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Talent, Social, Mobile & Recruiting Summit: Retail, Hospitality & Travel Sectors


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  • 1. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 2. #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 3. 10 Reasons How Talent Attraction & Social Media Collide! Steve Ward – CloudNine Twitter - @CloudNineRec
  • 4. How do WE know….? • Award-Winning Recruiters of Social Media & Digital Comms Talent • Building a Talent Network for 4 years • Specialists in Social Media as a business tool – by industry knowledge • I listen, a lot…
  • 6. 1. Be READY to be Social
  • 7. This means… • Make sure you can execute social recruiting – i.e. have the right talent in place • Build a strategy for communication that is effective to your means • Understand where your target talent pools exists • Know what value you can give / content
  • 9. 2. Identify Your Talent
  • 10. Know WHO you want to find…
  • 11. And 3. Know where they are…
  • 12. And where they are not…
  • 13. 4. Build a Position of Authority… • • • • • • • • Play an integral part in the industry Stay on the pulse of industry affairs Be integral to their existence & career Thought-leaders in career development Facilitate learning and networking Stimulate the market Build an Advocate network Build a trusted following
  • 14. 5. Talent Acquisition is NOT a Desk Job!!…
  • 15. 6. Build Employer Brand… You can have the best talent strategy in the world – but if your reputation as an employer is average – then your hiring success, will be average
  • 17. 7. Source Effectively… Research advanced sourcing techniques Google Searches Google+ RecruitEM LinkedIn Facebook Graph Search Twitter Profile Search
  • 18. 8. The Interview Process & Referral Recruiting
  • 19. INTERVIEWING IS COMPANY MARKETING Create a GREAT interview experience
  • 21. 9. Build Relationships & Talent Communities… Yes, I said the `T C` phrase…!!
  • 22. 10. Be Speculative. Plan For the Future • Talent Acquisition is a Consultancy Process • Why do Talent teams only interview people for current roles? • Set Targets in key areas & build pipeline
  • 23. Thank you very much… Steve Ward CloudNine Social Media & Digital Talent Twitter: @CloudNineRec
  • 24. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 25. The Evolution of Mobile Recruitment Matt Alder metashift limited © 2013
  • 26. What I’m going to talk about • • • • The Mobile Landscape Mobile Apply Context and Content Case Study metashift limited © 2013
  • 27. Landscape © MetaShift 2012 metashift limited © 2013
  • 28. Magic?! © MetaShift 2012© 2013 metashift limited
  • 29. + Within 4 years 71% of the world’s literate population will have a smartphone Source – The World Bank metashift limited © 2013
  • 30. Mobile isn’t actually mobile metashift limited © 2013
  • 31. Mobile and Social metashift limited © 2013
  • 32. + The Smoking Gun 88% of UK Job Seekers have used a mobile device to search for jobs in the last year Google Consumer Survey 2013 metashift limited © 2013
  • 33. + • • • • UPS 14k trackable hires from Social Media 10K of those Applied via Mobile 27% of hourly hires applied on Mobile 17% of professional hires applied on Mobile • The quality of mobile applications was higher than desktop © MetaShift 2012© 2013 metashift limited
  • 34. + LinkedIn Data metashift limited © 2013
  • 35. Mobile Apply metashift limited © 2013
  • 36. Business Card Data and Email Back metashift limited © 2013
  • 37. LinkedIn metashift limited © 2013
  • 38. Cloud Upload metashift limited © 2013
  • 39. Emerging Integration Technology metashift limited © 2013
  • 40. Context © MetaShift 2012 metashift limited © 2013
  • 41. + Need for Highly Targeted Information 70% of mobile searchers act within an hour; only 30% of PC searchers do Source Mobile Marketer metashift limited © 2013
  • 42. Recruiting Context Physical Technology Career metashift limited © 2013
  • 43. Physical metashift limited © 2013
  • 44. Technology Context metashift limited © 2013
  • 45. Career - Candidate metashift limited © 2013
  • 46. Career - Employer metashift limited © 2013
