organizational success. A study by the Center for Creative Leadership found that EQ was a better predictor of success than IQ or technical skills in the workplace, and that teams with higher levels of EQ tend to be more effective and productive (Boyatzis, Goleman, & Rhee, 1999). By cultivating a culture of empathy and emotional intelligence, organizations can improve their overall performance and create a more positive work environment for their employees.

In conclusion, emotional intelligence is a crucial component of success in the workplace, and individuals and organizations alike should prioritize the development of these skills. The ones that do not only develop a leading edge in their category, but also become a meaningful place to work for their teams. And in today’s rapidly changing talent landscape, the retention of highly capable, emotionally intelligent leaders is one of the greatest keys to unlocking success.


Boyatzis, R. E., Goleman, D., & Rhee, K. S. (1999). Clustering competence in emotional intelligence: Insights from the emotional competence inventory (ECI). In R. Bar-On & J. D. A. Parker (Eds.), Handbook of emotional intelligence (pp. 343-362). Jossey-Bass.

Bradberry, T., & Greaves, J. (2009). Emotional intelligence 2.0. TalentSmart.

Chamorro-Premuzic, T., & Sanger, M. N. (2016). Does employee happiness matter? Journal of Organizational Effectiveness: People and Performance, 3(2), 168-191.

Continue Reading