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Delivering Better Quality Hires

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  • Notes
  • Yell field accompHarrods shopfloor
  • Engaging for Success
  • Build knowledge from gaining focused candidate insights to inform campaign development and improve ROIUse methods that incorporate insights to produce communicate that reachs / attracts the best / right people for your organisation or opportunity
  • 1 – promise of something you as a company are offering2 – the first touch point forms an opinion of your brand / company, that opinion forms through individuals response and the responses around them3 - The company and its marketing team may own the logo, the usage, the promise, but the customer owns the perception. It's joint ownership -- sometimes shaped by outside influences.4. Through working in coloration with marketing you have the opportunity to unify the relationship with the customer / candidate5. Recruitment marketing cant be a about a process or campaign it has to be about building a relationship with your target audience6. Ensure your people buy into the brand first7. Have clarity in what you want to say and be consistent across all comms channels – compelling, true, authentic, transparent and relevant!8. Relevant
  • Employees: whats good about Yell, has it made a difference to your career, how did you get your job, what do friends think about you working here, how far do you travel, from where, what media do you read/use, do you use the internet – where, what interests outside workExternal Targets: what are you looking from in employer, travel to work, important to you about working, what would it take to change jobs, ideal job, hours of work, how do you look for jobs, how long would you wait, media usage, interestsDesk researchAnalysis and evaluation of the insights gained during research – SWOT, recommendations on concepts /channels / talent poolsReport & presentation – audience profile, choices, attraction opportunities, message concepts, media, KPIsDevelop on-going communication channels, content and journeysTarget campaigns in line with outputsEstablish KPIs on agreed opportunites that are defined from data
  • Educating managers about the science of branding to provide knowledge and clarity on how brands grow and how they contribute to shareholder value. Shared knowledge is very powerful!Reach out - Failing to conduct research with the  internal and external audience to determine what makes their employer brand distinctive, Creating recruitment advertising that doesn’t build or refresh relevant memory structures or associations about what it is like to work for the company, Conducting employee research and not using the findings to improve and address the gaps and/or failing to communicate the results to survey participants (i.e. fear of delivering bad news!)Relying on a ranking in ‘best places to work’ surveys as the sole metric for the employer brand strategy, Over complicating employer brand metrics and focusing too much on return on investment (ROI)Promising in recruitment advertising what can’t realistically be deliver on in the real employment experienceInvesting massive amounts of recruitment advertising in short bursts and then going silent during the periods in betweenFailing to collaborate across departments responsible for corporate, consumer and employer branding initiatives (e.g. human resources, marketing, communications) resulting in a disjointed approach, Using a different recruitment message across multiple channels and changing the message for each campaign in pursuit of campaign creativity and innovation (or simply to win an award!), Ensure your vendors are on the same page and working to achieve your employer brand strategy. Remember they have company and profit objectives too and they may not always be operating with your best interests in mind. Drive your own strategy!Aim to build market reach through your employer branding communications to increase your market share of passive candidates who come into contact with your companyFresh – ask yourself the questions you started with, how do you measure up, what is the next step up, how to you compare, be prepared to feel uncomfortable with new appoaches
  • Transcript

    • 1.
