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The presentation slides from our Future of Talent, Technology & Social Recruiting event on February 12th

The presentation slides from our Future of Talent, Technology & Social Recruiting event on February 12th

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  • We have a lot more to think about and a lot more information to consume than we used to.These extra data sources allow us to get a richness from our insight that we couldn’t get beforeCost per hire becomes value when you add Performance onto spendApplications in an ATS transform into quality conversations enriched by CRM capability and Brand Insight
  • CNBC: ‘Year of the Quitter’http://www.cnbc.com/id/100359891/2013_May_Be_the_Year_Employees_Say_039I_Quit039Glassdoor survey in US that 1 in 3 employees will look for a new job this year, 1 in 5 in the first quarter.Big data is real to the business world and no longer just a catch phrase . We feel like we should be doing ‘something’ with big data but a lot of us aren’t sure what to doBusiness expectation/desired outcome hasn’t changed; Hire high-performers who will help the business realise its objectives and deliver value to its shareholders.Measure success in channelsTalent poolCRM strategy
  • Channels are routes in and include everything from job boards to employee referrals to agenciesNeed to acknowledge that we get differing levels of quality based on where we find someone.Without any screening, the best achievable outcome from a job board is relevanceWe know the most about our internals but we also have some information about referrals , talent pool, and agency candidatesMake sure you don’t expect sourcing to achieve what selection is here to doMassive opportunity with talent pool candidates
  • If we want to realise ROI from what we’ve invested in talent pooling, we need to take a little time to capture and organise our data properly.There needs to be clear distinction between CRM candidates, talent pool candidates, and short list candidates and our systems must allow us to be flexible about how we get to these.
  • Historically by functionThink of talent pool coverage sometimes like mobile coverage – Difference is that to be effective you don’t need to cover 100%...but where do you cover?Cross functional opportunities: People who Lead usCoordinate usGuide usDrive usThis doesn’t work everywhere and rare skill sets exist in these categories, particularly the analyst one, but there are still lots of opportunitiesIf I had to choose one of them, I’d choose Analysts – Ref to MacKenzie white paper re: big data (May 2011) in the US and huge demand for analysts in the future – in 2018 they foresee 140-190k more ‘deep analytical talent positions’ and 1.5 more ‘data-savvy managers’ needed to make the most of big dataConsider looking at contractor data if you can as you may spot some opportunities to hire perm and save moneyForecast can be as simple as presenting the business with a quick analysis of your offers data and asking them what will be different this year
  • Most employers are approaching candidates directly and most are doing some kind of talent pooling. We need to think about how we’ll stand out from othersAre you speaking toSomeone in MarketingA Brand ExecA creative and influential Brand Evangelist who has a history of successful deliveryIn the future we’ll respond to employers who make us feel special/different/valued
  • Your CRM and the data in it can help you open up two channels we know about but rarely use effectivelyFuture talentIf you engage someone properly as a graduate and keep the conversation going you might find that they become your next hard-to-find managerButNeed to acknowledge that our career paths don’t really look like this anymore
  • And in fact they’re not even this simple.But, if we want to work with alumni we need to think about thisA graduate we hire will probably stay loyal longer than most hires, but this has its limits. If there isn’t growth, they’ll leave and we need to acknowledge this as reality.But, at some point, we might want them back. After all, they should already know what it takes to be successful in your company and you’ll already have an idea of what they’re capable of delivering. So, what if we kept the conversation going and brought them back?
  • Did anyone see this story in the Harvard Business Review Website over the weekend?I think it’s a good reminder of why we are here today, in this room.For those of you that didn’t read it, I’ll give you a short summery before I go into my presentation;A couple of weeks ago a waiter at the American chain restaurant Applebee posted a photo online of a receipt on which a customer had written on the line relating to the tip, “I give God 10%, why do you get18%’, and subsequently gave no tip.When the customer realised they had been exposed online they asked the restaurant to fire the waiter, which they did.What followed was nothing short of a social media storm against Applebee. The other example is a little bit closer to home, do you remember Poppy Rose at HMV? Live tweeted her own firing, from the company's own Twitter account.In both these case one might discuss who had their law on the side, but in both cases this was bad news for the company.
  • The way we go about our daily lives has changed over the years.Looking at this illustration, one might argue that it’s not necessarily for the better, but this is just a fact we need to accept.
  • I’ve worked for several newspaper businesses – most recently, prior to joining Glassdoor, I was The Head of Digital Product Development at The Times and The Sunday Times. In fact, I even wrote my thesis at university about the changing newspaper industry in Sweden, where I am from, and we found among many things that as old subscribers literarily died, they where not replaced by a new generation subscriber. With a few exception is no growth in print, anywhere.So I’ve witnessed first hand how print is dying, and that some newspapers has had more or less success transforming to a digital player. Print newspapers used to be the key media outlet for recent news, sports, financial information and even were once the best way for someone to find out about job openings. Today, people curate their own news. Do their own research. I’m a big fan of the Zite iPad app which CNN acquired last year, it creates a bespoke newspaper type app from any source you like.
