talent, social, mobile & recruiting summit: retail, hospitality & travel sectors
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Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
#SRTech13
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10 Reasons How Talent Attraction
& Social Media Collide!
Steve Ward – CloudNine
Twitter - @CloudNineRec
• Award-Winning Recruiters of Social
Media & Digital Comms Talent
• Building a Talent Network for 4 years
• Specialists in Social Media as a business
tool – by industry knowledge
• I listen, a lot…
How do
WE know….?
Our Philosophy
PEOPLE
KNOW
UNDERSTAND
TALK
TALK LEARN
STIMULATE
TRUSTBUILD
NETWORK
1. Be READY to be Social
This means…
• Make sure you can execute social
recruiting – i.e. have the right talent in
place
• Build a strategy for communication that
is effective to your means
• Understand where your target talent
pools exists
• Know what value you can give / content
AND…
BE PREPARED TO PLAY THE LONG GAME…
...AS WELL AS THE SHORT GAME.
2. Identify Your Talent
Know WHO you
want to find…
And
3. Know where they are…
And where they are not…
4. Build a Position of Authority…
• Play an integral part in the industry
• Stay on the pulse of industry affairs
• Be integral to their existence & career
• Thought-leaders in career development
• Facilitate learning and networking
• Stimulate the market
• Build an Advocate network
• Build a trusted following
5. Talent
Acquisition is
NOT a Desk
Job!!…
6. Build Employer Brand…
You can have the best talent
strategy in the world – but if your
reputation as an employer is
average – then your hiring
success, will be average
DO THE BEST PEOPLE IN THE MARKET
WANT TO WORK FOR YOU?…
7. Source Effectively…
Research advanced sourcing techniques
SearchesGoogle+ RecruitEM
Graph
Search
Profile
Search
8. The Interview Process &
Referral Recruiting
INTERVIEWING IS COMPANY
MARKETING
Create a GREAT interview
experience
…AND REJECT WITH CARE!!
9. Build Relationships &
Talent Communities…
Yes, I said the
`T C`
phrase…!!
10. Be Speculative.
Plan For the Future
• Talent Acquisition is a Consultancy
Process
• Why do Talent teams only interview
people for current roles?
• Set Targets in key areas & build
pipeline
Thank you very much…
Steve WardCloudNine Social Media & Digital Talent
Twitter: @CloudNineRec
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
metashift limited © 2013
The Evolution of Mobile Recruitment
Matt Alder
matt@metashift.co.uk
metashift limited © 2013
What I’m going to talk about
• The Mobile Landscape
• Mobile Apply
• Context and Content
• Case Study
metashift limited © 2013
Landscape
© MetaShift 2012
metashift limited © 2013
Magic?!
© MetaShift 2012
metashift limited © 2013
+
Within 4 years 71% of the
world’s literate population will
have a smartphone
Source – The World Bank
metashift limited © 2013
Mobile isn’t actually mobile
metashift limited © 2013
Mobile and Social
metashift limited © 2013
+The Smoking Gun
88% of UK Job Seekers have
used a mobile device to search
for jobs in the last year
Google Consumer Survey 2013
metashift limited © 2013
+UPS
• 14k trackable hires from Social Media
• 10K of those Applied via Mobile
• 27% of hourly hires applied on Mobile
• 17% of professional hires applied on
Mobile
• The quality of mobile applications
was higher than desktop
© MetaShift 2012
metashift limited © 2013
+LinkedIn Data
metashift limited © 2013
Mobile Apply
metashift limited © 2013
Business Card Data and Email Back
metashift limited © 2013
metashift limited © 2013
Cloud Upload
metashift limited © 2013
Emerging Integration Technology
metashift limited © 2013
Context
© MetaShift 2012
metashift limited © 2013
+Need for Highly Targeted Information
70% of mobile searchers act
within an hour; only 30% of PC
searchers do
Source Mobile Marketer
metashift limited © 2013
Recruiting Context
Physical
Technology
Career
metashift limited © 2013
Physical
metashift limited © 2013
Technology Context
metashift limited © 2013
Career - Candidate
metashift limited © 2013
Career - Employer
metashift limited © 2013
Content
© MetaShift 2012
metashift limited © 2013
Content Type
metashift limited © 2013
Case Study
© MetaShift 2012
metashift limited © 2013
Context and Content
metashift limited © 2013
Technology Context
metashift limited © 2013
Apply Context
metashift limited © 2013
Key Points
Think Context
• One size does not fit all
• Landing Pages, Microsites
• Cross device compatibility
metashift limited © 2013
Key Points
Think Content
• Targeted
• Appropriate Content Type
• Call to action and conversion
• Is your apply process suited to your
objectives?
