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Talent Leaders Connect
The year ahead #TLCon
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THE
NEW
HRM
Average tenure in the S&P 500

65 years

10 years

1930s

2000s
Brand
TALENT
POWER HAS SHIFTED FROM THE BRAND TO THE CONSUMER.
What CEOs Think of Marketing

Marketing is of
Critical Importance

Confidence in
Marketing to
Succeed
What CEOs Think of HR

HR is of Critical
Importance

Confidence in
HR to Succeed
markITing

Brand
Experience

=

Technological
Experience
Marketing’s role is to source new, and
retain/upsell existing customers.

HR’s role is to source new, and
retain/develop e...
Think
Like a
Publisher
POWER
BEFORE
NOW
EMPLOYER

TARGET

CHANNEL

Brands

Markets

Mass Media

Consumers

Individuals

?

Talent

Individuals

?
Awareness

Consideration

Conversion

Loyalty
Advocacy
B2C = B2B = P2P
PRODUCT = COMPANY = EMPLOYER = PERSONAL
It’s Not About You
Don’t Promote, Educate
- Journalist = Academic = Employee
- Make Your Employees Heroes
Make a
Connection

PEOPLE “TRANSACT”
WITH COMPANIES

PEOPLE “BUY”
FROM PEOPLE

IN THE ABSENCE OF
SOMEONE TO BUY FROM,
THEY...
TRANSPARENCY
FLAWSOME
Behind the Scenes
@toddwheatand
Talent Leaders Connect
The year ahead #TLCon
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Rajeeb Dey

Emplo...
Big Data and the factors impacting
employee attrition
Russell Beck
Head of Consulting
February 2014
References

The following were references for this presentation:
•
•
•
•
•
•
•
•
•
•

Wikipedia - definitions
Forbes – “Bi...
Who are Impellam?

Multibrand
Structure

2,500 £1.2bn £1.6bn
Managers and
consultants

Turnover

270+

5

10,000 75,000

O...
What is „big data?‟

Big data is about "building new analytic applications based on new
types of data, in order to better ...
This will be the next big thing in HR

“Work-force science is what happens when Big Data meets HR. It adds a large
dose of...
How does this apply to attrition…?

Data analysis of:

And this is what they found in relation to staff attrition:
8%

40
...
Macroeconomic factors

16%

Job openings and employment (seasonally adjusted, in thousands)

Attrition costs will rise
by ...
Dec-97
Jun-98
Dec-98
Jun-99
Dec-99
Jun-00
Dec-00
Jun-01
Dec-01
Jun-02
Dec-02
Jun-03
Dec-03
Jun-04
Dec-04
Jun-05
Dec-05
Jun...
Skills shortages will get worse

0

In the US, for every 100,000 students entering the 9th grade in 2013, only
68,000 will...
Location, Location, Location

20%
58%

Increase in tenure for employees
if they live 0 – 5 miles from work

Increase in te...
Company Practices

Job applicants know the system

11%

“The problem with the employee
assessments that many companies use...
Company Practices

Recruiters could lead employees to quit

11%

“Consistent of job function, industry or
country, recruit...
Workforce relationships

“Employees do not leave their jobs, they leave
their managers”

6x
£

Tenure increase of employee...
Worker characteristics

A workers previous job-related
experience does not predict
future performance or tenure…

11%

…ap...
Summary…

•
•
•
•
•
•
•
•
•

Attrition will increase in 2014
Do you know what good looks like?
Do you select based on this...
Thanks
Russell Beck
07710 898904

russell.beck@impellam.com
Talent Leaders Connect
The year ahead #TLCon
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War for Talent
The Rise of Mobile

Matt Alder
matt@metashift.co.uk
metashift limited © 2013
@mattalder

metashift limited © 2013
What I’m going to talk about
• The Mobile Landscape
• Persuasion & Conversion
• Practicalities / Case Study

metashift lim...
Exponential Growth

Imagine that this event is at Wembley.
We are sitting at the top of the stadium
metashift limited © 20...
Exponential Growth

One drop of water that doubles in size every minute
How Long Until We Drown?

metashift limited © 2013
Landscape

© MetaShift 2012
metashift limited © 2013
A New Age

metashift limited © 2013
Mobile isn’t actually mobile

Home

Work

On The Go

metashift limited © 2013
Mobile and Social

metashift limited © 2013
Mobile and LinkedIn

metashift limited © 2013
Mobile & Search

Google expects a site to load on a
smartphone / tablet in 1 second
metashift limited © 2013
Big News….

metashift limited © 2013
+

Action Orientated Medium

70% of mobile searchers act within
an hour; only 30% of PC searchers
do
Source Mobile Markete...
+

What about Recruitment?

88% of UK Job Seekers have used
a mobile device to search for jobs
in the last year
Google Con...
Persuasion & Conversion

© MetaShift 2012
metashift limited © 2013
Persuasion Problem

metashift limited © 2013
Online Candidate Attraction
Social Media

At least 60% on
mobile

SEO

Google desktop
search declining

Email

More person...
Social Media

SEO

At least 60% on
mobile

Google desktop
search declining

Email

More personal
email read on
mobile / ta...
Practicalities & Case Study

© MetaShift 2012
metashift limited © 2013
Thinking has to change

metashift limited © 2013
Thinking has to change

metashift limited © 2013
Adaptive (Device Specific) Design

metashift limited © 2013
Candidate Journey and Cloud Apply

Indeed Search for Software
Engineers in Peterborough

Career micro-site selling the
opp...
Remember This?

One drop of water that doubles in size every minute
How Long Until We Drown?

metashift limited © 2013
Exponential Growth

After 45 mins the stadium is still 95% empty

metashift limited © 2013
Exponential Growth

But in 5 minutes later we will all be swimming

metashift limited © 2013
% Job Board
mobile web
traffic

Mobile Recruitment =
Exponential Growth

2010

Now

2015

metashift limited © 2013
Key Points
• The majority of your traffic will soon be mobile
• The opportunity and the threat is enormous

•

Experiment ...
matt@metashift.co.uk

metashift limited © 2013
Talent Leaders Connect
The year ahead #TLCon
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Hiring great tech talent
Joel Spolsky
CEO
Stack Exchange
co-founder
fog creek software

“The company where the best
developers want to work”
please come work for
us its fun

I am the Chief Human
Recruiting Officer

hello!
I tried to ask on Twitter why
programmers hate recruiters.

this crashed Twitter
recruiters are
different than
programmers
recruiters

like people and don‟t mind
calling them on the phone
recruiters

thrive on ambiguity
recruiters

are competitive and ambitious
recruiters

are motivated by commissions
and bonuses
programmers

not super competitive
programmers

choose to code because
computers respond predictably
programmers

get in the zone
programmers

probably hate the telephone
if you are a recruiter

you would be a bad
programmer
if you are a recruiter
programmers don‟t like you
because you don‟t realize that
I tried to ask on Twitter why
programmers hate recruiters.

this crashed Twitter
steak dinner
they may not think that going out
to a steak dinner with strangers is
fun
what are
programmers
looking for?
Please figure out how to make
this happen at your workplace.
what are programmers
looking for?

