Don’t forget the candidateRussell BeckHead of Consulting26 April 2013
Who are Impellam?• Possibly the largest recruitment services company you have not heard of!• Multi-band strategy• Global business; 5th largest staffing company in the UK• 271 outsourced contracts• £1.6bn of recruitment spend under management• 55,000 placements weekly
What have we done to recruitment?• The job went on-line…… prices went down, volumes went up• We put the CV online……. labour went down, volumes went up• We put the application online…….. effort went down, volumes went upWhat does this mean?• Sourcing activity dropped and recruitment became reactive• We loved the benefit without realising the inefficiencies• Recruitment consultants became “rejection consultants”• We created haystacks and then complained about not finding needles• We implemented technology to help; and put distance between us and the candidates• Today we use even more technology to try and “engage”
What do candidates really want…?20%30%40%50%60%70%80%90%The irony is, they want to engage with you……. to get a job…. and to know more about youBUT, on their termsImpellam candidate survey; % respondents who scored „features as very important or somewhat impor
How do we help candidates…?40%Of traffic to aFTSE corporateweb site iscareer related139:1Application tohire ratio viajob boards56:1Application tohire ratio viacorporate website
Why isnt it easy?
Where does the time go…?Recruitment process0.5 210.51031252521 1Role authorisedBook briefingTake briefApprove briefAttractSift and screenSubmit CVsObtain feedbackBook (and wait for) 1st interviewsInterview feedbackBook (and wait for) 2nd interviewsInterview feedbackOffer approvedVerbal offer28%Of Time To Hire isspent sourcingcandidates
When we have them, how do we treat them…?What do we tellthem?What do we askthem for?What do wejudge/select on?Nice to havesorAbsolutes?GoodandBad?The process“Salary consummatewith experience”UsernamePasswordEmailNameAddressMobile numberHome numberAvailabilitySource of applicationKiller questions…RTWSalaryQualificationsExperienceHobbiesDiversity statsAttachmentsEtcWhat do you actuallyjudge them on?74%Of data collected wasnot used to select thecandidates
When we have them, how do we treat them…?The Application Process30 mins?TestVideoi/viewDataData
Once in the process what do we do…?Why can’t we add value…?
What do we select on?IntellectValuesMotivatorsBehavioursExperience75%accurate25%accurateHard tochangeEasy tochangePotentialCapability
Even with great Social Media, you may nothave great candidate experience.Pretend to be a candidate;put yourself in their shoes.Focus on the basics.
Recruitment Crowdsourcing:Super-charge your supply-chainJohn Paul CafferyFounder & CEO
A new approach to sourcing talent1. Internal Direct Sourcing2. External Direct Sourcing3. Agency Suppliers4. Crowdsourcing SuppliersA new approach to finding talent
A new approach to sourcing talentTheJobPost is a crowdsourcingplatform enabling employersto access the UK‟s entirerecruitment industry as one supplierA new approach to finding talent
First identified by Jeff Howe– Wired Magazine in 2005Crowdsourcing is when a company takes a job onceperformed by employees, and outsources it in the form ofan open call to a large group of people using the internetA new approach to finding talentA smarter way to solve complex problems
20Crowdsourcing platforms that we all use
Recruitment: Perfect for CrowdsourcingCrowdsourcing allows a company to involve largegroups of specialists to:• Extend visibility and reach• Leverage specialist knowledge and experience• Improve speed and deliveryA new approach to finding talent
Our platform is already delivering• 34,000 specialist UK recruiters registered on the platform• Over 300 UK employers users• Average of 3 recruiters engaged per vacancy• Current CV to interview ratio of 3:1• Typical reduction in recruitment fees of 10-15%• Salary range posted between £20,000 - £150,000A new approach to finding talent
TheJobPost: Super-charge your supply-chain• Add an extra dimension to existing sourcing channels• Access the extended UK recruitment community• One platform, one contract• Choose when to present vacancies to recruiters• Set the fee level• Each vacancy presented to a focused selection of potential suppliers• Only suppliers that believe they can deliver will pay to access the role• Once engaged, communicate direct and retain end to end controlA new approach to finding talent