metashift limited © 2013
matt@metashift.co.uk
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
Transform Your Talent and Recruitment Function
The JobPost SummitMatt Corey (Global Talent)
05 November 2013
Global Talent – Change Consultancy
Change Recruitment and Change Consulting
Total Solution Approach
Change Professionals
Change Consultancy Services
Special Free Limited Offer!
A special and free limited offer for all participants in this session.
Stay tuned …
Align Talent and Recruitment with Your Brand (1/3)
Your brand is your identity to the world.
“Branding is Influencing”(Peter Montoya, ‘The Brand Called You’):
A brand is:
A. Saying that YOU are DIFFERENT.
B. That YOU are the BEST.
C. YOU are AUTHENTIC.
Align Talent and Recruitment with Your Brand (2/3)
Your brand must be aligned with the Business Vision … and your Recruitment Vision.
Your Talent and Recruitment function must have its own unique identity closely linked to the business.
Your brand must be a billboard of the firm’s values, mission and culture.
‘Why should I work there?’, What’s the WOW factor?
Create a winning Employee Value Proposition (EVP) based on McKinsey research (War on Talent).
Align Talent and Recruitment with Your Brand (3/3)
Your company’s business plan is your guide of where the business wants to be in the future.
Question: How can we support the business achieve its goals?
Answer: Listen to what the business needs; plan and deliver the resourcing required.
Simple, isn’t it!? No. A challenge that can be conquered.
Solution: Build a Foundation of Recruitment Success and Excellence. How?
Lead Your Recruitment Like a Business (1/5)
Your recruitment function is a business within a business.
Lead it, do not manage it. Be entrepreneurial!
Create a recruitment business plan and strategy that includes all required resources: people, systems, structures, processes and policies.
Plan for short and long-term needs by building a talent pipeline and keep potential applicants informed - to feel - as a part of the company.
Lead Your Recruitment Like a Business (2/5)
Communicate your news through your intranet, website, social media (Linkedin, Twitter, Facebook, Google+ and others).
Arrange Career Days, networking events and participate at industry events.
Utilise mobile and post recruitment videos on YouTube – “Day in the Life of … at XYZ”.
CV v. Application Form debate – what is better?
Introduce video interviews as an initial meeting of the candidate.
Lead Your Recruitment Like a Business (3/5)
Try to talk to candidates over the phone; it is more appreciated than an email.
Offer an excellent recruitment customer service to all candidates by delivering on their expectations-and more.
Get feedback from your candidates on their application experience.
Lead Your Recruitment Like a Business (4/5)
Do I need a better ATS that is linked to other systems in the company? Does the ATS need an update? Do I need a new one based on my requirements changing?
Do I approach candidates directly?
Can I recruit better by approaching the right candidates on my own?
Do I have the time, skills and motivation to do this?
Lead Your Recruitment Like a Business (5/5)
Look at the costs needed to run your ‘Recruitment Business’. Is this the best use of your budget?
KPI – Total cost of recruitment campaigns (including advertising).
KPI – Time to Recruit (place a monetary figure on time invested for recruitment).
ROI – Compare cost of recruiting in house v recruiting through agencies.
Integrate Your Employees into Your Business (1/3)
After the offer is accepted, the ‘employee-elect’ needs to be engaged with and communicated to throughout the onboarding process.
Send them a confidentiality agreement (as pre-employment conditions).
