sourcing approaches sharing

© 2009 IBM Corporation

Uncover New Avenues for Identifying Talents

Steven Chen Recruitment Marketing Strategy Manager, IBM GCG0710/2009

© 2009 IBM Corporation2

Personal InformationEducation: Master of Human Resource Management and Industrial Relations, University of Sydney, AustraliaLocation: Beijing, ChinaLanguage: Chinese, EnglishJob Title: IBM GCG Recruitment Marketing Strategy Manager

Core Competencies?

• Staffing Strategy & Planning•Talent Sourcing and Recruitment Practices• Talent Market Research & Analysis• Employer Branding Research & Promotion• E-HR System Design and Implementation• Project Design and Management• HR Consulting and Training

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实习项目

主主主主主主要要要要要要职职职职职职业业业业业业经经经经经经历历历历历历

IBM Application Tracking System IBM E-onboarding System IBM E-separation System IBM LOA System IBM Contractor Renewal System IBM Candidate Relationship

Management System (CRM) IBM 3D Virtual World Learning Project

for New Employee Assimilation IBM Campus Recruitment System IBM Online Job Fair & Interview

System E-learning Portal and Profit Model

Design Project

E-HR System

Talent Market Insight

China Software Talent Market Research Project Generation-Y Research IBM China Employer Branding Project 12 Key Competitors Market Intelligence Research

Project China Agency Market Research Project Geo Expansion 2nd/3rd Tier City Talent Market

Research IBM China Talent Relocation Research China Paradox Research on Overseas Chinese

Graduates IBM Global Delivery City Study IBM Employer Branding Research on Campus IBM China Alumni Survey Diversity Hiring Market Research Other Ad Hoc Market Research Projects for Critical

Skills or Target Industries

Strategic Sourcing & Selection

Blue Pathway Internship & Campus Program University Relations Collaboration Project Agency Management System Project Overseas Hiring Project Diversity Hiring Program ERBP Re-engineering Project Next Generation Sourcing Channel Project IBM GCG Alumni Program IBM China Employer Branding Project IBM China Assessment Center Project BBSI Interview Workshop Program Geo Expansion Sourcing Project High-volume Hiring Project Other Corporate & Global Recruitment

Projects

IBM China Corporate Branding Project IBM GBS Consulting Projects, e.g. Haier, SH

Mobile, Korean SK Group, etc. IBM China Enterprise Risk Management Project IBM Global New Employee Experience & Value

Chain Project Social Recruitment Project Other Recruitment Marketing Programs

Other Recruitment Projects

Steven’s Projects in Exploring the New World of Smart Recruitment


agenda1 Trends for Smart Recruitment2 Integrated Sourcing Strategy

3 IBM Strategic Sourcing Model

4 Case Study: Social Networks

5 Case Study: SEM + SNS

6 More Recruitment 2.0 Practices

7 Expected ROI


Welcome to the new digital ecosystem

The media landscape is more fragmented than ever before Explosion of channels (web, blogs, RSS, instant messaging, virtual world…) Boom of connected devices (iPhone, iPod, video games…) The consumer is now always-on, immersed in a digital pool growing every day Four generation currently in the workforce He’s now in control of communication and trusts more his friends and relatives than

traditional advertising when it comes to decision purchase

Web 2.0 is about connecting people, and making technology efficient for collaboration, re-use, and end-use.

Web 1.0 was about connecting computers and making technology more efficient for computers.

Interaction

Conversation

Contributions

Transaction

Feedback


This new behavior influences the recruitment sector

Job portals still lead the way but they see the rise of new niche actors They also face the threat of B2B social networks like LinkedIn, Facebook, Xing… and many

others User-generated content impacts the reputation of your company and its attractiveness as work

place Recruitment is getting more « social » to track talent and

attract the right profiles Just like in many other sectors, Internet generates

« disintermediation » effects: companies can bypass professionals to find people they need


Reach Candidates : Spent Time

Going Online14 hours per week

10 Hours per week

Watching Television

Radio Listening

5 hours per w eek

16% of the time

Reading Books, 3 hours

Reading magazines, 3 hours

Reading newspapers, 1 hour

The Opportunity 45%

Temporary Replacement Firms

35% 3rd Party Staffing Firms & Headhunters

11% All Newspapers

7% Internet

Source: Borrell Recruiting Report (January 2006)