Or, give up and outsource the
programming.
pleasant workspace

quiet place to work
pleasant workspace

nice office
pleasant workspace

good equipment
pleasant workspace

independence
engineering quality

spec first
engineering quality

schedule
engineering quality

version control
engineering quality

one step build / deploy
stuff that matters

product company
stuff that matters

creative work
stuff that matters

identify with company goals
stuff that matters

identify with company products
smart, learning
organization

code during interview
smart, learning
organization

boss is a programmer
smart, learning
organization

good managers
smart, learning
organization

high quality team
smart, learning
organization

growth and learning
1. Do you use source control?
2. Can you make a build in one step?
3. Do you make daily builds?
4. Do you have a bug datab...
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
google zurich office

make work remarkable, and people will remark
thank you.
Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT

Kirstie
How video technology is positively affecting the
world of recruiting…
Kirstie Kelly – Director
LaunchPad Recruits – video selection experts
helping businesses deliver a great candidate experie...
This session….
How are behaviours changing?
How does that change things?
Is that a good or a bad thing?
How can recruiters...
What we do…
Find the best-fit
candidates
Video
helps you
identify…
the
hidden
gems
…by providing the tools for
structured, consistent ...
Review candidates at a time
and place that suits you
Rate and score to ensure fair
and ethical recruitment
decisions
Who with…
We work with a
range of companies
How are we seeing behaviour changing?
“Recruiters and companies are buying more
technology to manage their recruitment
pro...
• Use of technology is
expanding at a gallop!
• Smartphone usage and
behaviour is changing all the
time…
How is behaviour changing
“We‟re all digesting more information, more
quickly and often on the move”
How is behaviour changing
We‟re consuming more video…
In fact, we find video content more
appealing…
The web trending towards video is obvious…
After all, YouTube is the number two search engine in the
world. This may lead ...
• There are very human
reasons why video is so
appealing…

Any businesses
where personality
matters

162
#1: The Fusiform Facial area makes us
pay attention to faces
#2: Voice conveys rich information
#3: Emotions are contagiou...
But is it just for kids…
Nope!
Video killed the CV star
Screenshot of review page?
So how are recruiters reacting?
They‟re critically assessing their entire
process… with positive results…
How do you hire and engage?
Clear EVP communication at every stage….

Attraction

Video ad‟s

First stage
screening
eligib...
How do you
decide?
Stage three
Motivation

Stage Two

Stage One

Where do you start… usually from
the bottom up…

Attribut...
How do you
decide?
Stage three

Experience

Skills

Attributes

Stage Two

Motivation

Stage One

Imagine flipping it on
i...
How technology is
enabling candidate
engagement
The best job advert ever…

http://www.youtube.com/watch?v=j5Ftu3NbivE
1. Awareness /
Introduction to the
company

2. Campaign specific
/ Entry points

3. Making an
application

4. Assessment a...
Sony bring the role alive
Harrods show the personality
behind the brand…
What candidates say they want?

Candidate Experience Awards 2013

Be honest &
transparent

Why do I want
to be in your
com...
Leave candidates feeling
positively about the
company.

Give candidates an
opportunity to stand
out from the crowd.
Selection processes
should leave candidates
feeling positively about
the company.
Kirstie Kelly
Office: 0207 183 0418
Mobile: 07787 130512
Email: kirstie@launchpadrecruits.com
Website: launchpadrecruits.c...
Kirstie Kelly – Director
LaunchPad Recruits – video selection experts
helping businesses deliver a great candidate experie...
Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
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Video 1

Video 2
Talent Leaders
February 2014

Ken Brotherston
Chairman, TheJobPost
Agenda
• Recruitment market drivers
• In-House challenges

• Crowdsourcing and TheJobPost
• Trends in 2014

A new approach...
Recruitment market drivers
• Economic cycle
– Downturn lasted a long time
– Upturn isn‟t yet as strong as it needs to be

...
In house challenges
• As market rebounds, business critical candidates are harder to find
• Polarisation of recruitment ma...
Converting data into wisdom

Wisdom –
Best decision
Knowledge –
Implications &alternatives

Information –
Trends
Data –
Ba...
A smarter way to solve complex problems

Crowdsourcing
...an open call to a large group

First identified by Jeff Howe
– W...
Crowdsourcing principles
• Provide maximum access and visibility
• Leverage specialist knowledge
• Increase speed and deli...
Crowdsourcing conditions
• Numerous buyers and sellers
• Inefficient transactions
• Lack of transparency makes overchargin...
Crowdsourcing platforms that we all use

195
Crowdsourcing in recruitment …..it‟s not
if or when but how

A new approach to finding talent
Recruitment crowdsourcing – best practice
• Offering has to work for employers and recruiters
– Employers need access to t...
Other recruitment crowdsourcing platforms

A new approach to finding talent
Other recruitment crowdsourcing platforms

A new approach to finding talent
Trends in 2014
• Polarisation will continue
– The „run faster‟ model of recruitment will continue to decline
– Technology-...
A new approach to finding talent
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Bill Boorman
THE CULT OF CULTURE
@BillBoorman


In 2013 it took 95 applicants to fill a job



75% were unsuitable or unqualified



In 2014 it took 205



95% were...
DATING SITES – I LOOK LIKE THIS
CAREER SITES: THIS IS THE REALITY


Recruiters as marketeers



Brand attraction



Honesty



Experience



Apply



15% See a spec

THE PROBLEM


Connect: 7 months



Engage



Video



Peer to peer



CRM – ATS – CRM



Personal content and experience



Con...
Click to to edit Master title
Click edit Master title style

ASSEMBLE, ARM style AMPLIFY
AND
When Successful Employee Enga...
© Glassdoor.co.uk 2014

@glassdoor @holloman
Agenda
 The Power of Employer Branding
 Employee Engagement Strategies
– Assemble Your Talent Army of Brand Ambassadors
...
The Power of Employer Branding

© Glassdoor.co.uk 2014

@glassdoor @holloman
Why Employer Branding Matters

84%
69%

of jobseekers would not
Would leave their current
take a a company with
job for jo...
If you don‟t tell your story,
someone else will tell
read reviews before
accepting a job offer
their version of it

96%

©...
Glassdoor adaption in the UK & Beyond
British employers that engage
with their Glassdoor audience

Today British jobseeker...
But Where Do You Begin?

© Glassdoor.co.uk 2014

@glassdoor @holloman
Step 1: ASSEMBLE your army of talent brand ambassadors

© Glassdoor.co.uk 2014

@glassdoor @holloman
Step 2: ARM your brand ambassadors

© Glassdoor.co.uk 2014

@glassdoor @holloman
Step 3: AMPLIFY your message

© Glassdoor.co.uk 2014

@glassdoor @holloman
Where to Amplify Your Message

Glassdoor
Profile

Career Sites

“I love working at Marketo.
We have a strong team of
extre...
How to Top the Employer Branding Charts

© Glassdoor.co.uk 2014

@glassdoor @holloman
Read What Others Are Saying about You

© Glassdoor.co.uk 2014

@glassdoor @holloman
Be a Marketer

© Glassdoor.co.uk 2014

@glassdoor @holloman
Join the Conversation

© Glassdoor.co.uk 2014

@glassdoor @holloman
Measure ROI

© Glassdoor.co.uk 2014

@glassdoor @holloman
Questions?

© Glassdoor.co.uk 2014

@glassdoor @holloman
Claim Your FREE Basic Employer Profile!

Website:
http://glassdoor.com/employers
Twitter:
@Glassdoor
@holloman

Email:
chr...
Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
Startfolie
ONLINE ASSESSMENT &
EASYJET CASE STUDY

Delivering Process Efficiency &
New Hire Productivity
David Barrett, Ma...
Risky & Tricky Jobs !
Some Jobs People Make Risk
!
Do you trust your judgment ?
Safe & Unsafe ?
The Bottom Line: Retention & Performance
More Green & Less Red & Some Yellow

Performance

Strong Performer – But
Leaves A...
Who are cut-e Talent Solutions
Screening

ability

Selection
assessment

Develop

personality

capacity

360

align staff
...
Expanding the Online Talent Toolbox
Psychometric Assessments
Ability tests
Personality questionnaires

cut-e
Online Candid...
Some Clients……

237
4 Cases - Clear Communication Of ROI
• Dell - European Technical and Sales Consulting– Through use of cut-e shapes
behavio...
Recruiting cabin
crew, pilots and
graduates at easyJet
Achieving process efficiency, quality of hire and return on
investm...
A.T.S. and Online Assessment Tools
Our Ambition:
Strategy
•

To reduce costs whilst delivering a robust end-to-end attract...
Today, we are Britain's BIGGEST airline & 4th in Europe!