  • But it’s not just newspapers that’s effectedAll forms of entertainment are of course effected.Every year fewer and fewer people go to the cinema.I have mentioned HMV already, ironically the technology that made it possible for Poppy Rose to Tweet about her company firing people, is the same technology that caused her company to go under in the first place – internet. Online streaming. Why would I ever buy anything from HMV when I have an account with Spotify and Netflix?And talking about Netflix, how much longer do you think TV broadcasting will stay the same? Netflix commissioned the production of this TV series, House of Card. All episodes available online from day.
  • This is a picture from your average university today. Number of Apple computers is chocking, but the point I’m trying to make here is that these kids go nowhere without their computers and smartphones.We use several screens at the same time;Have you tried Zeebox? UK start-up acquired by Sky. It’s a TV companion app, that let’s you discuss live TV with anyone that cares to join in.
  • Uni students are spending an average of 12 hours each day engaged with some type of digital media. Kids, they watch TV and Skype and Tweet at the same time.
  • But no matter your age,One of the most popular destination online today are social media sites
  • Social media isn’t just Facebook and Twitter.Social media as it’s most basic definition is about sharing from one to many.
  • Social media is driven by three basic principles as defined by our co-founder, Rich BartonIf it can be Shared, it will be shared: No secrets anymoreIf it can be rated, it will be rated: everything imaginable will be rated on the webIf it can be free, it will be free: content on the web wants to be freeToday we live in a world of social media transparency and it’s influencing consumers and job seekers
  • Amazon was first with reviews and recommendationsToday who doesn’tuse TripAdvisor before going on a trip?The CEO of TripAdvisor, Stephen Kaufer, actually sits on our board.
  • When asked what sources "influence your decision to use or not use a particular company, brand or product" 71 percent claim reviews from family members or friends exert a "great deal" or "fair amount" of influence. (Harris Interactive, June 2010)Source: From BazaareVoice http://www.bazaarvoice.com/social-commerce-statistics
  • And why is this? Job seekers are hungry for information. They don’t want to leap blindly into their next jobSource: Glassdoor June 2012 survey
  • One of the reasons we started Glassdoor in the first place was that we researched and found that job seekers and employees demand more transparency than has ever existed before.
  • So job seekers, they want more information on what its like to work for your companies. So how do they get better informed? Well, the answer is they are turning to social media.These pain points and lack of information around missed expectations, lack of salary insight and lack of insight into culture, was what we set out to do at Glassdoor.
  • Before Glassdoor launched you could find reviews about gadgets and trips – but not about where you where going to work.Glassdoor’s mission is about helping people make more informed career decisions. ON screen you can see just one fraction of what Glassdoor has to offer beyond job listings and facebook connections – company reviews. These are company reviews shared by the people that work at these companies. Employees can provide feedback on pros and cons of their job and company and rate how satisfied they are with the company. Of the 250,000 companies featured and the 4 million pieces of user generated content on Glassdoor, on average employees 67% of employees say they are “ok or satisfied” with their jobs and companies.But while employee feedback is useful to the job seekers, Job seekers want to hear from employers to.
  • In fact, according to a recent survey, we found that 94% find the employer perspective helpful when making career decisions.The question now is how do you as the employer fit into that conversation? How do you manage your brand in today’s social media landscape?
  • With all this in mind, the change in how we consumethe evolving role of social media in decision making and the understanding out there for better informationI’d like to offer some tips on the role of the employer in social media and how it fits in the with job seekers’ decision making process
  • If you want to effectively reach job seekers and employees, you need to embrace transparency. Social job search is here- if it can be known it will be known, and people are finding it in places like facebook, LinkedIn, blogs, and services such as Glassdoor. This is a turning point where you take a deep breath and realize the knowledge of what its like working at a company will be known, it cannot be hidden, and instead of being afraid of that transparency, be brave and embrace it as an opportunity….. A new way to hire and a new way to retain top talent.If this scares you, that is okay. It was the same for hotels 13 years ago when TripAdvisor came.- But brave hotels took the time to figure out how work with it- Today it’s is one of their main drivers for new businessCompanies like Pepsi and Accenture are two of our now 700 clients that work with Glassdoor to fill their open positions.
  • So the second tip in managing your employment brand and recruiting plans in social media, you need to do is Take the good with the bad. Everyone likes a good review, but no one is perfect. As much as I wished my iPhone was perfect, it isn’t. A hotel I like, you might not like. It’s the same with jobs.But the good news is that consumers are not stupid, they won’t read one review and base their decision on that.It turns out people sort of ignore the over the top positive and the uber negative ranting like comments.We are looking for common themes and trends and how the product/service owner has responded to the feedback.Only then will we make a decision.In fact, on Glassdoor we ask those posting reviews to write both Pro’s and Con’s to encourage a more balance view.And when you as employers can tell our users about your company, you can’t just write the good stuff, you must also share what you are working on improving.People are just as skeptical of ‘perfect’ ratings as they are of low ratings.
  • Tip #3. If you want to highlight your brand and recruit top talent through social media the most important thing you can do is Fix the problem. If there is something about your company that really turns off candidates, its no longer possible to hide it… if it can be known it will be known and where it will be known is in social media. So if a workplace issue is effecting your ability to attract talent – you need to fix that problem. No point of doing anything else in SM until you fix that problem.
