TECHNOLOGY AS A LEVERAGE IN RECRUITMENTAN OVERVIEW

ANMOL SACHIN RAMNANI

LPGD/JL14/0943

HUMAN RESOURCE MANAGEMENT

PRIN. L. N. WELINGKAR INSTITUTE OF MANAGEMENT & DEVELOPMENT RESEARCH

NOVEMBER, 2015

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ACKNOWLEGEMENT

This project consumed huge amount of work, research and dedication. Still, implementation would not have been possible if we did not have a support of many individuals and organizations.

It is increasingly difficult to acknowledge all the people who have influenced this project

I take this opportunity to express my gratitude and deep regards to my husband who was also my guide Mr. Sachin Ramnani for his exemplary guidance, monitoring and constant encouragement throughout the course of this thesis.

I would like to express my special thanks of gratitude to my institution (Wellingkar Institute Of Management & Development Research, University of Mumbai) who gave me the golden opportunity to do this wonderful project on the topic (“Technology as a Leverage In Recruitment Process”) which also helped me in doing a lot of Research and I came to know about so many new things I am really thankful to them.

Secondly I would also like to thank my friend Miss. Geeta Khatwani who helped me a lot in finalizing this project within the limited time frame.

There are times when the clocks beats you, but you want to meet the deadline desperately. At this point of time, parents help us to endure all our strength with their parental warm wishes and blessings.

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CERTIFICATE FROM THE GUIDE

This is to certify that the Project work titled:

“TECNHNOLOGY AS A LEVERAGE IN RECRUITMENT”

Is a bonafide work carried out by Mrs. Anmol S Ramnani

(Admission No.) LPGD/JL14/0943

A candidate for the Post Graduate Diploma (in HRM) examination of the Welingkar Institute of Management under my guidance and direction.

Signature of Guide

NAME: Sachin A Ramnani

DESIGNATION: Associate

ADDRESS: JP Morgan India Service Pvt LtdVentura, Powai, HiranandaniMumbai-400076

DATE: 02nd November 2015

Place: Mumbai

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INDEX

INTRODUCTION 5

RECRUITMENT & ITS PROCESS 7

RECRUITMENT TOOLS 10

CONVENTIONAL TECHNIQUES 11

MODERN TECHNIQUES 13

TECHNOLOGY’S ROLE IN RECRUITMENT PROCESS 20

STATISTICAL DATA 23

SOCIAL MEDIA PLAYS VITAL ROLE TO HUNT FOR SKILLED WORKERS 30

MOBILE RECRUITMENT 33

LEVERAGE TECHNOLOGY TO INCREASE RECRUITMENT PRODUCTIVITY 35

ATS (APPLICANT TRACKING SYSTEM) 36

FUTURE TECHNOLOGY FOR RECRUITMENT 38

NESTLE{CASE-STUDY} 47

LOREAL{CASE-STUDY} 49

INDIAN BPO INDUSTRY 53

CONCLUSION 58

BIBLIOGRAPHY 61

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INTRODUCTION

The development of modern day devices (From PCs to Laptops to Tablets and/or Smart Phones) are the results of advances in technologies. Technology isn't just something everyone is using to get work done and to stay connected. It's also impacting how employers recruit great talent and how great talent finds the right employer.

Recruiting is one of the most important things your company does. You recruit not only to succeed as a business, but also to excel compared to your competitors.

Recruiting is hardly a new concept for businesses, no matter if they’re new or established. Despite the rapid pace of change in HR methods, many of the classic recruiting methods still have roles to play in today’s world.

“The world is growing and changing, and so is the world of recruiting”

New technologies like the internet and smartphones have made information available anytime and anywhere.

Smart phones access to countless applications and virtually any web page. Job candidates the world over are glued to their phones. Interact in their space by optimizing your careers portal, providing ample information about your company online, and even leveraging older phone features like SMS for recruiting.

Most young professionals use Facebook and Twitter more commonly than they read the newspaper. Facebook and Twitter are used for everything from news to family updates. Even sports recruiters have used Facebook and Twitter for scouting. You can maximize the benefit of social media and other e-recruiting strategies by ensuring that you engage with your customers, your employees, and your job candidates through these channels.

While the mediums of traditional recruiting and modern recruiting are different, the underlying strategies are still largely the same. Find an audience, talk to it, and hope that words spreads. Modern recruiting, however, offers the added convenience of faster and wider information dissemination, with opportunities for feedback and engagement

Many recruiting trends either new technology will impact recruiting, or that current technology recruiting trends are going to remain a big deal in the coming year. Social Media Recruiting, Applicant Tracking Systems, Mobile Recruiting, Job boards and Career pages are the major trends that have great impact on recruitment process due to changing technology.

Role played by technology in aiding the demands of bulk and use in time hiring observed not only in BPO sectors but in various private sectors.

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In this project, I will show case how Technology has brought massive changes in the World of recruitment process and how much it is helpful to fulfill the goals of organization.

“Online Recruitment methods form the crux of the study”

Let’s see how can we leverage technology in recruitment & will be used effectively to address the need for dynamic talent in today’s organizations.

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RECRUITMENT & ITS PROCESS

Recruitment is the process of attracting the most suitable people for the position, selection is the process of choosing the best person for the position, and induction is introducing the person to the position.

The process of finding and hiring the best-qualified candidate (from within or outside of an organization) for a job opening, in a timely and cost effective manner.

The recruitment process includes analysing the requirements of a job, attracting employees to that job, screening and selecting applicants, hiring, and integrating the new employee to the organization. It is the important part of an organization’s human resource planning and their competitive strength.

The objectives of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives.

PROCESS OF RECRUITMENT:

A recruitment process can be broken down into respective parts. Whilst the naming and exact process steps are unique to an organization, a typical recruiting process may commence with the identification of a vacancy, then the preparation of a job description, database sourcing, role marketing, response management, short-listing, interviews, reference checking, and selection.

The recruitment process itself is the focus of BPO approaches such as recruitment process outsourcing, where an external service provider is engaged to deliver the process.

Introduce recruitment and selection processes that suit the business Manage the campaigns to ensure that recruit the right staff

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Design and deliver interview processes based on ideal behaviors and competencies Introduce recruitment-related analysis, allowing to evaluate the strategy Set up managed preferred supplier relationships with recruitment agencies Provide psychometric tests, personality profiling, and run assessment centers Increase the pool of candidates at minimum cost. Increase the effectiveness of various recruiting techniques. Infuse fresh blood at all levels of the organization.

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Step 1 database search

step 2 advertising

step3 nrtworking and

referrals

step4 Processing of

applicants

step 5 submission and

interview

sttep 6 feedback and

offer

step 7 commencement

and retention

Basis Recruitment Selection

Meaning It is an activity of establishing contact between employers and applicants.

It is a process of picking up more competent and suitable employees.

Objective It encourages large number of Candidates for a job.

It attempts at rejecting unsuitable candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross over many hurdles.

Many hurdles have to be crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Consuming

Less time is required. More time is required

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RECRUITMENT TOOLS

A recruitment tool is an advertising method that aids in creating interest in and getting people for a typically political organization. Historically recruitment tools have often taken the form of posters or films, though in modern time’s recruitment tools have taken the form of advergame video games. Other tools include things like sponsorships of sporting events, or ads on TV.

The following tools and resources are available to assist with the recruitment and selection process:

1. Advertising and sourcing

2. Pre-employment assessment

3. Reference checking

4. Training

5. Virtual Interviews

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CONVENTIONAL TECHNIQUES

Recruitment is not really a new idea for organizations, regardless of on the off chance that they’re new or created. Notwithstanding the fast pace of progress in HR techniques, a significant number of the excellent selecting strategies still have parts to play in today’s reality.

Work Ads in the Local Paper Daily papers are one of the most seasoned strategies for uniting with individuals in their homes, are still grabbed and read by a vast fragment of the populace today. Notwithstanding conventional home conveyance papers, most media organizations now work parallel online news destinations. Verify you check if your advertisement will be presented on both mediums, before you choose in the event that it’s justified regardless of the venture.