Avg. Recruiter’s Marketing Spend Individual Media Consumption


Typical web 1.0 online recruiting strategy

Corporate Career Site

Career Site

STEP 1

Job Search

Apply Process

$$ Job Boards

STEP 2

51jobs, Chinahr

Niche Job Board

Candidates

STEP 3

Active People Only

=<1% Internet Users

Machine Gun Apply

Shared with others

ATS

STEP 4

Jobs

Applicants

Not driving direct traffic

Not capturing passive candidates

Not measuring sources

Fragmented candidate databases/networks

Not marketing to applicants, employees, search engines, social networks


Niche Job Boards

Niche Job Boards

Major Job Boards

Pros:• Inefficient - GIGO• Low ROI – Pay to Post• Brand (active seekers)

Cons:• Only active seekers• Losing share

Candidate Behavior:Throw it against the wall

Recruiting Today – Pay to Post or Pay for Performance?

Internet Overallvs.

Top Job Boards

Source: ComScore

30%

Missing 70% of total Internet audience

But some clients spend over 70% of

budget to reach 30% of audience

70%

Trend: More recruiters abandoning the pay-to-post model


Source of Hire 2008Some key findings include: Internal transfer and promotions has the

significant increase in the proportion of internal to external fills in 2008 (38.8%) versus 2007(28%) due to the deteriorating economic climate during 2008.

Referrals (employee, alumni, vendor, etc.) make up 27.3% of all external hires and is arguably the number one external source. (Employee referrals make up most of this category but Alumni referrals are growing.)

Hires attributed to Job Boards (not including the company site) represent 12.3% of external hires. The trend predicts it will diminish in the future.

Company web site is regarded as a destination not a source.

Trends in 2009 Improve Direct Sourcing, Social Network

Connections and SEM Reduce Agency, Job Board and Print Increase Referrals

Source: CareerXroads 8th Annual Source of Hire Study (200 Companies, 5000+ employees, Named Brand), 02/09


The New World of Recruiting

The bottom line is this: With a wave of retiring Baby Boomers, a wave of less experienced Generation Y workers coming into the market, and the changing economic landscape, finding the right people for the right jobs at the right time

is more critical than ever.

“Recruiting is much more complex than it used to be. You can’t just post an ad on a site like Monster and wait for candidates to come.

You really need to do your homework and think of recruiting as a marketing campaign – who is my target market, and how can I reach them.”

- SHRM


Recruitment 2.0 – Future Trends

The Past

Print, Print, Print Newspaper Advertising Job Fairs/Event Recruiting Word of Mouth Headhunters

The Present

Internet has revolutionized the way we recruit Awareness and targeted messaging (reach Active & Passive) Content and visuals (blogs, videos, webcasts, etc..) Networking and researching capabilities (Linked In, Facebook, etc…) Online Career Fairs Corporate career website (drive traffic)

Integrating

Engagement Tools

into your recruiting plans

Future Trends

Online Marketing (SEO/SEM) Mobile Marketing Gaming Interactive Videos Blogs Virtual World – Second Life Podcasting or Jobcasting Social Networking e.g.

Facebook.com LinkedIn.com3I = Integration, Interactivity and Innovation


Attract Talent From Multiple Online Channels

Sourcing ToolsJob Boards

Social Networks

E-mail & RSS Marketing

Job Aggregators

Alumni Recruiting

ATS / CRM

Virtual World/Gaming

Print Advertising

Searching Engines

Mobile Recruiting

Blogs, Industry GroupsInstantmessaging

Corporate Career Site

Google, baiduFacebook, Linkedin

51job, Chinahr, Zhaopin

Second Life


Benefits of Media Diversification

Reach passive candidates where they live on the internet

– Not just where they search for jobs

Diversification = increased exposure to message

Long term strategic direction for extending brand and building pipeline

Measurable and targeted

Broad range and flexibility of advertising options

– Pay Per Click (PPC)

– Rich media, banners, pages, linking strategies, etc.