  • We are starting to see companies use social media including the reviews on Glassdoor to spot issues that may be arising with their workplace as well. For example, one employer, who’s name I cannot mention, saw in their interview reviews that candidates who they wanted to hire were being a little turned off because they felt some of the interviewers were a tad rude. They took this feedback and improved their interview training to enforce that interviewers should be respectful of candidates at all times.
  • Tip 4: After fixing the problem you need to Maintain and promote the good. Is there something about your company that is particularly special? What is it that motivates your employees to wake up every day and come to work? Why should someone work for you?If there is something good about your company, through social media it will be known, and its your job to help it be known as widely as possible.Make sure that the best part of your workplace culture is highlighted online everywhere it can beincluding in your job listingscareer websitesin social mediaOn Glassdoor, for example, you can create a company profile and have your voice be heard when job seekers are evaluating coming to work for you.Or you can use free employer accounts to respond to your company’s reviews – it’s a great way to thank those who have provided great reviews or add context or provide feedback to the tougher reviews
  • Tip #5: Encourage and Engage with your employees and job seekers.Encourage:Many of you probably already have a refer a friend bonuses for your employees as part of your recruitment program, which is great.But you now need to do even more. You’ve got to find a way to empower your employees to become brand ambassadors for you and share their experiences with others. These days that means sharing them in places such as facebook, twitter or Glassdoor. Their experiences will end up in the hands of prospective employees, who will consider it as another data point in their job search process.Engage: Some employers are at the leading edge of this. Many employers are looking for ways to join the conversation.With the Glassdoor account you can add workplace photos and awards and also flag any content you see as inappropriate. It’s a great opportunity to be a part of the conversation and show you take employee satisfaction seriously.
  • And, don’t take my word for it;you remember the post on the Harvard Business Review, one of the advice they offer their readers to make sure you’re keeping a close eye on your Glassdoor profile.
  • This is feedback from two multinational companies about their efforts with engaging their employees. I think you would all agree that this is pretty powerful stuff!
  • That’s all I had today.If you have any questions about anything I’ve said today, or is curios to find out how to work with us, please do not hesitate to email me and I’d be happy to help.Thank you!
  • Don’t have any answers for you: Why – because everyone here has different resources, tools available, budgets, priorities, business, one size cannot fit all.I do have some questions:So What should the questions be that we start to ask ourselves about what we’re doing currently, and how can we start to improve on this and what do we do next. Break down down my whole resourcing picture into its parts.what Resources have I got at my disposal?What tools do they have?
  • ways in which we can get our jobs visiblecareer site – tool / you’ve paid for it. It may be part of the ATS – optimize and use to its full potentialproblems could arise: browser issues, not every career site works cross browser. what can I do about it?2. mobile site compatibility- Around 15% of all traffic going to recruitment websites is now from mobile devices. This won’t surprise many people. 

1 in 5 job searches conducted on mobile devices.  Again, not surprising.

Getting a mobile website is only a priority for a limited number of businesses and businesses only spend 1% of their marketing budget on mobile.... What?!  This is shocking.3. Social media – why is it important in todays world? CISCO REPORT SNIPPET 2012 Gen Y Report:” There are 206 bones in the human body, and the smartphone should be considered the 207th bone for Generation Y. They view smartphones as an appendage to their beings — an indispensible part of their lives”4.Linkedin – I’ll leave that to the professional networker to explain… 5. job boards… 
  • CORPORATE POSTING HAVE DRAMTICALLY INCREASED OVER THE PAST 12 MONTHS.Comes back to best practice, because if corp advertising is increasing on job boards, something that needs to be measured, there is no escaping that you need the right resources and the right tools in place to make a positive impact.
  • Existing candidate poolDo I have a talent pool? Are we using it?Should I invest in and ATS? Do I have resources who can re-engage with past applications – opportunity for brand awareness somehow, somewhere I’ve paid for these candidates and if I’ve filtered them properly, they are good candidates who could work for my company…Agencies - Am I using the right agencies?Are we too reliant on agencies for roles that we could fill directly? Media buyingSometime a major problem for companies: do I buy directly, or through an agency… or throughIs the cost per post really relevant in the grand scheme of things, ie agency costs?Is the opportunity cost stacked in favour of having the resources to handle the recruitment versus using an agency and knowing it will cost X more.ReferralGreat way to recruit – often the best way to recruit but you have to make sure that if you have a referral scheme that its run properly.Communication about the scheme – what it is and how it worksinvolve employees, preferably where you can track & trace candidates – where they don’t disappear into the etherAnother great way to involved social media and networksKeep your employees updated with its successAnd if you the time - gamification
  • Bahaviours: communication, trust, commitment, encourage healthy conflict, accountability and focus on results
  • How many of you are consistently measuring work-style?