    • 2. Delivering Better Quality Hires#QualityHires
      9th September 2011
    • 3. Delivering Better Quality Hires#QualityHires
      Ben Fletcher
      Director
      TalentPuzzle
    • 4. Hello…
    • 5. I Was Wrong…
    • 6. I Said Value Based Hiring Was This…
      Cost
      Value Based
      Hiring
      Quality
      Time
    • 7. It’s Not, It’s This…
      Cost
      Value Based
      Hiring
      Quality
      Time
    • 8. Here it is, in practice…
    • 9. And again…
    • 10. And again…
    • 11. It only works if you know what you are measuring…
    • 12. You need to measure…
      Intellect
      75%
      Hard to change
      Values
      Accuracy in Predicting Performance
      Motivations
      Behaviours
      Experience
      25%
      Easy to change
    • 13. Attributes of Value Based
      Hiring
      What Good Looks Likeis clearly defined
      Hiring process designed to ONLY measure WGLL
      Tools are simple, easy to use & fun
      Feedback is available & honest
      Hiring managers ONLYengaged where they add value
    • 14. Outcomes of Value Based
      Hiring
      Diversity of hires increases
      Cost of delivery decreases
      Calibre of hires increases
      Hiring manager engagement increases
      Employee Value Proposition enhanced
    • 15. Thanks…
      Chemistry
      T: 01344 418300
      Follow us on Twitter: twitter.com/chemistrygroup
      thechemistrygroup.com
    • 16. Delivering Better Quality Hires#QualityHires
      9th September 2011
    • 17. Hiring for quality
    • 18. Agenda
      The Think Big Project
      Evolution
      Experiment
      People
    • 19. Evolution
    • 20. Recruitment
      No structured assessment
      Hiring for efficiency
      Inconsistency
    • 21. http://www.youtube.com/watch?v=7LzE_qEvWCw
    • 22. Living Lab
      The Living Lab
      The Customer Experience
      How we recruited the best people
      Our partners
    • 23. Richmond
    • 24. Richmond Creative
    • 25. Landing Site
    • 26. Facebook
    • 27. Charlotte Street
      Richmond to Charlotte Street
      Recruitment Days
      Employer brand
      Thinking Big Acting Brave
    • 28. Careers Site
    • 29. People
    • 30. People
      How we defined characteristics of the best people
      Speed Dating
      Mindset shift for Managers
      Capability based online recruitment system
    • 31. Think Big Restaurants
      Recruitment now managed through ATS
      Average Applications per Restaurant: 800
      Candidates per Recruitment Day: 40
      Average no of days to recruit: 4
      Average no of applications per hire: 15
    • 32. Success
      Every transformation/ New Opening since March 2011 has an average uplift in revenue of 17%
      Richmond – 40% Charlotte Street – 27%
      Customer Experience surveys have shown an uplift from 80% positive feedback to 95% on average
      On average every assessment day - 65% attendance
      50% success rate on every assessment
      ATS has celebrated 70,000 submitted applications since November 2011
      We have on average 7,000 visits per week to the careers site
      Staff turnover has decreased by 10%
    • 33. The Future
      Management profiling
      “What Great Looks Like”
      Growth Strategy
      Relationship – EVP vs Marketing
    • 34. Three Words
    • 35. Think BigQuestions?
    • 36. Delivering Better Quality Hires#QualityHires
      9th September 2011
    • 37. Becoming a Destination Employer
      Paul Smith
      Head of Human Resources
    • 38. what I want to share with you today…
      Our Attraction & Retention Strategy at LV=
      RECRUITMENT
      ATTRACTION
      COMPANY
      LV=GOODBYE
      LV=POLICIES
      RECOGNITION
      DEPARTMENTAL
      REWARD
      REFERENCING
      PERFORMANCE
      TRAINING
      DEVELOPMENT
      C U L T U R E
      V A L U E S / B E H A V I O U R S / L E A D E R S H I P
      E N V I R O N M E N T / C O M M U N I C A T I O N / T O N E O F V O I C E
    • 39. but first – a few numbers…
      1893
      1218
      82%
      1714
      (20568)
      36%
      21%
      5077
      9%
      9%
      2008 Agency Reliance
      2009 Headcount
      Hires YTD
      Average Applications PCM
      12 month CSR Attrition Reduction
      YTD Headcount
      Conversion rate to hire
      YTD Agency Reliance
    • 40. setting out our ambition…
      BECOME A DESTINATION EMPLOYER
    • 41. where it all started…
      In-source HR to create an Employer Brand & Proposition
      Align tightly with our Business Strategy
    • 42. this means speaking the same language as the business…
      HELPING PEOPLE LOOK AFTER WHAT THEY LOVE
      GREAT VALUE
      Competitive prices that win new business, promotes retention and enables us to optimise income per customer at a lower cost than our competitors
      PROUD TO BE HERE
      Create and maintain a culture where our people want to belong, stay and succeed.
