Talent attraction for the modern recruiter
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Talent attraction for the modern recruiter

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Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on ...

Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on investment for your organisation.

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    Talent attraction for the modern recruiter Talent attraction for the modern recruiter Presentation Transcript

    • Talent Attraction ForThe Modern RecruiterSoraya LaveryJoint CEO ofPresentsCPG Executive Consulting Ltd
    • CPG Executive Consulting LtdWe work with ambitious companies who want to growWe are Talent Management Specialists who repurpose the HR Department.Attract Retain And Develop ChampionsWe provide a return on investment turning HR into a profit making division.
    • AgendaExplore the current talent management trends for recruitment.Who are HR really.The marketing and sales cycle of talent attraction and recruitment.How to build an effective talent attraction and recruitment model thatgets the right results – with case studies.Pre-selection methods.The current recruitment and talent trends.Summary.Working with your RPO providers.
    • The War for Talent
    • Talent Management is one of the biggest challenges facing organisationsthis century. The demand for superior talent far outweighs supply, andmore and more companies are feeling the impact as they compete in theglobal market (Frank & Taylor, 2004).HR Directors Globally report their priorities for 2013 areBring inHighQualityStaffKeepcostsdown16%RetainnewhiresBuildbusinesscases forStrongerSelectionStrategyProveValue ofSelectionStrategyEnsure LegalDefensibilityfor selectionstrategyGlobalisationof SelectionStrategy9%13%22%29%46%48%64%86%Create astrongCandidatePipelineFor future16%Stay aheadof businessneeds
    • Market StatisticsNew hires don’t know enough about their new job (only 51% confidence).Decisions on who to hire are only 48% effective on average.Delays reported in company growth due to missing talent (73%).*DDI report of Global selection forecast 2012).Organisations outperforming their competitors on key performanceindicators were more than 4x more likely to have better-quality hires.A 2009 Corporate Executive Board study found the total cost of poorselection (i.e., turnover costs + performance loss) = $11,400 per hire (Loss).
    • Expectations for employees andorganisations are soaring. In a survey(*DDI) 62 % of staffing directors saythey expect hiring volume to increasein the coming year, particularly at theprofessional level.The Society for Human Resource Management state thecost of turnover is 50 to 150 % of an employees wage.Yet, less than 1 in 5 organisations claimto have a talent acquisition strategydesigned to beat their competition.
    • The top 93% of companies employ talentattraction and keep their staff longer.Talent Attraction BenefitsIts about only engaging the right staff, with the right skills, right attitude andwho have the same values as the company and who want to be part of yourorganisation.71% of employees join an organisation basedon the talent brand, while 75% of employeesbase their decision to stay with an organisationon the talent brand.Companies that attract and employ the rightstaff are on average 60% more successful thantheir peers.Take The GuessWork Out Of Hiring*DDI report of Global selection forecast 2012).
    • Each year the average company loses 20-50% of its employee base.56-60% of workers reported that they search for a new job “all thetime” or “frequently.”Aligning individual and company goalscreates ownership in the organisation’ssuccess, resulting in more engagedemployees and increased retention rates.To succeed, organisations need a workforce thatis engaged, clearly understands the organisation’sstrategic objectives and can quickly adjust courseas the business’s needs evolve.Having highly loyal employees is not a secret, its science – combinedwith the right solutions and best practices.Retention
    • Smart Companies Make The Best Hires
    • HR do a lot of negotiation and convincingConvincing people to go.Fire fighting.Convincing peopleto join or stay.Once your inconvincing yourin sales andmarketing.
    • That’s a lot of time,a lot of effort,and a lot of expense.
    • How can we minimise all thistime, effort and cost?
    • By putting in place an effective Talent AttractionStrategy to attain the best staff.Its about thinking proactively rather than reactivelyThe people who decidewhat they want for thebusiness and whochoose the talent arethe ones deciding thesuccess of the company,or not….
    • The Basic Marketing Cycle4: Sales Implementation – Set up your recruitment process, after placementreview, candidate success analysis, induction programmesTalent Attraction is about Marketing and Sales1: Market Research - Who What, When, Where and Why and How Much?2: Product Plan - How will your message look and what is your sales cycle forrecruitment?3: Sales Communication - Where you place your candidate message. Yourjob specs and specific branding for individual jobs and levels.Once you have all this in place thenyou move on to the sales cycle
    • The Sales Cycle8: Account Management - Induction training and career development.1: Prospect for leads / candidates.2: Qualify the prospect / candidate - pre selection.3: Set up an appointment / interview.4: Sales Pitch - Interview and sell the company to the candidate.5: Address the prospects objections - convince the candidate that this is theright company for them.6: Close the Sale - The candidate accepts the offer.7: Ask for referrals - Who else can the candidate recommend?