Postings at the nearby Employment Office Nearby unemployment office will dependably be loaded with individuals searching for work. Typically working a far reaching hopeful database, money related contracting bolster projects, and supplementary preparing for battling candidates, the occupation office is an extraordinary spot to reasonably discover numerous sorts of representatives, rapidly.

Utilizing Temp Agencies Brief job organizations are truly basic, and are periodically their representatives’ just wellspring of wage for expanded times of time. Experienced interim laborers can regularly get new assignments rapidly. At the point when executives aren’t certain what the right candidate for the employment will resemble, or just need fleeting undertaking help, these are an extraordinary approach to go.

Employing Internally Employing inside is a period tried approach to guarantee you have the ideal individual for the occupation, and is additionally most likely one of the least demanding. Any group of now by and by know the individuals who work at your organization, and know their work history and execution. Making a choice can be troublesome and procuring inside can bring about issues, yet the reserve funds in enlisting and preparing expenses can be noteworthy

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Earlier recruitment used to be done by banners, symbols and sign as the organization is in search for the candidates. It takes longer time as it depend upon how much people are interested in noticing the board and aware about the vacancy in the particular organization.

Conventional Methods used in late 90’s:

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MODERN TECHNIQUES

Recruiting is a tough job. It’s especially tough if you’re doing it the same old tired way. There are tons of new technologies, new ideas and new attitudes to finding and hiring the absolute best talent. In the current “talent war,” many companies are developing more creative ways to uncover, target and attract talented candidates — especially when looking to fill upper-level management positions and when recruiting for a position that requires a niche skill.

As Internet has evolved these modern recruitment techniques have been evolved over a period of time, leveraging the technology.

These are broadly categories as:

1. E-Recruitment / Online Recruitment 2. Social Recruitment

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1. E-Recruitment / Online Recruitment:

The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also known as “Online recruitment”, it is the use of technology or the web based tools to assist the recruitment processes.

The tool can be either a job website like naukri.com, the organization’s corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment.

How it works:

Organizations advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail

using the Internet. Alternatively job seekers place their CV‟s in worldwide web, which can be drawn by prospective employees depending upon their requirements.

Online recruitment giving a detailed job description and job specifications in the job postings to attract candidates with the right skill sets and qualifications at the first stage.

The world is growing and changing, and so is the world of recruiting. New technologies like the internet and smartphones have made information is available anytime and anywhere.

Popular Job Hunt Sites in the World:

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Popular Job Hunt Sites in India:

Naukri.com is an Indian Job search engine operating in India founded by Sanjeev Bikhchandani in March 1997.

Naukri had a database of about 25 million registered job seekers and over 80,000 live job listings from Corporate Customers.

Naukri.com has been recognized as the best classified website at the second edition of the India Digital Awards organized by the Internet and Mobile Association of India (IAMAI).

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Monster.com is a global online recruitment website. Jeff Taylor founded the Monster Board and served as CEO and “Chief Monster” for many years. Its network consists of 22 local content and language sites. It’s a biggest job search engine in the world.

The traffic on the website is estimated to be over 150 million job resumes and over 100,000 member companies. Its résumé database contains more than 17 million résumés. Two separate studies by Gutmacher (2000) and Leonard (2000) both confirmed that the emergence of monster.com and résumé as frequent search words indicates the influence of job boards (monster.com) on web job searching or in other words online recruitment.

Times Jobs was launched in 2004. Times Job is a part of Times Group and operating mainly in India and Middle East.

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2. Social Recruitment:

Social recruiting (social hiring or social media recruitment) is recruiting candidates by using social platforms as talent databases or for advertising. Popular social media sites used for recruiting include LinkedIn, Facebook, Twitter, Viadeo, XING, Google+ and BranchOut.

Social recruiting is at the intersection of recruitment and social media.

Social recruiting uses social media profiles, blogs, and online communities as a talent database to find and search for candidate data and information. It also uses social media to advertise jobs either through HR vendors or through crowdsourcing where job seekers and others share job openings within their online social networks.

The past decade has seen the rise of social media websites. It is now not enough to post your resume on a job board. Social recruitment is now beginning to over shadow the use of job boards and other traditional recruitment methods at some companies.

Findings from a survey conducted by Jobsite (a recruitment software maker) showed that 73.3% of the companies use social networks for recruitment, while 9.3% are planning to begin next year. Another finding shows that LinkedIn, Facebook and Twitter are among the most popular social media networks used by companies for recruitment.

Social media is an essential recruitment tool across industries. Survey have shown that: 73% of recruiters have hired a candidate through social media. 55% of recruiters have reconsidered a candidate based on their social profile. To beat their competitors, recruiters plan to invest 73% more in social recruiting,

63% more in referrals and 51% more in mobile recruiting.

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In the past few years, Facebook, LinkedIn and twitter have been the top most social sites for recruitment and companies seeking qualified candidates. While LinkedIn has been the top most social network in recruitment, followed by the Facebook and twitter. LinkedIn is growing rapidly to the extent to which it is almost unprofessional not to have a LinkedIn profile. Considering that executives and employees from the all the fortune 500 companies have LinkedIn profiles.

Facebook is ranked 2nd among social media sites used for recruitment purposes. It is a social networking site that connects people with their friends, co-workers, family members, and others. Chris Russell, founder of jobsinpods.com thinks that: ""Facebook is a talent goldmine. It's filled with millions of passive candidates that employers covet. “Looking at Facebook's demographics, it has more than 200 million active users. Success recruitment stories, like the Ernest & Young Facebook group means: if Facebook is utilized correctly, recruiters can access and select from a wide spread of talented candidates.

The internet, which reaches a large number of people and can get immediate feedback has become the major source of potential job candidates and well known as online recruitment or E-recruitment. However, it may generate many unqualified candidates and may not increase the diversity and mix of employee

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Technology’s Role in Recruitment Process

Technology play a vital role in the entire end to end recruitment process. We have seen till now how organization make use of social media to identify/find the right candidates.

However, other steps in the recruitment process like pre-screening, post-screening, assessments etc... are also done by leveraging the technology. Even for post selection evaluation of candidates during their probation period.

Below are few technology systems that are popular in the organizations:

Talent Management Systems Applications Database Online testing and assessment Internet Interviews via video conferencing Reference checks Assessment centers E-Human Resources Systems

Talent Management SystemsTalent management is the process of attracting and hiring skilled employees, or retaining current employees while helping them work on their own talents.

Talent Management systems perform the following tasks: analyse the use of personnel within the company, post job vacancies online, review applicants credentials, track demographic data of candidates, store information, automatically communicate and provide information to applicants and many more, depending on the company. Thus talent management systems are used in the recruitment process.

Applications DatabaseApplications Database also known as resume database are computer software’s used to keep track of applications. Applications are sent to the database where they are stored, a query containing any keyword the company desires is run to find applicants with the required specifications. This helps in narrowing down the applicants to the most suitable ones.

These programs also enable companies to send template emails and set up interviews without the need to manually do it, thus proving to be cost and time efficient.

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Online testing and assessment

Psychometric tests are used to measure the applicant's capabilities. It gives the employer an insight into whether the applicant can work well with a group and his ability to handle stress and meet intellectual demands of the job.

These tests are usually divided into:

Aptitude testsThere are several types of aptitude tests as shown in the figure below. The type of test the applicant has to sit through depends on the job he/she is applying for.

Taken from psychometric-success.com

Aptitude tests measure the abilities of applicants in the area the job requires the most.

Personality testsPersonality tests include questions about behaviour, feelings and thoughts. They are used to analyse the applicant's characteristics in order to find out if the applicant has the right characteristics to help him fit into the organization, whether its motivation, discipline, enthusiasm

Psychometrics tests are usually presented in multiple-choice formats. The applicant answers directly into the computer or an electronic device. The results are calculated straight away and compared with the results of a control group.

Internet Interviews via video conferencingInterviews are an essential part of the selection process. It gives both the employer and the employee a chance to get to know each other and have a face to face conversation.

Based on the interview the employer can decide whether the applicant is suitable or not. There are different types of interviews: screening, selection, group, stress, panel, and most recently internet or online interviews.