Over

Over

Over

135

30

600

airports

countries

routes

Ove...
OUR BUSINESS IS GROWING

In 2012,
we flew

In 2012,
we made

In 2012,
we saw a

+7.1%

+11.6%

+27.9%

+8.2%

more
passeng...
Our on time performance (OTP) is best in class

Share of flights leaving within 15min of scheduled departure

Source: as m...
And we‟re proud to serve some of the most
satisfied customers
86%

88%

86%

82%
79%
79%

Satisfaction
with punctuality

F...
Our A.T.S. and Online Assessment Tools
Strategy
Our Ambition:
•
To reduce costs whilst delivering a robust end-to-end attr...
The process –
an overview

246
Cabin Crew
Application
Journey

•
•
•

Fully branded & informative site
Introduction of Taleo to manage online application...
Realistic
Job
Preview

•
•
•

Interactive and fun, learning
experience for candidates
Informs candidates of
suitability fo...
Cabin Crew SJQ

249

249
Cabin Crew – Verbal Assessment

250

250
Full Oracle Taleo & cut-e Integration
•
•

•
•
•

Introduced Taleo in January 2012
Challenge to integrate testing results ...
The results

252
Year on Year outcome at Assessment centre for
Cabin Crew
Year on year the assessment centre impact of including more robus...
Overall outcome achieved for Cabin Crew
•

Interactive and engaging candidate experience

•

Creation of custom designed t...
Pilots, cabin managers &
graduates

255
Pilots – First Officers - 2013
•

First Officers complete a
number of online assessments
benchmarked against their
peers (...
Custom Reports Against Role Competence
Model To Indicate Risk Areas

257

257
Role Specific Interview Guides

258

258
Graduates - 2013
•

•
•

Function

Number of graduates
recruited

IT

2

Finance

3

People

3

Operations

5

PMO

4

Tot...
Any questions?