    • By branding your company the right way you can start toattract the right fit staff and advertise you unique companyculture that your own staff will start to sell.The basic marketing is always completedon the product(s) of the company.Taking this marketing and looking as the company as theproduct you will start to find unique areas that are very sellable.The company IS The Product NOT the product(s) of the company.
    • Where do we start?Step 1- Getting clear on what you really need - Market ResearchBy knowing what you’ve got and comparing it to where you want the business togo, you can start to identify the gaps, personality traits and necessary soft skills.Are you aware of everything happening inthe business that might change yourstaffing needs?True talent attraction starts by drilling into thecore of the business and truly understandingwhat your business is looking to achieve.This means HR must understand the companyvision, the company culture, the managementstyle, the business goals and the company USP’s.
    • How you address different audiences? - Junior recruits to a senior executivesCandidates have a choice of employers,They will chose the best branded company with the best career prospects.Become a true experts in at least the followingThe company culture - internal / external Company visionCompany goals Products / Services - Differentiators?Current marketing / branding for products / services - online and off lineCurrent leadership – Staff support / management style?Competitor positioning – external / internalLocation / sSize - current / future Growth plansYour financial stabilityCompany track recordPublic / staff perception of the company
    • DifferentiationDifferentiation is a common challengefor companies, as they struggle tostand out from the crowd. Forty-fiveper cent of all professionals workingwith their organisation’s employerbrand say this is a major concern andwill continue to be until 2015.Developing a global employer brandThirty-nine per cent of employers arefocusing on building a global employerbrand now until 2015.Where are companies currently strugglingFunding & Co-operationGaining funding and co-operationacross the organisation, to meetemployer branding objectives, isdifficult for respectively 39% ofcompanies.MetricsDefining metrics, measuring andfollowing up on employer brandingwork seems to be hard for 41% of therespondents.*Human Resource Management survey 2012
    • Ask your staff why they chose youMore often that not it has nothing to do with pay and benefitsBy understanding why they joined and why they stay, or not, you can start tounderstand how to frame your branding to attract the right type of candidates.What does your company look like from the eyes of your staff?Why are staff leaving / not successful?What would your staff have found helpful to have known when they joined the company?Do you know what a “real” typical day for your staff is for each role? Its probably differentto what you think.How are your managers really managing staff?
    • How are your staff performing in comparison to what you have set?There will always be High Performers, Mid Performers and Low Performers.What is it that makes the high performers, mid performer, and low performers?Benchmark your staffMid and low performers are amassive drain on company’sresources and HR’s time.By understanding what makes your top performers perform,their skills, personality and motivations you can start gearingyour talent attraction towards those specific candidates.What are their traits, their habits, their background, their motivations?
    • CaseStudyA Financial Fund Services group was looking to hire Fund Accountants for their team.They currently had a staff of 200 and needed to increase the Fund Accounting numbersby 30 over the year.Based on what the managers decided, from previous high staff turnover experience,they hired dynamic, high performing strong minded staff with 1 – 3 years experience.They were creating a number of new funds and their Fund Accounting Managers didnot have the product Investment Instrument expertise. They hired staff who did.New hires were told that their systems were being upgraded from a manual to moreautomated, taking away a lot of the repetition. In reality this project was far behind andthe hours the staff worked were long, a lot of work was duplicated and mistakes werecommon.The staff started leaving quickly and management didn’t understand as they thoughtthey had described the environment and had hired strong, tough players.Cost of hiring “non-fit” employees.
    • What happenedA consultant was brought in to review their talent management and recruitment process.Workshops with current staff were set up to identify the true working day.The current staff were benchmarked based on the KPI’s they were expected to hit.A review of current working practises was conducted to understand where the duplicationand mistakes were coming from.A review of the recruitment process was conducted to understand how the candidateswere being tested and how they were being sold the company.Managers were benchmarked as to their management style and their level of expertise inthe current and new investment instruments.The business leaders were asked to expand on their company vision and business goals.
    • The FindingsIt was discovered that what was happening in the company and what candidates weretold at interview did not match.Due to the long hours staff were complaining amongst themselves which soured thevision the candidates had been set.As the working processes were not automated or efficient enough it made the FundAccountant’s daily life laborious, adding additional time pressures.Though system improvements were on-going they were not given the priority theydeserved.During the recruitment process a standard 2 interview process was being used,however the questioning was very general and required product knowledge was notbeing tested which led to on the job mistakes.As management was not familiar with the new investment instruments they were notable to properly guide staff.