Online interviews are conducted over the internet using video conferencing (i.e. Telepresence), it is like a normal interview, except the interviewee is not in the same place as the interviewer geographically. Online interviews give the employer the chance of conducting the interview without baring the cost of the applicant's transportation and the time spent traveling; this is very effective in

Reference checksWhen selecting a potential employee, companies check the employee's background for criminal, medical, credit records and job references (subjected to the presence of the search and access permission).

Reference checks are commonly done over the telephone and by email. There are also websites offering to conduct employment reference checks for employment like credit-check-services.co.uk. It claims to verify the employee's identity; address; criminal record history; employment history; qualifications and more.

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Automated reference checks make accessing background information quick and easy. The problem with reference checks is permission and privacy issue; applicants must allow the company to do these checks.

Assessment centersWith the help of computers and the internet, it is possible to create multi user exercises like business simulations. The users of this exercise don't need to be in the same place to take part.

The exercise can be customized in order to include the tasks the employer wants to evaluate the applicants in. The exercise is closely monitored and from it the employer can tell which user doing a better job and who is having a tough time in coping.

It is to be noted, that one selection method doesn't replace the other. Different methods have to be applied in order to filter the hundreds of applicants to the suitable one.

E-Human Resources Systems

Human Resources systems are created by vendors like Oracle and Ascentis, they usually include four modules:

Payroll module, Time and Labour Management module, Benefits Administration module, HR management module.

The Payroll module manages and controls all employees’ salaries and payrolls, while the Time and Labour management modules control attendance, absences issues. Benefit Administration model deals with employee’s benefits and entitlements. While the HR management module helps in the selection and recruitment process, more on this module will be explained later.

Moreover, E-HR systems also include enterprise resource planning system (ERP), HR service centres, interactive voice response, manager and employee portals and web applications. Enterprise resource planning system is used to manage financial, materials and human resources both internally and externally.

Overall, HR systems cater for the different needs of the HR department and helps automate many aspects of human resourcing

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STATISTICAL DATA

How Recruiters are using Social Media?

Social media has made it easier for recruiters to build and nurture connections, ultimately increasing the efficiency with which a recruiter can source quality candidates. However, current social media usage by recruiters varies greatly. Take a look at the differences in how recruiters use the ‘Top 3’ social networking sites and which ones are most effective for reaching candidates.

No prizes for guessing that LinkedIn is the most frequently used network by recruiters, with Twitter being close second and Facebook not far behind..

Below data is from Year: 2012 from BULLHORN REACH

[Bullhorn Reach is the social recruiting platform of Bullhorn, an industry leading provider of web-based recruiting software and applicant tracking system technologies.]

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Country wise usage of social media Data from 2014

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LinkedIn continues to live up to its slogan as the “World’s Largest Professional Network,” remaining the most highly preferred social network by recruiters and candidates alike in 2014. Across the globe, over 95% of recruiters using one or more social networks employed LinkedIn in their social recruiting efforts. Jobs posted on LinkedIn received more job views and applications than Twitter or Facebook, making LinkedIn the most popular network for social recruiting.

Geographic network preferences of candidates and recruiters dictated Twitter’s regional success in 2014. In the UK and Australia candidates embraced Twitter during their job searches, while in North America, China, and India candidates relied more heavily on Facebook. Despite Twitter’s addition of monetized features, declining popularity among North American Recruiters substantiates the negative trend projected in last year’s report. Similarly, data Suggests that the positive trend recognized by the 2012 Social Recruiting Activity in the United Kingdom report was also accurate. Closing the gap in regional success will depend on recruiters’ ability to recognize that the effectiveness of Twitter in social recruiting viable tool for finding employment opportunities is dependent on message timing, as well as candidates’ acknowledgment of Twitter as a While Facebook continues to be the most underused social network among recruiters around the world, data suggests that it is generating a growing number of applications per job view.

With a distribution shift toward greater network sizes among recruiters in North America and Asia, early adopters of Facebook in these regions seem to have recognized its effectiveness. Facebook’s success in mobile job applications through social media referrals exemplifies the site’s potential for greatness in social recruiting. Facebook’s reputation as a personal networking site rather than a professional one may be the reason why recruiters and candidates have approached it tentatively. As Facebook continues to add new features such as those that extend the lifespan of users’ posts, its value for recruiters as a social recruiting tool, and for candidates as a job search vehicle, will continue to rise.

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Social Media Play Vital Role to hunt for skilled workers

The job market is cutthroat due to an increased demand for skilled workers. Relationships matter more than ever, forcing recruiters to engage candidates at every touch point.

69% of recruiters expect competition to increase in 2015. To succeed, recruiters plan to invest more in social recruiting (73%), referrals (63%)

and mobile (51%).

Social recruiting is now the norm — 93% of recruiters use or plan to use social to support their recruiting efforts. But social is no longer enough on its own. This year’s study delves into the various tools and practices recruiters utilize to target quality talent. Findings reveal that, much like marketers, recruiters showcase their employer brand and engage with candidates across many platforms. It’s a fiercely competitive labour market, which means that recruiters must engage candidates like a marketer would engage customers.

Demand for a limited supply of highly skilled workers is increasing,Specifically in Engineering, IT, Operations and Sales.

Employer brand matters — 73% of companies are highlighting company Culture to attract top talent.

Social media enables recruiters to find quality hires by targeting talent, engaging candidates, evaluating applicants and showcasing employer brand.

73% of recruiters plan to increase their investment in social recruiting in 2014. While 83% of job seekers flock to Facebook, LinkedIn remains recruiters’

Top social network. Despite the proliferation of social media,82% of recruiters believe their

Social recruiting skills to be proficient or less.

Recruiters take social media profiles seriously when evaluating candidates.

Recruiters are now reviewing social profiles to uncover mutual connections And evaluate written or design work.

55% of recruiters have reconsidered a candidate based on their social profile (Up 13% from 2013).

Mobile is a burgeoning channel for candidate engagement — recruiters that don’t leverage mobile will risk losing talent to the competition. 55% of recruiters use or plan to use a mobile career site to support recruiting efforts. Recruiters are already seeing the benefits with improved time-to-hire (14%)

And quality of candidates (13%).

The best recruiters market to different audiences and channels to find, engage and hire talent faster.

Recruiters continue to find the best candidates through referrals, internal transfers and direct sources.

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Mobile Recruitment

Mobile Recruiting is the act of finding job candidates actively and passively through the use of mobile career pages and internet recruiting strategies through social platforms. Mobile recruiting is a dynamic and growing industry with over 19% of job seekers using mobile devices to search for jobs.

Traditionally, recruiters have used tools such as online job boards, but the increase in mobile subscriptions has led to new strategies such as mobile search engine optimization, mobile career pages, and highly targeted mobile recruitment campaigns

While mobile devices are more convenient for jobseekers and passive candidates who discover jobs through web searches or by clicking on mobile ads or social media links, most companies do not currently have mobile-optimized websites. According to one recent study by Potential Park, only about 16% of the surveyed organizations had career sites that were ready to be viewed on a mobile device, and another recent statistic suggests that only 8% of the Fortune 100 have mobile-optimized career sites.

The lack of mobile-ready career sites leaves candidates without a way to search and apply for jobs while on the go or away from a traditional desktop screen, which is increasingly how today's candidates are accessing the internet. Google's 2013 Multi-Screen World Study suggests that, combined, nearly 50% of our on-screen media interactions happen from a smartphone or tablet, and that between 63-81% of the time, we switch between devices to accomplish tasks such as searching for information, using social networks, or browsing the web.

With mobile job searches doubling each year and 40% of candidates abandoning a non-mobile-optimized apply process, human resource departments will be hard-pressed to offer solutions for candidates who will inevitably be discovering, searching, and applying for their companies' careers from mobile devices.

2015 is the Year of Mobile Recruiting

The economy in 2015 is entirely different, though, and mobile recruiting just jumped to the top of your talent acquisition “budget priority list.”

We are in a period in our history where people are obsessed with their mobile devices. A recent Deloitte survey revealed that 90% of people check their mobile device within one hour of waking up, 50% of people check their phones 25 times per day and 10 % of us do it 100+ times per day.

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Leverage Technology to Increase Recruitment Productivity

Over the past decade technology has changed the recruitment industry dramatically.

Undeniably, recruitment industry has now been relying on technology heavily right from sourcing to background checks to references.