7 Expected ROI


Integrated Sourcing Strategy- Integration, Interactivity and Innovation

We believe…

…your recruitment strategy must be integrated.

…each element should compliment the other.

…in a cohesive and consistent message.


Talent Community Defined

A Talent Community is ……

An organized group (database/website) of individuals. Where employers can interact with current and future prospective employees. To communicate currently active or future job opportunities. Using enhanced and /or automated technology Which enhances both the employers ability to find/fill opportunities with the best possible candidate. And where candidates are aware of the best possible opportunities to maximize their careers based on their specific skills and interests.


Who is in a talent community?

Prospective Candidates

• Passive Candidates• Subscribers on Career Site• Recruiter’s Contact (Network)

• Good Quality/ Wrong Fit• Import From ATS System• Increases Return Applicants

Past Applicants

• Working Within Company• Increases Referrals to Friends• Enhances Internal Transfers

Current Employee

• Maintains Ongoing Contact• Invites Boomerang Hires• Amplifies Alumni Referrals

Past Employees(Alumni)

Talent Community Group


Building Talent Community

Career Site

Job Search

Apply Process

ATS

Jobs

Applicants

Mar

ketin

g Pl

atfo

rm

Job Marketing

Talent Landing Page

Job Distribution

E-mail/RSS Mkting

Talent Community

Social Networks

Live Chat

Candidate TrackingDash Board

Job Boards

SEO/SEM/PPC

Social Networking

Job Classifieds

Employee Referral

Past Applicant

Alumni Recruiting

Mobile Recruiting

RSS/Blog

Join Talent Community

Sour

cing

Act

iviti

es


Candidates

Web and E-mail

Call Center

SMS

Events

CandidatesInformation

Analytics

Marketing

CandidatesRelationshipManagemen

t

Service provided by vendorIncorporated with CPO concept

Analysis provided by system

Marketing Campaigns conducted through joint efforts by IBM and Vendor

Candidate Relationship Management







7 Expected ROI


IBM Strategic Sourcing Model

.Define sourcing/branding strategy, cook creative sourcing programs and build up effective channels to proactively meet hiring demands

.

Utilize internal MI agency to gain talent market insight for guiding sourcing strategy and programs to support IBM hyper-growth in China

City SegmentationSegment cities of prefecture level into 5 tiers,

allocate sample and design assumptions.Establish the management system to track sourcing effectiveness and performance

Talent Market Insight

Talent Attraction

Sourcing Scorecard

Talent SelectionEstablish systematic assessment model/tools to better Identify the best candidates and deliver extraordinary values to clients


Talent Market Insight - Scope and Deliverables

Competitor Overview

Executive summary of major findings

Overview of competitor’s global operations

Overview of competitor’s domestic (China) operations

Organization and Business Structure

Corporate organizational structure by function Y

Corporate organizational structure by business unit Y

Location information and business type Y

Detailed business structure by location Y

Turnover rates, general and by function Y

General HR Requirements

Overall size of workforce Y

Breakdown by location and function Y

Recent Turmoil and major issue updates Y

Senior management and reporting structure to global business

Recent Changes in business structure

Years of operation and developmental milestones

Current job postings / openings (analysis by function & location)

Introduction– Scope and deliverables– Core framework and models– Methodology– Project approach

Competitor Overview Organizational and Business

Structure General Human Resource

Requirements Personnel Skill Sets Workforce Management Practices Compensation and Benefits Conclusion and Discussion

Report Structure


Scope and Deliverables (cont.)

