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SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
SRTech13 - May 16th Presentations
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SRTech13 - May 16th Presentations

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Running Order:
Slides 2 - 16: Richard Bunkham, University of Oxford
Slides 18 - 37: David Barrett, cut-e
Slides 39 - 54: Russell Beck, Impellam Group
Slides 56 - 71: Marc Williams, TheJobPost
Slides 73 - 96: Ryan Edwards, Grapple Mobile
Slides 98 - 105: Daniel Richard, Sonru/ Carla Murray, WM Morrison
Slides 107 - 119: Mark Britton, Crimson
Slides 121 - 153: Chris Brown, LinkedIn
Slides 155 - 176: Paul Connolly, Work4 Labs
Slides 178 - 190: Richard Essex, Broadbean
Slides 192 - 205: Alexandra Farrell, TheITJobBoard
Slides 208 - 217: James Herbert, Brightsparks

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  • Page 5 of the handoutRecommend a three hour version of an AC with the following parts. All exercises will be based on the same scenario but contain different information. Scenario page 6.
  • Page 5 of the handoutRecommend a three hour version of an AC with the following parts. All exercises will be based on the same scenario but contain different information. Scenario page 6.
  • I set up TJP to enable companies to access the best talent easily and remove some of the inefficiencies around the recruitment industry
  • Self selection
  • Recruitment reimagined
  • Laptop and desktop shipments declined for the first time ever year on yearSmartphones continued to increase in shipments globally Tablets saw the most significant growth in popularity Slide transition – what is happening in 2013? Will this trend continue?
  • PC market will stay very similar, decreasing 1m. Some analysts think it will be more after disappointing Windows 8 responses from consumers. Both Smartphone and Tablet shipments will increase significantly again this year globally.PCs are generally replaced in a 5 year cycle, vs. 2 years on phone. The likelihood is that PC shipments will continue to decline as people turn to tablets and smartphones for “light usage” (social networking, internet browsing etc)
  • 2 hours 42 mins spent on average on a smartphone per day. Main activity in mornings, afternoon and evenings. A significant proportion of that use is from home too. (Not necessarily just about getting people on their commute / on the move)80% of time spent in an app rather than mobile web. Heavily skewed by social networking apps. Points to a user experience point, where people are turning to native applications for the the best experience44% emails are opened on a mobile. Is the content that recruiters sent optimised for mobile? 550k (2.5%) smartphone owners use their phone to browse job listings. This excludes tablet traffic, which is most suitable for browsing. Sources182 mins – Comscore & Flurry analytics80% - Comscore & Flurry44% - Experian Marketing Services550k – Mintel & eMarketer2.3% UK smartphone owner panel used phone to view and browse jobs – Mintel ReportAdditional InfoEstimated to be 19.2m smartphone owners in UK today – emarketer January 2013Estimated to be 41.9m smartphone owners in UK by 2016 – emarketer January 2013550k is smartphone only, not tablet
  • Example of not being in Mobile
  • Landing Page, Either Login or Open
  • Disapline
  • Results right from ATS, no duplication
  • Live data
  • Notifications, Location, PUSH
  • Other platforms
  • 50% UK Android, 11% Blackberry
  • working on £10k hire per head
  • I thought I’d start with a bit of an intro – always helpful to know who is speaking to you!Been in recruitment 6 years – mix of levels/sectors, in agency and in house.4.5 years ago I made the move in to in house and moved to Morrisons and I have never looked back, the beauty of being able to work in a vertically integrated business has meant I have been able to spend time in almost all of the areas and truly understand the breadth of the business. I had always had an interested in the graduate arena and part of graduate recruitment had fallen in to my remit as an add on to my already massive day job! “I wish I knew then what I know now! – if I could have used video interviewing years ago, Id certainly have fewer frown lines!
  • I do – all too well! I could see it in my team as wellSunday night resonates the most, I generally spent the weekend building myself up to think “this week will be different” “we can do it” and we could do it but the effects on the team, work and candidates experience were clear.But one thing in common -Telephone interviews – screamed out as something we could change to make the process more effective
  • We were ticking time bomb just waiting to go off!Our day jobs were massive (400+management vacancies) but add the projects and campaign to this and we were creating a monster.Graduates in itself had 14,000 applications and it had gone from campaign to year round recruitment.We had projects mounting up and the people impact was clearSomething had to give, we just couldn’t sustain our working process in the current state. Our years never get smaller! I knew the next year would be bigger and it needed to be different and better than ever!Absolutley an opportunity to be had – one thing we all had in common was the phone interview or screen.