  • 47. Content © MetaShift 2012 metashift limited © 2013
  • 48. Content Type metashift limited © 2013
  • 49. Case Study © MetaShift 2012 metashift limited © 2013
  • 50. Context and Content metashift limited © 2013
  • 51. Technology Context metashift limited © 2013
  • 52. Apply Context metashift limited © 2013
  • 53. Key Points Think Context • One size does not fit all • Landing Pages, Microsites • Cross device compatibility metashift limited © 2013
  • 54. Key Points Think Content • • • • Targeted Appropriate Content Type Call to action and conversion Is your apply process suited to your objectives? metashift limited © 2013
  • 55. metashift limited © 2013
  • 56. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 57. Transform Your Talent and Recruitment Function The JobPost Summit Matt Corey (Global Talent) 05 November 2013
  • 58. Global Talent – Change Consultancy  Change Recruitment and Change Consulting  Total Solution Approach  Change Professionals  Change Consultancy Services
  • 59. Special Free Limited Offer! A special and free limited offer for all participants in this session. Stay tuned …
  • 60. Align Talent and Recruitment with Your Brand (1/3) Your brand is your identity to the world. “Branding is Influencing”(Peter Montoya, ‘The Brand Called You’): A brand is: A. Saying that YOU are DIFFERENT. B. That YOU are the BEST. C. YOU are AUTHENTIC.
  • 61. Align Talent and Recruitment with Your Brand (2/3)  Your brand must be aligned with the Business Vision … and your Recruitment Vision.  Your Talent and Recruitment function must have its own unique identity closely linked to the business.  Your brand must be a billboard of the firm’s values, mission and culture.  ‘Why should I work there?’, What’s the WOW factor?  Create a winning Employee Value Proposition (EVP) based on McKinsey research (War on Talent).
  • 62. Align Talent and Recruitment with Your Brand (3/3)  Your company’s business plan is your guide of where the business wants to be in the future.  Question: How can we support the business achieve its goals?  Answer: Listen to what the business needs; plan and deliver the resourcing required.  Simple, isn’t it!? No. A challenge that can be conquered.  Solution: Build a Foundation of Recruitment Success and Excellence. How?
  • 63. Lead Your Recruitment Like a Business (1/5)  Your recruitment function is a business within a business.  Lead it, do not manage it. Be entrepreneurial!  Create a recruitment business plan and strategy that includes all required resources: people, systems, structures, processes and policies.  Plan for short and long-term needs by building a talent pipeline and keep potential applicants informed - to feel - as a part of the company.
  • 64. Lead Your Recruitment Like a Business (2/5)  Communicate your news through your intranet, website, social media (Linkedin, Twitter, Facebook, Google+ and others).  Arrange Career Days, networking events and participate at industry events.  Utilise mobile and post recruitment videos on YouTube – “Day in the Life of … at XYZ”.  CV v. Application Form debate – what is better?  Introduce video interviews as an initial meeting of the candidate.
  • 65. Lead Your Recruitment Like a Business (3/5)  Try to talk to candidates over the phone; it is more appreciated than an email.  Offer an excellent recruitment customer service to all candidates by delivering on their expectations-and more.  Get feedback from your candidates on their application experience.
  • 66. Lead Your Recruitment Like a Business (4/5)  Do I need a better ATS that is linked to other systems in the company? Does the ATS need an update? Do I need a new one based on my requirements changing?  Do I approach candidates directly?  Can I recruit better by approaching the right candidates on my own?  Do I have the time, skills and motivation to do this?
  • 67. Lead Your Recruitment Like a Business (5/5)  Look at the costs needed to run your ‘Recruitment Business’. Is this the best use of your budget?  KPI – Total cost of recruitment campaigns (including advertising).  KPI – Time to Recruit (place a monetary figure on time invested for recruitment).  ROI – Compare cost of recruiting in house v recruiting through agencies.