    • The ResultChanges were made to the staff requirements hiring only Managers with therequired product knowledge.As a priority, outside IT project managers where brought on to upgrade the systemand procedures, reducing any duplication, decreasing errors and reducing hoursworked.All staff was given training on the system changes and on the required productknowledge to effectively deal with the Investment Instruments.The recruitment process was changed to include numerical skills and a psychometricwas introduce to match the performance metrics of the top performers.At interview candidates were pre warned about on going changes and that hourswould initially be long however they would be compensated and they had anopportunity to get involved in project work.Staff became happier and settled down, clients were happier as the results werebetter and there was a reduction in the cost of recruitment.
    • Turnover and recruitment cost savingAverage salary per hour $2041 people left within 90 daysof starting within a 9 monthhiring periodAverage cost per hire was$5,744Training and induction costwas an average of $3,582 percandidateThrough the assistance of the Talent ManagementConsultant a goal of turnover reduction was set to 60%.Actual results were 65% within the following year.Cost saving onstaff turnoverwas $512,906
    • Loss of sales due to poor Sales PerformersBased on a sales force of 10 average sales size of $230kBottom performers of 2 staff membersPotential sales loss by having these low performers on staff of $2,288,572E.G. The sales department of a mid sized Engineering company
    • Staff analytics is a key part of the measurement oftop firms worldwide
    • Marketing cycle stage 2 - Product PlanHow will you build your recruitment message and howcan you brand it to appeal to your audience?Look at it from your candidates’ point of view.
    • What are our USP’s?What is it that makes you different from your competitors?Even if you are very similar to competitors; what are the positive aspects of joiningyour company? Community feel, real opportunities for growth, training, softwaresystems, types of clients, etc.A larger company could say that as the organisation is large there are many optionsfor a candidate in their career, international experience, have greater support,formalised training and the benefit of a large pool of experienced staff.This is not about your products.This is the information the candidate needs to make a good decision about your company.If you are small. Talk about personal family feel, greater scope in the day, less rigidprocesses flexibility, greater impact.Examples
    • You don’t want to appeal to everyoneCandidates will discount themselves if the organisation is not right. This is a good thingstopping time wasting and resources on someone who will leave – probably quickly.By knowing exactly the type of people that work well in your organisation andtelling the candidate about this they will not join unless they want that and youwon’t hire someone unless they want you.Tell them the truth.If the work environment is frantic, or systems are manual or lots red tape to gothrough. Tell them. – Manage expectations. (Nicely!)Candidates being shocked when they arrive due to conditions will leave quicklyeven if they were the right fit.
    • CaseStudyWorking with Staff to identify the “Real” company storyAn ambitious IT software firm specialising in the banking sector wanted to growtheir sales by 50%. This meant bringing on 3 extra sales agents.Working out of London the company was in high competition with many otherIT companies also battling for top sales candidates.Out of a large number of candidates they eventually whittled down to twocandidates they liked and offered them both.Neither candidate accepted the role, choosing a competitor instead.When asked why the candidates said that in comparison to the otherfirms there did not seem to be the structure in place that could offerlong term protection and that the company’s reputation was not asstrong as some of the other companies they’d seen.
    • Annoyed that after all that effort and cost they had nonew sales people; management wanted to know whatwent wrong and how they could improve.They felt they had an excellent reputation and could certainly provide long term stability.Through the medium of positive appreciation, several workshops were conducted tobetter understand what they could do to enhance their attractiveness and their USP’s.Open questionnaires were sent to and completed by every staff member anonymously.The questionnaire centred around their typical day, their engagement in the company,why they chose to stay and what they would have liked to have seen in place when theyjoined and for the future.Smaller department team meetings were held to understand their typical day and howthey had progressed within the company.WhatHappenedA talent attraction consultant was brought in to help.
    • TheresultThrough all of the workshops and inquiries the team came up with anumber of differentiators with their products and company.Management and HR got a far greater understanding of how the role of each individualplayed in the success of the company and they appreciated their staff more.Through speaking positively about the company there was a notable improvement inteam attitude and the team spirit.HR and management were able to better explain the typical day for the sales team andfrom the work done they made a number of changes to their branding and website, suchas adding staff videos and how they talked about the company during the interviewstage.At interview they became more focused on describing the career opportunities and howthey were a great place to work.The next recruitment round yielded 3 suitable candidate and all three accepting andstaying.