  • Project boil a frog was born– im sure the majority in the room know this saying but for anyone that doesn’t – frog in boiling water will jump out. A frog in water that is warmed slowly will adapt to the change and go with it.We had made it through 2012 graduate recruitment but we were frazzled and the thought of doing it like this again filled me with dread – it was written on the teams face aswell.I began doing some research – used my network and had many calls about outsourcing as this seemed to be the logical thing to do. Until an email landed from someone opening my eyes to video interviewing – it went something along the lines of “its amazing – changed how we work - why wouldn't you with Sonrus contact details!” Sonru were great from the outset, I did speak to other providers but honestly know one else matched the service we had received so far.Finally I listened to my own advice and was bold and took a chance “started to warm the water” – you can go round in circles with “what if it doesn’t work” “What it, what if, what if!”“Ask why wouldn’t this work”
  • The feedback we have had has been really good from graduates – I don’t think anyone has said they loved the experience but they all have valuedhow easy it has been to do – time and location to suit themSpeed of the processHow quickly they hear the outcome
  • Still baby steps -Using Sonru in the Graduate recruitment has allowed each division within out business to have a taste of video screening without the commitment.They have seen it liked it and we now have appetiteIn the last few months we have rolled Sonru out to Retail, Convenience and Pharmacy – Head office will trial on roles within Finance and Marketing and Manufacturing on FLM rolesWe continue to take steps forward and each time the sell in gets easier as the results are clear to seeFor graduates we are really seeing the results – we can now be out all week on campus/assessment centres but the process is running without us being there. We can work this in to our plans so that we have days where we out time aside to watch Sonru.Its been a game changer!
  • Earliest Adopter – The first person to sign up and create a profile on LinkedInMost Connected– The person with the most 1st degree connectionsMost Popular– The person whose profile was viewed the most in the past 30 daysMost Endorsed– The person with the most total endorsements
  • 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.
  • Straight in….
  • By their very nature, they lack relevant experienceEspecially in the job they are actually being hired to do!Executive search = based onexperiencerelationshipsnetworks (within niche or sector)Graduates by definition will not have theseAn art as well as a science
  • Recruited on personality for demanding, client facing rolesMore accurately matchMerged the concepts of a recruitment business with a university alumni networkWe use for our clients and outsourced campaigns2012 ESSA317 student societies79,000 members£4.5m of turnoverEnterprisingU = 1,800 entrants last year
  • High Fliers Graduate Market in 2013 (based on Times Top 100):71% of graduate employers are increasing social media emphasisMedian grad salary = £29k for 4thyr22% = £20-25k / 38% = £25-30k / 8% > £40 skew Beyond.com (Feb/Mar survey) – 33% finalist already applied to 40+ jobsPeter Cappelli, the George W. Taylor Professor of Management at Wharton, Why Good People Can’t Get Jobs (2012)
  • De-selection allows greater proportion of time and resource spent on those most likely to succeed and improves the chances of actually finding the targeted candidatesConversations start off-line in the real world
  • The Milkround Career Confidence Report 2013:61% of graduate job seekers’ greatest influence comes from “following their own interests”10.5% “don’t know” what industry = most common response 2nd = science, research & development, but vocational courses!
  • The Milkround Career Confidence Report 2013
  • Combination of:Academic ability/ inteligenceExperiencesAmbition & aspirationsSoft & transferable skills= PersonalityHuman involvement is required to truly understand & assess this
  • De-selection allows greater proportion of time and resource spent on those most likely to succeed
  • Transcript

    • 1. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 2. Richard BunkhamE-Recruitment Specialist14 September 2010Page 2Empowering line managersto become virtual recruiters
    • 3. • 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 3
    • 4. Evidence based approach to recruitmentCandidate CentredRecruitmentManagement InformationTrackingInnovation and PilotsInvolvement from LineManagersInformedRecruitmentAdviceAggregatorsSocial MediaSegment your applicantpoolPage 4
    • 5. 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 5
    • 6. What we have achieved at the Universityof Oxford over the last 2 yearsRecruitment Advertising Spend 2009 - 2010 2010 - 2011 2011 - 2012Total number of jobs advertised 1754 1911 1945Year on year reduction inrecruitment advertising spend55% 38%Total number of paid adverts 836 388 248By value online advertising 14% 35% 51%By volume online advertising 20% 48% 74%Page 6
    • 7. 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 7
    • 8. 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 8
    • 9. 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 9
    • 10. 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 10
    • 11. 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 11
    • 12. 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 12
    • 13. 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 13
    • 14. 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 14
    • 15. 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 15
    • 16. CONTACT DETAILSRICHARD BUNKHAME-RECRUITMENT SPECIALISTM:07961 102 481RICHARD.BUNKHAM@IT.OX.AC.UKRICHARD@NEWRECRUITMENTSOLUTIONS.COMLINKEDIN GROUPSOCIAL MEDIA IN UNIVERSITY AND HIGHEREDUCATION RECRUITMENTPage 16
    • 17. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 18. INTEGRATED & SIMPLE:PSYCHOMETRIC ,SKILLS ,VIDEO INTERVIEWASSESSMENTFASTER, USER FRIENDLY ASSESSMENT PROCESSES, DRIVING DOWN COST AND IMPROVINGNEW HIRE QUALITYDavid Barrett MSc Occ PsychManaging DirectorE-Mail: david.barrett@cut-e.com
    • 19. Could you purchase one of these for yourorganisation without a business case ?