  • 68. Integrate Your Employees into Your Business (1/3)  After the offer is accepted, the ‘employee-elect’ needs to be engaged with and communicated to throughout the onboarding process.  Send them a confidentiality agreement (as preemployment conditions).  Invite them to team meetings, presentations, email public information and other agreed information.  Create a relevant and bespoke induction for the new employees.  Review their performance periodically (before 3 months).
  • 69. Integrate Your Employees into Your Business (2/3)  Keep reviewing the process, make continuous improvement, ask for feedback from the line managers and new employees in order to keep pace with the standard of recruitment excellence.
  • 70. Integrate Your Employees into Your Business (3/3)  According to Grout and Perrin of ‘Recruiting Excellence’, regarding brand value, a number of companies kept emerging as favoured employers, with Virgin Group by far the most popular and others such Mars, BBC, Nestle, and Accenture – all because of their perceived culture and environment based on the brand image. Getting it right in your talent and recruitment function will definitely lead to growth and an increased level of productivity and satisfaction from new employees.
  • 71. Special Free Limited Offer! Until November 30, 2013, Global Talent is offering a FREE Talent and Recruitment Function Audit (normally valued at £1,450 + VAT) to all participants of this session. The Audit can only be conducted on a face-to-face basis and it is exclusively offered to all participants present today at the JobPost Summit. Contact Matt Corey at for more details.
  • 72. Transform Your Talent and Recruitment Function Thank you for your time and attention and best of luck in your talent and recruitment efforts!
  • 73. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE Launchpad
  • 74. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 76. Ingenium People is a training business dedicated to corporate in-house recruitment teams. We have 12 trainers, each with more than 15+ years hands on experience. Our clients include:
  • 77. We have developed 25 courses specifically for the inhouse recruitment market. These include: • • • • • • Managing the Internal Client Advanced Sourcing Skills Online Copywriting for Recruitment Engaging with, Qualifying & Closing Candidates Developing an In-house Executive Search Function Diversity / Inclusion for Recruitment
  • 79. Hiring Demand - Retail Sector • Sept 2012 – 16,533 ads - 35% from direct employers • Sept 2013 – 21,530 ads - 40% from direct employers
  • 80. Hiring Demand - Retail Sector
  • 81. Salary Analysis - Retail Sector
  • 82. Top Advertisers - Retail Sector
  • 83. Hiring Demand - Hospitality Sector • Sept 2012 – 31,892 ads - 29% from direct employers • Sept 2013 – 52,034 ads - 24% from direct employers
  • 84. Hiring Demand - Hospitality Sector
  • 85. Salary Analysis - Hospitality Sector
  • 86. Top Advertisers - Hospitality Sector
  • 87. Hottest Trends in Sourcing 1. Go Direct 2. Mobile enabled – candidates and line managers 3. Multi channel 4. Up skill your team – Sourcing techniques 5. Develop your sourcing strategy for a constant pipeline of talent 6. Reactive > Proactive 7. Use agencies less > pay them more
  • 88. Contact Me… 0845 459 1990 07866 682790 @alcartwright @IngeniumPeople
  • 89. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 90. The factors impacting employee attrition Russell Beck Head of Consulting October 2013
  • 91. References The following were references for this presentation: • • • • • • • • • • Wikipedia - definitions Forbes – “Big Data in Human Resources: A World of Haves And Have-Nots” Deloitte Bersin – “Big data in HR – Talent Analytics comes of age” REC/Markit - labour usage data direct from REC Evolv - Workforce performance report ONS/US government – salary data together with demographic profiles Job Openings and Labor Turnover survey – US job data Freakonomics - website, book and podcast Futurestep - ‘Futurecasting: How the rise of Big Social Data is set to transform the business of recruiting.’ Quotes from: • • • • • • Wall Street Journal The Economist Financial Times Deloitte New York Times Impellam data - varied
  • 92. Who are Impellam?
  • 93. What is ‘big data?’ Big Data as the three ‘Vs’: Volume, Velocity, and Variety Big data is about "building new analytic applications based on new types of data, in order to better serve your customers and drive a better competitive advantage," “The sheer volume of data that is available and the speed with which it can be analysed is providing companies with new and unexpected insights into their business” 1 in 11,000 1 in 1,000,000+ As a live example…..
