Delivering Better Quality Hires

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  • 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
  • Delivering Better Quality Hires

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

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