    • 20. But..have you recently hired these people ?
    • 21. 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
    • 22. 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 24 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
    • 23. Some Clients……
    • 24. “...He was rattled.This was not theusual interviewformat, this was notcut-e...”
    • 25. Expanding the Online ToolboxOnlineCandidateManagementSystemcut-eAssessmentHub• Ability tests• Personalityquestionnaires• Situational JudgementQuestionnaires• Skills / Language Tests•Video Interview
    • 26. Psychometrics
    • 27. Situational Judgement Questionnaire
    • 28. Knowledge & Technical Skills
    • 29. Colour Vision Test – Pre Medical
    • 30. Automated Video Interview & Assessment
    • 31. 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.
    • 32. A low score on the SJQ isassociated with a lowperformance or low processefficiency scoreA high score on the tool isassociated with a highperformance or highprocess efficiency scoreCut-e assessment ScoreLOWLOWHIHIOrganisationalPerformanceMetricResults – How This All Works
    • 33. Revenue• Using a ‘job match’ score based on the traits identified ascritical for success...• Average Revenue Target Attainment of ‘High Job Match’Group = 133%• Average Revenue Target Attainment of ‘Low Job Match’Group = 97%Profit• Using a ‘job match’ score based on the traits identified ascritical for success...• Average Profit Target Attainment of ‘High Job Match’Group = 136%• Average Profit Target Attainment of ‘Low Job Match’Group = 92%Dell Case Study
    • 34. shapes – Personality Questionnaire• shapes is an adaptive, computer-based questionnaire. It provides adetailed assessment of someoneskey preferred personality andbehavioural style and competencieson an interactive, operational,intellectual and emotional level.• The Questionnaire measures 18 keydimensions• Shapes only takes 12- 15 minutes tocomplete, is reliable and provideshighly differentiated profiles. User-friendly reports allow you tounderstand the behaviour andthinking style of a person and do notrequire expert knowledge orinterpretation.
    • 35. Recruitment Output• A customised report for each role will become available to present the basis for interview• Different Sections:– Competency Fit– Values Fit– Aptitude Results (Optional)– Interview Guide
    • 36. Recruitment OutputInterview Guide• Customisable• Standardized• Indicators• Consistent Scoring• Put in mock guidesection
    • 37. An Overview of our Solution= Sourcing Speed & Secure SelectionTalent Pool Building / Sourcing /Advertise / AgencyOnline Application SystemOnline psychometric, skills,language AssessmentsOnline Automated VideoInterviewFinal In Depth Assessment &Selection ProcessHiring Decision / OfferA Cost Efficient, High Quality Process
    • 38. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 39. Don’t forget the candidateRussell BeckHead of Consulting26 April 2013
    • 40. 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
    • 41. What have we done to recruitment?PricesVolumeThe job went on-line
    • 42. What have we done to recruitment?LabourVolumeWe put the CV on-line
    • 43. What have we done to recruitment?EffortVolumeWe put the application on-line
    • 44. What 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• And so today we use even more technology to bridge that gap and to “engage”
    • 45. 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 important’
    • 46. How do we help candidates…?40%Of traffic to aFTSE corporateweb site iscareer related139:1Application tohire ratio viajob boards56:1Application tohire ratio viacorporate website
    • 47. Why isnt it easy?