      EASY TO DO BUSINESS WITH
      Recognised by the praise we receive
      Vision Measure
      Vision Measure
      GI Vision Measure
      How our customers view us
      How our customers view us
      How our people view us
      The good we do in
      society/community
      How our people view us
    • 43. three key areas of effectiveness…
      COST
      QUANTITY
      QUALITY
    • 44. so what have we done to recruit “effectively” to resource our business with quality hires…
      Enable candidates to know who & what we are
    • 45. so what have we done to recruit “effectively” to resource our business with quality hires…
      Know our markets
    • 46. so what have we done to recruit “effectively” to resource our business with quality hires…
      Differentiate ourselves in our market place
    • 47. so what have we done to recruit “effectively” to resource our business with quality hires…
      Know our stuff
    • 48. Q5. According to recent research what feature of a job posting is cited as being most important to its success?:
      Hyperlink to website
      Well written copy
      Logo
      Employer brand
    • 49. Q5. According to recent research what feature of a job posting is cited as being most important to its success?:
      Hyperlink to website
      Well written copy
      Logo
      Employer brand
    • 50. Q6: What day is the most popular to make a job application?
      Friday
      Monday
      Tuesday
      Saturday
    • 51. Q6: What day is the most popular to make a job application?
      Friday
      Monday
      Tuesday
      Saturday
    • 52. The most popular day to search for jobs ...
    • 53. Q12. What percentage of employees have stated they have hired through LinkedIn?
      34%
      19%
      55%
      43%
    • 54. Q12. What percentage of employees have stated they have hired through LinkedIn?
      34%
      19%
      55 %
      43%
    • 55. so what have we done to recruit “effectively” to resource our business with quality hires…
      In summary
      • Using platforms to give people an insight into life at LV=
      • 56. Publishing strategy - blog and content
      • 57. Sharing strategy - Facebook and Twitter
      • 58. Audience generation strategy - location by location
      • 59. Reputation management
      • 60. Have our own audience of over 600 followers
      • 61. Use MI effectively to drive strategy & adapt approach
      • 62. Work closely with the business to understand its variable needs & tailor accordingly – cost, quality & quantity
    • 63. anything not make sense?…
    • 64. Delivering Better Quality Hires#QualityHires
      9th September 2011
    • 65. Isabelle Hung
      Global Head of Internal Resourcing
      Employer Brand & Candidate Experience
    • 66. Corporate & Employer Brand
      Same, different, related?
      Brand message & tone of voice
      Well known brands
      Unknown brands
      Understand ‘your’ brand
      Both improve bottom line
    • 67. Candidate & Customer Experience
      Everyone is a candidate and customer
      What is the customer experience?
      How does the candidate experience mirror?
      Live the experience
      The Harrods ‘experience’ – phase 1
    • 68. Listen, Measure & Communicate
      “The way employee engagement operates can take many forms – that is one of the most fascinating aspects of the topic – and the best models are those which have been custom-developed for the institution.”
      (Source: David MacLeod’s Report 2009)
    • 69. Listen, Measure & Communicate
      Build knowledge
      Understand the pros and cons
      Map the journey
      Get feedback & measure
      Share the results
      Communicate through all channels
      The Harrods ‘experience’ – phase 2
    • 70. 3-Step Transition
      Technology
      Candidate
      Journey
      ProActive
      Sourcing
      Stakeholder
      Experience
      Communication
    • 71. Brand Control?
      • A brand is a promise?
      • 72. One interaction is all it takes
      • 73. Ownership?