260
Talent Leaders Connect
The year ahead #TLCon
Today’s WiFi Access
Network: VENUE GUESTS, Password: EVENT
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
Talent Leaders Connect - Feb 27th
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  • The Most Horrible Person You KnowThat person is almost definitely married.There is someone for everyone.Now every company has its own culture, its own reality of what it’s like to work there. And for someone, that’s the perfect environment. That mission for talent acquisition hasn’t changed, in the history of ever. BUT – what has changed is the way we need to go about it.Let me explain.
  • The turnover at the top of the lists of largest companies is happening faster than ever before. In every globalised field, competition is more intense, rivals are more unpredictable, time-horizons are dramatically reduced. What are we looking at here?This chart shows the increasing volatility of companies in the Fortune 500 list over successive decadesThe black line is the oldest, showing companies on the list in 1955, and how many of them remain in the following decadesWhat you can see in each successive decade is that the ‘decay’ rate – the number of companies dropping off the list – is increasing – in fact it’s nearly 3x faster for companies than it was some decade ago.Big companies, increasing volatility.
  • In fact in survey after survey, there is increasingly frantic navel-gazing on the part of CEOs.There are very real strategic questions being asked amongst the biggest companies right now.They are genuinely wondering if it’s the end of their era. The natural advantages of larger companies are being reconfigured in a global, connected era. Their questions is ‘Can We Get Fast/Nimble/Connected Enough to Survive?
  • UK # of brands on supermarket shelves has tripled in past 10 years.
  • Your product, its price, its availability, satisfaction with what people say about, is readily available and that has changed the dimensions in terms of the relationships between brands and customers.For ‘CONSUMER’ read ‘TALENT’
  • Well that’s OK – at least Marketing’s having a whale of a time, right? Everyone’s increasing budgets, there’s a certain energy in the room, we’re at the centre of something pretty hot right now, right. We’re doing a great job!Umm. No.
  • But really – how can we expect people to like a profession that convinced the world they needed to smoke cigarettes?
  • How did we get here? 3 massive changes in recent years, and still accelerating….BIG DATASOCIAL MEDIACHANNEL EXPLOSION
  • Marketers already spending big on Marketing Automation and AnalyticsGartner predicts they’ll be spending more on IT than CIOs by 2017We’re moving quickly to a world where Brand Experience and Technological Experience are indistinguishable-> there will be no time for marketing and IT not to be on the same page-> customers don’t care about silos-> user experience will be everythingOBAMACARE PRODUCT
  • MARKETING LEARNED TO SPEAK IN THE LANGUAGE OF FINANCE.-> BUYER’S JOURNEY CHANGED – MARKETING RESPONSIBLE FOR MORE.SIMILARLY – in SOURCING TODAY WE SEE THE EXCITING TIMES OF
  • EVERYONE’S A PUBLISHER
  • EVERYONE’S A PUBLISHER
  • As power has shifted to the consumer, the old platforms have lost their value. When the brands had the power, they had to use mass media to broadcast their message to the MARKET.Now they need to find Bloggers / InfluencersBrands as Publishers – owned/rentedBe where people areLet them consume it where they are, not drag them to your place.
  • The Internet allows huge amounts of information to flow. This data has driven knowledge Thus buying power has shifted from the BRAND to the CUSTOMER.So what do you need to do when your prospective customer has all the power? Listen. Listen really, really closely.So – are we investing at THE WRONG END OF THE SALES FUNNEL?The REAL KEY to B2B SALES is FOCUSING ON YOUR MAJOR EXISTING ACCOUNTS. There’s so much talk about content marketing, about social selling, about generating and nurturing leads… yet the one thing that’s been shown consistently to deliver the best business results – identifying the real decision-makers in your top 10 accounts and having them shape your company’s strategic direction, why aren’t we talking about that? Because there’s no advertising revenue to be flipped into it? It’s not sexy enough?
  • Most of the talk, and nearly ALL of the money is spent in this pre-acquisition stage of the funnel.Yet study after study shows that by far the quickest, most profitable way to grow a B2B enterprise is by focusing on these bottom 2, post-acquisition phases.Getting close to your existing customers is a great way to understand how to market to more of them.And bringing your existing clients much closer, getting the RIGHT decision-makers involved in customer advisory councils, giving them a stake in your future development – these are the highest-return activities for most companies.And given the continued importance of Recommendations in buying behaviour, Advocacy is the quickest way to differentiate. But they’re even further away from traditional marketing than all the new stuff we’ve already started doing.THINK ABOUT THIS FROM A POLITICAL PERSPECTIVE-> NOTHING MATTERS MORE THAN EXCITING THE BASE -> and using them religiously to bring people into the top of the funnel.On the B2C side, companies like Starbucks are famous for this.In B2B, big companies like American Express and Oracle are increasingly focused on this part of their marketing approach.
  • Each of us as an organization need to understand our customer as an individual. Our expectations are not based on our best experience in an industry, but our best experience. So we come with those expectations in the B2B world as well.
  • At many B2B companies that means becoming a content marketer. “Banners have to be replaced by more native content,” said Linda Boff, global executive director, digital, advertising and design, at General Electric, adding that “transformation for GE has meant becoming more of a content marketer.”Some high-level stuff on Content MarketingPLUS the CEB stuff on it not really working all the way through to Sales/RevenueIt’s NOT ABOUT YOUDon’t PROMOTE, EDUCATEThink back to the earlier discussion of Loyalty/Advocacy, of focusing at the post-purchase stage of the funnel.MAKE CASE STUDIES – BUT MAKE THE CUSTOMERS THE HERO.
  • For example, at Forbes.com, an "expert" can be a journalist, an academic, or a brand. The consumer, according to Lewis DVorkin, chief product officer at Forbes, doesn’t care who is providing the information as long as contributors are transparent and provide great information. At LinkedIn, it means a shift from people simply connecting with other people to people connecting with insights. "Are we getting the right information to people to make them more effective?” asked Daniel Roth, executive editor of LinkedIn. LinkedIn, according to Roth, has two million company pages, and 70 percent of the people following companies expect to get insights.A lot of people think of LinkedIn and online resumes, looking for jobs, etc. And sure that’s where the vast bulk of their current revenue comes from.But the future of resumes is not staticThe path to Advocacy.
  • For example, at Forbes.com, an "expert" can be a journalist, an academic, or a brand. The consumer, according to Lewis DVorkin, chief product officer at Forbes, doesn’t care who is providing the information as long as contributors are transparent and provide great information. At LinkedIn, it means a shift from people simply connecting with other people to people connecting with insights. "Are we getting the right information to people to make them more effective?” asked Daniel Roth, executive editor of LinkedIn. LinkedIn, according to Roth, has two million company pages, and 70 percent of the people following companies expect to get insights.A lot of people think of LinkedIn and online resumes, looking for jobs, etc. And sure that’s where the vast bulk of their current revenue comes from.But the future of resumes is not staticThe path to Advocacy.
  • People buy from People, NOT Companies. You need to humanize companies.Companies have spent decades building up It’s not enough in your advertising to lay out the facts. You need to make an emotional connection, according to John Patroulis, chief creative officer at BBH. Ultimately, that’s what engages your audience.
  • People buy from People, NOT Companies. You need to humanize companies.Companies have spent decades building up departments, processesIt’s not enough in your advertising to lay out the facts. You need to make an emotional connection, according to John Patroulis, chief creative officer at BBH. Ultimately, that’s what engages your audience.It’s the things we do, day in day out. It’s our philosophy. It’s our ethics. It’s our reality.
  • People buy from People, NOT Companies. You need to humanize companies.Companies have spent decades building up departments, processesIt’s not enough in your advertising to lay out the facts. You need to make an emotional connection, according to John Patroulis, chief creative officer at BBH. Ultimately, that’s what engages your audience.It’s the things we do, day in day out. It’s our philosophy. It’s our ethics. It’s our reality.
  • You’d better make sure that when the curtain gets pulled back, what’s behind the scenes is what people are expecting.
  • $24m in bribes paid.Looking at 5bn in SEC fines… maybeBUT – their MARKET CAP dropped by 12 BILLION DOLLARS in ONE DAY
  • THE PROBLEM is - COMPANIES ARE NOT VERY GOOD AT THIS.Companies aren’t good at this.We’ve spent decades perfecting how NOT to let it happen.FACT: People can’t feel a connection with anyone who pretends to be perfect.
  • It becomes so important when you realize that the mobile internet is becoming people’s preferred access point even in their own homes
  • I always ask people – what’s your reason for being.I have always aspired to find a way to help candidates be treated with respect, whilst finding their next career move.Equally – how can I support businesses to find the right individuals for a job without feeling the pressure of offering a negative experience.From a background studying behaviour, psychology of performance and communication – I was starting to think that ‘world peace’ was an easier aspiration…
  • “Recruiters and companies are buying more technology because they fear that they are going to be left behind”, he said, adding that the funny thing is that the candidate experience is the most important thing of all.Technology should be used to reach a goal within the recruitment process and to fulfil a need that many recruiters have.The business of recruiting is an inverted triangle: hundreds of candidates at the start of the process get whittled down to one desired employee.This is why it’s so important for recruiters to take into account the importance of giving rejected candidates a good experience during the hiring process, encouraging them to apply for further vacancies or continue to consume a product or service as a customer.
  • “Recruiters and companies are buying more technology because they fear that they are going to be left behind”, he said, adding that the funny thing is that the candidate experience is the most important thing of all.Technology should be used to reach a goal within the recruitment process and to fulfil a need that many recruiters have.The business of recruiting is an inverted triangle: hundreds of candidates at the start of the process get whittled down to one desired employee.This is why it’s so important for recruiters to take into account the importance of giving rejected candidates a good experience during the hiring process, encouraging them to apply for further vacancies or continue to consume a product or service as a customer.
  • “Recruiters and companies are buying more technology because they fear that they are going to be left behind”, he said, adding that the funny thing is that the candidate experience is the most important thing of all.Technology should be used to reach a goal within the recruitment process and to fulfil a need that many recruiters have.The business of recruiting is an inverted triangle: hundreds of candidates at the start of the process get whittled down to one desired employee.This is why it’s so important for recruiters to take into account the importance of giving rejected candidates a good experience during the hiring process, encouraging them to apply for further vacancies or continue to consume a product or service as a customer.
  • #1: The Fusiform Facial area makes us pay attention to faces – this is an actual brain function that hard-wires us to use the human face as a gathering point for information and believability.#2: Voice conveys rich information – yes, the simple sound of a human voice speaking to us has an amazing way of converting information into meaningful content.#3: Emotions are contagious – here’s a subtle but powerful aspect that we may take for granted. The body language of emotions is an appealing and we naturally love to share.#4: Movement grabs attention – another trait that runs deep in our collective anthropological DNA is the power of peripheral motion. Since the stone age, we’ve survived by noticing things in motion – looks like we still do!
  • “Recruiters and companies are buying more technology because they fear that they are going to be left behind”, he said, adding that the funny thing is that the candidate experience is the most important thing of all.Technology should be used to reach a goal within the recruitment process and to fulfil a need that many recruiters have.The business of recruiting is an inverted triangle: hundreds of candidates at the start of the process get whittled down to one desired employee.This is why it’s so important for recruiters to take into account the importance of giving rejected candidates a good experience during the hiring process, encouraging them to apply for further vacancies or continue to consume a product or service as a customer.
  • “Recruiters and companies are buying more technology because they fear that they are going to be left behind”, he said, adding that the funny thing is that the candidate experience is the most important thing of all.Technology should be used to reach a goal within the recruitment process and to fulfil a need that many recruiters have.The business of recruiting is an inverted triangle: hundreds of candidates at the start of the process get whittled down to one desired employee.This is why it’s so important for recruiters to take into account the importance of giving rejected candidates a good experience during the hiring process, encouraging them to apply for further vacancies or continue to consume a product or service as a customer.
  • I set up TJP to enable companies to access the best talent easily and remove some of the inefficiencies around the recruitment industry
  • In addition to Glassdoor
  • Hi Everyone, I am happy to be here and am really excited about this topic today. Here is a quick look at our agenda:The Power of Employer BrandingNext Level Employer Branding StrategiesAssemble Your Talent Army of Brand AmbassadorsArm Your Brand Ambassadors Amplify Your MessageHow to Top the Employer Branding ChartsCase Study ExamplesQuestions?
  • Employer Branding denotes a company’s reputation as an employer.  The term was used first in the 90’s, and has become widely adopted by the global management community. [ref: Wiki page]
  • This stat speaks for itself.  People DO NOT want to work for a company with a bad reputation no matter what circumstance that they are in.
  • And it would take little pay increase to get these people to move IF you have a good reputation.  Also, if you don’t manage your employer brand (ie. have you head in the sand) – the story will be written for you.  Your employees are already going to sites like Glassdoor to write what they think about what it’s like to work at your company.
  • Just to tell you a little about the influence GD has on candidates, 48% of job seekers are using it.  Glassdoor has become the most trusted & transparent place for candidates to search for jobs and research companies. 
  • But where do you start?  Like a band assembling in a garage… how do you find out what instruments to use and who will be playing what part?
  • First things first, you need to assemble your group of talent brand ambassadors.And where best to start assembling than within your organization.  Your employees are shaping the decisions of future candidates.  You also need to think about those external fans as well coming to your page to do homework on why you are a great place to work and what message they are getting.
  • So you need to arm those within and outside your org with the right instruments.  What are your employees saying and is it consistent to your company message?  What are candidates saying before and after interviews and what can you learn from that?
  • Once you have the kinks worked out in that band, turn the volume up cause you’re ready to start blasting out that message to EVERYONE!
  • Where can you amplify that message?  Companies need to ensure that all messages are consistent on Glassdoor, FB, LI, Twitter, and their career site.  Ever thought of using employee testimonials on your career page or linking them to Glassdoor from your career page?  This transparency helps build trust with your candidates and companies from Pepsi to smaller companies like Gentle Dental are doing this.
  • Now a lot of you may be saying or thinking – Alison I’m already doing all of this….what else will separate my company from the pack so I rise to the top of the Employer Branding charts?
  • One thing that you can do is read what others are saying about you.  Now as a recruiter, this might sound daunting, but Glassdoor has word clouds and other insights to make this a lot easier for you, but you need to fully understand all the pros of working for your great company, and all the cons….no place is perfect, so you should never be discouraged.  Take this as a learning oppty.
  • We’re hearing it everywhere – recruiting and marketing are becoming one in the same.  As a recruiter, you have to be able to market your strengths and message to the talent that you are trying to reach.  Marketo is going to give you a great case study in a bit on how they were able to do this successfully.
  • JOIN THE CONVERSATION!  It’s crucial that you are writing the story about your employer brand. 94% of candidates are interested in what the employer has to say on what makes you a great place to work, so make it easy and accessible to all  your fans. Record it in videos and get that story/song out there!
  • You have to measure ROI.  Make sure you are tracking candidates when they are applying to ensure that your message is resonating to the right people – your fans or fandidates as I like to call them.
  • Transcript of "Talent Leaders Connect - Feb 27th"