Employer - Posts a job asking for engagement
Recruiter - Reviews the vacancy market by sector
Recruiter selects the job & pays to engage
Review applications & feedback
Employer/Recruiter – Easy on-going communication
A simple solution that offers real returns• One contract– easy access to a network of 33,000 recruiters• Set the fee– vary fee level by role, sector, urgency or versus your PSL• Access new suppliers with fresh talent pools– trial a range of recruiters in a controlled manner• Standalone or integrate with your ATS– dependent on volumeA new approach to finding talent
We deliver excellent results for these companiesA new approach to finding talent
Super-charge your supply-chainA new approach to finding talent
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Richard BunkhamE-Recruitment Specialist14 September 2010Page 33Empowering line managersto become virtual recruiters
• The University recruitment environment is complex, consisting of 163departments, 38 colleges & 6 Permanent Halls• 12,500 staff• Approximately 2200 recruitment activities 2011/12• Recruitment is devolved - 256 recruitment administrators• Main university jobs page, additionally 76 departmental web pages wherejobs are advertisedPage 34
Evidence based approach to recruitmentCandidate CentredRecruitmentManagement InformationTrackingInnovation and PilotsInvolvement from LineManagersInformedRecruitmentAdviceAggregatorsSocial MediaSegment your applicantpoolPage 35
Candidates are central to therecruitment processUnderstand your applicants journey. How dothey approach their job search?Where do they spend time online? How do theycommunicate with their peers?What information are candidates receivingduring the recruitment process and from who?Page 36
What we have achieved at the Universityof Oxford over the last 2 yearsRecruitment Advertising Spend 2009 - 2010 2010 - 2011 2011 - 2012Advert costs £776,323.90 £347,951.57 £215,977.50Year on year reduction 55% 38%Total number of jobs advertised 1754 1911 1945Total number of paid adverts 836 388 248By value online 14% 35% 51%By volume online 20% 48% 74%Page 37
How have we done this?Advertisement source 2011 2012 Percentages% Applied % Shortlisted % AppointedAgency 0.1% 0.1% 0.1%Job Centre 0.7% 0.5% 0.1%Press 0.4% 0.6% 0.4%Social media 0.9% 1.5% 0.9%Unknown 1.6% 1.4% 2.7%Online 11.4% 11.3% 6.9%Jobs.ac.uk 30.0% 23.5% 16.3%Word of mouth/referral 4.9% 8.6% 13.2%University website 50.0% 52.5% 59.3%Grand Total 100.0% 100.0% 100.0%Understand your applicants, their job search behaviour and go where they are going.£105kPage 38
Recruitment from social media sources2011- 2012Source Facebook.com Linkedin.com Twitter.com BlogsApplied 54 331 26 10Shortlisted 12 51 8 3Offer Accepted 1 3 3 1Page 39
What prompted the changes in our approach?Changes in applicant behaviour• The majority of applications and appointments come from unpaidsources• Referral, word of mouth and social media account for 14% ofappointments: our 3rd most successful source of appointments• What we wanted to do is broaden this route out and make it easierfor staff to share jobs and applicants to share jobs with theirprofessional networksPage 40
Which social media are we using?Social Media Activity LevelsLinkedIn 3,333 followers February 201214,996 followers April 2013Twitter@UniofOxford.Jobs@juliansavulescu@ethicsinthenews@Oxford@OxHumanities@Politics Oxford@Oxford shop@MedSci_Oxford@oxmartinschool@said@oxfordalumniFollowers5011,5451,50044,0005001191,500903,3978503,315FacebookDepartmental Facebook635,478 followers: lots of overseas studentsApproximately 25Page 41
Main Social Media ChannelLinkedIn• 4,646 registered users list Oxford University as their current employer• Number of members in higher education (UK and globally Dec 2012)• 82K UK 9M ROW40% of followers of the Oxford company page list research as their sectorSix main ways we use the product but focusing on sharing1. Post a job like any other job board2. Sharing jobs with managers professional network3. Managers and specialists posting the job in groups relevant to the roles4. Mine the database for skill matches and make direct approaches5. Passively - using an algorithm LinkedIn matches and suggests suitable jobs6. Building our company followersPage 42