    • 48. Where does the time go…?0.5 210.51031252521 1Role authorisedBook briefingTake briefApprove briefAttractSift and screenSubmit CVsObtain feedbackBook (and wait for) 1stinterviewsInterview feedback28%Of Time To Hire isspent sourcingcandidates47%Of HR respondents said“finding talent” is their#1 business concern
    • 49. 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
    • 50. When we have them, how do we treat them…?The Application Process30 mins?TestVideoi/viewDataData
    • 51. Once in the process what do we do…?Why can’t we add value…?
    • 52. What do we select on?IntellectValuesMotivatorsBehavioursExperience75%accurate25%accurateHard tochangeEasy tochangePotentialCapability
    • 53. 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.
    • 54. ThanksRussell Beck07710 898904 russell.beck@impellam.com
    • 55. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 56. Recruitment Crowdsourcing:Super-charge your supply-chainMarc WilliamsFounder & COO
    • 57. 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
    • 58. 58Crowdsourcing platforms that we all use
    • 59. 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
    • 60. A new approach to sourcing talentTheJobPost is a FREEcrowdsourcing platform enablingemployers to access the UK‟s entirerecruitment industry as one supplierA new approach to finding talent
    • 61. TheJobPost: Super-charge your supply-chain• Add an extra dimension to existing sourcing channels• Access the entire UK recruitment community through one contract• Set the fee level• Each vacancy presented to a focused selection of potential suppliers• Only suppliers confident they can deliver will pay to access the role• Once engaged, communicate direct and retain end to end controlA new approach to finding talent
    • 62. 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
    • 63. Employer - Posts a job asking for engagement
    • 64. Recruiter - Reviews the vacancy market by sector
    • 65. Recruiter selects the job & pays to engage
    • 66. Review applications & feedback
    • 67. Employer/Recruiter – Easy on-going communication
    • 68. We deliver excellent results for these companiesA new approach to finding talent
    • 69. A simple solution that offers real returns• One contract– easy access to a network of 34,000 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
    • 70. Super-charge your supply-chainA new approach to finding talent
    • 71. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 72. The Power ofMobile to Retain Talent
    • 73. From mobile banking to m-commerce, we help 1 in 5 of the UK‟stop 50 brands transform their businessesAbout Us
    • 74. The ConnectedRevolution
    • 75. 2012: The Post-PC World ArrivedGlobal shipments of PCs, smartphones & tablets-6% +31% +53%vs 2011Laptops and desktops341m Tablets116mSmartphones639mSource: IDC Worldwide Mobile Phone Tracker, May 2012 & July 2012 & October 2012 / Gartner April 2013
    • 76. 2013 Forecast: The Gap Will WidenGlobal shipments of PCs, smartphones & tablets-8%vs 2012Laptops and desktops315mSource: IDC Worldwide Mobile Phone Tracker, March 2013 / Gartner April 2013Tablets197m+70%+44%Smartphones919m
    • 77. 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 mobile68%Smartphone owners in theUK view job listings perweek550kSpent on average ona smartphone per day182 minsTime spent in app vs.20% on mobile web80%
    • 78. Acquired for$1bnFiled forBankruptcyIn 2012: Turning Point…
    • 79. Mobile In Recruitment
    • 80. Key principles for a successful Resourcing App1PositionDiscovery2StreamlinedApplication3Talent Retention
    • 81. 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.
    • 82. Search CriteriaCandidates can narrow their search usingpre-defined Job Sectors to list areas ofinterest and expertise.
    • 83. 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.
    • 84. 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).
    • 85. 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.
    • 86. Key Benefits ofRetaining Talent
    • 87. Key benefitsof retaining talentImprove employeemoralEngagementImprove succession planning byputting power in their handsSuccessionretention tool accessible„real-time‟ to allPro-ActiveSignificant reductionper hireReduce Cost
    • 88. Return on InvestmentIn Year 16 Internal MovesEach Year After1 Internal Move
    • 89. Case Study
    • 90. 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
    • 91. 20,000+Active Internal UsersAverage Re-visits Per User Per Month2-3130,000Sessions Since Launch18%Of Barclays Work Force Are ActiveBarclays JobsConnecting jobseekers to job opportunities whenever, and wherever they are
    • 92. Thank youRyan EdwardsCommercial Manager07812 076 177020 7952 4030ryan.edwards@grapplemobile.comwww.grapplemobile.comtwitter.com/grapplemobile
    • 93. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 94. SEEING ISBELIEVING:AUTOMATED VIDEOINTERVIEWING CHANGINGTHE FACE OFRECRUITMENTBy: Daniel Richard and…
    • 95. Who am I?• Recruitment 6 years• Agency and in house• Morrisons 4.5 years▪ Head office▪ Logistics▪ Manufacturing• Moved in to current role 18 months agoHere the Sonru journey truly began…….