    1. 1. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT
    2. 2. THE NEW HRM
    3. 3. Average tenure in the S&P 500 65 years 10 years 1930s 2000s
    4. 4. Brand TALENT POWER HAS SHIFTED FROM THE BRAND TO THE CONSUMER.
    5. 5. What CEOs Think of Marketing Marketing is of Critical Importance Confidence in Marketing to Succeed
    6. 6. What CEOs Think of HR HR is of Critical Importance Confidence in HR to Succeed
    7. 7. markITing Brand Experience = Technological Experience
    8. 8. Marketing’s role is to source new, and retain/upsell existing customers. HR’s role is to source new, and retain/develop existing talent.
    9. 9. Think Like a Publisher
    10. 10. POWER BEFORE NOW EMPLOYER TARGET CHANNEL Brands Markets Mass Media Consumers Individuals ? Talent Individuals ?
    11. 11. Awareness Consideration Conversion Loyalty Advocacy
    12. 12. B2C = B2B = P2P PRODUCT = COMPANY = EMPLOYER = PERSONAL
    13. 13. It’s Not About You Don’t Promote, Educate
    14. 14. - Journalist = Academic = Employee - Make Your Employees Heroes
    15. 15. Make a Connection PEOPLE “TRANSACT” WITH COMPANIES PEOPLE “BUY” FROM PEOPLE IN THE ABSENCE OF SOMEONE TO BUY FROM, THEY’LL TAKE RECOMMENDATIONS FROM STRANGERS
    16. 16. TRANSPARENCY
    17. 17. FLAWSOME
    18. 18. Behind the Scenes
    19. 19. @toddwheatand
    20. 20. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT Rajeeb Dey Employers views
    21. 21. Big Data and the factors impacting employee attrition Russell Beck Head of Consulting February 2014
    22. 22. References The following were references for this presentation: • • • • • • • • • • Wikipedia - definitions Forbes – “Big Data in Human Resources: A World of Haves And Have-Nots” Deloitte Bersin – “Big data in HR – Talent Analytics comes of age” REC/Markit - labour usage data direct from REC Evolv - Workforce performance report ONS/US government – salary data together with demographic profiles Job Openings and Labor Turnover survey – Bureau of Labor Statistics – US job data Freakonomics - website, book and podcast Futurestep - „Futurecasting: How the rise of Big Social Data is set to transform the business of recruiting.‟ Quotes from: • • • • • • Wall Street Journal The Economist Financial Times Deloitte New York Times Impellam data - varied
    23. 23. Who are Impellam? Multibrand Structure 2,500 £1.2bn £1.6bn Managers and consultants Turnover 270+ 5 10,000 75,000 Outsourced & Managed services contracts th Largest in the UK UK customers Recruitment spend under management Placed into work each week
    24. 24. What is „big data?‟ Big data is about "building new analytic applications based on new types of data, in order to better serve your customers and drive a better competitive advantage" Big Data as the three ‘Vs’: Volume, Variety and Velocity 100 to 1 As a business example…..
    25. 25. This will be the next big thing in HR “Work-force science is what happens when Big Data meets HR. It adds a large dose of data analysis, a k a Big Data, to the field of human resource management, which has traditionally relied heavily on gut feel and established practice to guide hiring, promotion and career planning.” “In the case of hiring American workers who toil by the hour, number-crunching has uncovered some surprising correlations.” “We have clearly entered an economy in which talent is considered a critical and scarce commodity. When this happens, companies should get smarter about every single talent decision. Enter the world of ‘data-driven’ people decision-making.” “Technologies such as big data have transformed business intelligence from the stuff of stodgy analyst reports to an instant stream of information.”
    26. 26. How does this apply to attrition…? Data analysis of: And this is what they found in relation to staff attrition: 8% 40 1.3bn 16% 11% 11% 60 54% Macro Economic factors Company Practices Workforce Relationships Job Characteristics Worker Characteristics 50%
    27. 27. Macroeconomic factors 16% Job openings and employment (seasonally adjusted, in thousands) Attrition costs will rise by 25% as resignations returns to historical norms
    28. 28. Dec-97 Jun-98 Dec-98 Jun-99 Dec-99 Jun-00 Dec-00 Jun-01 Dec-01 Jun-02 Dec-02 Jun-03 Dec-03 Jun-04 Dec-04 Jun-05 Dec-05 Jun-06 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09 Jun-10 Dec-10 Jun-11 Dec-11 Jun-12 Dec-12 Jun-13 Dec-13 The same effect is already true within the UK 16% Index of staff demand (seasonally adjusted) 80 70 60 50 40 30 20 Period of recession
    29. 29. Skills shortages will get worse 0 In the US, for every 100,000 students entering the 9th grade in 2013, only 68,000 will graduate from high school in 2016. Only 40,000 will then enter college that same year and when they graduate in 2021, less than 17,000 will get a degree. Of these graduates 800 will be engineers, of which 125 will be mechanical engineers. 15 of these will be women and less than 5 of them will remain working in that profession for more than 5 years. 4,300,000 215 11,157
    30. 30. Location, Location, Location 20% 58% Increase in tenure for employees if they live 0 – 5 miles from work Increase in tenure for middling walking scores over worst scoring locations Office locations with the worst walking scores have the highest rates of employees quitting, and getting fired Office locations with amenities lead to increased employee tenure 16%
    31. 31. Company Practices Job applicants know the system 11% “The problem with the employee assessments that many companies use is that they are transparent.” “Assessments where the right answers are obvious are counter productive to success” 67% Percentage of self proclaimed “rule followers” who are more likely to be terminated for breaking rules
    32. 32. Company Practices Recruiters could lead employees to quit 11% “Consistent of job function, industry or country, recruiters often promised better shifts, pay and advancement.” 33-54% Percentage of workers who felt misled or confused about shift availability, compensation, or career growth 5-20% Percentage of workers that researchers estimate that quit due to misaligned expectations 96% Percentage of workers who felt they had a clear picture of the job reality if a comprehensive, realistic job preview is included
    33. 33. Workforce relationships “Employees do not leave their jobs, they leave their managers” 6x £ Tenure increase of employees with best managers vs. employees whose managers are worse at retaining staff The more managers are paid the better their employees perform Tenure 54% Managers tenure at a company does not lead to better employee performance
    34. 34. Worker characteristics A workers previous job-related experience does not predict future performance or tenure… 11% …aptitude and work style do. Employees with high technological proficiency are more productive, stay on the job longer and miss 15% fewer days of work. In addition, they adhere to company policies better than those with low technological proficiency scores. Employees who use Chrome and Firefox perform better across the board than those who use standard browsers that come with most computers. They provide higher customer satisfaction and close more sales.
    35. 35. Summary… • • • • • • • • • Attrition will increase in 2014 Do you know what good looks like? Do you select based on this knowledge? Are you honest in representing your roles and company Employees leave managers not jobs Train your poor people managers….. …. pay them well….. …. or replace them with external hires… …. who use Firefox or Chrome? “The use of data and analytics in general is going to be a basis of competition going forward for individual firms, for sectors and even for countries. Those companies that are able to use data effectively are more likely to win in the marketplace.”
    36. 36. Thanks Russell Beck 07710 898904 russell.beck@impellam.com
    37. 37. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT War for Talent
    38. 38. The Rise of Mobile Matt Alder matt@metashift.co.uk metashift limited © 2013
    39. 39. @mattalder metashift limited © 2013
    40. 40. What I’m going to talk about • The Mobile Landscape • Persuasion & Conversion • Practicalities / Case Study metashift limited © 2013
    41. 41. Exponential Growth Imagine that this event is at Wembley. We are sitting at the top of the stadium metashift limited © 2013
    42. 42. Exponential Growth One drop of water that doubles in size every minute How Long Until We Drown? metashift limited © 2013
    43. 43. Landscape © MetaShift 2012 metashift limited © 2013
    44. 44. A New Age metashift limited © 2013
    45. 45. Mobile isn’t actually mobile Home Work On The Go metashift limited © 2013
    46. 46. Mobile and Social metashift limited © 2013