Compensation and Benefits

Salary and compensation, experienced employees Salary and compensation, interns and recent graduates Benefits packages, bonuses, and rewards

Projections for future salary costs

Conclusion and Discussion

Major findings Conclusions and recommendations Next Steps

Evolution of labor costs Recruitment costs

Personnel Skill Sets

Assessment of ‘Hot’ IT Skills (by location and initiatives)

Assessment of the current skill profile of the company

Language Requirements (other than English)

English language requirements (how to test)

Difficulties when expanding the workforce (examples & analysis)

Workforce Management Practices

Recruitment procedures and processes

Recruitment channels (types, names, contribution types)

Headhunters, agencies and universities

The recruitment cycle and interview process

Difficulties encountered during recruitment

Contracts with employees

Contracts with agents and headhunters

Typical compensation packages


Xi’an Talent Market Overview

Channel Skill matching Pool level

MNCs High ≤150

BP&SI High ≤500

SOEs/Clients Medium ≤100

Local SI/Channel Low ≤3000

Institutions Medium ≤500

How MI guides sourcing channel strategy

Most of MNC IT providers, i.e. HP, Cisco, Dell, EMC etc. have office or local workforce in Xi’an with very limited talent size, most have less than 40 people

IBM equivalent MNCs sales workforce are less than 150 people;

local big BP & SI have fairly large, estimated 500, IBM equivalent sales talent pool, however less than 10% of the pipeline can meet IBM hiring criteria;

Due to the niche talent pool, most peer sales or client rep. get well known to each other

Talent Supply

P

ipel

ine

Num

ber

Skill-sets MatchingLow

High

Low High

BPs/SIMNCs

Local small SI/

channel

SOEs/

Clients

R&/D

Institutions

Xi’an Experienced Talent Mapping (2007)

Talent Mapping & Social Recruitment – conduct talent mapping & social networking recruitment

Build Local HR Sourcing Capabilities Localize Your Sourcing Channels – special

employee referral bonus program, local newspapers, local niche portals, walk-in job fairs

Agency Partnership – form strong partnership with local vendors

Talent Mobility from 1st tier cities & other locations - both internal & external

Sourcing Strategy







7 Expected ROI


Top 10 Industries on LinkedIn (by membership)

1. Information Technology & Services2. Computer Software3. Financial Services4. Marketing & Advertising5. Real Estate6. Hospital & Health Care7. Telecommunications8. Education Management 9. Accounting10. Banking

North AmericanEurope

Australasia

OtherMiddle East

Asia

Africa

Latin American

LinkedIn Members by Region (%)(LinkedIn data as of Oct. 2008)

24.65%

The largest professional network• Collecting and connecting important professional contacts online• Users promote themselves and their achievements• Gaining access to new people (sales leads, career opportunities, etc.)• 12-25 minutes avg. length of time per session

One of the fastest growing networks• 384% growth in unique visitors from March 07 – March 08 (ComScore)• 22 million registered users• 133 countries and 150 industries• Over 1 million people join each month• China is the No.1 fast growing region of LinkedIn’s membership (Nov, 2008)

Case Study: Social Networks - Linkedin


Keys to an Integrated Strategy

How does social media relate to other strategies?

Web StrategyHaving a solid website is the foundation. It should be the baseline where customers get their news about the company and products.

Internet Marketing StrategyOutreach with traditional affiliate networks, advertising, PPC, search, press and media online.

Social Media StrategyLeveraging relationships and networks. The power of networks, raw and open feedback, existing social network tools that people use.


LinkedIn Talent Direct - InMails

Linkedin Talent Direct Inmails are an excellent way to reach a narrow pool of candidates and ensure that company’s message reaches the most qualified candidates ensuring that we get the best return on investment possible.

Talent Direct emails are sent to the inbox of a targeted set of LinkedIn users. This group is narrowed down based on Linkedin user date and can be targeted by specific industry, job function, company size, or geography.

The Talent Direct Message remains in the user’s Inbox section (above the fold) until an action is taken (user clicks or clears). You only pay if the user actually opens the message, further ensuring that you will receive a high return on your advertising investment.

The Talent Direct Message can link directly to company career site.