    • Marketing Cycle Step 3 - Sales CommunicationWhere is your audience and how will you communicate your branding to them?Where are the most probable places your candidates are working and what jobboards are they statistically visiting?Do you require executivesearch or agencies?Do you need to invite peoplefrom a different location?Should you import from that location orshould you set up in that location?Based on your new criteria do you haveCV’s in your database that now match?What is your websitesaying / not sayingabout you?Who can your current staffbring to the table?
    • How the candidates found their last jobSocial Media 1%Company website ranks low, however candidate may see thejob elsewhere - They will always visit your websiteOn line Job Board - 33% Work of Mouth / referrals - 22%Recruitment Companies 20%Direct approach from Employer - 14%Print Advertising 5%Company website 5%*Research released by Employer Brand International in October 2011.
    • Communicating your brand to your potential candidates“59% of companies leverage their career website forcommunicating their employer brand” and “44% of companiesuse social media to enhance their employer brand.”*Research released by Employer Brand International in October 2011.
    • Putting your branding into actionYour biggest ambassadors to putting your brand out there is your staff.They will know other people in the industry, they will sell it daily in their job and theywill be involved in the recruitment process.Train them how to sell the brand through community led development programmes.Give them a good story to tell and candidates will start to seek you out.Because they are human they will chat with team members, to their family, to theirfriends and to people they meet.Very often staff forget why their company is great and by starting to talk aboutit will lead to better staff morale, team cohesion and emotional loyalty.
    • Build simple community led initiatives that will helpengage your staffA large global rental company built a community that hadnothing to do with work. As an example they had a corridordedicated to the diversity of their staff. They allowed staff toput apartment rental notices, create clubs, teach hobbiesduring lunch hours. They celebrated different national holidaysand encouraged anything that was community driven.Salaries in the company were 20% below industry averages and was in a difficultto reach location. They had a 72% better staff retention rate than competitors.People loved working there
    • Your website social media and brandingTake all the market research findings from Step 1 & 2 and put it onlineMake it personable, have videos of staff, make it easy toapply, show them the team spirit and internal initiatives.Put the same branding on your jobspecs and train your recruiters to usethe branding at all times.Use the language of your target audience.Have a mobile website. Currently 55%of web traffic is through mobiles andtablets.
    • Those bold RecruitersThe job of an external recruiter is to fill jobs – period.Rewriting CV’s and cover letters.Give candidates the questions.Sell the company’s best bits. Show them where to go to practice psychometric tests.Talk to the line managers to manage their expectations and sell in candidates.Manage candidates through salary negotiation.Expert Recruiters get placements by:Coach candidates for interview.Train on the personality of interviewer.Manage placed candidates to make sure they stay past the guarantee period.Persuade candidates based on highest fees.Headhunt candidates once the non-approach clause period is up.
    • For better talent and attraction resultsgive Recruiters a different measure of success.Recruiters are target driven sales professionals.They work in a very competitive industry.Constantly racing against competitor organisations in a PSL.Fighting off all competitors for rare candidates.Managing as many similar jobs as possible to increase theprobability of getting a placement.The External Recruiters View Point
    • The RPO Partnership viewBuilding a strong relationship with your external recruitment partners is vital toyour talent attraction and talent retention successStrong Relationship MeansInternal RecruitersHave lots of face to face meetings with their managers.Receive the company induction training.Understand the company vision, mission and goals.Understand the WIIFM for candidates and employees.Are made to feel like part of the team and part of the company.Treating your RPO partners like you would treat your staffYour Recruiters should have an emotional buy-ininto your organisation
    • Changing what targets your RPO Partners focus onThe most common metric for recruitment is “Time to Fill”.Help them create candidate longevity with you.Train your recruiters (internal and external) as you have your staff.Spend time with your recruiters building relationships - Create loyalty to you and yourorganisation.Give them different measures of successCandidate placed w %Candidate stays 6 months x %Candidate stays 18 months y %Candidate gets promoted in 2 years z %• They will not headhunt your staff• They will work with you to keep your staff• They will properly sell in candidates as it is in their interest that candidates stay.
    • Building an RPO Relationship like this takes timeYes it does so you will have topick your RPO Partners carefullyIf you are using a PSL arrangement:Interview your RPOpartners like you wouldan internal recruiter.The more partners there are on the PSL the more difficult it is to manage and less likelythat the recruiter will work the roles as the probability of a placement decreases.Choosing your RPO PartnerLimit the number of Recruiters onthe PSL to 3 or chose just one.