    47. 47. Mobile and LinkedIn metashift limited © 2013
    48. 48. Mobile & Search Google expects a site to load on a smartphone / tablet in 1 second metashift limited © 2013
    49. 49. Big News…. metashift limited © 2013
    50. 50. + Action Orientated Medium 70% of mobile searchers act within an hour; only 30% of PC searchers do Source Mobile Marketer metashift limited © 2013
    51. 51. + What about Recruitment? 88% of UK Job Seekers have used a mobile device to search for jobs in the last year Google Consumer Survey 2013 metashift limited © 2013
    52. 52. Persuasion & Conversion © MetaShift 2012 metashift limited © 2013
    53. 53. Persuasion Problem metashift limited © 2013
    54. 54. Online Candidate Attraction Social Media At least 60% on mobile SEO Google desktop search declining Email More personal email read on mobile / tablet Advertising Persuasion Apply or Register 20% to 30% of recruitment web traffic on mobile metashift limited © 2013
    55. 55. Social Media SEO At least 60% on mobile Google desktop search declining Email More personal email read on mobile / tablet Advertising How much talent is being leaked? Can you multiply ROI on current activities? 20% to 30% of recruitment web traffic on mobile metashift limited © 2013
    56. 56. Practicalities & Case Study © MetaShift 2012 metashift limited © 2013
    57. 57. Thinking has to change metashift limited © 2013
    58. 58. Thinking has to change metashift limited © 2013
    59. 59. Adaptive (Device Specific) Design metashift limited © 2013
    60. 60. Candidate Journey and Cloud Apply Indeed Search for Software Engineers in Peterborough Career micro-site selling the opportunity Cloud Apply metashift limited © 2013
    61. 61. Remember This? One drop of water that doubles in size every minute How Long Until We Drown? metashift limited © 2013
    62. 62. Exponential Growth After 45 mins the stadium is still 95% empty metashift limited © 2013
    63. 63. Exponential Growth But in 5 minutes later we will all be swimming metashift limited © 2013
    64. 64. % Job Board mobile web traffic Mobile Recruitment = Exponential Growth 2010 Now 2015 metashift limited © 2013
    65. 65. Key Points • The majority of your traffic will soon be mobile • The opportunity and the threat is enormous • Experiment and Optimise • Work on every device (Adaptive Design) • Reduce registration / apply friction metashift limited © 2013
    66. 66. matt@metashift.co.uk metashift limited © 2013
    67. 67. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT
    68. 68. Hiring great tech talent Joel Spolsky CEO Stack Exchange
    69. 69. co-founder fog creek software “The company where the best developers want to work”
    70. 70. please come work for us its fun I am the Chief Human Recruiting Officer hello!
    71. 71. I tried to ask on Twitter why programmers hate recruiters. this crashed Twitter
    72. 72. recruiters are different than programmers
    73. 73. recruiters like people and don‟t mind calling them on the phone
    74. 74. recruiters thrive on ambiguity
    75. 75. recruiters are competitive and ambitious
    76. 76. recruiters are motivated by commissions and bonuses
    77. 77. programmers not super competitive
    78. 78. programmers choose to code because computers respond predictably
    79. 79. programmers get in the zone
    80. 80. programmers probably hate the telephone
    81. 81. if you are a recruiter you would be a bad programmer
    82. 82. if you are a recruiter programmers don‟t like you because you don‟t realize that
    83. 83. I tried to ask on Twitter why programmers hate recruiters. this crashed Twitter
    84. 84. steak dinner they may not think that going out to a steak dinner with strangers is fun
    85. 85. what are programmers looking for? Please figure out how to make this happen at your workplace.
    86. 86. what are programmers looking for? Or, give up and outsource the programming.
    87. 87. pleasant workspace quiet place to work
    88. 88. pleasant workspace nice office
    89. 89. pleasant workspace good equipment
    90. 90. pleasant workspace independence
    91. 91. engineering quality spec first
    92. 92. engineering quality schedule
    93. 93. engineering quality version control
    94. 94. engineering quality one step build / deploy
    95. 95. stuff that matters product company
    96. 96. stuff that matters creative work
    97. 97. stuff that matters identify with company goals
    98. 98. stuff that matters identify with company products
    99. 99. smart, learning organization code during interview
    100. 100. smart, learning organization boss is a programmer
    101. 101. smart, learning organization good managers
    102. 102. smart, learning organization high quality team
    103. 103. smart, learning organization growth and learning
    104. 104. 1. Do you use source control? 2. Can you make a build in one step? 3. Do you make daily builds? 4. Do you have a bug database? 5. Do you fix bugs before writing new code? 6. Do you have an up-to-date schedule? 7. Do you have a spec? 8. Do programmers have quiet working conditions? 9. Do you use the best tools money can buy? 10. Do you have testers? 11. Do new candidates write code during their interview? 12. Do you do hallway usability testing? the joel test 12 quick sanity checks
    105. 105. google zurich office make work remarkable, and people will remark
    106. 106. google zurich office make work remarkable, and people will remark
    107. 107. google zurich office make work remarkable, and people will remark
    108. 108. google zurich office make work remarkable, and people will remark
    109. 109. google zurich office make work remarkable, and people will remark
    110. 110. google zurich office make work remarkable, and people will remark
    111. 111. google zurich office make work remarkable, and people will remark
    112. 112. google zurich office make work remarkable, and people will remark
    113. 113. google zurich office make work remarkable, and people will remark
    114. 114. thank you.
    115. 115. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT Kirstie
    116. 116. How video technology is positively affecting the world of recruiting…
    117. 117. Kirstie Kelly – Director LaunchPad Recruits – video selection experts helping businesses deliver a great candidate experience through technology Over 15 years experience recruitment, hospitality, technology, brand and communication
    118. 118. This session…. How are behaviours changing? How does that change things? Is that a good or a bad thing? How can recruiters benefit? How do businesses/recruiters need to adapt? Who‟s getting it right…
    119. 119. What we do…
    120. 120. Find the best-fit candidates Video helps you identify… the hidden gems …by providing the tools for structured, consistent and auditable assessment.
    121. 121. Review candidates at a time and place that suits you
    122. 122. Rate and score to ensure fair and ethical recruitment decisions
    123. 123. Who with…
    124. 124. We work with a range of companies
    125. 125. How are we seeing behaviour changing? “Recruiters and companies are buying more technology to manage their recruitment process
    126. 126. • Use of technology is expanding at a gallop!
    127. 127. • Smartphone usage and behaviour is changing all the time…
    128. 128. How is behaviour changing “We‟re all digesting more information, more quickly and often on the move”
    129. 129. How is behaviour changing We‟re consuming more video… In fact, we find video content more appealing…
    130. 130. The web trending towards video is obvious… After all, YouTube is the number two search engine in the world. This may lead you to the conclusion that we simply don‟t like to read anymore.
    131. 131. • There are very human reasons why video is so appealing… Any businesses where personality matters 162
    132. 132. #1: The Fusiform Facial area makes us pay attention to faces #2: Voice conveys rich information #3: Emotions are contagious #4: Movement grabs attention
    133. 133. But is it just for kids… Nope!
    134. 134. Video killed the CV star Screenshot of review page?
    135. 135. So how are recruiters reacting? They‟re critically assessing their entire process… with positive results…
    136. 136. How do you hire and engage? Clear EVP communication at every stage…. Attraction Video ad‟s First stage screening eligibility to work Interview Validate CV Assessing experience Testing i.e Cut-e Assessing Seeing the proof! Video engagement and selection Face to Face Interview Offer and Onboard Video onboard
    137. 137. How do you decide? Stage three Motivation Stage Two Stage One Where do you start… usually from the bottom up… Attributes Skills Experience