Traditional recruitment methods are slowly fading away. 20 years ago recruitment world was a lot different. Mail, fax, and word of mouth were the most preferred methods of resume submission.

Employers didn’t expect hordes of job applications for any open job as it was impossible to receive that many applications.

Technology has changed the recruitment industry radically.

A recent research done by Jobvite estimated that at least 86% of the job seekers had an account with at least one social media network and LinkedIn is where they did most of their job seeking activity.

Social media has changed the way we communicate. This change has also created a significant challenge to recruiters. For recruiters it’s the hordes of applications they receive via their ATS (Applicant Tracking System) plus the potential passive candidate pool available online via social networks. It’s extremely essential for recruiters to have the right strategy in place to attract the right talent in this extremely competitive environment.

Improve productivity by sourcing smart:

Companies want to spend less time and money on recruitment. It is essential for recruiters to spend their time wisely to find the right talent. As hiring has become extremely competitive and complex, sourcing smartly and going beyond resume is extremely important. Today recruiters have various channels to connect with potential candidates. It is best practice for recruiters to spend time interacting with potential candidate pool via online channels and build a warm pipeline of talent. This will help recruiters to gain a better overview of the potential candidates fit ahead of interview.

Reduce time by building online talent pools:

Onset of professional networking channels like LinkedIn has created a common platform for recruiters and candidates. It is best practice for recruiters to leverage these platforms to create their brand identity and awareness among potential candidate communities. Via these channels recruiters can create virtual talent pool which can save time and create more efficiency in the hiring process.

Improve productivity and quality:

Advancement in technology has made it easier for recruiters to understand their success of the hiring process. Keeping track of yield ratio, time to fill ratio, interviews to offer, etc., will give a good overview of the overall success of the hiring process. Best part, recruiters don’t have to calculate these numbers and these are readily available in your recruitment technological tool.

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There are no dearth of tools for recruiters to increase their hiring productivity without compromising on quality. Your competitors are probably already putting these solutions to good use, so join the race to win the war for talent.

Applicant Tracking System (ATS)An ATS is a tool that allows employers to collect and store applicant information, and track and monitor the process of the applicant through the hiring and on boarding process. Using a carrier’s specific business rules and processes an ATS can address each of the major hiring and qualification steps taken by recruiting and safety departments including:

Application ProcessingWeb-based applications allow drivers to submit their information electronically. Digital signature capabilities are built-in so drivers can authorize the release of background information upon submission. Drivers are given feedback throughout the process, eliminating unnecessary phone calls between the driver and the recruiter.

Qualification PhaseCarriers can set up predefined criteria that will either accept or reject an applicant from further consideration. Many systems offer the ability to rank applicants by points accumulated throughout the application process. Applicants can also be moved into a “hold status” when certain criteria is not met at the current time, such as age eligibility or years of experience. This group of applicants can be added back into the active applicant pool when the requirements are met.

Background VerificationsBackground requests from your background screening provider can be generated directly through the ATS, such as requests for MVRs(Motor Vehicle Report), CDLIS(Commercial Drivers Licence Information System), PSP(Pre-Employment Screening Program), criminal reports and other pertinent reports required to evaluate the applicant. Through direct integration to third-party background report service providers, the system can be configured to automatically read the reports and search for keywords that could potentially disqualify an applicant.

OnboardingDuring the onboarding process, driver files are checked to make sure that all the required information has been received before allowing the applicant to move to the next step in your process. Some systems include barcoding functionality: as documents are received, the system reads the data embedded in the barcode to determine the driver and document type. All documents are date and time-stamped, offering audit trail capabilities.

Electronic OrientationCarriers can electronically present orientation documents to drivers that have been prefilled with information obtained throughout the hiring process. All completed forms can be exported to the appropriate internal systems – HR, payroll, safety, dispatch, etc. On boarding activities can be date and time-stamped, and all images can be automatically stored as part of the driver’s file.

ReportingBecause an ATS is automated, most steps of the process can be tracked, measured, and recorded. Time-based tasks can be reviewed to see which areas need improvements. If your company is subject to a Department of Transportation (DOT) audit, an ATS could provide an audit trail and produce the necessary documents an investigation may require.

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Applicant ManagementAn ATS contains valuable driver information – applicants who were not hired but were good prospects, applicants who did not qualify due to a few minor issues, as well as former drivers. The importance of keeping in touch with these people cannot be understated. Some applicant tracking systems provide automated communication platforms. By applying specific “tags” to drivers, the software can automate communication tasks by frequency and method, such as emails, postcards, or phone calls. The manual attention required to execute such extensive marketing campaigns is minimized, and allows companies to build a large pool of potential applicants.

Driver Life-Cycle ManagementAn end-to-end automated driver management system may eliminate the need for managers to retrieve information from numerous databases and spreadsheets in order to receive a 360 degree view of the driver. Once a driver is on-boarded, life-cycle management systems can monitor the driver’s roadside inspection and violation activity, driver qualification files, training, compliance and even driver performance data. Managers may be able to receive alerts when “out-of-standard” behaviour is detected, and the system can automatically assign corrective activities and track those activities through completion.

As the driver pool becomes more limited and operating costs continue to climb, it’s more important than ever for carriers to have a more efficient process for recruiting, on boarding and monitoring qualified drivers.

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FUTURE TECHNOLOGY FOR RECRUITMENT

Big Data – the collection of larger than average datasets that require unconventional storage, processing, and analysis methods, has revolutionized nearly every field of business, from marketing to manufacturing.

Big Data can provide those firms that develop the infrastructure to analyse and act on the patterns and insights contained in these datasets, with a source of competitive advantage in any industry. This infrastructure includes the technology to aggregate, process, and analyse various datasets, and the personnel to perform these operations, which marketing research firm Gartner estimates will be a $232 billion dollar industry by 2016.

As more and more firms invest in Big Data infrastructure and integrate it into their existing internal operations, such personnel are in high demand these days. Firms often find them with the help of Big Data-driven recruiting procedures.

Indeed, Big Data has transformed the world of recruiting; and it may help you find the talent you need, in each area of your business.

Big Data, or people analytics, as it is known when applied to recruiting, provides recruiters with more data to analyse. Social media networks have become the first stop for many recruiters after receipt of a resume.

However, people analytics encompasses more than just social media data mining. Indeed, it encompasses even more than just back-end software or personnel.

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People analytics is also an orientation – an attempt to create a complete picture of a candidate long before they step foot in an office for an interview.

An applicant’s entire online presence, their use of a firm’s recruiting database, their customer or non-customer status, their political affiliations, their smoking preferences, and other characteristics can all taken into consideration in this era of Big Data.

Let’s See following:

1. Benefits of recruiting using Big Data2. Recruiting using Big Data3. The risks of using Big Data for recruiting4. The future of hiring with Big Data; 5. A case study of a business using Big Data.

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1. Benefits of recruiting using Big Data

The people analytics approach has tremendous advantages for recruiters. The proliferation of available information about candidates has made it possible for recruiters and human resources professionals to match an employee’s professional and personal fit with their firm more closely to the firm’s opening and corporate culture respectively.

People analytics’ tools and techniques allow firms to develop a much more complete profile of a candidate – far beyond a one-page cover letter and accompanying resume.

People analytics allows firms to move away from hiring based on subjective factors that may have very little to do with an employee’s chances of success at that particular firm.

The Big Data approach involves first determining what existing factors lead to employee success and retention, and hiring candidates who fall within those parameters. This approach makes it easier for recruiters and managers to justify new hires as well. And it works. Xerox recently used algorithm-driven recruiting techniques to reduce the attrition in its call centres by 20%.

Further, analyses of one’s internal HR database, its strategic sales plan, and its accounts receivable, can yield insights about where a firm needs to hire to stay on top of existing orders. This insight allows firms to recruit proactively, rather than when they face a talent shortfall.

Hiring proactively allows firms to spend the time necessary to select the right candidate, and avoid paying a premium for talent in moments of extreme organizational need. It also allows firms to develop strategic recruitment plans that incorporate a firm’s broader hiring goals, such as building a diverse workforce.