Other Social Media ChannelsTwitter• Set up Jobs @ and automate tweets – main use is for others to re-tweetFacebook• More than one account for the University• Staff interact with jobs on their own personal Facebook pagesResearchGateOnline community only open to researchers, academics and PharmaBlogs and forums• Ask academics and researchers where they hang out online – askthem to contribute information about jobsPage 43
Implementing a new approach torecruitment• Recruitment marketing not just job adverts• Recruitment administrator needs to understand the joband meet the line manager• Constructive challenge / evidence with line manager• Line manager allocate time to recruitment activities• Monitor recruitment activity while the recruitmentcampaign is open and adapt approach if needed• More communication with applicants• Peer to peer recruitment marketingPage 44
Challenges• Radical change in approach• Educating staff involved with recruitmentactivity and line managers• Planning realistic time frames• Links with the marketing department• Allocate time to proactive searches• Budget• Push back not for Higher Education• Resource intensivePage 45
Key Points• Recognise that line managers understand the job better than anyone else• Encourage line managers and team members to become more involvedin the marketing of job opportunities to their professional networks• Understand the recruitment needs of your applicant pool• Clear applicant pathway and landing pages fit for purpose• Engage with talent, within social media communities and attract them tothe most relevant part of your web site• Continually evaluate your success and adapt as sites and technologieschangePage 46
CONTACT DETAILSRICHARD BUNKHAME-RECRUITMENT SPECIALISTM:07961 102 481RICHARD.BUNKHAM@IT.OX.AC.UKRICHARD@NEWRECRUITMENTSOLUTIONS.COMLINKEDIN GROUPSOCIAL MEDIA IN UNIVERSITY AND HIGHEREDUCATION RECRUITMENTPage 47
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Can the selection process ever maintain apositive candidate experience?Kirstie KellyTheJobPostFuture of Talent, Technology & Social Recruiting
“In a market where talented candidates aresometimes hard to find, your approach to yourcandidates, can be the difference between successand failure.”
Stating the flipping obvious......?
Is an exceptional candidate experience possible?
A study last year of over 800,000 individualswho had applied for jobs within the pastyear provided six solid reasons whycandidate experience matters:
• 44% said they had a worse opinion of a company thatdidn’t respond after they applied for a position• 32% said were less likely to buy products from a companythat didn’t respond to their job application• 21% said they’ve experienced a recruiter who wasn’tenthusiastic about the company as an employer of choice• 15% said they didn’t think the recruiter was professional• 15% said they had a lower opinion of the employer afterbeing contacted for an interview
But why does it matter....
How you act + howyou look = whatpeople think of you
Tone of Voice
How you projectyour brand
Your mannerismsin the selectionprocess
Your technologybecomes animage of abusiness…
the bestcandidates willvote with theirfeet...
What‟s the solution?
Turn recruitment thinking on it‟shead....
71Identify cultural fit andattributes...Sooner
Reduce the time spent with greatcandidates who are just not greatfor you....
And engage with candidates alongthe way....
Video killed the CV starScreenshot of review page?
Video and mobile issupported by three keytrends.Increased bandwidth: 75% of UK homeshave broadband access, expected tocontinuing growing. The average downloadspeed is 9Mbps.The rise of video calling: Skype has madevideo an established way of communicating.Its 250m users worldwide rack up over 300mminutes of video calling each day.An applicant rich market: The currenteconomic climate has increased the number ofapplicants per available position. This meansmore potential candidates to interview.Sources: The Ofcom Communications Market Report 2011, OfcomResearch (August 2012), Skype Internal Figures
Who gets it right?