Invite them to team meetings, presentations, email public information and other agreed information.
Create a relevant and bespoke induction for the new employees.
Review their performance periodically (before 3 months).
Integrate Your Employees into Your Business (2/3)
Keep reviewing the process, make continuous improvement, ask for feedback from the line managers and new employees in order to keep pace with the standard of recruitment excellence.
Integrate Your Employees into Your Business (3/3)
According to Grout and Perrin of ‘Recruiting Excellence’, regarding brand value, a number of companies kept emerging as favoured employers, with Virgin Group by far the most popular and others such Mars, BBC, Nestle, and Accenture – all because of their perceived culture and environment based on the brand image.
Getting it right in your talent and recruitment function will definitely lead to growth and an increased level of productivity and satisfaction from new employees.
Special Free Limited Offer!
Until November 30, 2013, Global Talent is offering a FREE Talent and Recruitment Function Audit (normally valued at
£1,450 + VAT) to all participants of this session.
The Audit can only be conducted on a face-to-face basis and it is exclusively offered to all participants present today at
the JobPost Summit.
Contact Matt Corey at matt.corey@globaltalentinc.com for more details.
Transform Your Talent and Recruitment Function
Thank you for your time and attention
and best of luck in your talent and recruitment efforts!
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
Launchpad
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
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HOTTEST TRENDS IN SOURCING: RETAIL, HOSPITALITY & TRAVEL
SECTOR
-Alastair Cartwright
5th November 2013
Ingenium People is a training business dedicated to corporate in-house recruitment teams.
We have 12 trainers, each with more than 15+ years hands on experience. Our clients include:
We have developed 25 courses specifically for the in-house recruitment market. These include:
• Managing the Internal Client
• Advanced Sourcing Skills
• Online Copywriting for Recruitment
• Engaging with, Qualifying & Closing Candidates
• Developing an In-house Executive Search Function
• Diversity / Inclusion for Recruitment
http://www.ingeniumpeople.co.uk/training-calendar
TRENDS IN SOURCING: RETAIL, HOSPITALITY & TRAVEL
Hiring Demand - Retail Sector
• Sept 2012 – 16,533 ads - 35% from direct employers
• Sept 2013 – 21,530 ads - 40% from direct employers
Hiring Demand - Retail Sector
Salary Analysis - Retail Sector
Top Advertisers - Retail Sector
Hiring Demand - Hospitality Sector
• Sept 2012 – 31,892 ads - 29% from direct employers
• Sept 2013 – 52,034 ads - 24% from direct employers
Hiring Demand - Hospitality Sector
Salary Analysis - Hospitality Sector
Top Advertisers - Hospitality Sector
Hottest Trends in Sourcing
1. Go Direct
2. Mobile enabled – candidates and line managers
3. Multi channel
4. Up skill your team – Sourcing techniques
5. Develop your sourcing strategy for a constant
pipeline of talent
6. Reactive > Proactive
7. Use agencies less > pay them more
Contact Me…
0845 459 1990
07866 682790
acartwright@ingeniumpeople.co.uk
uk.linkedin.com/in/alastaircartwright/
@alcartwright
@IngeniumPeople
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
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The factors impacting employee attritionRussell Beck
Head of Consulting
October 2013
References
The following were references for this presentation:
• Wikipedia - definitions
• Forbes – “Big Data in Human Resources: A World of Haves And Have-Nots”
• Deloitte Bersin – “Big data in HR – Talent Analytics comes of age”
• REC/Markit - labour usage data direct from REC
• Evolv - Workforce performance report
• ONS/US government – salary data together with demographic profiles
• Job Openings and Labor Turnover survey – US job data
• Freakonomics - website, book and podcast
• Futurestep - ‘Futurecasting: How the rise of Big Social Data is set to transform the business of
recruiting.’
• Quotes from:
• Wall Street Journal
• The Economist
• Financial Times
• Deloitte
• New York Times
• Impellam data - varied
Who are Impellam?
What is ‘big data?’