  • Transcript

    • 1. Why and how aspects of the recruitment process are likely to change Belinda Johnson - WorkLab Ltd – 12th February 2013
    • 2. Today… Why some changes to the process of recruitment are inevitable.  Fragmenting Workforce.  Enabling Technologies. How those changes are likely to play out. Conclusions for Hirers, Candidates and the Recruitment Industry. 3
    • 3. Research4
    • 4. Research REC - Recruitment 2022  A distillation of opinion from 40+ interviews + substantive 3rd party research  Contributors included: RBS McDonald‟s Steinhoff Group Computacenter Recruiter Magazine Akamai Centrica General Dynamic IT Lloyds Fujitsu Autodesk Fieldglass G4S Northgate Arinso Safe Screening Freelance and The Talent Board / Social Media Contractor Services Candidate Experience commentators & Association (FCSA) Awards strategists Available free to REC corporate members: http://www.rec.uk.com/store/item/1547 5
    • 5. Research Enabling informed decision making  Improving the perspective of schoolchildren, FE & HE students on the world of work  Working with employers and those who affiliate talent to understand how skill needs, capabilities and preferred means of engagement (hirer and candidate) are evolving  Mapping the impact of revolutionary emerging technologies, and supporting the determination of workforce strategies to capitalise upon/drive change6
    • 6. Why? Workforce Fragmentation is increasingacross the Extended Enterprise collaborations outsourced front-line & support services consultants crowd / micro- entrepreneurs interims temps/contractors/freelancers productivity & sourcing & full-time, part-time & fixed-term performance recruiting employees management7
    • 7. Why? European buyers plan to further fragmentusage European Buyers planning to buy more… 80 70 outcomes-based 60 working 50 40 role-based 30 working 20 10 0 -10 -20 -30 2012 2011 Source: KPMG - Rethinking Human Resources in a Changing World – 2012 Survey8
    • 8. Why? Interest in working on a contingent basisis rising “The world of work has changed… The intelligent individual is in control of his or her own market, while the rest still require patronage.” Andreas Ghosh Personnel and Development Director for London Borough of Lewisham (and Policy Lead for Workforce Strategy at the Public Sector People Managers‟ Association) Source: Randstad‟s Navigator Report 20129
    • 9. Why? Interest in working on a contingent basisis rising 1.65 million „temps‟ in the UK – 6.5% of working population Roughly the same number of „self-employed‟ freelancers The rise of „I-pros‟ (study commissioned by PCG)  The rise in (European) I-pro numbers between 2000 and 2011 was +82%  Between 2008 and 2011 there was growth of 12.5% which was driven by four countries; Germany, France, Poland and the UK  In same time period, UK achieved double the European growth level – UK I-pros = 19% European total 10
    • 10. Why? Interest in working on a contingent basisis rising I choose to work on a temp/contract/interim basis Average of all the categories Day rate: over £500 per dayDay rate: Under £500 per day PAYE: operational support PAYE: front-line operations 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Source: Randstad World of Work Report 2011/12Additionally:• 46% of employed workers considered a freelance role when last looking for work• 48% will consider it when looking next time 11
    • 11. Why? Interest in working as crowd labour isrising Crowd workers  Nearly 60% of all crowd workers live in North America and Europe.  Almost 50% have a bachelor degree.  The number of crowd workers is growing in excess of 100% a year.  Crowd members work at least once a month; about half work as often as once a day.  Nearly 77% of all workers have a primary job. Source: Massolution 12
    • 12. Why? Interest in deploying crowd labour isrising Crowd providers  Revenues grew over 75% from 2010 to 2011.  Share of revenues:  Internet Services - 29%  Media and Entertainment - 20%  Technology sector - 18%  North America and Europe collectively hosting more than 90% of crowdsourcing clients.  Worker assessment is the most prevalent quality control method, offered by more than 92% of the providers; peer and expert review are also common and offered by 80%. 13
    • 13. oDesk – Projects completed in US – 165k Source: oDesk “oConomy”14
    • 14. oDesk – Projects completed in India – 293k15
    • 15. oDesk – projects completed in Bangladesh –132k16
    • 16. oDesk – projects completed in UK – 23k17
    • 17. Why? The fragmentation of roles is increasingacross the Extended Enterprise collaborations outcomes- outcomes- based tasks based tasks outsourced front-line & support services consultants crowd / micro- entrepreneurs interims temps/contractors/freelance rs full-time, part- productivity & sourcing & time & fixed-term performance employees recruiting management18
    • 18. Why? Crowd working in the UK has manydrivers Underemployment:  “People in work wanting more work increases by £1m since 2008” - ONS  Over 3 million people - 1 in 10 workers - want/need more work Number of underemployed workers 9% Want more hours in current job in Britain (m) (2.33m)4 15% Want replcement job with more2 hours (0.46m)0 Want an additional job 2011 2006 2000 2001 2002 2003 2004 2005 2007 2008 2009 2010 2012 (0.27m) 76%  One of the key drivers for the introduction for Real Time Information (RTI) is to capture multiple income streams 19
    • 19. Why? Crowd working in the UK has manydrivers Worker stagnation The under-utilised The unidentified 45% 44% 10% 19% 2010 Source: Ranstad World of Work Report 2011/12 2011 Significant participation in crowd activities – it is likely that these crowds will eventually be monetized 20