    • Step 4 - Sales Communication / Recruitment ProcessCurrently the average recruitment process is 2 stage interview,25% also have a psychometric element.With this process HR is only 48% accurate in their candidatechoice on average.From step 1 (Market Research) Step 2 ( Branding) Step 3 (Sales Communication) HRcan start to devise a recruitment process that will work to hire the right staff.The aim is to cut out the unsuitable applicants quickly.Recruitment is time consuming and therefore costly.It is vital that a talent attraction campaigns bring the right staff, not just any staff.A strategic approach is necessary.
    • Show them the truth about working for youDeveloping the right recruitment processFrom the previous steps you now knowCompanycultureManagementstylesWorkingenvironmentCompanylimitationsWhy staffwork outWhy staffleaveThe rightattitudesThe required skillstechnical and softAccurate pre-selection
    • Recruitment Process TipsOn all your recruitment marketing / website and job specificationsTell them about the environment, the good and the challenges.Tell them if its pressurised, or micro managed, or strictly target driven.Talk about the management style.Talk about what it takes to be successful.Talk about your performance reviews, show how they will be measured.State: This environment is not for everyone – if that is the case.Strike a happy medium. You don’t want to scare everyone off, thoughyou do want to only speak with candidates who work like you do.
    • Set up pre-selection tests for the candidate to completeCreate a questionnaire that is based things like on the belowCompleting simple numerical task, excel knowledge, report writing, email writing etc.Testing soft skills such as time management, relationship management, dealing withstaff etc.Test on required industry knowledge.Test them on the skills you really require for them to do the job properly.Have your top performers complete this first and use their results as the benchmarkCreate a questionnaire that is unique to what the candidate must demonstrate fortheir job .This is not a psychometric analysis
    • CV’s will only tell you part of the story.Initially candidates will not properly research the companies they are applying for.You want a certain proportion to discount themselves - saving time and cost.You want to encourage the “right” candidates to explore your opportunities andcompany further on their own.Why pre-selection?An interview can be too generic and does not have the success rate on its own topick the candidates who will stay.It takes hours to vet candidates.Pre-selection is based on hard facts about your successful staff.Pre-selection is different to psychometric evaluations
    • Dealing with staff and time managementHere at XYZ limited we have a very busy day with lots of distractions, meetings andvery tight deadlines. As a manager you will have a team of 10 people reporting toyou. They will need your support and guidance and will be seeking your assistanceoften.Show us by choosing your order of preference on the following answers how yourwould cope with these constant distractions?A: I’d lock my office door to cut out the distractionsB: I’d organise my day to manage my time more effectively.C: I’d delegate non essential work to other peopleD: I prefer people to discuss their challenges during designatedteam meetingsE: I’d share my outlook calendar and designate certain times where peoplecould come and discuss challenges with meF: I’d help everyone I could while keeping on top of my own workload.Thank you for applying. So that you understand the role and theenvironment we would like you to complete this short questionnairewhich will help you understand us better.
    • For larger companies a more global method with individual jobbranding is more efficient, cheaper and effective.Have you multiple staffing needs and higher volume?Virtual Job Try OutAn online Software platform that does the staff benchmarking, the companyand job branding, the candidate pre-selection and performs the analysis andexpense reduction of standard recruitment.This meansGet qualifiedcandidates fasterReduce interviewto hire ratioMore accuratehiring decisionsCreating highlyengaging on the jobscenariosTwo wayinformationexchangeSelf-selectingprocess
    • Picking the right talentAn mid sized accounting firm was having difficulty keeping new hires. They were in apopulated area and the company was growing and successful . They were looking tohire 15 newly qualified Accountants.Through their recruitment drive they had attracted 25 seemingly suitable candidates.They had a similar drive the previous year and had hired 12 accountants, only 3 ofwhom still worked with the firm.In reality 3 of the Accountants were poor performers and were making mistakesconstantly, upsetting management and clients.2 of the Accountants were lacking in soft skills and a few clients had complainedregarding their service and ability to both communicate and deliver the service.4 of the Accountants left within a 3 month period stating that the company was notthe right type of company for them.Case StudyOn paper and via interview they had seemed perfect.