Employer branded videos to engage yourcandidates
Consistent branding and tone of voice
Video interviewing givesrecruiters a fuller picture of acandidateRecorded interviews can beviewed remotely, at therecruiter‟s convenienceRecruiters can comment onand share interviews withinternal stakeholdersRecorded video screening with LaunchPad
To learn more.....Kirstie Kellykirstie@launchpadrecruits.com07787 130512TheJobPostFuture of Talent, Technology & Social Recruiting
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The Power ofMobile to Retain Talent
From mobile banking to m-commerce, we help 1 in 5 of the UK‟stop 50 brands transform their businessesAbout Us
2012: The Post-PC World ArrivedGlobal shipments of PCs, smartphones & tablets-6% +31% +53%vs 2011Laptops and desktops346mTablets130mSmartphones639mSource: IDC Worldwide Mobile Phone Tracker, May 2012 & July 2012 & October 2012 / Gartner Worldwide PC Shipments October 2012
2013 Forecast: The Gap Will WidenGlobal shipments of PCs, smartphones & tablets-1%vs 2012Laptops and desktops345mSource: IDC Worldwide Mobile Phone Tracker, March 2013Tablets200m+54%+44%Smartphones919m
Browsing BehaviourBrowsing behaviour of smartphone ownersSource: Experian Marketing Services January 2013. Mintel Smartphone Survey June 2012, eMarketer January 2013, Flurry Analytics April 2013Emails are opened ona mobile44%Smartphone owners in theUK view job listings550kSpent on average ona smartphone per day182 minsTime spent in app vs.20% on mobile web80%
Acquired for$1bnFiled forBankruptcyIn Early 2012: Turning Point…
Mobile In Recruitment
Key principles for a successful Resourcing App1PositionDiscovery2StreamlinedApplication3Talent Retention
HomeFrom the Home Page, candidates are ableto search roles by:• Key Word• Current Location (GPS)• Manual Location• Job Sector• Job Grade (Internal)Candidates can also access the Menu bar(Top Left) where they can changesettings, view history and favourites.
Search CriteriaCandidates can narrow their search usingpre-defined Job Sectors to list areas ofinterest and expertise.
Detailed SearchExisting employees can also use internalpay grades/banding metrics to filter rolesmost relevant to them.
Search ResultsJob results are displayed in either List orMap format, allowing for easy browsing.Candidates tap once on a job role ofinterest and are taken through to a moredetailed explanation of the opportunity.
Job Role Detail &ApplicationOnce a candidate reaches their desired jobrole they can perform three major actions:• Favorite the role – By tapping the star(Top Right), the job is saved to Favorites.• Apply – The candidate can applyimmediately, either by submitting an auto-created CV via Linked-In or by taking anentry test(Aptitude/Verbal/Numerate/Character).• Share – Sending the role to a contact viaemail or SMS (to download app and view).
Custom Alert NotificationsCandidates have the ability to choosewhether they would prefer to be alerted tonew opportunities via email or pushmessage by altering the settings within theapplication.This then updates the Candidate databaseand alters the method of communicationfor job alerts.