People analytics can reduce your cost per hire, and your average time needed to fill open positions by making the recruiting process more efficient. Lastly, hiring using people analytics can align your compensation packages more closely with real market averages, by conducting analyses of publicly available salary information.

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2. Recruiting using Big Data

Big Data has given rise to a number of recruiting techniques designed to make recruiting efforts more precise and accurate. While these techniques predate the rise of Big Data, the explosion of available information has led to the development of algorithm-driven recruiting software solutions (as well as firms that specialize in algorithm-driven recruiting); and helped refine the tools and techniques used specifically for recruiting.

These tools and techniques include data mining, keyword filtering, and testing.

Data miningData mining is a technique used by firms to aggregate data for a variety of different business purposes, including recruiting. Data mining can be used to analyze the internal data created by high-performing and/or longstanding candidates to search for insights into their performance and/or longevity.

Data-driven firms like IBM, along with standalone data analysis firms like the California-based Cataphora, specialize in such statistical analyses, which can be used for internal recruiting and/or retention. By analysing from where successful candidates have been hired can simplify the recruiting process as well. For example, a firm whose internal analyses have revealed that 49% of their top performers had their initial contact with a recruiter from Video, may lead the firm to reduce advertising on LinkedIn, and instead ramp up recruitment efforts on the French social networking site.

Recruiters and human resources professional can also combine data mining with predictive analytics – the use of statistical methods and techniques to forecast the probability of a likelihood occurrence using historical data, to generate predictions about a candidate’s likely tenure with the firm should they be hired. These insights can also be used to provide parameters for the recruiting of external candidates.

Data mining, or as some recruiters call it “talent mining” can be done manually or automatically online. Individual recruiters and/or software can search online resume databases (internal or external), professional social network profiles, or other websites of interest for personnel who might be a match for an opening.

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Social networks, in particular, capture significant information about an individual. Recruiters can determine not only whether a candidate might be a good fit for the culture of the firm, but also whether they might be successful there, by assessing this information against internal profiles of high performing candidates. For example, a firm’s highest performers may spend a small amount of time on a single social network.

A candidate who spends considerable time on multiple social networks might raise some flags. Alternatively, a social network might indicate that the candidate is engaged in activities that might impair their productivity, such as excessive drinking or high-risk hobbies, such as extreme sports. These insights can be helpful to the diligent recruiter.

Keyword filteringUsing desired skills and other characteristics as keywords, recruiters can run searches in popular search engines, on professional and non-professional search engines, in public or private online communities, and on other online properties. This can yield promising leads, who recruiters can contact for an informational or formal interview.

Keyword filtering is also helpful when screening out applicants who have applied for a position through a web-based talent management application (either proprietary or from a third-party recruiter).

Recruiting software automatically scans submitted resumes and cover letters for specific keywords, rejecting those without them, and returning to recruiters only the candidates who fit the job description on paper.

TestingMore and more, testing is used in the hiring process. Usually, pre-screened applicants are invited to take a skills test, a personality test, or both. Skills tests are used to authenticate the skills listed in one’s job application, but also can be used to test those not listed, such as soft skills.

Personality tests are used to assess a candidate’s fit with the firm’s culture, as well as soft skills. Personality tests have been around for a long time, but the combination of computer-assisted testing, and data-driven approached to psychology, make these tests much more sophisticated and precise.

Increasingly, both skills and personality tests are assessed against internal analyses of high performing employees. For example, an advertising firm may find success with candidates who work well in a team and possess a high degree of digital fluency, regardless of the job opening. They may in turn offer measure all candidates for an opening against skills and personality tests they mandate during the hiring process.

It is not uncommon for candidates for senior positions in all industries (and even some junior level positions in industries such as finance) to be given one or multiple, skills tests, and a personality test, during multiple interview rounds.

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These tests provide hiring managers with more data points, alongside the job application, the interview(s), online data, and other publicly available information, against which to measure candidates.

3. RISKS OF USING BIG DATA FOR RECRUITING

Big Data may yield tremendous potential for recruiting, and indeed, for many firms, some big results.

However, there are risks to using algorithm-driven recruiting tactics that can lead to some substantial consequences. These risks stem from overreliance on algorithm-driven recruiting. People analytics should, ideally, supplant human recruiting efforts, rather than supplant them.

Incorrect forecasting assumptionsUsing profiles developed by analyses of internal data can yield promising candidates. Nevertheless, this assumes that the analyses provide accurate insights into what it takes to perform at the firm.

The best analyses have a degree of uncertainty, and employee performance standards constantly change along with the demands of the markets. Historical performance is no guarantee of future performance.

Further, Big Data is notoriously messy. It is critical that you invest in either a data-driven recruiting firm or the personnel to analyze recruitment-relevant data. Your HR people, even the best intentioned, may not be able to properly analyze multiple datasets to generate actionable recruitment insights. You will need statisticians.

It is also very important to understand that the models predicting candidate success are based on how strongly a particular candidate’s characteristics are correlated with the characteristics of a hypothetical high performer employed by the firm.

Correlation does not imply causality, which means, in this case, that just because a candidate is identical to the hypothetical performer on all levels those data do not mean that he or she will definitely succeed. If you approach people analytics expecting to find set parameters for candidates that will always result in success, you are likely to be disappointed.

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Moreover, assessing candidates individually, pre-employment (and even post-hire) rarely yields insights into what said individuals can contribute to a team. For example, designing an algorithm that predicts whether an individual whose performance may be average but who may provide rousing pep talks to team members outside of work, is challenging at best.

It should be noted that privacy is also a big concern, particularly when it comes to internal data gathering. Employees, using resources belonging to an employer, should expect a certain amount of data gathering. But how much is too much? At what point does data-gathering feel invasive and undermine productivity – the very thing the firm seeks to measure?

Human beings design the recruitment algorithms so, in addition to the possibility of human error in the design and/or implementation, of the algorithms, there is the likelihood of bias, especially when it comes to less objective measures of success. People tend to associate with people like themselves.

Using algorithms that use historical data to predict employee performance as hiring parameters may yield candidates who are similar to existing candidates, but neglect those who are different enough to innovate. As innovation is a key source of not just competitive advantage, but ability to adapt to market dynamics, over time, a homogenous staff may hurt your firm.

Violations of equal opportunity lawsHomogenous employees may hurt your firm in ways other than reduced innovation. Recruiters must make sure that their hiring algorithms do not systematically exclude classes of protected employees. The fact that an algorithm repeatedly returned a single ethnic group or gender is not an excuse in the eyes of the U.S. Equal Employment Opportunity Commission, and other foreign counterparts.

Recruiters must take pains to ensure that the algorithm takes a country’s diversity laws, both through automatic and manual review of the candidates returned by software at every stage of the interview process. Failure to do so can be time-consuming and costly in the case of either resulting civil litigation, or damage to your firm’s brand.

Even entire industries are not immune from the need to vary their recruiting approaches. In August of 2014, a flurry of reports highlighted the lack of diversity in Silicon Valley. This was at least partially attributed to algorithm-driven recruiting practices.

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4. THE FUTURE OF HIRING WITH BIG DATA

Despite the risks, algorithm-driven approaches to recruiting are here to stay.

Big Data has accelerated the rate of advancement in machine learning.

Machine learning is the design and study of learning algorithms that, essentially, help a computer process and understand data better. As the field of machine learning advances, so too will the sophistication and accuracy of algorithm-based recruitment tools.

Moreover, the cost of hiring the wrong candidate is high. Training, salary and benefits, and search related costs just scratch the surface if the new hire’s mistakes cost revenue.

The potential benefit of algorithm-driven recruitment methods, in the estimation of most firms, outweighs the growing pains associated with new approaches. Moreover, algorithm-driven approaches already have worked well for a number of firms.

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5. A case study of a business using Big Data

Case in point: Google. It is expected that a firm as data-driven as Google would be a pioneer in data-driven approaches to recruiting. Google has dedicated resources to building a hiring algorithm, which predicts a candidate’s probability for success if hired. They also developed a separate algorithm designed to backstop its initial screening of candidate resumes, which indicated that its primary algorithm had missed 1.5% percent of the time.

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Their dedication to research-driven approach also informed their application process. After much research, they determined that four interviews provided the maximum amount of insight. They make considerable use of behavioural interviews. Further, they employed group hiring to reduce bias dramatically in hiring decisions.