    138. 138. How do you decide? Stage three Experience Skills Attributes Stage Two Motivation Stage One Imagine flipping it on its head… begin with motivation and attributes for right fit candidates who know what you want and need…
    139. 139. How technology is enabling candidate engagement
    140. 140. The best job advert ever… http://www.youtube.com/watch?v=j5Ftu3NbivE
    141. 141. 1. Awareness / Introduction to the company 2. Campaign specific / Entry points 3. Making an application 4. Assessment and selection Multiple chances to engage and connect with candidates Stages of engagement 8. Exit communications 7. On-going communications 6. First 90 days 5. From job offer to first day
    142. 142. Sony bring the role alive
    143. 143. Harrods show the personality behind the brand…
    144. 144. What candidates say they want? Candidate Experience Awards 2013 Be honest & transparent Why do I want to be in your community? Treat me with respect Can I please get some feedback? Remove the long winded application process 181
    145. 145. Leave candidates feeling positively about the company. Give candidates an opportunity to stand out from the crowd.
    146. 146. Selection processes should leave candidates feeling positively about the company.
    147. 147. Kirstie Kelly Office: 0207 183 0418 Mobile: 07787 130512 Email: kirstie@launchpadrecruits.com Website: launchpadrecruits.com
    148. 148. Kirstie Kelly – Director LaunchPad Recruits – video selection experts helping businesses deliver a great candidate experience through technology Office: 0207 183 0418 Mobile: 07787 130512 Email: kirstie@launchpadrecruits.com Website: launchpadrecruits.com
    149. 149. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT Video 1 Video 2
    150. 150. Talent Leaders February 2014 Ken Brotherston Chairman, TheJobPost
    151. 151. Agenda • Recruitment market drivers • In-House challenges • Crowdsourcing and TheJobPost • Trends in 2014 A new approach to finding talent
    152. 152. Recruitment market drivers • Economic cycle – Downturn lasted a long time – Upturn isn‟t yet as strong as it needs to be • Recruitment business models – MSP‟s, ATS‟s, RPO‟s etc. now bedded in – Recruiters are polarising • Impact of technology – Rise of online databases – Direct hiring more effective than ever A new approach to finding talent
    153. 153. In house challenges • As market rebounds, business critical candidates are harder to find • Polarisation of recruitment market makes niche agencies difficult to engage with • Increased compliance requirements • Expectations on fill rates, cost per hire and time to hire still rising • Deeper market insight required
    154. 154. Converting data into wisdom Wisdom – Best decision Knowledge – Implications &alternatives Information – Trends Data – Basic metrics A new approach to finding talent
    155. 155. A smarter way to solve complex problems Crowdsourcing ...an open call to a large group First identified by Jeff Howe – Wired Magazine in 2005 A new approach to finding talent
    156. 156. Crowdsourcing principles • Provide maximum access and visibility • Leverage specialist knowledge • Increase speed and delivery
    157. 157. Crowdsourcing conditions • Numerous buyers and sellers • Inefficient transactions • Lack of transparency makes overcharging common • Bigger operators squeeze out smaller providers
    158. 158. Crowdsourcing platforms that we all use 195
    159. 159. Crowdsourcing in recruitment …..it‟s not if or when but how A new approach to finding talent
    160. 160. Recruitment crowdsourcing – best practice • Offering has to work for employers and recruiters – Employers need access to the whole recruitment supply chain – Recruiters need an effective economic model – Recruiters pay an access fee • Facilitation rather than management – Let the recruiter know who the employer is – Allow them to engage with each other • Need to cover permanent and contract – Allows even the smallest firm to engage on contract roles – Fully compliant: salary and margin paid every week. • Delivers market insight – Recruiter metrics (in-house and external) – Immediate market feedback A new approach to finding talent
    161. 161. Other recruitment crowdsourcing platforms A new approach to finding talent
    162. 162. Other recruitment crowdsourcing platforms A new approach to finding talent
    163. 163. Trends in 2014 • Polarisation will continue – The „run faster‟ model of recruitment will continue to decline – Technology-driven efficiency or highly niche will be the main models • Crowdsourcing will disrupt the industry • In-House will continue to thrive but with more pressures – – – – Indirect hiring likely to rise across a number of areas Continue to evaluate and adopt new ideas Turn metrics into market intelligence Being strategic comes at a price! A new approach to finding talent
    164. 164. A new approach to finding talent
    165. 165. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT Bill Boorman
    166. 166. THE CULT OF CULTURE @BillBoorman
    167. 167.  In 2013 it took 95 applicants to fill a job  75% were unsuitable or unqualified  In 2014 it took 205  95% were unsuitable or unqualified THE UK #CANDEES
    168. 168. DATING SITES – I LOOK LIKE THIS
    169. 169. CAREER SITES: THIS IS THE REALITY
    170. 170.  Recruiters as marketeers  Brand attraction  Honesty  Experience  Apply  15% See a spec THE PROBLEM
    171. 171.  Connect: 7 months  Engage  Video  Peer to peer  CRM – ATS – CRM  Personal content and experience  Connection  The one to one mission SOME THOUGHTS
    172. 172. Click to to edit Master title Click edit Master title style ASSEMBLE, ARM style AMPLIFY AND When Successful Employee Engagement Becomes Employer Branding © Glassdoor.co.uk 2014 @glassdoor @holloman
    173. 173. © Glassdoor.co.uk 2014 @glassdoor @holloman
    174. 174. Agenda  The Power of Employer Branding  Employee Engagement Strategies – Assemble Your Talent Army of Brand Ambassadors – Arm Your Brand Ambassadors – Amplify Your Message  How to Top the Employer Branding Charts  Questions? © Glassdoor.co.uk 2014 @glassdoor @holloman
    175. 175. The Power of Employer Branding © Glassdoor.co.uk 2014 @glassdoor @holloman
    176. 176. Why Employer Branding Matters 84% 69% of jobseekers would not Would leave their current take a a company with job for job with a company that had a bad reputation an excellent reputation © Glassdoor.co.uk 2014 @glassdoor @holloman
    177. 177. If you don‟t tell your story, someone else will tell read reviews before accepting a job offer their version of it 96% © Glassdoor.co.uk 2014 @glassdoor @holloman
    178. 178. Glassdoor adaption in the UK & Beyond British employers that engage with their Glassdoor audience Today British jobseekers engage with glassdoor.co.uk 609,000 times a month UK traffic growth over 5 years (Source: Software Advice Report, Jan 2014) 22M members 6M content 300K companies © Glassdoor.co.uk 2014 190 countries 15M jobs @glassdoor @holloman
    179. 179. But Where Do You Begin? © Glassdoor.co.uk 2014 @glassdoor @holloman
    180. 180. Step 1: ASSEMBLE your army of talent brand ambassadors © Glassdoor.co.uk 2014 @glassdoor @holloman
    181. 181. Step 2: ARM your brand ambassadors © Glassdoor.co.uk 2014 @glassdoor @holloman
    182. 182. Step 3: AMPLIFY your message © Glassdoor.co.uk 2014 @glassdoor @holloman
    183. 183. Where to Amplify Your Message Glassdoor Profile Career Sites “I love working at Marketo. We have a strong team of extremely talented people who are relentless overachievers. You can feel the buzz of energy as soon as you walk into the office.” Marketo Professional Services Highlight the good on career site and social media Networking and Events © Glassdoor.co.uk 2014 Twitter Facebook LinkedIn @glassdoor @holloman
    184. 184. How to Top the Employer Branding Charts © Glassdoor.co.uk 2014 @glassdoor @holloman
    185. 185. Read What Others Are Saying about You © Glassdoor.co.uk 2014 @glassdoor @holloman
    186. 186. Be a Marketer © Glassdoor.co.uk 2014 @glassdoor @holloman
    187. 187. Join the Conversation © Glassdoor.co.uk 2014 @glassdoor @holloman
    188. 188. Measure ROI © Glassdoor.co.uk 2014 @glassdoor @holloman
    189. 189. Questions? © Glassdoor.co.uk 2014 @glassdoor @holloman
    190. 190. Claim Your FREE Basic Employer Profile! Website: http://glassdoor.com/employers Twitter: @Glassdoor @holloman Email: christer.holloman@glassdoor.com © Glassdoor.co.uk 2014 @glassdoor @holloman
    191. 191. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT
    192. 192. Startfolie ONLINE ASSESSMENT & EASYJET CASE STUDY Delivering Process Efficiency & New Hire Productivity David Barrett, Managing Director, cut-e David.barrett@cut-e.com