  • 94. This will be the next big thing… in HR “Work-force science is what happens when Big Data meets HR. It adds a large dose of data analysis, a k a Big Data, to the field of human resource management, which has traditionally relied heavily on gut feel and established practice to guide hiring, promotion and career planning.” “In the case of hiring American workers who toil by the hour, number-crunching has uncovered some surprising correlations.” “We have clearly entered an economy in which talent is considered a critical and scarce commodity. When this happens, companies should get smarter about every single talent decision. Enter the world of ‘data-driven’ people decision-making.” “Technologies such as big data have transformed business intelligence from the stuff of stodgy analyst reports to an instant stream of information.”
  • 95. How does this apply to attrition…? Data analysis of: And this is what they found in relation to staff attrition: 8% 40 16% 11% 1.3bn Macro Economic factors 11% Company Practices Workforce Relationships 60 54% Job Characteristics 50% Worker Characteristics
  • 96. Macroeconomic factors 16% US job creation 4.1 3.1 2.6 2.1 Period of recession Mar-13 Aug-12 Jan-12 Jun-11 Nov-10 Apr-10 Sep-09 Feb-09 Jul-08 Dec-07 May-07 Oct-06 Mar-06 Aug-05 Jan-05 Jun-04 Nov-03 Apr-03 Sep-02 Feb-02 Jul-01 1.6 Dec-00 Job openings 3.6 Attrition costs will rise by 25% as resignations returns to historical norms
  • 97. Period of recession Jul-13 Dec-12 May-12 Oct-11 Mar-11 Aug-10 Jan-10 Jun-09 Nov-08 Apr-08 Sep-07 Feb-07 Jul-06 Dec-05 May-05 Oct-04 Mar-04 Aug-03 Jan-03 Jun-02 Nov-01 Apr-01 Sep-00 Feb-00 Jul-99 Dec-98 May-98 Oct-97 The same effect is already true within the UK 16% UK Index of staff demand (seasonally adjusted) 75 70 65 60 55 50 45 40 35 30 25
  • 98. Skills shortages will get worse In the US, for every 100,000 students entering the 9th grade in 2013, only 68,000 will graduate from high school in 2016. Only 40,000 will then enter college that same year and when they graduate in 2021, less than 17,000 will get a degree. 800 of these graduates will be engineers, of which 125 will be mechanical engineers. 15 of these will be women and less than 5 of them will remain working in that profession for more than 5 years. 4,300,000 215
  • 99. Location, Location, Location 20% 58% Increase in tenure for employees if they live 0 – 5 miles from work Increase in tenure for middling walking scores over worst scoring locations Office locations with the worst walking scores have the highest rates of employees quitting, and getting fired Office locations with amenities lead to increased employee tenure 16%
  • 100. Company Practices Job applicants know the system 11% “The problem with the employee assessments that many companies use is that they are transparent.” “Assessments where the right answers are obvious are counter productive to success” 67% Percentage of self proclaimed “rule followers” who are more likely to be terminated for breaking rules
  • 101. Company Practices Recruiters could lead employees to quit 11% “Consistent of job function, industry or country, recruiters often promised better shifts, pay and advancement.” 33-54% 5-20% Percentage of workers who felt misled or confused about shift availability, compensation, or career growth Percentage of workers that researchers estimate that quit due to misaligned expectations 96% Percentage of workers who felt they had a clear picture of the job reality if a comprehensive, realistic job preview is included
  • 102. Workforce relationships “Employees do not leave their jobs, they leave their managers” 6x £ Tenure increase of employees with best managers vs. employees whose managers are worse at retaining staff The more managers are paid the better their employees perform Tenure 54% Managers tenure at a company does not lead to better employee performance
  • 103. Worker characteristics A workers previous job-related experience does not predict future performance or tenure… 11% …aptitude and work style do. Employees with high technological proficiency are more productive, stay on the job longer and miss 15% fewer days of work. In addition, they adhere to company policies better than those with low technological proficiency scores. Employees who use Chrome and Firefox perform better across the board than those who use standard browsers that come with most computers. They provide higher customer satisfaction and close more sales.