    • 96. Recognise any of these faces?
    • 97. Seeking an opportunity
    • 98. How we boiled the frog!
    • 99. How I did it•Trial it•Use every opportunity•Showcase•Share results•Training sessions52 Sent36completed16 A/C10 offers
    • 100. Dispel some of the myths?Will candidate complete?89%63%61% 8%What if we have a negativereaction?What will candidates think?What is the impression of thecompany?What happens if theydon‟t pass thescreen?
    • 101. Where we are now
    • 102. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 103. Integrating leading recruitmenttechnology for maximum efficiencyMark BrittonMarketing Manager
    • 104. www.crimson.co.ukIntroductionThe leading recruitment solution for Microsoft Dynamics CRM
    • 105. 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
    • 106. www.crimson.co.ukHow important is integration?
    • 107. www.crimson.co.ukThe impact of new platforms
    • 108. www.crimson.co.uk2012 Quarter 4 Sales0.7m 2.6m 2.7m 6.2m7.3m 43.5m 144.7m
    • 109. www.crimson.co.ukMobile apps integration
    • 110. www.crimson.co.ukIntegrating recruitment solutions
    • 111. 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?
    • 112. www.crimson.co.ukEverything in one placeRegister VacancySearch CandidateNetworksAdvertisePositionsTest CandidatesReview Selections& ApplicantsSubmit only thebestInterviews andOffersCreate and issuepaperworkManage invoicing
    • 113. www.crimson.co.ukPlatform solutions vs. Recruitment software
    • 114. www.crimson.co.ukBenefits of an integrated solution
    • 115. www.crimson.co.ukQuestions
    • 116. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 117. chris_brown_uk
    • 118. Criticalmassof dataRelevantand valuableproductsand servicesTechnologyplatformMember growth andengagement
    • 119. Identity Insights Everywhere
    • 120. inmaps.linkedinlabs.com
    • 121. Identity Insights Everywhere
    • 122. Like (13,620) • Comment (5,712) • Share1,700,000 followers
    • 123. Insights About YouMost Popular Most EndorsedEarliest Adopter Most ConnectedMichelleCoventryChrisJosephJohnPaulCafferyJenniferCandee
    • 124. Identity Insights Everywhere
    • 125. Identity Insights Everywhere
    • 126. +
    • 127. Changing the waycompanies work.Market. Sell. Recruit.
    • 128. LinkedIn Confidential ©2013 All Rights Reserved1382.5XMore Engagement than Avg.+23%Likely to Recommend+32%Brand Consideration83K+Total MembersMatching message to mindsetProfessional Women‟s Network
    • 129. LinkedIn Confidential13925%Increased leads toopportunities“LinkedIn Sales Navigator is the best toolthat our sales team has for our social and targetaccount selling initiative.”Dennis DresserVP of Sales/ Americas15%Increased sales repsexceeding quota20 daysDecreased averagesales cycle
    • 130. Senior swimwear designer
    • 131. Connecting talent with opportunity at massive scale+
    • 132. How many people dream ofworking at your company?
    • 133. 16%Talent Brand IndexHow attractive is your companyto prospective candidates36%
    • 134. PEERSAirbusBAE SystemsBombardierAerospaceGEJaguar Land RoverOptimized Systemsand Solutions2of7Talent Brand Index Benchmark16%14%12%10%10%8%Rolls-RoyceWeaker employer brandEmployer of choice24%
    • 135. 23%19%16%15%13%34%24%19%18%17% 10%by Job Function by Geographic Location
    • 136. 0%3%6%9%12%15%18%
    • 137. Follow company
    • 138. Am I happy with my online professional identity?Can LinkedIn help make my company better atwhat we do?How does my company’s LinkedIn profile compareto my competitors?
    • 139. chris_brown_uk
    • 140. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 141. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 142. Richard Essex, Corporate Sales Director
    • 143. Bit about Broadbean
    • 144. agency posting stats
    • 145. corporate posting stats
    • 146. Some statistics…
    • 147. Some more…
    • 148. ADVERTISE
    • 149. eg: a „best practice‟ workflowATSjobboard1jobboard2jobboard3CareerSite(ATS)Source appended tocandidate applicationautomatically
    • 150. Why is accurate source tracking soimportant?••••
    • 151. INTEGRATION
    • 152. THANK YOU, ANY QUESTIONS?COME & TALK TO USTAKE A LOOK ATBROADBEAN FORYOURSELF.