LinkedIn Talent Direct – InMails Target Audience

Member Types SAP Consultants Marketing Professionals Sales Professionals Research and Development

Location: China

Total Count: 23,300

Competitor Count: HP- 1015 EMC-285SUN-794 Dell-911Cisco-520 Symantec-209Microsoft-1508 Oracle (BEA)- 949Accenture-880 BearingPoint-337Infosys-115 TCS-56Wipro-32 Lenovo-503NCR-147 Digital China-63EDS-110

Cost: $10,000 USD• Targeted InMails to 3,750 professionals (opened inmail count)• In-demand technology







7 Expected ROI


Search is a Highly Effective Hiring Tool

2.22.5

2.63.0

2.22.5

2.62.7

3.23.4

3.34.0

0 1 2 3 4 5

Newspapers

Career fairs

Social networking sites

Search engine marketing

Diversity recruitment sites

Regional recruitment sitse

College recruitment sites

Executive recruitment sites

National recruitment sites

Niche recruitment sites

Recruitment sites overall

Employee referral programs

Search engine marketing ranks on a par with recruitment sites overall – and ahead of executive, college, regional and diversity recruitment sites - as an effective hiring source.

Effectiveness Rating by Recruiters

Source: Classif ied Intelligence, February 2008.

of recruiters plan to increase spending for

search engine marketing in 2008

41%

Decline in job site effectiveness since

2006

6%


Microsoft SEM Practice – Key Words Optimization

Keywords：：：：：：20-30 tech-related keywords, click to switch to career site at Microsoft SEM at Google.com and Baidu.com Key words: wpf, windowsce, symbian, soap, qoe, multithread, directX, ajax, ado, adbot,…..


Microsoft SEM Practice – Career Site







7 Expected ROI


TMP’s “Work With Me” Facebook Application

‣ Employee referral and job broadcasting application powered by the Facebook platform

‣ Employees encouraged to download or integrate into ERP to amplify passive candidate reach

‣ Companies can push jobs to employees’ Social Network profile, drive applicants, and collect metrics

‣ Excellent way to reach passive candidates


Blogging

http://blogs.MSDN.com/jobsblog

RSS aggregator Registered directly from the career blog site. RSS content feature ideas:

‣Career opportunities relevant to the user’s profile

‣Calendar of events

‣Employee Biographies/Testimonials

‣Company news

‣Innovations and insights

‣Employee blogs

‣More …

http://blogs.msdn.com/jobsblog


Mobile Marketing - Employee Referral Program

ConceptUtilize SMS and WAP as a way to drive employee referrals.

OverviewEmployee sees ERP marketing campaign that asks them to refer their friends by texting a message telling them to click on a mobile WAP link

When friend clicks on WAP it will take them to a WAP enabled ERP site that talks about the categories of jobs available.

The friend then submits their email address and a more formal job description is sent to them with details on how to apply.

If friend doesn’t have WAP they can access job content via SMS.


60,586 - unique visitors to NiW site.1,876 - job seekers registered.1,160 - job seekers requested interviews.310 - job seekers accepted for interviews.218 - job seekers interviewed.741 - job seekers left contact information for employers during the registration process.

Virtual Job Fair







7 Expected ROI


Expected ROI

Will I see the same results I see from the job boards?– New Media typically will not deliver the same volume of candidates, but will reach a

targeted, qualified candidate pool. – By its nature, New Media reaches a passive audience where they spend time

online; not necessarily where they search for a job online. – Most New Media strategies are long-term. It takes time to build awareness and

realize the full potential of the campaign. – Use New Media to extend reach of employment brand and build pipeline.

What is expected ROI? – Reach most qualified applicants for long term brand impact.– Increased brand recognition within passive audience.– Positive perception of being an early adopter and innovator.– More frequent exposure to employment brand when part of integrated strategy.– Control your own budget spending on target candidates.


Reporting andAnalysis Campaign Management Job Posting Metrics Website Analytics Search Engine Optimization ATS Data Integration Surveys/Research Metrics reporting

Implementation Media Placement

Job Distribution

Advertising Design Email Distribution Search Engine Management Campaign Optimization Geographic Coverage System Development Project Management

Sourcing StrategyOnline & Offline Media Plans

Search Engine Marketing Web Development Relationship Marketing Employee Referral Programs Hiring Events Online Resume Mining Talent Market and Sector Expertise Diversity & Inclusion Student Communications

Brandingand Creative

Employer Branding/ Research Campaign Development Targeted Messaging Online Creative Strategy Retention & Employee Engagement Internal Communications

Competency

Be a Recruitment Marketing Expert


For more information

Please contact me directly at:

[13911277586]

[[email protected]]

or visit my blog: http://blog.pincn.com