    • 20. Fragmenting workforce – generic conclusions It is not just the fragmentation of worker types that will present greater challenges from a sourcing/resourcing perspective in the future – this will be further exacerbated by the fragmentation (micro- tasking) of roles.  Workers will be increasingly become hired to deliver outcome-based tasks rather than assume broad roles With requisitions emerging for increasingly shorter-term skills requirements the concept of „permanent‟ employment will become obsolete. Talent will be selected based on evidence that they can deliver against the required task – how they are engaged is of secondary interest. Reward will become far more outcomes based, both for the worker and, potentially, for those involved in the recruitment process 21
    • 21. Why? The technology is available to managepeople across the Extended Enterprise Enterprise Resource Planning Systems (ERP) HR Information Systems (HRIS)Employed Applicant Tracking Systemsworkforce (ATS) + affiliationsContingent Vendor Managementworkforce Systems (VMS)22
    • 22. Technology is ready to enable workforceoptimisation Technology-enabled real (global) workforce optimisation comes into view  The productive interoperability of the fragmented workforce is critical to any organisation‟s success  Recruitment could finally become acknowledged as the most important HR/People process  The ability to measure productivity/efficiency = Quality of Hire becomes the only future recruitment metric.  Use of more flexible and virtual resource = less will be left to chance  Integrity  Cultural match  Reputation – i.e. the ability to deliver outcomes 23
    • 23. Why? The connected world creates opportunity& challenge With the social footprint we are all putting down, eventually – whether we like it or not – we will all be „found‟ Hirers (and intermediaries) can use digital technology to facilitate a seamless and personal, multi-channel „dialogue‟ with prospective candidates – from sourcing/selling to de-selection or shortlisting, to on-boarding into working and beyond – but few do. 24
    • 24. Why? The candidate is also a consumer – and willincreasing expect to be treated as such 40% had an existing relationship with the company one third of those 20% admit to prior to applying, either as a surveyed admitted to being an actual customer, advocate or with receiving no response at customers of the family/friends already at the all to an application organisation they company applied to 74% say they would 27% say they would share a positive with share a positive CE on their inner circle - 61% social channels – 16% would share a negative would share a negative one one Source: UK CandEs 2012 – www.thecandes.org. 25
    • 25. The connected world – an opportunity & achallenge Source: REC – Recruitment 202226
    • 26. Conclusions relating to the connectedworld The dynamic, competitive and efficient multi-channel experience that is becoming an expectation within retail and consumer services will arrive at the door of HR services. Time invested, from the candidates‟ perspective, will become the currency that will fuel their expectations. Their key expectation/requirement will be timely, accurate and transparent communication. A personalised experience, and all that entails, will become the norm. The monitoring and influencing of brand sentiment (corporate and personal) will become an essential. 27
    • 27. What is likely to change for the hirer?sourcing / selling• Protocols established to determine where and how within the extended enterprise resource should ideally be deployed• Scare skills/capabilities and worker choice may create a need to be completely flexible around means of engagement • Shift to capability sourcing rather than engagement type preference• Candidate acknowledged as and treated as customer on- recruiting• Community identification and engagement will be highly prized skills – boarding blurring with marketing • In-depth market knowledge of sourcers – could/should mirror the emerging talent communities • Content and context will be key • Adoption of social media monitoring/influencing essential • Effective community engagement will require a strategy for enabling individual conversation within corporate persona• Outcomes-based screening starts here 28
    • 28. What is likely to change for the hirer? Recruiting • It is in all parties‟ interest that fewer, more qualified people commence the application process • Filtration processes will be added at the widest end of the funnel • Shift towards outcomes-based screening, particularlysourcing / reputation and integrity, continues to replace historical on- selling dependency on chronology of events boarding • Smaller steps in the recruitment process allow for relationships to build throughout the process – dramatically improving the candidate/consumer experience • Increasing use of video – for two-way transparency29
    • 29. What is likely to change for the hirer? on-boarding • Instances of fall-out dramatically reduced as relationships established much earlier in the process • Post offer-acceptance screening reduced down to time-sourcing / stamped information only, BUT Recruiting selling • The complexities associated with on-boarding , maintaining compliance and monitoring the required outcomes (the Quality of Hire) across the Extended Enterprise will require specialist skills/capabilities30
    • 30. What will change for the candidate? The need to demonstrate reputation and influence – the ability to deliver outcomes.  Demonstrating influence and results delivered - will become an imperative.  Evidence of this nature could morph into a passport/badge/pin – a pre- qualification.  Academic achievement/career history will become of decreasing importance. Work and reward will become more task orientated than role based.  Needs will become far more transient - the concept of „permanent‟ employment will become obsolete. Communication within the recruitment process will dramatically improve.  Technology will enable it - candidates (i.e. as customer and consumer) will demand it. 31
    • 31. What will change for the Recruitment Industry?“The recruitment industry of the future will be very different to today‟s –but whether that future is dull or bright depends on whether it cananswer a key question: What are we being paid to do?” Peter Whitehead – Financial Times 32