Key Benefits ofRetaining Talent
Key benefitsof retaining talentImprove employeemoralEngagementImprove succession planning byputting power in their handsSuccessionretention tool accessible„real-time‟ to allPro-ActiveSignificant reductionper hireReduce Cost
Barclays JobsHelping Barclays become the first UK bank to enable job applications through mobileHelping Barclays become the first bank toenable job applications onmobile, supporting talent acquisition &retentionA powerful tool to reach and communicate withfrontline, in-branch employees who may nothave intranet accessThe application seamlessly integrates withTaleo and other internal systems
18,000+Active Internal UsersAverage Re-visits Per User Per Month2.265,000Sessions Since Launch15%Of Barclays Work Force Are ActiveBarclays JobsConnecting jobseekers to job opportunities whenever, and wherever they are
Innovative Agencyof the Year 2012Marketing Innovation‟s“Grapple has achieved somany incrediblesuccesses…driven by theirteam‟s huge passion andexpertise”“Already established as -arguably - the public face ofapp development”“Grapple has grown to becomeone of Europe‟s leading appdevelopers”“Delivering real bottom-linebenefits to an impressive list ofblue-chip clients…the very seriouspotential to be a world leader”Marketing Innovation Mobile Entertainment The Drum Startups Awards
Integrating leading recruitmenttechnology for maximum efficiencyChris KendrickRecruitment Services Director
www.crimson.co.ukIntroductionThe leading recruitment solution for Microsoft Dynamics CRM
www.crimson.co.ukIntegration: ‘the act of combining or adding parts to make a unified whole’Collins English Dictionary: ‘the whole is greater than the sum of its parts’AristotleSynergyCombining actions, systems or processes to give a much greater resultthan that of the individual elements.Integration and Synergy
www.crimson.co.ukYour recruitment solutionWhat is it?• A single solution or a combination of systems and websites?• Does it support your processes or it used only when it must be?• Is it a single source of your most up to date information?Do you…• Search multiple networks for candidates?• Advertise your roles externally?• Test candidates?• Use electronic timesheets?• Have strong real-time management information?
www.crimson.co.ukEverything in one placeRegister VacancySearch CandidateNetworksAdvertisePositionsTest CandidatesReview Selections& ApplicantsSubmit only thebestInterviews andOffersCreate and issuepaperworkManage invoicing
www.crimson.co.ukPlatform solutions vs. Recruitment software
www.crimson.co.ukBenefits of an integrated solution
companies that have hiredthrough social media58% in201063% in201173%in2012Source: Jobvite
social media – the facts05000100001500020000250003000035000Dec 2010 - Ad Volumes010000200003000040000500006000070000Dec 2011 - Ad Volumes010000200003000040000500006000070000Dec 2012 - Ad Volumes
social media – the factsResponse growthJanuary 11 – December13
All previousapplicants can bestored and madeavailable to thewhole businessSearch using bothkeywords andfacetsTag candidates toadd value tofuture searchestalent pooling
and don‟t forget …employeereferral•••••••Source: ere.net
employee referralAutomaticmatching of jobsagainst youremployees’ socialnetworksTools to helprecruiters utilisethis channel, andadminister the inhouse scheme
THANK YOU, ANYQUESTIONS?
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CVRadarUnlocking the power of LinkedIn‘Find active candidates fast’www.theitjobboard.co.uk 144Alex Farrell, MD, The IT Job BoardApril 22nd 2013
www.theitjobboard.co.uk 145Agenda• Introduction• Video• Current Situation• What’s the problem• The solution - CV Radar• How does it work?• Key Benefits• Conclusion• Q+A
www.theitjobboard.co.uk 146IntroductionPan European networkof IT Job Boards
www.theitjobboard.co.uk 148Current Situation
www.theitjobboard.co.uk 149What’s the problem?
www.theitjobboard.co.uk 150The Solution: CV Radar
www.theitjobboard.co.uk 151How does it work?
www.theitjobboard.co.uk 152How does it work?
www.theitjobboard.co.uk 153How does it work?
www.theitjobboard.co.uk 154How does it work?