Google has also developed retention algorithm, using predictive modelling methods that predict the probability of success of employees, post-hire, and applying them to the dynamic data that is reflective of a growing and changing workforce. This has informed their hiring practices by allowing Google to refine the parameters of their hiring algorithm. They have also used analytics to increase the hiring of underrepresented groups, such as women.

As a result, Google has been able to fill vacancies rapidly, and enjoyed both low turnover and a reputation for being very selective, enhancing its prestige as a top employer brand for years.

NESTLES’ USE SOCIALMEDIA FOR RECRUITMENT{CASE STUDY}

Nestlé (or Nestlé S.A.), a Swiss-based (with headquarters in Vevey, Switzerland) multinational nutritional and health-related consumer goods company, have started to use

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social media for recruitment in the United Kingdom and the United States. When measured by revenues, it is the largest food company in the world, so using the most modern technology to recruit new employees is necessary in this changing world.

The Nestlé Strategy

Nestlé has a UK job site with the slogan ‘Nestlé & You’, which is linked to the respective Facebook and Twitter feeds, and where people can search and apply for jobs. Nestlé in the USA has a ‘Jobs’ sub-section of their website – split up into ‘Professional Jobs’ and ‘Campus Opportunities’, with a section for users to search and apply for jobs. This website links to their Facebook page, LinkedIn page and YouTube account.  There are websites for other countries – all including jobs pages too, however the UK and USA careers departments are the only ones to have embraced social media.

Facebook

Nestlé has two Facebook careers pages – a UK careers page (facebook.com/NestleCareersUK) and a USA careers page (facebook.com/NestleUSACareers)

The Nestlé Careers – UK Facebook page posts out ‘Job of the Week’ as well as open-ended questions and news articles concerning the industry. It gets some likes and comments on its posts but isn’t too popular. It has a ‘Welcome’ tab and a ‘Careers’ tab which lists all available positions and allows users to apply via the Nestlé website. There are also ‘Business Areas’ and ‘Nestlé Culture’ tabs which list the different job areas at Nestlé and the culture of working at the company. The page has a uniform design and is well updated with easy to use links.

The Nestle USA Careers Facebook page only has fewer likes and does not post as regularly as the UK page. The US Careers part of Nestle post the same content on their Facebook page and Twitter feed (see below), only with hashtags on the Twitter page – something which they could change to offer some variety.

Twitter

Nestlé has two careers/jobs based Twitter accounts – one for the UK (@NestleCareersUK) and one for the USA (@NestleUSCareers).The UK Careers Twitter feed (@NestleCareersUK) posts job opportunities, as well as thanking other accounts for mentions and retweets. It posts once or twice a day, covering the United Kingdom and Ireland and has the same branding as the website and Facebook page. With over 1,000 followers, it could post more frequently and be more interactive to gain a wider following base.

The USA Careers Twitter feed (@NestleUSCareers) concentrates on careers in “engineering, HR, manufacturing operations, marketing, product development and supply chain”, but actually promotes the careers side of Nestlé USA rather than posting job opportunities. It does not tweet regularly either, with some posts being days apart, however it does have more followers than the UK account – around 1,800. As mentioned above, it mirrors the Facebook page – posting the same content, just containing searchable hashtags. This is something that they could probably change, to make each social media experience different.

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LinkedIn

The Nestlé LinkedIn page has well over a million followers, it is equipped with a ‘Careers’ tab which lists the latest job opportunities and employer branding material.

The page has a banner, a ‘Meet our people’ YouTube box as well as a ‘Careers’ introduction-style box and ‘Graduates and entry level’ box. It gives all the necessary information but keeps it simple and looks professional.

YouTube

Nestlé have merged their various YouTube accounts into one global channel which hosts videos about products, brands and careers. The video embedded below is the flagship employer brand clip and it’s featured throughout Nestlé’s employer communications on social media.

CONCLUSION

Nestlé have some positive points in their use of social media for recruitment, but there is still room for improvement.

The consistent branding across the websites, Facebook and Twitter is good, and allows users to know that all the different platforms are for the same purpose.

Updates are regular on some platforms, but not on others – this could be changed so that the pages are more consistent with their posts.

L’OREAL {CASE STUDY}

The L’Oreal Group is the world’s largest cosmetics and Beauty Company, with an annual turnover of €20.3 billion, a presence in 130 countries, 27 global brands, 68,900 employees and 19 Research & Innovation centres with brands such as Garnier, Maybelline New York and the Body Shop. They widely use social recruitment in various countries worldwide (such as India and the Philippines), however it is especially prominent in the United Kingdom and the United States

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The L’Oreal StrategyL’Oreal have a uniform branding on all the websites for the countries in which they operate. The jobs section of each website lists available positions in that country and only a few link to the relevant social networks. The UK LOreal.Jobs website links to the L’Oreal Talent Recruitment Facebook page, the L’Oreal LinkedIn page, the L’Oreal Luxe Talen Tube Facebook page and the @LOrealCareers Twitter feed.

The L’Oreal US jobs website has an interesting and innovative way of linking to the relevant social media platforms. The Facebook page can be found via facebook.lorealusa.jobs, the Twitter @LOrealUSACorp feed via twitter.lorealusa.jobs, the LinkedIn page via linkedin.lorealusa.jobs and the YouTube channel is found at youtube.lorealusa.jobs (all these will be explored in more detail later, apart from the Twitter feed). The uniform branding of the various careers websites give an overall professional look to the careers side of L’Oreal, and the linking to the social platforms helps possible applicants find what they need with ease

FacebookThe L’Oreal Talent Recruitment Facebook page (facebook.com/LOrealTalentRecruitment)  is the worldwide Facebook page for all L’Oreal careers and jobs (with other pages existing for certain countries – such as India), and uses the Work4Labs application for their ‘Work for L’Oreal’ tab. The Twitter tab is linked to the @LorealCareers Twitter feed, however the other tabs are not used often, and the page does not regularly post content. It does, however, have over 30,000 likes, so the jobs tab must be working well in attracting talent.

There are two other ‘specialist’ Facebook pages for the UK and USA – the UK graduate jobs and internships page (facebook.com/LorealGradJobsUKI), and the USA careers page (facebook.com/LOrealUSACareers).

The L’Oreal Grad Jobs UKI page, with a cover photo of some of its past employees, has no additional tabs (apart from the standard photos, map and likes), however it posts regularly with photos, job postings and links. With over 900 likes, the page is quite active, and does get comments, likes and shares on its content – but the lack of likes and activity can be explained by how specialist it is.

The L’Oreal Careers in the US page, however, is much more popular (with almost 7,000 likes), but does not post any content. It does, however, have a working ‘Jobs’ tab which lists current openings, as well as tabs explaining the ideas and missions of working for L’Oreal in the US. The cover photo is interesting, and the additional tabs are all branded in a similar fashion – a great way to run a page, apart from the lack of content!

Twitter

L’Oreal have careers based Twitter accounts for the UK (@LOrealGradJobs) with over 1,100 followers, and a general account (@LOrealCareers) with almost 3,500 followers

The L’Oreal Careers Twitter feed (@LOrealCareers) holds around 3,500 followers, and regularly posts jobs (all using the hashtag #jobs) as well as some news articles about the company (which receive some ‘retweets’ and ‘favourites’).

The L’Oreal (graduate jobs) UK Twitter feed (@LOrealGradJobs) has over 1,100 followers, and posts daily about campus visits and other such news. They also reply to other users’

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tweets and run a very ‘human’ account. The normal tweets rarely get retweeted, but the contest tweets can have over one fifth of the followers retweeting them – a very popular way to attract talent, and increase the base that read job openings.

There are other accounts, but these are the two main feeds for the UK and USA careers side of L’Oreal

LinkedInL’Oreal have one LinkedIn company page – with a branded ‘Careers’ tab to match. The tab holds an introduction to working for L’Oreal, a YouTube (which can be seen below), plus testimonials from past employees and links to the L’Oreal Talent Recruitment Facebook page and @LOrealCareers Twitter feed, and relevant websites.

The tab is regularly updated with job openings, and the branding looks very professional – a good job from L’Oreal. You can see a few statistics about L’Oreal’s use of LinkedIn for recruitment below.