      • 74. Partnership & collaboration
      • 75. People buy People
      • 76. Internal first
      • 77. Consistency of content
    • Yell Telesales Belfast
    • 78. Harrods Retail Managers
    • 79. Hints & Tips
      Keep it simple
      Educate stakeholders
      Reach out and listen (in/ex)
      Create ‘your’ measures
      Don’t over promise
      Continuous approach
      Collaborate
      Everyone is a candidate
      Keep it fresh
    • 80. Thank You
      For further details please contact:
      Isabelle Hung
      +44 (0)207 832 2806
      Isabelle.hung@alexmann.com
      www.alexandermannsolutions.com
    • 81. Delivering Better Quality Hires#QualityHires
      9th September 2011
    • 82. Delivering Better Quality Hires#QualityHires
      9th September 2011
    • 83. Recruitment &Social Reality
      Matt Alder
      © MetaShift 2011
    • 84. www.metashift.co.uk
      www.Link2Matt.com
      Introductions
    • 85. What I’m going to talk about
      The New Reality
      Recruiting Socially & Emotionally
      Key Considerations Moving Forward
    • 86. The New Reality
      © MetaShift 2011
    • 87. 08/09/2011
    • 88. © MetaShift 2011
    • 89. © MetaShift 2011
    • 90. Social is integrated not separate
      © MetaShift 2011
    • 91. The New Reality?
      Social is already embedded in your recruitment process whether you like it or not
      The time for talking has finished and doing has already started
      © MetaShift 2011
    • 92. Recruiting Socially & Emotionally
      © MetaShift 2011
    • 93. “I would never trust the information on a corporate recruitment site it’s just spin”
      - A senior jobseeker on Monday
      © MetaShift 2011
    • 94. Can you blame her?
      Major Energy Company
      Career Progression = 604 words... no videos, no pictures
      Major Retail Chain
      Why Join us? – 150 words… no videos, no pictures
      © MetaShift 2011
    • 95. Technology and Process
      © MetaShift 2011
    • 96. Key Forces - Expectations
    • 97. Conversation
      © MetaShift 2011
    • 98. Broadcast
      © MetaShift 2011
    • 99. Social Proof
      © MetaShift 2011
    • 100. Employer Brand Reality
    • 101. This does not exist!
      © MetaShift 2011
    • 102. Everyone now has an Ecosystem
      © MetaShift 2011
    • 103. Putting the Human back into Recruitment
      © MetaShift 2011
    • 104. Where are your human touchpoints
      © MetaShift 2011
    • 105. Candidate Experience
      © MetaShift 2011
    • 106. Anti-Social Recruitment
      © MetaShift 2011
    • 107. Key Considerations
      © MetaShift 2011
    • 108. Support Multiple Talent Journeys
    • 109. Have the Right Technology
      © MetaShift 2011
    • 110. Telling Authentic Stories
      © MetaShift 2011
    • 111. Talk WITH Your Audience
      © MetaShift 2011
    • 112. Keep Things Simple
      © MetaShift 2011
    • 113. © MetaShift 2011
      Digital and Social Recruitment Strategy
      matt@metashift.co.uk
    • 114.
    • 115. Candidate Experience and Employer Brand
      Ben Fletcher, director, TalentPuzzle
      Delivering Better Quality Hires Seminar
      8 September 2011
      @benfletch
    • 116. Intro
      • The link between candidate experience and employer brand
      • 117. How to ensure agencies represent your brand effectively
      • 118. Ensuring a great candidate experience
      • 119. Assessing the impact of third parties on experience and brand
    • Employer Brand and 3rd Parties
      • Choose the right agencies in the first place – due diligence processes
      • 120. Clear brand briefing and support material
      • 121. What is your brand story?
      • 122. Immersion
    • Candidate Experience
      • Candidate experience through agencies is different to direct in good ways and bad
      • 123. Set expectations, nice to have vs must haves
      • 124. Be responsive and give detailed feedback (think SLA)
      • 125. Standardise rejection process and rejection templates
    • Assessment
      • Survey agents to get feedback on brand perception in the market. They are in a unique position as they get to talk to people that do not apply – you do not
      • 126. Survey recruits (and failed applicants) to see how well the brand was conveyed, and the experience received. Surveying just successful candidates biases the sample heavily
    • Thank you
      Ben Fletcher
      TalentPuzzle
      T: +44 (0) 20 3189 2097
      ben@talentpuzzle.com
      TalentPuzzle
      International House
      1-6 Yarmouth Place
      London W1J 7BU