www.theitjobboard.co.uk 12Key Benefits• Easy to set up• Product road tested by recruitment consultants• Efficient – target active candidates only• Time effective - instant contact details (no more InMail)• View and access the full CV
www.theitjobboard.co.uk• First to market product (exclusivity)• Addressing a need in the resourcing chain• Providing recruiters with a market edge• Improved time to hire• CV Radar is positively disrupting the online recruitment spaceIn Conclusion13
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159INTEGRATED & SIMPLE:PSYCHOMETRIC ,SKILLS ,VIDEO INTERVIEWASSESSMENTFASTER, USER FRIENDLY ASSESSMENT PROCESSES, DRIVING DOWN COST AND IMPROVINGNEW HIRE QUALITYHoward Grosvenor MSc. C.Psychol. AFBPsSUK Professional Services DirectorE-Mail: firstname.lastname@example.org
Could you purchase one of these for yourorganisation without a business case ?160
But..have you recently hired these people ?161
The Bottom Line: Retention & PerformanceMore Green & Less Red & Some YellowStrong Performer – ButLeaves At Approx 2 yrs orearlierStrong Performer & Stays 2yrs +Weaker performer andleaves or stays at any timeOK performer and stays 2yrs +Length Of TenurePerformance
Who are Cut-e Talent SolutionsProfessional talent process and legal advisory services on screening and assessmentAssessment platform with tools 38 Asian & European & Arabic languagesOver 7 Million Candidates Per Annum AssessedFully integrated with all ATS providers – Taleo / Lumesse / SAP e-recruit Advorto / JobLink / AMRISFull time consulting teams in 23 countries with UK offices in Old Street London200 staff world wide – combination of Psychology , Technology , Talent & Recruitment SpecialistsIntegrated Screening & Assessment SolutionsOnline psychometric &competency assessmentsystemsFull suite of technicalknowledge tests MS Office / IT/ Call Centre / Aviation /Accounting / HealthOnline automated videointerviewing systems
A weekend in Monaco…..
“...He was rattled.This was not theusual interviewformat, this was notcut-e...”
Expanding the Online ToolboxOnlineCandidateManagementSystemcut-eAssessmentHub• Ability tests• Personalityquestionnaires• Situational JudgementQuestionnaires• Skills / Language Tests•Video Interview
Assessment Hub• The cut-e assessment hub connects assessment toolsthat measure behaviours, technical skills, abilities,future potential and experience• This meets the needs of all stakeholders in theresourcing process and delivers the best candidates• The process is configurable for different roles andstakeholder requirements – You can control this
Mechanical Technical Understanding
Situational Judgement Questionnaire
Colour Vision Test – Pre Medical
Technical & Knowledge Tests173
Custom Questionnaire Builder
Automated Video Interview & Assessment
ValidityCostInterview.220.127.116.11.5.6$GraphologyAssessment CentreAbility & Skills TestsTrial PeriodApplication biodataStructured CBI InterviewPersonality QuestionnairesBiograph & Situational QuestionnairesThe Universal Economic Case For OnlinePsychometricsbased on:Metaanalyse, Mike SmithUniversity of Manchster; IS&TStructured video Interviews
The 2 key drivers to achieving ROIfrom use of online assessmentsProcess EfficiencyThe lean talent processscreening machine – speedand cost efficiencyHigh volumes andabundance of external orinternal applicantsEmployee ProductivityThe high value selection decisionmaking – Managing risk andmaking the right decisionModerate to low volumes, morescarcity of right talent , highbusiness contribution by hire177
4 Cases - Clear Communication Of ROI• Dell - European Technical and Sales Consulting– Through use of cut-e shapesbehavioural styles questionnaire connected with a custom risk management interviewguide. New hires in model against 5 core behaviour areas achieve 36% more revenue and42% more profit than alternate hiring methods• Siemens – Though use of cut-e logical tests and interest inventories 7% improvementfrom 88% to 95% in successful completion of apprenticeship training. This equates toapprox €4,200,000 ROI per annum in wage and training costs.• Harveys Furniture – Second Largest Furniture Retailer In Europe – 14% salesgain in new hires using cut-e shapes and situational Judgment tools .• easyJet Airline - use simple verbal test and situational judgment questionnaire toachieve. 40% reduction in interview volumes across EU to complete hiring 2,500 cabincrew per annum. Approx 6,000 less interviewing hours cost and logistical expense.
An Overview of our Solution= Sourcing Speed & Secure SelectionTalent Pool Building / Sourcing /Advertise / AgencyOnline Application SystemOnlinepsychometric, skills, languageAssessmentsOnline Automated VideoInterviewFinal In Depth Assessment &Selection ProcessHiring Decision / OfferA Cost Efficient, High Quality Process