YOU TUBE

L’Oreal UK Careers has a branded YouTube channel (/LorealUKCareers) with only 5 videos and 5 subscribers but over 2000 video views. It does have a good quality graphic background, and links to corresponding websites, but it is the ‘Trainee’ set of videos which have the most views. YouTube is a great tool for social recruitment, and with the last video uploaded in May (and not very high quality – mainly filmed on a mobile phone), L’Oreal UK could spend a bit of time creating some simple videos to really promote working for the company.

L’Oreal USA have a Careers channel (lorealusacareers) – named L’Oreal USA Corporate, with only 30+ subscribers, but almost 10,000 video views. There is no branding and only 10 videos (uploaded over a 2 year period). The videos are high quality, but hold no description or tags – so will never be found by future employees unless they find the channel.

Results

There are two case studies surrounding L’Oreal’s use of social recruiting – one from Facebook (courtesy of Work4Labs), and one from LinkedIn.

L’Oreal use the Work4Labs tab on their L’Oreal Talent Recruitment Facebook page (shown above). The case study surrounds an internship posted on their L’Oreal Talent Recruitment Facebook page using the Work for us app, which allowed fans and employees to share the posting via their networks. Using the app, and the Work4Labs’ Advert Hiring platform (to create advertisements linking to the job posting), the following results were reached:

The internship’s ad campaign had an “optimised” performance and return on investment click through rate was much higher than the average CTR of Facebook ads (which is roughly – generating 5.88 million impressions with 4,167 clicks (a 0.071% click through rate (CTR). The 0.02%).

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This led to L’Oreal receiving 153 applicants (a 3.67% conversion) – with almost all of them being pre-qualified due to the specific targeting options (education, experience) that L’Oreal chose for the ads.

The campaign had an “immediate and high quality turnaround” with applicants viewing the job and submitting resumes minutes after it went live.

L’Oreal received 17 qualified resumes within the first 12 hours of the campaign – a huge difference to the limited success from traditional methods.

As these results (courtesy of Work4Labs) show, Facebook has been a success for social recruitment for L’Oreal.

L’Oreal used LinkedIn to solve 3 new challenges in their social recruiting process. The company recruit 6,000 new managers a year (including internships), using all the regular techniques, but wanted to solve these challenges (and used LinkedIn to do so):

sourcing difficult-to-hire candidates

reaching passive candidates

online reputation

The company set up a ‘Careers’ tab on their company page (as discussed above) and “polished” individual recruiter profiles. Using their current network – with 15,000 L’Oreal managers and employees on the site – to find passive talent, the company had really fit the LinkedIn referral slogan of “the best employees refer the best candidates”.

Some results from this included:

Oskar Isenberg Lima, Luxe, HQ Paris said he has “sourced around 90 top profile candidates in less than five months”, simply using LinkedIn.

By using LinkedIn, a Body Shop UK (a sub-section of L’Oreal) recruiter saved £20,000

With a single license.

L’Oreal Australia saved around 20,000 Australian dollars in recruitment fees on a single hire.

As these results (from LinkedIn) show – LinkedIn was also successful in helping L’Oreal socially recruit (and in cutting costs).

Conclusions

L’Oreal actively use social media for their recruitment, and have results to match. Their Facebook pages are well branded, however could do with more content, whereas their Twitter feeds are actively updated with jobs and news. Their YouTube accounts could be used more, whereas their LinkedIn page (and Careers tab) is just right – and may fit better with the rest of their pages once they receive the new design. The two case studies show that L’Oreal is actively using social networks for recruiting and it is successful – however it should never replace the more traditional methods, as you never know where the perfect candidate could apply from.

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Changing scenario in the Indian BPO industry

According to NASSCOM, in fiscal year 2014, India’s information technology and business process management (IT-BPM) industry will add $12-15 billion incremental revenue, to existing industry revenues of $118 billion. During FY 2014, industry’s exports are estimated to grow 13 per cent at $86 billion, with domestic revenues up 9.7 per cent at Rs. 1,910 billion. NASSCOM reports also stated that

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the industry added 160,000 employees in 2013, and provided direct employment to 3.1 million people and indirect employment to 10 million people. Exports by India's IT outsourcing sector are expected to rise 13-15 percent in the fiscal year starting April 2014, as an improving global economy encourages banks and companies to boost spending on technology.  NASSCOM has forecasted IT services exports in 2014-15 to rise to as much $99 billion. The increase in growth rate compares with an estimated 13 percent rise in fiscal year 2014. It also states that the Indian IT and ITES industry is likely to grow to about $300 billion by 2020, focusing on areas like e-commerce, software products and the IT market. Why is the sector growing?

 Rapid industrialization and growth of IT parks in the country  Partial privatization of telecommunication  Development of SEZ; which also help IT companies get tax benefits  A large number of resource readily available in the country  Low operating costs  Tax breaks and sops offered by the government

 Employment TrendsThe IT and ITeS sector has generated massive employment in the past and continues the trend of providing jobs. With online shopping, social media and cloud computing flourishing more than ever before, there is great demand for IT professionals in e-commerce and business to consumer firms. TCS recently hired 20,000 fresh graduates from all over India in 2013 and other organizations like Wipro, Infosys, IBM and Dell among others also add highly to the employment rate. After Bangalore – the silicon city of the country, Pune is also on a hiring sphere. The IT and ITeS sector are likely to grow 12-15% in the year 2014 and Pune is amongst the top 3 preferred cities for these tech jobs. With the immense opportunities that the government has to offer to the IT/ITeS companies a number of MNC’s are investing in India. Companies like HCL Technologies, Cognizant Technology Solutions, Tata Consultancy Services, Accenture, Cap Gemini, Amazon, Delloitte Consultancy and Microsoft Corporation among others are highly investing in Indian lands. Cities like Hyderabad, Trivandrum, Chennai, Delhi-NCR, Bangalore, Mumbai and Pune together are providing jobs to a huge number of people. Internet TrendsWith the internet rapidly becoming a part of our daily lives the job opportunities are on an accelerated boost. Cloud computing, social media and mobility analytics are the reasons for growth in global technology. Internet shopping, cyber security, wearable computing, socially enabled business process, battery and power technologies, mobile customer engagement and business analytics are the areas of options available for job opportunities in the country. Internet and Mobile Association (IAMAI) reported that the estimated users of internet in India by June 2014 is 243 million and is expected to overtake the USA as the second largest Internet base in the world. In October 2013, India had 20.5 crore and is on a 40 percent growth per year. 

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Other than watching videos online and listening to songs, there are huge number of users that download mobile value added services. Social networking is a rage in itself and continues to have a 75 percent of users engaging actively in it. Internet shopping is on a continuous surge; the current market size is over $1.8 billion and is expected to be growing at 55 percent year-on-year. As ecommerce shows signs of becoming a household phenomenon, there are a number of offline brands and retailers that are making their way in the online market through their own websites or online market places. Websites like flipkart.com, homeshop18, jabong.com, yebhi.com, snapdeal.com and myntra.com among others are gaining fast popularity among the internet users.  According to NASSCOM, in fiscal year 2014, India’s information technology and business process management (IT-BPM) industry will add $12-15 billion incremental revenue, to existing industry revenues of $118 billion. During FY 2014, industry’s exports are estimated to grow 13 per cent at $86 billion, with domestic revenues up 9.7 per cent at Rs. 1,910 billion. NASSCOM reports also stated that the industry added 160,000 employees in 2013, and provided direct employment to 3.1 million people and indirect employment to 10 million people. Exports by India's IT outsourcing sector are expected to rise 13-15 percent in the fiscal year starting April 2014, as an improving global economy encourages banks and companies to boost spending on technology.  NASSCOM has forecasted IT services exports in 2014-15 to rise to as much $99 billion. The increase in growth rate compares with an estimated 13 percent rise in fiscal year 2014. It also states that the Indian IT and ITeS industry is likely to grow to about $300 billion by 2020, focusing on areas like e-commerce, software products and the IT market.