Big Data as the three ‘Vs’: Volume, Velocity, and Variety
Big data is about "building new analytic applications based on new types of data, in order to better serve your customers and
drive a better competitive advantage,"
“The sheer volume of data that is available and the speed with which it can be analysed is providing companies with new and
unexpected insights into their business”
As a live example…..
1 in 11,000 1 in 1,000,000+
This will be the next big thing… in HR
“Work-force science is what happens when Big Data meets HR. It adds alarge dose of data analysis, a k a Big Data, to the field of human resource management, which has traditionally relied heavily on gut feel andestablished practice to guide hiring, promotion and career planning.”
“In the case of hiring American workers who toil by the hour, number-crunching has uncoveredsome surprising correlations.”
“We have clearly entered an economy in which talent is considered a critical and scarce commodity. When this happens, companies should get smarter about every single talent decision. Enter theworld of ‘data-driven’ people decision-making.”
“Technologies such as big data have transformed business intelligence from the stuff of stodgy analyst reports to an instant streamof information.”
How does this apply to attrition…?
Data analysis of:
And this is what they found in relation to staff attrition:
16%
11%
54%
11%
8%
Macro Economic factors
Company Practices
Workforce Relationships
Job Characteristics
Worker Characteristics60
40 1.3bn
50%
Macroeconomic factors
16%
Attrition costs will rise by 25% as
resignations returns to historical norms
1.6
2.1
2.6
3.1
3.6
4.1
De
c-0
0
Jul-
01
Feb
-02
Sep
-02
Ap
r-0
3
No
v-0
3
Jun
-04
Jan
-05
Au
g-0
5
Mar
-06
Oct
-06
May
-07
De
c-0
7
Jul-
08
Feb
-09
Sep
-09
Ap
r-1
0
No
v-1
0
Jun
-11
Jan
-12
Au
g-1
2
Mar
-13
Job
op
enin
gs
Period of recession
US job creation
The same effect is already true within the UK
25
30
35
40
45
50
55
60
65
70
75
Oct
-97
May
-98
De
c-9
8
Jul-
99
Feb
-00
Sep
-00
Ap
r-0
1
No
v-0
1
Jun
-02
Jan
-03
Au
g-0
3
Mar
-04
Oct
-04
May
-05
De
c-0
5
Jul-
06
Feb
-07
Sep
-07
Ap
r-0
8
No
v-0
8
Jun
-09
Jan
-10
Au
g-1
0
Mar
-11
Oct
-11
May
-12
De
c-1
2
Jul-
13
UK Index of staff demand (seasonally adjusted)
16%
Period of recession
Skills shortages will get worse
In the US, for every 100,000 students entering the 9th grade in 2013, only 68,000 will graduate from high school in 2016.
Only 40,000 will then enter college that same year and when they graduate in 2021, less than 17,000 will get a degree.
800 of these graduates will be engineers, of which 125 will be mechanical engineers.
15 of these will be women and less than 5 of them will remain working in that profession for more than 5 years.
4,300,000 215
Location, Location, Location
20%Increase in tenure for
employees if they live 0 – 5
miles from work
58%Increase in tenure for middling
walking scores over worst
scoring locations
Office locations with the worst walking
scores have the highest rates of
employees quitting, and getting fired
Office locations with amenities lead
to increased employee tenure
16%
Company Practices
11%
“The problem with the employee
assessments that many companies use
is that they are transparent.”
“Assessments where the right answers
are obvious are counter productive to
success”
67%Percentage of self proclaimed “rule
followers” who are more likely to be
terminated for breaking rules
Job applicants know the system
Company Practices
11%
“Consistent of job function, industry or
country, recruiters often promised better
shifts, pay and advancement.”
5-20%Percentage of workers that
researchers estimate that quit
due to misaligned
expectations
Recruiters could lead employees to quit
33-54%Percentage of workers who felt
misled or confused about shift
availability, compensation, or
career growth
96%Percentage of workers
who felt they had a clear
picture of the job reality
if a comprehensive,
realistic job preview is
included
Workforce relationships
54%
“Employees do not leave their jobs, they leave their managers”
6xTenure increase of employees with best
managers vs. employees whose
managers are worse at retaining staff
Managers tenure at a
company does not lead
to better employee
performance
TenureThe more managers are
paid the better their
employees perform£
Worker characteristics
11%A workers previous job-related
experience does not predict
future performance or tenure…
…aptitude and work
style do.
Employees with high technological proficiency are more productive, stay on the job longer and miss 15% fewer days of work. In addition, they adhere to company policies better than those with low technological proficiency scores.
Employees who use Chrome and Firefox perform better across the board than those who use standard browsers that come with most computers. They provide higher customer satisfaction and close more sales.
Summary…
“The use of data and analytics in general is going to be a basis of
competition going forward for individual firms, for sectors and even
for countries. Those companies that are able to use data effectively
are more likely to win in the marketplace.”
Michael Chui, McKinsey Global Institute
16%
11%
54%
11%
8%
Macro Economic factors
Company Practices
Workforce Relationships
Job Characteristics
Worker Characteristics
ThanksRussell Beck
07710 898904 russell.beck@impellam.com
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
Who we are
We connect brands with young people
• Aim: Connect young people with great brands & improve their employability
• How:
Work with client to set innovative challenge
Deliver challenge to young people in engaging ways
Responses rewarded with prizes/work experience
• Client Benefits: Recruitment, marketing, CSR & innovation
• Student Benefits: Levels the playing field & improves employability
• Network: We work with over 92% of the UK’s schools and universities
• 22 years experience delivering inspirational learning experiences
• UK secondary-schools & universities
• Age: 12-25 years old
• 200 facilitators across U.K.
Some of our clients
Aim
• Specific, technical graduate recruitment across the U.K.
How
• Challenge – Team based and integrated into curriculum
• Workshops – 5 workshops, facilitators briefed comprehensively
• Shortlist & Assessment Day – Pitching master-class & senior board pitch
Result
• Paid work experience
• 80% were then offered a graduate placement
• Tales received fresh ideas for key part of their business
• Engaged with students from across U.K.
Business Need
Talent pipeline
Who
NEETS & Pre-NEETS
How
• Boot camps: teaching vital employability skills
• Challenges: on-going online challenges
• Video: lessons supported by innovative video content
Result
• 1,000 young people completed the boot camps
• On-going assessment – 3 months, 6 months, 12 months
• Have already employed NEETS from these boot camps
Recruitment Capabilities
360 degree process
• Attraction – increase employer brand, increase participation, geographical reach
• Education – young people and teachers/influencers, brand engagement
• Selection – assessment days
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
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Creating Smart Social Recruiting Strategies
Talent, Social, Mobile & Recruiting Summit
THE VALUE OF BUILDING AN EMPLOYER
BRAND TO ATTRACT AND RETAIN TALENT
Alan Whitford
5 November 2013
Why Me?
Over 25 years experience in recruitment and in the start-up and
expansion of high technology businesses in Europe
Provide strategic and practical insights to the automation and web-
enablement of Human Resource and Recruitment Process activities
throughout Europe
Clients include Times 500 companies and software and services vendors
in the Human Resources and e-commerce arenas
Founder of RCEURO, web portal for the European recruitment industry
Published in a number of on-line and off-line media covering technical
and strategic issues around HR, technology, social media and business
Lead training programmes on the use of social media and networking
tools
Founding board member of HR-XML Consortium European Chapter
Chair of the highly successful Social Recruitment Conference series
Operations Director of the Direct Employers Association Europe
The Importance of Talent
80% of executives surveyed globally believed that
"the ability to attract and retain the best people"
will be the Primary Force influencing business
strategy
Source: Deloitte - 2001
The Candidate and Employer Scene
Candidate Perception of a Talent Pool
Marketplace and Societal Challenges
The War For Talent is now 16 years old
The Candidate won 15.9 years ago
Everybody knows
Not enough skilled workers
Too many unskilled workers
They are all in the wrong place
5+ Generations in the Workplace
Our brand is what ‘they’ say about us
Double Dip Recession (or “economic correction”)
What Are The Challenges?
1. Your ability to attract and retain quality workers
2. Diverse cultures
3. Speed of change – technology quicker than people
4. Managing this change
5. Technology to support the change
6. Vision, talent planning and creativity (skill gaps)
7. HR & Recruitment Executives with necessary skills
The Global Recruiting Landscape at a Glance
1
5 most important trends shaping the future of recruiting
2
3
4
5
Social professional networks are increasingly impacting quality of hire
Employer branding is both a competitive threat and a competitive
advantage
Data is used to make better hiring and branding decisions
Companies are investing in hiring internally to stop top talent from
walking out the door
Companies are figuring out the mobile recruiting terrain
LinkedIn 3rd Annual Global Recruiting Trends survey in 19 countries.
We surveyed over 3,300 talent acquisition leaders to capture their thoughts on what keeps them up at night, hiring and
budget trends, and key sources for high-quality hires. We distilled all this and more into 5 key trends you need to know
as a Strategic Talent Leader, to be on the cutting edge and be effective to candidates, your team, and your company.
To access global and other country-specific reports and infographics, visit:
http://lnkd.in/GlobalRecruitingTrends
1. Recruiting/sourcing highly-skilled talent 44% Germany
2. Improving quality of hire 30% India
3. Employer brand 25% Nordics
4. Pipeline talent 25% SE Asia
5. Improving sourcing techniques 18% Australia
What is at the top of your peers’ list for 2013?
Talent Leaders Are Most Focused On Improving The Basics – How To
Source, Pipeline, And Hire The Best Talent
“Think about your talent acquisition organization's top priorities for 2013. Which of the following choices would you consider to be the most important and
least important areas of interest for your organization?”
2013 Top 5 Priorities Priority is #1
Talent Leaders Around The Globe Think Social Professional Networks
Will Shape Recruiting In The Long Term
“What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?”
Pay attention, these trends are here to stay
Ensure you are investing adequately in social and professional
networks for the long run
2013
Utilizing social and professional networks 39%
Upgrading employer branding 33%
Finding better ways to source passive candidates 27%
Being a strategic talent advisor to the business 22%
Boosting referral programs 21%
Training recruiters and hiring managers on 'how to hire A-level talent' 16%
Optimizing your career site 15%
Recruiting globally 14%
Reducing spend on staffing firms 12%
Increasing focus on internal hiring/transfers 12%
Top 10 long-lasting trends
The Employer Branding War Is In Full Swing
Competitive Threat Competitive Advantage
Believe employer brand has
a significant impact on
ability to hire great talent
83%Top 3 Threats
1. Invest in their
employer brand
2. Improve employee
retention
3. Learn to use social
networking and
social media more
effectively
“What are the things that your competitors have done or may plan on doing
that would make you most nervous?”
Understand your employer brand and how it can set you apart from the
competition. Take the opportunity to engage not only candidates, but
employees as well.
©RCEURO.COM LLP
What Is Employment Brand?
What do you think?
©RCEURO.COM LLP
What is Employment Brand?
How an organisation markets what it has to offer to
potential and existing employees
A set of attributes and qualities, often intangible, that
makes an organisation distinctive, promises a
particular kind of employment experience, and
appeals to those people who will thrive and perform
best in its culture
A strong employer brand should connect an
organisation’s values, people strategy and HR
policies and link to the company brand
Source: CIPD Guide on Employer Branding
©RCEURO.COM LLP
End To End Employment Branding
Employment brand is defined by the candidate and
employee experience
Research to develop a true employment value proposition
Deliver the complete brand experience
Attraction
Selection
Onboarding
Career Progression
Leaving
Returning
©RCEURO.COM LLP
Who Is In Control Of Your Brand?
Edwin’s Lament = Bad Employer Brand
I’ve got a simple idea
Why doesn’t the recruiter (agency) just inform the candidate when a
prospective employer rejects their application?
I’d like to hear from recruiters when my application is rejected - so I know which
job prospects are still active - and which are dead
I could learn - to be more successful going forward
What went wrong?