    • 153. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 154. CV RadarUnlocking the power of LinkedIn‘Find active candidates fast’www.theitjobboard.co.uk 192Alex Farrell, MD, The IT Job BoardMay 16th 2013
    • 155. www.theitjobboard.co.uk 193Agenda• Introduction• Video• Current Situation• What’s the problem• The solution - CV Radar• How does it work?• Key Benefits• Conclusion• Q+A
    • 156. www.theitjobboard.co.uk 194IntroductionPan European networkof IT Job Boards
    • 157. www.theitjobboard.co.uk 195Video
    • 158. www.theitjobboard.co.uk 196Current Situation
    • 159. www.theitjobboard.co.uk 197What’s the problem?
    • 160. www.theitjobboard.co.uk 198The Solution: CV Radar
    • 161. www.theitjobboard.co.uk 199How does it work?
    • 162. www.theitjobboard.co.uk 200How does it work?
    • 163. www.theitjobboard.co.uk 201How does it work?
    • 164. www.theitjobboard.co.uk 202How does it work?
    • 165. 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
    • 166. 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
    • 167. www.theitjobboard.co.uk 14Q+A
    • 168. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 169. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13
    • 170. How to Attract andSelect the BestGraduate Talent(and the Importanceof Conversation)
    • 171. Recruiting graduates is all about attracting andspotting talent• Lack of experience• Lack of relevantnetworks• A different approach isrequired
    • 172. James Herbert(Brightsparks Recruitment)• Directly employ thousands ofstudents and recent graduatesevery year (over 9,000 to date)• Unique insight into their skills andstrengths• Launch them onto and help themclimb the first c. 5 years of thecareer ladder• Attract, support and invest inentrepreneurs who are students orgraduates of the last 5-10 years• World’s largest student businessplan competition by entries
    • 173. Attracting Talent…what are employers doing now?• The average employer is actively marketing at 20 UK Universities– Careers fairs– Campus recruitment presentations– Online advertising• Most graduate employers are increasing their emphasis on social media…many are getting it wrong!• Screening applications is becoming increasingly difficult & time-consuming• Is there a “Talent Shortage”?No… it is a disconnect between the employers and their desiredcandidates
    • 174. How can we resolve this disconnect?• Quality, not quantity of applications… unsuitable candidates shouldde-select themselves before applying• Need to educate the target audience• Stimulate conversation• Social media is NOT where you start the conversation… the realworld does not exist on Facebook and Twitter• Jobs involve working with others face-to-face and buildingrelationships in the real world
    • 175. The importance of conversation• Students and graduates do not live their lives through Twitter and Facebook– Clubs & societies– Peer and friendship groups• People discover and discus their interests and careers in off-line, real world conversations• Students “don’t know” the industry they’d like to work in and they are unaware of the rangeof opportunities• You need to be part of the conversation…• Students then turn to Google to research– SEO– Optimised landing and graduate pages• Only after this will they engage with you via social media, attend campus careerpresentations and be more responsive to advertising and employer branding• This is what we do: online and social media is merely a continuation of a conversation withour 9,000 employees and their wider network which began off-line… it works!
    • 176. Captive Audience• 82% of students arrive atuniversity with no graduatecareer plans• 73% of those decide where toapply during their studies• Fantastic 3-4 year window to:– stimulate interesting conversation– build your employer brand– attract the best talent• So… start thatconversation!!! 0% 50% 100%WhenStudents &GraduatesStart ThinkingAbout TheirGraduate JobsBeforeUniversityDuringUniversityAfterUniversity
    • 177. Understand the qualities you’re really looking for• The personalities that will be most successful within yourorganization• Communicate this through attraction campaigns• Personality should form the basis of the screening process• Look for complementary personalities (not clones)• Encourage “wildcards” to be part of the shortlist – we have hadsuccess in doing so
    • 178. To conclude…• A great opportunity exists• Conversation holds the key to successful attraction• Important to encourage self de-selection as well as promoteapplications• Crucial to focus on the core soft and transferable skills… torecruit on personality, not experience
    • 179. Future of Talent, Technology, Mobile &Social Recruiting #SRTech 13

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