    • 32. Contacts Belinda Johnson Owner- Work-lab e: belinda.johnson@work-lab.co.uk t: 07771 534365 www.work-lab.co.uk33
    • 33. Data-Driven Sourcing StrategyNina BoscoHead of Sourcing Intelligence
    • 34. Introducing AMSOur Global ReachSlide 46
    • 35. Data landscape – Then and Now Market CRM Data Social Assessment Media Data Then… Now Insight Retention Employer Data Brand Web Performance Data AnalyticsSlide 47
    • 36. Talent Acquisition in 2013 The „year of the quitter‟ We hear the term „big data‟ a lot Our businesses expect the right talent at the right time How can data help us?Slide 48
    • 37. Channel InsightStart with a clear expectation and make sure the outcome you want is realistic – What you get depends on the channel Good on Right Application Paper Right Skills Behaviours Internal Talent Pool Referral Agency Job Board Careers SiteSlide 49
    • 38. Talent Pools vs. CRM CRM Could be right Talent Pool Right Shortlist Right NowSlide 50
    • 39. Talent Pools - StrategyThink outside a specific business function – Some skills can bevaluable in many functions Leadership Administrators Analysts Project Managers Business Functions Analysis of offers and a forecast can help you tailor your strategy toSlide 51your business fit
    • 40. CRM Strategy and data capture Do this in a way that enables you to speak to the person and not just „the job‟Slide 52
    • 41. CRM Strategy and data capture Do this in a way that enables you to target future talentSlide 53
    • 42. CRM Strategy and data capture Do this in a way that enables you to keep them engaged Competitor Manager Competitor Lead Graduate You Specialist Senior ManagerSlide 54
    • 43. Thank youAny questions?
    • 44. StartfolieINTEGRATED & SIMPLE:PSYCHOMETRIC ,SKILLS ,VIDEO INTERVIEW ASSESSMENTFASTER, USER FRIENDLY ASSESSMENT PROCESSES, DRIVING DOWN COST AND IMPROVING NEW HIREQUALITYDavid Barrett MSc Occ PsychManaging DirectorE-Mail: david.barrett@cut-e.com 57
    • 45. Could you purchase one of these for yourorganisation without a business case ? 58
    • 46. But..have you recently hired these people ? 59
    • 47. The Bottom Line: Retention & Performance More Green & Less Red & Some Yellow Strong Strong Performer Performer – & Stays 2yrs + But Leaves At Approx 2 yrs or Performance earlier Length Of Tenure 60
    • 48. Who are Cut-e Talent Solutions Integrated Screening & Assessment Solutions Online psychometric & Full suite of technical knowledge Online automated video competency assessment tests MS Office / IT / Call Centre / interviewing systems systems Aviation / Accounting / HealthProfessional 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 Specialists 61
    • 49. Some Clients……
    • 50. A weekend in Monaco…..
    • 51. “...He was rattled. Thiswas not the usualinterview format, thiswas not cut-e...”
    • 52. Expanding the Online Toolbox • Ability tests • Personality questionnaires • Situational Judgement Online cut-e Questionnaires CandidateManagement Assessment System Hub • Skills / Language Tests •Video Interview (c) cut-e 2012
    • 53. Assessment Hub• The cut-e assessment hub connects assessment tools that measure behaviours, technical skills, abilities, future potential and experience• This meets the needs of all stakeholders in the resourcing process and delivers the best candidates• The process is configurable for different roles and stakeholder requirements – You can control this (c) cut-e 2012
    • 54. On Psychometric Assessments 67
    • 55. Situational Judgement QuestionnaireYou are helping a customer with a payment from their account. Based on theconversation, you think that they would be well-suited to one of your new mortgagedeals; but the customer stated specifically at the start of the call that they just wantedhelp with the payment and did not want to be sold any new products. What do you do?Finish the call without mentioning the new mortgage dealCheck again that the customer is not interested in hearingabout products that may suit themSay to the customer that you think, based on their needs, theymay be suited to your new mortgage deal (c) cut-e 2012
    • 56. Technical & Knowledge Tests 69
    • 57. Custom Questionnaire Builder
    • 58. Automated Video Interview & Assessment
    • 59. The Universal Economic Case For OnlinePsychometrics Validity Trial Period .6 Assessment Centre .5 Ability & Skills Tests Personality Questionnaires .4 Structured CBI Interview .3 Biograph & Situational Questionnaires Structured video Interviews .2 Interview Application biodata .1 Graphology based on: Metaanalyse, Mike Smith $ University of Manchster; IS&T Cost
    • 60. The 2 key drivers to achieving ROI from use of online assessmentsProcess Efficiency Employee ProductivityThe lean talent process The high value selection decisionscreening machine – speed making – Managing risk and makingand cost efficency the right decsionHigh volumes and abundance Moderate to low volumes, moreof external or internal scarcity of right talent , high businessapplicants contribution by hire 73
    • 61. 4 Cases - Clear Communication Of ROI• Dell - European Technical and Sales Consulting– Through use of cut-e shapes behavioural styles questionnaire connected with a custom risk management interview guide. New hires in model against 5 core behaviour areas achieve 36% more revenue and 42% more profit than alternate hiring methods• Siemens – Though use of cut-e logical tests and interest inventories 7% improvement from 88% to 95% in successful completion of apprenticeship training. This equates to approx €4,200,000 ROI per annum in wage and training costs.• Harveys Furniture – Second Largest Furniture Retailer In Europe – 14% sales gain in new hires using cut-e shapes and situational Judgment tools . €9,500 gain per employee• easyJet Airline - use simple verbal test and situational judgment questionnaire to achieve. 40% reduction in interview volumes across EU to complete hiring 2,500 cabin crew per annum. Approx 6,000 less interviewing hours cost and logistical expense.
