#firmday manchester 9th march 2017: wcn 'great engagement
TRANSCRIPT
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Making engagement the central focal point of your future talent acquisition strategy
Stefan SawhGlobal Head of Account Management
9th March 2017
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Agenda
• Introduction
• What does Great Engagement look like?
• Engagement Survey
• NBC Universal• M&S• British Transport Police
• Closing Remarks
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Who we are
Founded in 1995 by Charles Hipps, CEO, and headquartered in London, UK
400+ most talented and respected employers
Growing team of 100-200 professionals
Helping to acquire the best talent globally
Offices in the US, Italy and Asia, and publicly traded on the London Stock Exchange (WOR)
Delivering talent acquisition solutions
20YEARS
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Events Application
s and Selection
Interviews Offers / Accepts Onboarding
WCN ATS
Statistics, Data and Reporting
Award-winning Applicant Tracking Software
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Statistics, Data and Reporting
Who we work with
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Engagement Survey
What does Great Engagement look like?
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Engagement Survey
Global lessons from recruiters:Engagement findings
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Who we spoke to
WCN surveyed HR leaders covering almost 70 national and global employers including:
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Main Recruiting Challenges
• 49% said stretched staff resourcing made engagementdifficult
• 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.
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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
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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.
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Cost of poor engagement
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Value of Events
• 92% consider meetings / events as an effective way to communicate their EVP *
• Over 90 organisations hosted their own campus presentations across the UK **
• Events are powerful recruitment activities for hiring at any level
• 65% companies experience difficulties attracting top talent *
• ‘Candidate Experience’ starts with Events & marketing
* 2014 Global Workforce and Global Talent Management and Rewards Studies by Willis Towers Watson.** HighFliers Report 2016
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Events – typical challenges …
• Employers are marketing at an average of 20 UK universities *
• ½ of companies said a ‘few more’ or ‘considerably more’ students had attended their events compared to last season *
• 43% of graduate recruiters said that they had not enough resources in their graduate recruitment team *
• Maximising your time and resources at the events
• Measuring ROI
• Leveraging technology* High Fliers Report 2016
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Standing out from the crowd…
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Challenges of managing graduate roadshows at scale
• Clarity around branding
• Drive for Graduate vs. Young Professionals
• Harnessing events and awareness workshops
• Engage, Track and Maintain Relationships
• ROI
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Candidates at the Centre
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ROI
Offer/ Acceptance Marketing Spend Cost per HireNew York 32% $30,000 $4,286London 100% $28,750 $2,875
Hong Kong 79% $39,000 $3,545Sydney 84% $19,500 $722
Attended Offer Extended Offer Accepted Offer DeclinedNew York 48 22 7 15London 37 10 10 0Hong Kong 89 14 11 3Sydney 178 32 27 5
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Results
• Stronger Candidate Experience
• Full management of events budget
• Time to hire impact
• 50% reduction in administration time
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Engaging in Volume
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Challenges of Store Recruitment
• Volume applications within stores
• 35-40,000 vacancies per year
• Requirement to turnaround quickly
• Duplicate management
• Response time
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Streamlined Process
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Results
• 1 application per role, per candidate avoiding store conflict
• Duplicate check at application stage using business rules
• No break in application flow- 1 hour from application to booking an interview
• Time to hire typically 3 days
• Greater conversion through robust testing and application flow
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Engagement with target groups
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Challenges of representing Diversity in the Forces
• 550 vacancies
• Drive to represent the local community
• Inclusion and Diversity Division
• Clarify misconceptions around a career in the police force
• Change in attraction approach
• Candidate friendly
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• Workshop
• Simple application form – different to the norm
• Streamlined approach to recruitment process
• CRM for BME expressions of interest
• Exclusive vacancy links for attendees
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Results
• ROI
• Marked increase in BME/Female student officers
Intake Confirmed Numbers Male Female
May 2015 20 15 (1 BME) 5
June 2015 20 15 (4 BME) 5 (2 BME)
July 2015 40 29 (13 BME) 11 (4 BME)
August 2015 40 27 (7 BME) 10 (3 BME)
August 2015 20 12 (2 BME) 8 (2 BME)
September 39 28 (7 BME) 10 (1 BME)
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Summary
1) Have a great EVP2) Be coordinated and differentiated for all talent pools3) Engage early 4) Maintain effective engagement5) Bring EVP to life with stories6) Online approach complementary with face-to-face7) Clearly define what a great fit looks like8) Communication is simple, transparent and personal9) Update candidates frequently10)Use engaged candidates to be future advocates
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THANK YOU
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Feedback is a Gift
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Join The Discussions
Future of Volume
17 March 2017
To join or to contact
Future of Emerging Talent
19 May 2017