    193. 193. Risky & Tricky Jobs !
    194. 194. Some Jobs People Make Risk !
    195. 195. Do you trust your judgment ?
    196. 196. Safe & Unsafe ?
    197. 197. The Bottom Line: Retention & Performance More Green & Less Red & Some Yellow Performance Strong Performer – But Leaves At Approx 2 yrs or earlier Strong Performer & Stays 2yrs + Weaker performer and leaves or stays at any time OK performer and stays 2yrs + Length Of Tenure 234
    198. 198. Who are cut-e Talent Solutions Screening ability Selection assessment Develop personality capacity 360 align staff to corporate values Culture values Design and implementation of online psychometric, competency based talent assessment & development systems in 40 Asian & European languages Over 12 Million Candidates Per Annum Assessed Full suite of technical tests MS Office / IT / Call Center / Law / Accounting / Health Online self service video interviewing systems Full time consulting teams in 26 countries - London office on Chancery Lane Professional advisory services provided for…..... large scale recruitment, selection, retention, development, career management external and internal talent management systems & advisory individual assessments, assessment centers and development centers 235
    199. 199. Expanding the Online Talent Toolbox Psychometric Assessments Ability tests Personality questionnaires cut-e Online Candidate Management System Online Assessment Hub Situational Judgement Questionnaires Video Interview System Skills / Knowledge Tests 236
    200. 200. Some Clients…… 237
    201. 201. 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 . • 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. 238
    202. 202. Recruiting cabin crew, pilots and graduates at easyJet Achieving process efficiency, quality of hire and return on investment 239
    203. 203. A.T.S. and Online Assessment Tools Our Ambition: Strategy • To reduce costs whilst delivering a robust end-to-end attraction, selection and onboarding process • To improve awareness of the easyJet employer brand across Europe • To introduce market leading, innovative and creative attraction, assessment and selection methodologies to enhance the quality of people recruited • To create a consistent, quality, candidate experience • To effectively screen large numbers using unsupervised online assessments • To spend more quality time with those brought to final A/C • To improve assessment to hire ratios and post-hire performance metrics • Tools: • RJP • Situational Judgement Questionnaire • Ability tests 240 240
    204. 204. Today, we are Britain's BIGGEST airline & 4th in Europe! Over Over Over 135 30 600 airports countries routes Over Over 8000 60m employees passengers (p.a.) 241
    205. 205. OUR BUSINESS IS GROWING In 2012, we flew In 2012, we made In 2012, we saw a +7.1% +11.6% +27.9% +8.2% more passengers* more revenue per seat* increase in Profit Before Tax increase in profit per seat* 58.4 million passengers £58.51 Revenue Per Seat £317 million £4.81 Profit Per Seat Source: full year report 2012 | * compared to 2011 242
    206. 206. Our on time performance (OTP) is best in class Share of flights leaving within 15min of scheduled departure Source: as measured byflightstats.com (rolling 12 months) 243
    207. 207. And we‟re proud to serve some of the most satisfied customers 86% 88% 86% 82% 79% 79% Satisfaction with punctuality FY 2012 FY 2011 FY 2012 FY 2011 43% Overall satisfaction Likelihood to Recommend * Source: Full Year Company Report FY11 / FY12 GfK CSAT: H1 2010-11 (42,936) / H1 2011-12 (48,587) * Based on asking easyJet customers who‟ve flown with BA or Ryanair 244
    208. 208. Our A.T.S. and Online Assessment Tools Strategy Our Ambition: • To reduce costs whilst delivering a robust end-to-end attraction, selection and on-boarding process to take many thousands of staff • To improve awareness of the easyJet employer brand across Europe • To introduce market leading, innovative and creative attraction, assessment and selection methodologies to enhance the quality of people recruited • To create a consistent, quality, candidate experience • To effectively screen large numbers using unsupervised online assessments and improve face to face assessment and decision making • To spend more quality time with those brought to final A/C • To improve assessment to hire ratios and post-hire performance metrics • Tools: • • • • RJP Situational Judgement Questionnaire Ability tests Custom reports and interview guides 245
    209. 209. The process – an overview 246
    210. 210. Cabin Crew Application Journey • • • Fully branded & informative site Introduction of Taleo to manage online applications Ensuring a smooth transition for applicants from point of application 247 247
    211. 211. Realistic Job Preview • • • Interactive and fun, learning experience for candidates Informs candidates of suitability for role Encourages those aligned with culture, values of easyJet to apply 248 248
    212. 212. Cabin Crew SJQ 249 249
    213. 213. Cabin Crew – Verbal Assessment 250 250
    214. 214. Full Oracle Taleo & cut-e Integration • • • • • Introduced Taleo in January 2012 Challenge to integrate testing results into the candidate individual record to increase speed and consistency of the selection of candidates Introduced a combined rating for candidates by producing a „fit‟ status Low „fit‟ candidates removed from the process Mid- high „fit‟ candidates moved through to CV screen 251 251
    215. 215. The results 252
    216. 216. Year on Year outcome at Assessment centre for Cabin Crew Year on year the assessment centre impact of including more robust testing earlier in the process became more visible: 2010/2011 41% conversion Paper based testing at Assessment 2011/2012 48% conversion Online ability and SJQ testing 2012/2013 55% conversion RJP, SJQ and online ability testing The increase in conversions reduced the number of assessment centres to achieve the same number of successful candidates, improving the quality of hire. The improved model required 586 less candidates at final a/c to reach correct quality of hire @ 185 GBP per candidate = 108,410 GBP saved just at A/C & Final Interviews – this does include screening process efficiency and candidate and assessor logistic costs 253 253
    217. 217. Overall outcome achieved for Cabin Crew • Interactive and engaging candidate experience • Creation of custom designed tools • Selection model focuses on behaviour & culture fit • Reduction in screening of applications & administrative activity • Leaner & more efficient selection process • Significant increase in onsite attendance to hire ratio than previous selection model • Reduction in training failure • Increase in performance in roles – • Improved base feedback 254 254
    218. 218. Pilots, cabin managers & graduates 255
    219. 219. Pilots – First Officers - 2013 • First Officers complete a number of online assessments benchmarked against their peers (easyJet Pilot norm group) • After screening, First Officers invited to attend AC • Completed group, individual exercise & interview • Assess key behaviours linked to success as a pilot • Conversion rate at AC increased from 66% in 2012 to 71% in 2013 5% improved conversion at AC = Saving of £10,150 8% increase through to sim = • Saving of £9,750 Conversion rate at sim check increased from 67% to 75% 256 256
    220. 220. Custom Reports Against Role Competence Model To Indicate Risk Areas 257 257
    221. 221. Role Specific Interview Guides 258 258
    222. 222. Graduates - 2013 • • • Function Number of graduates recruited IT 2 Finance 3 People 3 Operations 5 PMO 4 Total • 1 Commercial, Marketing and Europe •• Assessment Process Graduates completed a number of online assessments to identify strengths in verbal, numerical and inductive capability Outcome of online assessments determined next stage of process Graduates attended a 1 day assessment event measuring competencies aligning to easyJet Assessment centre data leadership model Six assessment centres in total Objective evaluation of Each assessment centre delivered the behaviour & suitability required yield Achieved improved conversion at Earliest completion of graduate recruitment process in three (25%) assessment years 18 •• • Fewest number of assessment centres run in • a single campaign, despite recruiting more than previous years Positive feedback received from the business on assessment centre structure and delivery 259
    223. 223. Any questions? 260
    224. 224. Talent Leaders Connect The year ahead #TLCon Today’s WiFi Access Network: VENUE GUESTS, Password: EVENT
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