    • 62. An Overview of our Solution= Sourcing Speed & Secure Selection Talent Pool Building / Sourcing / Advertise / Agency Online Application System Online psychometric, skills, language Assessments Online Automated Video Interview Final In Depth Assessment & Selection Process Hiring Decision / Offer A Cost Efficient, High Quality Process 75
    • 63. Questions
    • 64. Understanding How Talent Makes Decisions Christer Holloman Twitter: #SRTech13, @glassdoor
    • 65. Questions or comments? Tweet me: #SRTech13 @glassdoorMEDIA CONSUMPTION IS EVOLVING
    • 66. Questions or comments? Tweet me: #SRTech13 @glassdoorThe Evolving LandscapeTraditional media is becoming obsoleteTHE EVOLVING MEDIA LANDSCAPETraditional media is becoming obsolete
    • 67. Questions or comments? Tweet me: #SRTech13 @glassdoorTHE EVOLVING LANDSCAPESources for entertainment.
    • 68. Questions or comments? Tweet me: #SRTech13 @glassdoorLEARN TO ADAPTMillennials are in front of “screens” all day.
    • 69. Questions or comments? Tweet me: #SRTech13 @glassdoor 12 hours Time uni students spend each day with digital media
    • 70. Questions or comments? Tweet me: #SRTech13 @glassdoor 18% Social media now accounts for approximately 18% of time spent online.
    • 71. Questions or comments? Tweet me: #SRTech13 @glassdoorA SOCIALLY CONNECTED WORLDThe Social Media Landscape
    • 72. Questions or comments? Tweet me: #SRTech13 @glassdoor #1 #2 #3 If it can be If it can be If it can be SHARED, it will RATED, it will be FREE, it will be be SHARED RATED FREEBARTON‟S 3 LAWS OF THE WEB
    • 73. Questions or comments? Tweet me: #SRTech13 @glassdoorSOCIAL MEDIA REVOLUTION = TRANSPARENCYIt will be Shared. Brands are listening
    • 74. Questions or comments? Tweet me: #SRTech13 @glassdoor 71% Say reviews from family members or friends exert influence when deciding to use or not use a company, brand or product.
    • 75. Questions or comments? Tweet me: #SRTech13 @glassdoor 74% Of job seekers say they are very likely to read employee reviews before accepting a job offer.
    • 76. Questions or comments? Tweet me: #SRTech13 @glassdoor 64% say they‟ve found a new job different than expectations
    • 77. Questions or comments? Tweet me: #SRTech13 @glassdoor 60% wish they had a better understanding of fair market compensation for a job.
    • 78. Questions or comments? Tweet me: #SRTech13 @glassdoor 77% Say company culture is just as important to them as salary.
    • 79. Questions or comments? Tweet me: #SRTech13 @glassdoor 94% Find the employer perspective helpful when making career decisions.
    • 80. Questions or comments? Tweet me: #SRTech13 @glassdoorBEST PRACTICESThe Employer Role In Social Media &In the Candidates Decision Making Process
    • 81. Questions or comments? Tweet me: #SRTech13 @glassdoorTIP #1: DON‟T BE AFRAID OF SOCIAL MEDIA. EMBRACE
    • 82. Questions or comments? Tweet me: #SRTech13 @glassdoorTIP #2: TAKE THE GOOD WITH THE BAD
    • 83. Questions or comments? Tweet me: #SRTech13 @glassdoorTIP #3: FIX “THE PROBLEM”
    • 84. Questions or comments? Tweet me: #SRTech13 @glassdoor “I never heard anything for weeks after the interview, then by the time I did hear from them I accepted a job somewhere else." “I got the sense that they were really disorganized. It seemed like they didn‟t remember I was scheduled to interview." “This wasn‟t a very progressive interview. I had to talk about my resume 5 times with 5 different people."INTERVIEW FEEDBACK FROM JOB CANDIDATES
    • 85. Questions or comments? Tweet me: #SRTech13 @glassdoorTIP #4: MAINTAIN & PROMOTE “THE GOOD”
    • 86. Questions or comments? Tweet me: #SRTech13 @glassdoor TIP #5: ENCOURAGE & ENGAGE
    • 87. Questions or comments? Tweet me: #SRTech13 @glassdoorEMPLOYER ACTION
    • 88. Questions or comments? Tweet me: #SRTech13 @glassdoor “We‟re embracing Glassdoor as a constant feedback loop for improving lives at our company. The responses I have received from employees after making the announcement have been incredibly positive and they are excited we are embracing this kind of transparency.” "Its wonderful to see employees sharing constructive feedback about the very special environment we strive hard to create - and their willingness to acknowledge it in such a public way."EMPLOYER ACTION
    • 89. Questions or comments? Tweet me: #SRTech13 @glassdoor Christer Holloman (christer.holloman@glassdoor.com) Twitter @holloman and @glassdoor Free employer account: www.glassdoor.com/employers
    • 90. Crowdsourcing thebest candidateKeith Robinson & John Paul Caffery#SRtech13
    • 91. Keith RobinsonFounder: Personnel TodayCOO: TotalJobsFounder: CandexFounder: ECOM Digital
    • 92. The mantra of the CEO “People are our greatest asset”
    • 93. What do we believe?If we believe that people are the most importantasset of a company…
    • 94. Is an in-house recruiter’sgoal to source the best talent or the cheapest talent?