Government InitiativeCloud computing is one of the thrust areas in the national IT and ITeS policy. In order to benefit from cloud, the Department of Electronics and IT (Deity) has taken an ambitious project known as ‘GI Cloud’. The ‘GI Cloud’ is the Indian government’s initiative to enable the government (both Centre and States) to leverage cloud computing for effective delivery of eservices. In the twelfth Five Year Plan (2012-17), the Department of Information Technology proposes to strengthen and extend the existing core infrastructure projects to provide more horizontal connectivity, build redundancy connectivity, undertake energy audits of State Data Centres (SDCs) etc. The core infrastructure including fibre optic based connectivity will be leveraged and additional 150,000 Common Service Centres (CSCs) will be setup to create the right Governance and service delivery ecosystem at the Panchayats.

The IT and ITeS sector comprise of services that are related to information technology, research and development services as well as engineering designs, hardware and BPO.IT: The application of computers and telecommunication equipment to store, transmit, retrieve, and manipulate data, in context of business or an enterprise.ITeS: Information technology enabled services (ITES), is a form of outsourced service which has emerged due to involvement of IT in various fields such as banking, finance, telecom, insurance among others. Some of the examples of ITES are medical transcription, back-office accounting, insurance claim, credit card processing and many more.

BPOs have a great scope in India. Around 5 years back, BPOs were just a means by which

companies could save costs. Only a few activities were outsourced. But now BPOs are

emerging as a management tool and focus is shifting from non-core processes to core

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processes. This is how BPOs gave rise to KPOs and LPOs. In the near future, BPOs may

give rise to some other sectors as well. Outsourcing involves many risks, too. These risks

can be:

Data security

Vendor’s financial instability: The buyer will have to search for a new vendor if the

vendor becomes financially unstable.

Loss of expertise: The knowledge and expertise of carrying out the outsourced

processes can be lost with time.

Loss of control of one’s own company’s processes.

Export figures of ITES-BPO for the year 2002-03 and 2005-06

ITES-BPO (USD BILLION) 2002-03 2005-06

Exports 2.5 7.3

Domestic 0.2 0.8

Employment (No. of people) 171000 470000

Within 3 years, ITES-BPO exports rose from 2.5 billion dollars to 7.3 billion dollars, i.e.

almost 3 times. The no. of people employed in BPO industry increased by almost 2.8 times.

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Why people join BPOs

The educational qualification required to get a job in a BPO is not so high. Any graduate can

join a BPO. Other reasons why people join BPOs are:

They didn’t get a better job and they didn’t find anything better to do.

Education level doesn’t matter so much

Good work environment

Many benefits

Time flexibility

Attractive life style

Transportation facility

Why people leave BPOs

In spite of transportation facility, money, benefits, life style associated with the BPOs, attrition

rate in BPOs is high. It is because:

No growth opportunity / lack of promotion

To get more salary

To gain higher education

No personal life

Physical strains

Uneasy

relationship with

peers or

managers

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Future Scenario: India is the most favored destination for outsourcing. In 2003-2004, ITES-BPO companies were the largest recruiters in the IT/ITES sector, adding around 70,000 jobs. According to a research conducted by NASSCOM, Indian IT/BPO sector will employ more than 1.1 million Indians by 2008. The future of BPOs in India depends upon the quality of education imparted to our young generation. In the recent past, there has been a decline in the quality of education in India, though the number of institutes has gone up. Education is not growing at the same pace as Indian economy.

Conclusion

To sum it all up, this document has discussed and evaluated the use of technology & leveraging it in recruitment & selection.

Online recruitment has been identified as the efficient recruitment method, it branches into: Talent Management Systems, Advertising on the company's website, job boards and social media network. There are some privacy and discrimination issues with online recruitment, but it does more good than harm.

Social media tools and social networking sites like LinkedIn, Facebook, and Twitter have revolutionized communication methods, both privately and increasingly, at work.

The use of social media as a recruitment tool throws up some opportunities and challenges for employers.

Social media potentially offers speed, efficiency and the ability to target and attract specific, particularly passive candidates in the recruitment process. It can provide a useful additional source of information on potential job candidates, especially since some data (at the personal as well as the professional level) may not be generated for the purpose of recruitment, and therefore may provide candid supplementary information on the applicant.

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For candidates Social media potentially offers multiple sources of information about the employer and the possibility of contact with existing employees to gain a more realistic job preview.

E-recruitment, where employers use the internet in some form to aid conventional recruitment processes, has a number of important advantages compared to more traditional forms of recruiting.

“Shifting hiring processes from the paper and time-intensive manual method to an automated one saves time and money and boosts productivity by leaving positions vacant for shorter periods of time. In addition, the cost associated with posting on a job board compares favorably with placing job ads in newspapers, and, in some cases, may be more cost-effective.” (Smith and Rupp)

Facebook, LinkedIn and Twitter can play an important role in the general process around recruitment, providing recruitment information and fostering realistic job expectations among potential employees.

LinkedIn obviously surpassed the usage statistics when compared with other social media sites and each professional now used to have online professional profile in LinkedIn.

Mobile recruiting is changing everything about the way employers hire, even the interview. Now candidates can record answers to written questions from their mobile devices, making the job interview as portable as the application. Employers can then watch these video interviews anywhere, meaning the interview process becomes easy to work around even the busiest schedules.

Passive candidates often invest a significant amount of time researching a company before they pursue a job opportunity. Because they currently have a job, they may only be doing this off-hours on their smartphone or tablet. Companies must ensure that their website is mobile-optimized to properly make an impression on those folks.

Mobile accessibility has enabled employers to connect with more passive, on-the-fly candidates that they were otherwise unlikely to engage, to deliver more personalized messages that wouldn’t have otherwise been noticed, and to communicate with prospects on their terms vs. the employers’. Safe to say the existential ‘War for Talent’ has become a little more intense.

Big data is disruptive technology affecting every area of our lives, from consumer statistics and behaviour to healthcare. It is now firmly established at the core of ‘the new HR’ especially in the recruitment process.

Big data can offer clear advantages to the talent recruitment systems of all organizations but are your organization ready? Most Organization are really going to spend on big data to revolution their HR system in coming days.

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Analytics and talent recruitment systems are only effective if businesses understand the overall context and advantages offered.  If your organization is seeking to overhaul its talent acquisition strategy, understanding how current trends and big data can be incorporated in order to attract qualified candidates is essential. Efficient talent recruitment systems will enable all businesses to connect and engage with both active and passive talent as well as improving the candidate experience.

Technology has revolutionised recruitment to such an extent that 90% of job applications during 2014-2015, 2015-2016 were made either via e-mail or online i.e. via social media.

A survey was conducted and a question raised was: Does today’s organizations will going to spend more on having recruitment done through social networks or social media and/or invest on mobile recruitment/big data?

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So biggest take-away, savvy job seekers can take advantage of social media and online communities to improve their odds of finding a job. Similarly, if employers follow intelligent policies they can leverage relevant social media information in the selection of top qualified candidates, especially for specialized positions.

Have a Technology that will Search and match your job requirement against your internal talent pool.

Have a Technology that will Search and match the external talent pool to identify more efficiently “ideal” candidates

Leverage Technology that will reduce the time and cost to recruit and build a more efficient internal recruiting function.

Have a Technology that will make Recruitment as marketing - the real issue is not the War for Talent but the War for the Ownership of talent.

Bibliography

www.businessdictionary.com/definition/recruitment.html

Technocrant.com/Modern Techniques of Recruitment.

www.inc.com/adam-vaccaro/the-future-of-recruiting-automation.html

www.talentculture.com › Talent Management

Technocrant.com/Modern Techniques of Recruitment 

linkhumans.com/case-study/how-loreal-use-social-media-for-recruitment

www.rpoassociation.org/blog/...the-Impact-of-Technology-on-Recruitment

www.carlow.edu/Human_Resource_Management_and_Technology.aspx itechfuture.com

info.shine.com/industry/it-ites-bpo/11.html

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http://theundercoverrecruiter.com/infographic-how-recruiters-are-using-linkedin-twitter-and-facebook/

http://www.entrepreneurial-insights.com/best-uses-big-data-recruiting/

linkhumans.com/blog/how-nestle-use-social-media-for-recruitment

linkhumans.com/case-study/how-loreal-use-social-media-for-recruitment

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