  • 104. Summary… 8% 16% 11% Macro Economic factors 11% Company Practices Workforce Relationships Job Characteristics Worker Characteristics 54% “The use of data and analytics in general is going to be a basis of competition going forward for individual firms, for sectors and even for countries. Those companies that are able to use data effectively are more likely to win in the marketplace.” Michael Chui, McKinsey Global Institute
  • 105. Thanks Russell Beck 07710 898904
  • 106. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 107. Who we are We connect brands with young people • Aim: Connect young people with great brands & improve their employability • How:  Work with client to set innovative challenge  Deliver challenge to young people in engaging ways  Responses rewarded with prizes/work experience • Client Benefits: Recruitment, marketing, CSR & innovation • Student Benefits: Levels the playing field & improves employability • Network: We work with over 92% of the UK’s schools and universities
  • 108. • 22 years experience delivering inspirational learning experiences • UK secondary-schools & universities • Age: 12-25 years old • 200 facilitators across U.K.
  • 109. Some of our clients
  • 110. Aim • Specific, technical graduate recruitment across the U.K. How • Challenge – Team based and integrated into curriculum • Workshops – 5 workshops, facilitators briefed comprehensively • Shortlist & Assessment Day – Pitching master-class & senior board pitch Result • Paid work experience • 80% were then offered a graduate placement • Tales received fresh ideas for key part of their business • Engaged with students from across U.K.
  • 111. Business Need Talent pipeline Who NEETS & Pre-NEETS How • Boot camps: teaching vital employability skills • Challenges: on-going online challenges • Video: lessons supported by innovative video content Result • 1,000 young people completed the boot camps • On-going assessment – 3 months, 6 months, 12 months • Have already employed NEETS from these boot camps
  • 112. Recruitment Capabilities 360 degree process • Attraction – increase employer brand, increase participation, geographical reach • Education – young people and teachers/influencers, brand engagement • Selection – assessment days
  • 113. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 114. Creating Smart Social Recruiting Strategies Talent, Social, Mobile & Recruiting Summit THE VALUE OF BUILDING AN EMPLOYER BRAND TO ATTRACT AND RETAIN TALENT Alan Whitford 5 November 2013
  • 115. 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 webenablement 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
  • 116. 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
  • 117. The Candidate and Employer Scene
  • 118. Candidate Perception of a Talent Pool
  • 119. 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”)
  • 120. What Are The Challenges? 1. 2. 3. 4. 5. 6. 7. Your ability to attract and retain quality workers Diverse cultures Speed of change – technology quicker than people Managing this change Technology to support the change Vision, talent planning and creativity (skill gaps) HR & Recruitment Executives with necessary skills
  • 121. The Global Recruiting Landscape at a Glance 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. 5 most important trends shaping the future of recruiting 1 Social professional networks are increasingly impacting quality of hire 2 Employer branding is both a competitive threat and a competitive advantage 3 Data is used to make better hiring and branding decisions 4 Companies are investing in hiring internally to stop top talent from walking out the door 5 Companies are figuring out the mobile recruiting terrain To access global and other country-specific reports and infographics, visit:
  • 122. Talent Leaders Are Most Focused On Improving The Basics – 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?” What is at the top of your peers’ list for 2013? Priority is #1 2013 Top 5 Priorities 1. 2. 3. 4. 5. Recruiting/sourcing highly-skilled talent Improving quality of hire Employer brand Pipeline talent Improving sourcing techniques 44% 30% 25% 25% 18% Germany India Nordics SE Asia Australia
  • 123. Talent Leaders Around The Globe Think Social Professional Networks Will Shape Recruiting In The Long Term Pay attention, these trends are here to stay “What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?” Top 10 long-lasting trends Utilizing social and professional networks Upgrading employer branding Finding better ways to source passive candidates Being a strategic talent advisor to the business Boosting referral programs Training recruiters and hiring managers on 'how to hire A-level talent' Optimizing your career site Recruiting globally Reducing spend on staffing firms Increasing focus on internal hiring/transfers 2013 39% 33% 27% 22% 21% 16% 15% 14% 12% 12% Ensure you are investing adequately in social and professional networks for the long run
  • 124. The Employer Branding War Is In Full Swing “What are the things that your competitors have done or may plan on doing that would make you most nervous?” Competitive Threat Top 3 Threats 1. Invest in their employer brand 2. Improve employee retention Learn to use social networking and social media more effectively 3. Competitive Advantage 83% Believe employer brand has a significant impact on ability to hire great talent 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.