    • 95. Defining crowdsourcing Crowdsourcing and mass collaboration allows a business to solve problems and tap into talent via the internet using a single platform. This technique enables a business to access information quickly and easily.
    • 96. Crowdsourcing in action
    • 97. How does recruitment crowdsourcing work• One platform, one contract and a single set of terms to access in excess of 35,000 recruitment suppliers• Access new talent and candidate networks immediately• Plug-in to the entire recruitment supply chain• Compare and contrast against your existing sourcing channels• Only engage suppliers who are confident of delivering the best talent to you (pay on access model)• Zero cost to access and use• Integrates with all major applicant tracking systems
    • 98. Crowdsourcing specialists• Top 10 Global Accountancy & Advisory Firm• Corporate Finance Director Vacancy• Direct sourcing undertaken but little success• 39 CF recruitment specialists notified of vacancy• 4 recruiters agree to engage and supply (pay on access model)• 8 CV’s submitted within 7 working days of vacancy posting• 5 candidates interviewed• 1 offer presented and accepted• 3 weeks to fill vacancy• Successful candidate now on track to become Partner
    • 99. Our users
    • 100. Powered by Talent
    • 101. CANDIDATE SOURCINGBEST PRACTICE FOR 2013
    • 102. what iscandidate sourcing best practice?
    • 103. definition: Best Practice
    • 104. so, what iscandidate sourcing best practice?
    • 105. disclaimer:I don‟t have the answer for youbut I do have some questions…
    • 106. resources = talent attraction• ••• •• •• •
    • 107. “The reports of my death have been greatly exaggerated.”
    • 108. agency posting stats
    • 109. corporate posting stats
    • 110. resources = talent attraction• ••• •• •• •
    • 111. resources + tools= a really nice workflow
    • 112. eg: a „best practice‟ workflow job job job board 1 board 2 board 3 ATSCareer Site (ATS)
    • 113. questions to take home…••••••••
    • 114. a bit about Broadbean••••
    • 115. ANY QUESTIONS?
    • 116. Predicting &Improving TeamPerformance12 February 2013
    • 117. Several factors contribute toteam performance Work-style External factors and Skills constraints Team Performance The task Behaviours
    • 118. How do you improveperformance?
    • 119. Top Strategies to ImprovePerformance1) improve team behaviours (e.g. communication) Work-style External factors and Skills constraints Team Performance The task Behaviours2) get the right team composition
    • 120. How do you predictperformance? Team Performance
    • 121. Top strategy to predict performance1) get the right team composition Work-style External factors and Skills constraints Team Performance The task Behaviours
    • 122. eTeamUps: a tool to revealwork-style insights Work- Sills & style & CV, AptitudeeTeamUps Experience Team Fit Tests …and is complimentary, not conflicting, with other tools and strategies
    • 123. Why customers love eTeamUps • Multiple uses: hiring, team formation & development • Leads to increased engagement, reduced churn, improved Effective performance • Proprietary survey and compatibility scoring mechanism based on team fit • Light-touch online tool requiring no integrations or development Easy • Short survey • Simple to understand & applyAffordable • Straight-forward, unlimited use packages
    • 124. How it works 1. Request team 3. Review 4. View members, line compatibility compatibility manager(s) and scores generated reports and use candidates to based on the as a platform for complete a work- assessments. discussion. stile assessment.
    • 125. Compatible doesn‟t mean clones Our 17 Dimensions: • Relating to Others • Conscientiousness • Balancing Team & Individual Priorities• “Compatibility” • Preference for Teamwork • Values depends on the • Assertiveness • Pacing Style dimension: • Work Life Balance • maximise similarity • Time Urgency • maximise diversity • Balancing Work Tasks & Relationships • Effort • Or maximise overall • Problem Solving team strength • Relying on Others • Learning • Seeking Approval • Avoiding Judgment • Resolving Conflict
    • 126. Get the right team composition tohelp your employees succeedLinsey Willaford-West02071004698linsey@eteamups.com
    • 127. eTeamUps is based on cutting-edge science• Bespoke survey & methodology• Unlike anything else on the market today Dr. Suzanne Bell is a leading researcher in team• Based on Dr. Bell‟s research composition and team and meta-analytical data effectiveness. She is a from the body of work by professor in industrial and other thought leading organizational psychology at DePaul University in Chicago. researchers 160