How do I improve?
Maybe I finished 12th in a field of 10 - but there is another round coming in the future?
What did the Employer really think of me?
What do I really think about the employer?
©RCEURO.COM LLP
Assessing Your Employment Brand
Research internal and external focus
groups
Identify company values, employer attributes,
company brand recognition, customer
impressions, individual interests
Define key themes from the audience
Balancers, Progressives, Believers,
Essentials Seekers, Friends, Inclusivity
The Most Successful Employers Use Data To Measure Their Talent
Brands Qualitatively And Quantitatively
Believe organization
utilizes data well to make
hiring decisions
Regularly survey new
hires to understand
brand position
Regularly measure
employer brand in a
quantifiable way
27%
44%
53%
23%
34%
33%
Survey new hires regularly to get a qualitative review of your talent brand.
Use numerical metrics to measure your brand quantitatively over time and
against competitors.
Brazil and India are leading the pack in using data for employer
brand
52%
55%
48%
Why Does This Matter To The
Business?
Customer
Retention
Customer
Impression
Offering
Quality
Offering
‘Match’
Brand Image
/ Reputation
Value for
Money
Employees’
Behaviour
Attitudes
to Work
Attitudes
to Company
Mangers’
knowledge
and
behaviour
Work
structure,
Teamwork,
Training
Job content,
Ethical context,
Promotion,
Pay, etc.
Revenue Growth
Profit Contribution
Investor
Proposition
Customer
Proposition
Employee
Proposition
You work with this ...
But what’s the
effect of this?... and this.
A negative jobseeker experience
impacts an individual’s customer
behaviour
Message for the CEO/CFO
Bad recruitment experiences
59.4% have had a
negative experience
Types of bad recruitment experience
Bad Experience %age
Attended Interview, never heard back 52%
Misleading Job Description 42%
Interviewer was late 32%
Irrelevant questions – not related to job role 30%
Personal questions – marital status, children, family
plans
26%
Interviewer was rude 25%
Personal question about Health 13%
Personal questions about disabilities 7%
How does a negative jobseeker
experience impact an individual’s
customer behaviour?
Impact Of A Bad Recruitment Experience
As a result of the bad experience, % less likely to:
Accept a Job at that Company 76%
Recommend the Company to a friend 82%
Purchase that Company’s products/services 64%
National Impact Of A Bad Experience
59.7%
68.0%
61.5%
64.1%
64.1%
70.0% 72.0%
66.0%
65.4%
65.3%
69.7%
68.4%
68.9%
58.4%
71.8%
63.0%
% less likely to buy that company’s products / services:
What Does Your Employer Brand Look Like?
Contact Me At Any Time
Contact Information:
alan@abtechpartnership.com
Tel: +44 (0)7971 864620
Twitter:
@alanwhitford
@rceuro
@DEAEurope
Sites:
www.abtechpartnership.com
www.rceuro.com
www.directemployers.eu
INTRODUCTION TO THE DIRECT
EMPLOYERS ASSOCIATION
Alan Whitford
Operations Director
+44 7971 864620
alan@directemployers.eu
Website: www.directemployers.eu
Copyright Direct Employers Association 2013
What Is The DEA?
The first UK Trade Body specifically created for commercial hiring organisations with a specific focus on the Talent Acquisition/Resourcing function and the in-house professionals who deliver the recruitment agenda
Provides the members with a single voice supported by the power of the collective force of the UK's best and most innovative employers
Work with and influence policy makers, key stakeholders and business leaders to create the right environment for effective recruiting
Formulate and deliver best practice in all aspects of the recruitment function whether that be permanent or contingent worker hiring
The DEA Agenda
Influence Government and Policy Makers
Educate and Support Business Leaders
Establish Best Practices, Develop and Support
Resourcing Practitioners
Engagement with Government, industry and the vendor
supply chain
Community and Talent Acquisition
Educate the Supply Chain
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
Talent, Social & Mobile Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
WIFI Network: VENUE GUESTSPassword: VENUE
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