    • Management did not want a repeat of the previous year and wanted to be sure thatthe staff they took would have the skills required and would stay.To assist, a consultant did a full audit of the recruitment process, from job speccreation to Induction training.A workshop with all the staff was conducted to gain a better understanding of theirday, and what it was really like in the firm.Some interviews with previous staff were done to understand what could have beendone better by the group during the hiring and training period.The outside recruiters were met individually to understand how they wererepresenting the company.What HappenedMeetings were held with management to better understand what they wanted theAccountants be able to achieve.
    • The job descriptions were revised to include the necessary skills and working hours.The interview process was changed to include more in depth questioning on soft skillcompetencies and HR described the environment fully.A number of role plays were included during the interview process to see how candidatesdealt with pressure, client management and thinking on their feet.Candidates at final round were invited to spend 2 hours completing a group task so thatthey could see first hand how the company operated.The FindingsThere were discrepancies in what the recruiters were selling and what the managerswanted. There was complex industry knowledge that was required and not requested in thejob spec.The Accountants were also dealing with multiple time zones which meant lots of late hours.Staff reported that it was a sink or swim environment and there was little support availableif you got stuck.A questionnaire was sent to candidates giving them a better understanding of the companyplus they were tested on the most important aspects of the job.
    • Several candidates dropped out of the recruitment process, stating that they preferred adifferent environment.Through the role plays it was seen that two of the candidates were not coping well withsome of the tests and they were not brought further.HR and management were able to give a better account of the typical day and were ableto better describe the role and the career potential.Through working in the office at the final stage, other staff members were able to speakof their experiences and start to build a relationship with the candidates.A year later 12 out of the 15 Accountants were still in the company and reported beinghappy.The resultSeveral candidates did not score well in the questionnaire and were not brought further.It took one large recruitment drive and one smaller one to fill all the roles.
    • Using Induction EffectivelyYou must have an induction programUse it to re-enforce your company values, visions and goals.Emphasise clearly what is expected from the candidates and the metrics used tomeasure them.Introduce them to the community aspects of the company.Give them the what’s in it for me factor. Ensure they know what they can achieveand how they can grow their career.Assign a mentor who will act as a guide and who will introduce them to other staffmembers.Put in a system of feedback and repeat training so improvements are being madein staff and talent management processes.
    • Economic uncertainty increases the number of candidateson the market, creating a flurry of resumes for recruiters tosift through.Most organisations are not lookingin the right places for the talentthey need nor do they effectivelytarget their message to critical skilltalent segments.Recruiters instead focus on broad scalebranding efforts that attract the wrong talent,wasting time and money.Yet 90% of recruiting organisations still struggleto attract top talent for their critical roles evenin tough times.The Current Recruitment Market*Research released by Employer Brand International in October 2011.
    • While most organisations believe thatthe more people who are aware oftheir employment brand the better.These recruiters just end up with a lotmore volume, not necessarily betterquality.More targeted, and cost-effective,attraction and sourcing approachesshould be tailored for critical jobsegments.The Current Recruitment MarketGoing beyond building broad "awareness" tobuilding compelling sub-brands within keysegments by focusing on measuring andmaximizing sourcing channel ROI.Organisations that effectively leverage theirattraction and sourcing efforts hire betterquality candidates from a more relevantapplicant pool, reduce sourcing costs, and fillcritical positions faster.*Research released by Employer Brand International in October 2011.
    • To survive the current economic environment, HR needs toensure it is creating value for the organisation through strategicmeasurement of the functions effectiveness, going beyond costmanagement and process excellence.To truly impact the top and bottom lines ofthe business, HR must include measurementof "true" quality and performance as well.Measuring "true" quality metrics moves HR beyond just efficiency to value,thereby driving business results through a higher performing workforce.The Current Recruitment MarketOver 40% of business leaders donot think recruiting is key to theirsuccess.A persistent barrier to proving Recruitingsvalue, and improving impact, is a lack ofmeasurement that truly demonstrates value.Measuring just cost andprocesses is not sufficient intodays environment.*Research released by Employer Brand International in October 2011.
    • SummaryRecruitment and talent management is really sales and marketing.To compete you must understand your business inside out.Build a unique marketing message that is specifically targeted to your candidates.Benchmark your staff and properly analyse the real results.Train your staff and RPO recruiters to deliver the branding message that you want.Use pre-selection to pick the most suitable candidates most efficiently.Build a more comprehensive recruitment process that truly identifies the bestcandidates who are happy in your environment.Build an induction program tailored to their real needs and;If in doubt get help
    • www.cpg-executive.com#cpg_executive@cpg_executiveSoraya LaveryJoint CEOCPG Executive Consulting Ltdlaverys@cpg-executive.comTel: 0044 207 193 2316