Creating Smart Social Recruiting Strategies

Talent, Social, Mobile & Recruiting Summit

THE VALUE OF BUILDING AN EMPLOYER BRAND TO ATTRACT AND RETAIN

TALENT

Alan Whitford5 November 2013

Why Me? Over 25 years experience in recruitment and in the start-up and

expansion of high technology businesses in Europe Provide strategic and practical insights to the automation and web-

enablement of Human Resource and Recruitment Process activities throughout Europe

Clients include Times 500 companies and software and services vendors in the Human Resources and e-commerce arenas

Founder of RCEURO, web portal for the European recruitment industry

Published in a number of on-line and off-line media covering technical and strategic issues around HR, technology, social media and business

Lead training programmes on the use of social media and networking tools

Founding board member of HR-XML Consortium European Chapter Chair of the highly successful Social Recruitment Conference series Operations Director of the Direct Employers Association Europe

The Importance of Talent

80% of executives surveyed globally believed that "the ability to attract and

retain the best people" will be the Primary Force influencing business strategy

Source: Deloitte - 2001

The Candidate and Employer Scene

Candidate Perception of a Talent Pool

Marketplace and Societal Challenges

The War For Talent is now 16 years old The Candidate won 15.9 years ago

Everybody knows Not enough skilled workers Too many unskilled workers They are all in the wrong place

5+ Generations in the Workplace Our brand is what ‘they’ say about us Double Dip Recession (or “economic correction”)

What Are The Challenges?

1. Your ability to attract and retain quality workers2. Diverse cultures3. Speed of change – technology quicker than people4. Managing this change5. Technology to support the change6. Vision, talent planning and creativity (skill gaps)7. HR & Recruitment Executives with necessary skills

The Global Recruiting Landscape at a GlanceThe Global Recruiting Landscape at a Glance

1

5 most important trends shaping the future of recruiting

2

3

4

5

Social professional networks are increasingly impacting quality of hire

Employer branding is both a competitive threat and a competitive advantage

Data is used to make better hiring and branding decisions

Companies are investing in hiring internally to stop top talent from walking out the door

Companies are figuring out the mobile recruiting terrain

LinkedIn 3rd Annual Global Recruiting Trends survey in 19 countries.

We surveyed over 3,300 talent acquisition leaders to capture their thoughts on what keeps them up at night, hiring and budget trends, and key sources for high-quality hires. We distilled all this and more into 5 key trends you need to know as a Strategic Talent Leader, to be on the cutting edge and be effective to candidates, your team, and your company.

To access global and other country-specific reports and infographics, visit: http://lnkd.in/GlobalRecruitingTrends

1. Recruiting/sourcing highly-skilled talent 44% Germany2. Improving quality of hire 30% India3. Employer brand 25% Nordics4. Pipeline talent 25% SE Asia5. Improving sourcing techniques 18% Australia

What is at the top of your peers’ list for 2013?

Talent Leaders Are Most Focused On Improving The Basics Talent Leaders Are Most Focused On Improving The Basics – How To Source, Pipeline, And Hire The Best Talent– How To Source, Pipeline, And Hire The Best Talent

“Think about your talent acquisition organization's top priorities for 2013. Which of the following choices would you consider to be the

most important and least important areas of interest for your organization?”

2013 Top 5 Priorities Priority is #1

Talent Leaders Around The Globe Think Social Professional Talent Leaders Around The Globe Think Social Professional Networks Will Shape Recruiting In The Long Term Networks Will Shape Recruiting In The Long Term

“What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?”

Pay attention, these trends are here to stay

Ensure you are investing adequately in social and professional networks for the long run

2013Utilizing social and professional networks 39%Upgrading employer branding 33%Finding better ways to source passive candidates 27%Being a strategic talent advisor to the business 22%Boosting referral programs 21%Training recruiters and hiring managers on 'how to hire A-level talent' 16%Optimizing your career site 15%Recruiting globally 14%Reducing spend on staffing firms 12%Increasing focus on internal hiring/transfers 12%

Top 10 long-lasting trends

The Employer Branding War Is In Full SwingThe Employer Branding War Is In Full Swing

Competitive Threat Competitive Advantage

Believe employer brand has a significant impact on ability to hire great

talent

83%Top 3

Threats1. Invest in their employer

brand2. Improve employee

retention3. Learn to use social

networking and social media more effectively

“What are the things that your competitors have done or may plan on doing

that would make you most nervous?”

Understand your employer brand and how it can set you apart from the competition. Take the opportunity to engage not only candidates, but

employees as well.

©RCEURO.COM LLP

What Is Employment Brand?What Is Employment Brand?

What do you think?

©RCEURO.COM LLP

What is Employment Brand? How an organisation markets what it has to offer

to potential and existing employees A set of attributes and qualities, often intangible,

that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture

A strong employer brand should connect an organisation’s values, people strategy and HR policies and link to the company brand

Source: CIPD Guide on Employer Branding

©RCEURO.COM LLP

End To End Employment Branding

Employment brand is defined by the candidate and employee experience

Research to develop a true employment value proposition

Deliver the complete brand experience Attraction Selection Onboarding Career Progression Leaving Returning

©RCEURO.COM LLP

Who Is In Control Of Your Brand?

Edwin’s Lament = Bad Employer BrandI’ve got a simple ideaWhy doesn’t the recruiter (agency) just inform the candidate when a prospective employer rejects their application?I’d like to hear from recruiters when my application is rejected - so I know which job prospects are still active - and which are deadI could learn - to be more successful going forward

What went wrong? How do I improve?

Maybe I finished 12th in a field of 10 - but there is another round coming in the future?What did the Employer really think of me?What do I really think about the employer?

©RCEURO.COM LLP

Assessing Your Employment Brand

Research internal and external focus groups

Identify company values, employer attributes, company brand recognition, customer impressions, individual interests

Define key themes from the audience Balancers, Progressives, Believers,

Essentials Seekers, Friends, Inclusivity

The Most Successful Employers Use Data To Measure The Most Successful Employers Use Data To Measure Their Talent Brands Their Talent Brands Qualitatively And QuantitativelyQualitatively And Quantitatively

Believe organization utilizes data well to make hiring decisions

Regularly survey new hires to understand

brand position

Regularly measure employer brand in a

quantifiable way

27%44%53%

23%34%33%

Survey new hires regularly to get a qualitative review of your talent brand. Use numerical metrics to measure your brand quantitatively over time and

against competitors.

Brazil and India are leading the pack in using data for employer brand

52%55%48%

Why Does This Matter To The Business?

CustomerRetention

CustomerImpression

OfferingQuality

Offering‘Match’

Brand Image/ Reputation

Value forMoney

Employees’Behaviour

Attitudesto Work

Attitudesto Company

Mangers’knowledge

andbehaviour

Workstructure,

Teamwork,Training

Job content,Ethical context,

Promotion,Pay, etc.

Revenue GrowthProfit Contribution

InvestorProposition

CustomerProposition

EmployeeProposition

You work with this ...

But what’s theeffect of this?... and this.

A negative jobseeker experience impacts an individual’s customer

behaviour

Message for the CEO/CFOMessage for the CEO/CFO

Bad recruitment experiencesBad recruitment experiences

59.4% have had a negative experience

Types of bad recruitment experienceBad Experience %age

Attended Interview, never heard back 52%

Misleading Job Description 42%

Interviewer was late 32%

Irrelevant questions – not related to job role 30%

Personal questions – marital status, children, family plans

26%

Interviewer was rude 25%

Personal question about Health 13%

Personal questions about disabilities 7%

How does a negative jobseeker experience impact an individual’s customer behaviour?

Impact Of A Bad Recruitment Impact Of A Bad Recruitment ExperienceExperienceAs a result of the bad experience, % As a result of the bad experience, % less likelyless likely to:to:

Accept a Job at that Company 76%

Recommend the Company to a friend 82%

Purchase that Company’s products/services

64%

National Impact Of A Bad National Impact Of A Bad ExperienceExperience

59.7%

68.0%

61.5%64.1%

64.1%70.0% 72.0%72.0%

66.0%

65.4%

65.3%

69.7%68.4%

68.9%58.4%58.4%

71.8%

63.0%

% % less likelyless likely to buy that company’s products / to buy that company’s products / services:services:

What Does Your Employer Brand Look What Does Your Employer Brand Look Like?Like?

Contact Me At Any Time Contact Information: alan@abtechpartnership.c

om Tel: +44 (0)7971 864620 Twitter:

@alanwhitford @rceuro @DEAEurope

Sites: www.abtechpartnership.com www.rceuro.com www.directemployers.eu