#firmday manchester 22nd september 2016 - wcn & well: why you must evolve your ats beyond...
TRANSCRIPT
Why you must evolve your ATS beyond applicant tracking22 September 2016 - The FIRM Manchester Autumn Conference
Introducing the speakersJulian Ladd - Global Head of Sales & Account Management, WCN
Ben Turner - Head of Learning, Resourcing & Talent, Well
2
What we will cover in this session The importance of an ATS being more than just applicant tracking
for recruiters based on the views of leading firms
The importance of candidate experience in a volume recruitment environment – a case study from Well
The industry trends reshaping the needs of recruiters that an ATS must adapt to
How WCN is responding to industry needs with its ATS evolution.
3
GLOBAL LESSONS FROM RECRUITERS ON RECRUITMENT CHALLENGES & SUCCESSES
Who we spoke to…WCN surveyed HR leaders covering almost 70 national and global employers including:
Main recruiting challenges• 49% said stretched staff resourcing made engagement
difficult
• 40% admitted low brand awareness was an issue for them
• 21% struggled to engage with diverse communities tocomply with their organisational goals.
• 20% found they were losing out to market proliferation &competition – 14% also said reneging of offers was an
issue
• 19% said low business engagement made winning over new talent difficult.
Most successful recruiting sources to help inspire candidates• 70% said referrals were key to identifying top talent recruits who should be engaged
• 59% reported internships and placements were a good way to engage future leaders (entry level roles)
• 53% valued career fairs, open days and networking days as useful for finding and then engaging the best candidates
• 43% used mentoring programmes to aid recruitment practices.
Successful methods currently used for engagement with candidates• 72% valued events and social media outreach/forum chats
for candidate engagement
• 64% said maintaining relationships with academics/executive directors helped with engagement
• 55% used newsletters and regular communications to deliver engagement
• 51% focused on dedicated careers pages and the use of virtual technologies to provide a form of engagement.
• 44% used brand ambassadors/mentors to run engagement programmes.
HOW IMPORTANT IS AN ATS TO DELIVERING GREAT CANDIDATE EXPERIENCES?
How Well and WCN are working together to deliver new recruitment approaches &
great candidate experiences
Well…… who?
Well…… who?
Our people
6000 store colleagues, inc. Delivery Drivers
1,000 Employed Pharmacists
c.200 HSC Colleagues c.100 Wardles Colleagues
c.230 Central Support Colleagues
3 Divisions
Field Support
33 Regions
Operations Wider Business
c.30 Bristol Hub Colleagues
Our vision, mission and values
Our People Plan
Our most sustainable competitive advantage is the talent of our colleagues and how they work together to serve our customers and drive business growth
How we do it…
• Transformational leadership
• Colleagues who care and contribute
• Recognising great performance
Who does it…
• Great welcome to the business
• Well trained colleagues
• Opportunity to get on
What we do…
• Organisational effectiveness
• Pay and benefits structure
• Managing change and risk
Our People Plan
Building a new approach to recruitment [From Sep 2015]
Resourcing operating as a separate shared service providing almost an agency service and accountable to fill vacancies – leading to a quantity over quality approach
Resourcing as a centre of excellence within HR, partnering the business and creating an effective framework that enables hiring managers to recruit great candidates
Limited candidate attraction options - reliance on two mainstream job boards
A more blended approach to attraction, utilising varied job boards, social media, CV databases & proactive attraction campaigns & building our own database
Minimal hiring manager involvement / ownershipHiring manager led working with the resourcing team with the candidate experience as the priority
No company-wide succession or talent planning [also leads to high external vacancies]
Working closer with HRBP’s/HRA’s & managers to build resourcing, talent and succession plans to enable us to better understand and meet future needs
Resourcing activity is almost always reactive and hardly ever proactive
More focus on anticipating future skills and roles required and attracting high calibre individuals for informal discussions to fill future needs
Historically Going forwards
Current recruitment system not fit for purpose with poor candidate experience, poor hiring manager experience and lots of manual workarounds
A new recruitment system fit for the future to enable effective and efficient ways of working
New resourcing strategy
Effective attraction
Simple and
efficient processes
Hiring manager
led
Great candidate experience
Robust candidate selection
Choosing WCN solution
WCN logoGreat candidate experience
Top 5 lessons learnt
Pic here??
Don’t be tempted to rush
Take time to choose right supplier to partner
Be completely happy with spec document
Understand & upskill on what you can configure in house
Don’t underestimate the engagement required
The Future
Effective attraction
Simple and efficient
processesHiring
manager led
Great candidate experience
Robust candidate selection
System links to core HR system & on-boarding
Full re-work of employer branding & proposition
Introduction of video interviews
More online testing / measuring
More proactive focus & talent campaigns
WHAT WILL BE THE STATE OF THE FUTURE TALENT MARKET IN WHICH YOU COMPETE?
There will be losers: increasingly competitive
21
Fasteraccelerated offers
1 day recruitment
Earlier20% increase in
employers offering high
school programs
Tougher CloseNegotiated offers
There will be a surplus of candidates but a deficit of
suitable talent
22Sources: Mckinsey Global Institute- Talent tensions ahead a CEO briefing, Manpower
Deficit40m in university
educated workers by 2020
Surplus95m lack the skills for employment
Therefore, ATS systemsmust be highly engagingfor a rewarding and personalised experienceTransparent, simplified presentation of your proposition and user-friendly, mobile, social and engaging interfaces:
• Delivering successful candidates a job quickly.
• Providing unsuccessful candidates updates & insight in how to be more successful in their job seeking.
• Enabling & magnifying the impact of your internal advocates.
A great experience builds a talent community around you for future hires.
23
Talent engagement technology
Engage your future leaders at every opportunity and enhance brand advocacy
Engage applicants as stakeholders at every opportunity with WCN
The possibilities are endless…
Capture hearts and minds of the best talent and keep them as advocates Ensure positive impressions are maintained throughout the recruitment
journey Ensure top candidates feel connected to development opportunities on
offer Strategically invite the best applicants to events to keep them engaged Showcase the best tips, case studies or videos relevant to your applicants Let candidates keep up to date with newsletters or other company
material Highlight how your company runs inductions and monitors performance.
25
CONCLUDING THOUGHTS
28
Winning requires a vision & a plan
0
5
10
Cost
Quality & Diversity
Speed
Performance
2015 2020 2030
Step 1:TechnologyProcesses
Performance
Ongoing
VisionStep 2:
TechnologyProcesses
Performance
Step 3:TechnologyProcesses
Performance
ANY QUESTIONS?
Feedback is a Gift…
Please fill out the questionnaire for a chance to win a bottle of champagne!
Thank you. If you have questions
[email protected] [email protected]
Tel: +44 208 2965908 Tel: +44 7715 853366