  • 125. What Is Employment Brand? What do you think? ©RCEURO.COM LLP
  • 126. 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
  • 127. 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
  • 128. Who Is In Control Of Your Brand? Edwin’s Lament = Bad Employer Brand I’ve got a simple idea Why 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 dead I 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
  • 129. 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 ©RCEURO.COM LLP
  • 130. The Most Successful Employers Use Data To Measure Their Talent Brands Qualitatively 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 23% 52% 27% 34% 55% 44% 33% 48% 53% Brazil and India are leading the pack in using data for employer brand 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.
  • 131. Why Does This Matter To The Business?
  • 132. Revenue Growth Profit Contribution Investor Proposition Customer Retention Customer Impression Customer Proposition Offering ‘Match’ Offering Quality Value for Money Employees’ Behaviour ... and this. Attitudes to Work Employee Proposition Mangers’ knowledge and behaviour You work with this ... Brand Image / Reputation But what’s the effect of this? Attitudes to Company Work structure, Teamwork, Training Job content, Ethical context, Promotion, Pay, etc.
  • 133. Message for the CEO/CFO A negative jobseeker experience impacts an individual’s customer behaviour
  • 134. Bad recruitment experiences 59.4% have had a negative experience
  • 135. Types of bad recruitment experience Bad 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 Interviewer was rude 26% Personal question about Health 13% Personal questions about disabilities 7% 25%
  • 136. How does a negative jobseeker experience impact an individual’s customer behaviour?
  • 137. Impact Of A Bad Recruitment Experience As a result of the bad experience, % less likely to: Accept a Job at that Company 76% Recommend the Company to a friend 82% Purchase that Company’s products/services 64%
  • 138. National Impact Of A Bad Experience % less likely to buy that company’s products / services: 58.4% 71.8% 68.0% 63.0% 65.4% 70.0% 64.1% 68.9% 65.3% 68.4% 69.7% 64.1% 72.0% 59.7% 61.5% 66.0%
  • 139. What Does Your Employer Brand Look Like?
  • 140. Contact Me At Any Time  Contact Information:   Tel: +44 (0)7971 864620  Twitter:  @alanwhitford  @rceuro  @DEAEurope  Sites:   
  • 141. INTRODUCTION TO THE DIRECT EMPLOYERS ASSOCIATION Alan Whitford Operations Director +44 7971 864620 Website: Copyright Direct Employers Association 2013
  • 142. What Is The DEA?  The first UK Trade Body specifically created for commercial hiring organisations with a specific focus on the Talent Acquisition/Resourcing function and the in-house professionals who deliver the recruitment agenda  Provides the members with a single voice supported by the power of the collective force of the UK's best and most innovative employers  Work with and influence policy makers, key stakeholders and business leaders to create the right environment for effective recruiting  Formulate and deliver best practice in all aspects of the recruitment function whether that be permanent or contingent worker hiring
  • 143. The DEA Agenda  Influence Government and Policy Makers  Educate and Support Business Leaders  Establish Best Practices, Develop and Support Resourcing Practitioners  Engagement with Government, industry and the vendor supply chain  Community and Talent Acquisition  Educate the Supply Chain
  • 144. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  • 145. Talent, Social & Mobile Summit: Retail, Hospitality & Travel Sectors #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE