John May and Sondra Dryer of PwC explain how the company shifted its thinking from recruitment to recruitment marketing in order to attract, engage and nurture more quality candidates earlier on in the recruiting lifecycle.
2. J ohn May
Talent Acquisition
Transformation Leader, PwC
Sondr a D r yer
Recruitment Marketing
Leader, PwC
3. Agenda
1. Our talent acquisition journey
2. Lessons learned & best practices
3. The future
4. External factors changing the TA
landscape
• Increasing mix of skills and types of
candidates – demand exceeds supply
• Technology and social media
disrupting
• Talent brand more important than
ever
• Candidates behaving as consumers
5. Hiring 17,000
Professionals by
the numbers
• 1.5 million steps*
• 14 different ways to recruit
• 43 decisions for each hire
• 352,000 touch points
involving roughly 65
different roles
• Roughly 555,000 manual
steps
6. Our Vision for World Class Talent
Acquisition
Distinctive
• D i s t i n g u i s h i n g
& c o n s i s t e n t
s t a k e h o ld e r
e x p e r i e n c e
• R e l a t i o n s h i p
d r i ve n
• C le a rly
a r t i c u l a t e d
f r o m v a lu e
p r o p o s i t i o n
Agile
• R e s p o n s i ve t o
c h a n ge
• S c a le s q u i c k ly
• C o n t i n u o u s
c a n d i d a t e
i d e n t i f i c at i o n
Innovative
• Ad v a n c e d
t e c h n o lo g i e s
• D a t a d r i ve n
d e c i s i o n
m a k i n g
• C u t t i n g e d ge
a c t i v i t i e s a n d
p r o c e s s e s
Efficient
• S t r e a m l i n e d
p r o c e s s e s
• Fa s t e r
d e l i ve r y
• I m p r o ve d
c a n d i d a t e
q u a l i t y
7. PwC’s Recruitment Marketing
Goals
• Link PwC’s Purpose to the value of a career at
the firm
• Humanize the firm by creating a personal
connection with the candidate
• Provide insight into our culture, our firm and
our variety of career opportunities
• Establish an active network of PwC brand
ambassadors
9. What do millennials want to
know about a potential
employer
• Workplace culture
• Communication and work
styles
• Compensation and career
structure
• Career development and
opportunities
• Work/life balance
10. Measuring Impact
Before Recruitment
Marketing Platform
• R e c r u i t i n g w e b s i t e s t r a f f i c p e r
m o n t h , p e r p a ge
• S o c i a l m e d i a p o s t s , v a r i e d b y t i m i n g
o f f i r m i n i t i a t i ve s
• I n i t i a t e d “ c o ld c a l l ” e m a i l s a n d
L i n k e d I n i n - m a i l s
• Pe o p le w o u ld a p p ly – t h e n e n t e r t h e
“ bl a c k h o le ”
After Recruitment
Marketing Platform
• C r e a t i o n o f l a n d i n g p a ge f o r
s p e c i f i c c a m p a i g n s a n d au d i e n c e s
• Ab i l i t y t o t r a c k s o c i a l m e d i a
e n g a ge m e n t d o w n t o a p p l i c a t i o n
t h r o u g h u n i ve r s a l t r a c k i n g c o d e s
• B u i ld i n g t a le n t c o m mu n i t i e s b a s e d
o n i n t e r e s t s = w a r m le a d s
• Fo c u s r e s o u r c e s o n a r e a s o f g r e a t e r
i m p a c t
11. Quick Wins
• Turn your recruiters into brand
ambassadors
• Prioritize marketing efforts to
maximize value
Sondra
Hired into role 6 years ago – it’s been an evolution
Started as Branding & Communication
Started as a check the box activity
Had to educate business the importance of this function
And look at the evolution of social media alone in the last 6 years
My introduction and TAF project
Connection to Recruitment Marketing
Thank you to PwC team
Game Plan for Today
Overview of PwC - aggressive transformation agenda but not with TA
Same disruptors - Tech, hyper competition, diversifying candidates and consumers
We are not immune from the external factors
Not just hiring accountants any more; nearly 20% STEM
Types of candidates – gig economy, contractors, fixed term, FWAs
Technology – 2 years ago an ATS ; now an assessment, a CRM, Google platform, Yello, etc; looking for AI around resume screening
Talent Brand has always been important to us but how are we influencing diverse populations (under rep, disabled, veterans, ) STEM, etc
Consumers – we will often engage with candidates for years before application; both campus and experienced
These factors led us to do the TAF program
John
So here is what we are doing –
Simplifying processes – point to Selection Simplification
Embedding Cutting edge tech at each phase of Talent ID through OB (SF, Yello, Assessment, Google)
Changing our structure – specialized recruiting – COE, shared services, cand facing recruiters, bus facing recruiters
My vision – attract and create a massive and diverse talent network that grows daily and we engage, nurture and covert in to applicants
How CRM and Rec Marketing supports this
•Greater speed and connectivity to candidates
•Wider outreach to existing and future candidates
•Marketing and branding enhancements
•Improved candidate communication and coordination
•Greater ability to develop and maintain relationships with large groups of networks who can turn into candidates or sources (ie. talent communities)
•Superior and enhanced search ability
•Better management of event logistics
•Automation of many of our current manual processes
Sondra
Important it was for us to articulate our goals immediately to business to build a case for resource allocation
We needed to influence minds and behaviors, a career is an emotional decision
Insight – important word, it’s more than telling them, it’s showing them
Team structure 1) Campus 2) Experienced 3) Digital/social
These goals drive all activities
You are competing for a job seeker's attention in a very NOISY space
Last year, over 205 billion emails were sent - by 2019 - over 246 billion - how will YOUR email stand out? Why should they open it? How quickly will you get their interest?
Human attention span - 8 seconds; Goldfish 9 seconds - our attention span is SHORTER than a goldfish!
Create a meaningful communication - don't contribute to noise
What gets attention?
visuals
unexpected content/ messaging
emotional connection
Look at your content, how much are people digesting in 8 seconds?
Snapchat and Instagram – partic for our campus demographic
Snapchat filters are cheap – but very effective
Slide 10 (Millennials)
Majority of PwC's target demographic are Millennials - now, Gen Z are freshmen in college!
PwC conducted largest global generational study on millennials with London Bus School and USC- these are their top motivators in selecting a potential employer
Why would we communicate about anything else?
One you lose their interest once - they are gone
Content strategy - segment by channel - very important
IT'S OK TO FAIL - give yourself permission (vs user test everything)
Oreo blackout example 2013 - power outage for 34 mins in 3rd quarter "Power out, no problem, you can still dunk in the dark"
Slide 11 (Before and after)
A recruitment marketing platform gave us the data to drive our decisions
Before - spaghetti on a wall approach
Creates brand consistency through candidate journeyFocus on what’s effective for your business - you can’t contribute to every conversation, focus on what’s resonating with your demographic
Personalize content based on recipient interests; establishes a relationship
Focus resources where it counts
Be prepared to have difficult conversations
Enables our recruiters to be marketersClient service app
Wrap up
1) In it for the long game - it's an evolution, it takes TIME to get leadership on board, you are in it for the long game
2) It’s OK to fail – you gain insight
3) Share your successes - share your competitor's successes/ other companies
4) Build awareness internally - make your recruiters/employees your brand ambassadors
-Current State Analysis
Start small
Get a sponsor – Mike Fenlon