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The slides from our Technology and the Modern Day Recruiter event on February 12th

The slides from our Technology and the Modern Day Recruiter event on February 12th

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  • 1. Tony Goodwin@TonyGoodwin 12th February 2013
  • 2. 1. Scaling the business 2. Increasing Shareholder Value 3. Developing an Internationally recognised brand@TonyGoodwin
  • 3. Scaling the businessPlanThere is always the need to plan. Market Research Pro-Form You need to have a view on market demographics,Management Team Competitive Analysis competitors, sector or skill base focus, size of PLAN market, GDP etc. Even if you are running your business more on intuition and instinct, investors need to see that you have some macro Financial Projections Business Model understanding of what you are doing.Business ModelLets look at our Information memo for Russia.@TonyGoodwin
  • 6. Increasing Shareholder ValueStructure, direction and purpose are evident in this document -that all increases shareholder value.Continuity, consistency of revenue streams and depth ofbusiness model also gives comfort to the investor that this is not justa bunch of chaps having had a good idea that cant be sustained orreplicated.@TonyGoodwin
  • 7. Increasing Shareholder Value Business Model Rising Star MPM Quality Volume There are hundreds if not thousands of ways of doing recruitment This is our way!@TonyGoodwin
  • 10. RUSSIAN INFORMATION MEMORANDUM 2007/2008@TonyGoodwin
  • 11. RUSSIAN INFORMATION MEMORANDUM 2007/2008@TonyGoodwin
  • 12. Developing an Internationally recognised brand1. Doing a good job, repeatedly and then once again.2. Telling people you are doing a good job - Trade Press PR.3. Surveys or other interactions with clients.@TonyGoodwin
  • 13. RUSSIAN INFORMATION MEMORANDUM 2007/2008@TonyGoodwin
  • 14. RUSSIAN INFORMATION MEMORANDUM 2007/2008@TonyGoodwin
  • 15. Developing an Internationally recognised brand 4. Direct marketing tools that also get business. Online Mailing – Direct, E-mail, SMS & MMS Fax Direct Phone Customer Marketing Marketing Group Tools N.B. Dont try to become a consumer brand like Coca Cola, Mars, Unilever or Nestle. Their single country marketing budgets are bigger than most SMEs world-wide turnover, you will never do it!@TonyGoodwin
  • 17. Ecom Digital A complementary mixture of experience and youth Natural Publishers who understand engagement through technology A network of over 150 freelance writers A Creative Team With 34 RAD & CIPD Awards
  • 18. Our clients – wide-ranging stakeholders.
  • 19. Our client work - Content
  • 20. The War for TalentThe War is for Ownership of Talent and The Candidate Won
  • 21. The Competition for Talent• Job Boards want to resell candidates to you and direct employers• Recruitment Consultancies want to resell candidates to direct employers• Direct Employees want the candidate to come direct.
  • 22. Engagement
  • 23. When to Engage Candidate Attraction• Your Career Site• Your Social Channels• Your Advertising/Job Post• On the phone and email
  • 24. When to Engage Candidate Relationship Management• Your Career Site• Content led Email Marketing• On the phone or via email
  • 25. Your CommunicationsThings to Think About• Defining your Communications Objectives – what is it for?, who is your audience?• Where is your target audience(s)? LinkedIn, Twitter, Facebook + blogs + your database etc• What content will engage them?• How will you create this content? Originate or Aggregate.
  • 26. Your CommunicationsThings to Think About• Where do you find good content that others havecreated that you can share with your audience?•How do you share your content smartly and effectively?•What are you success KPI’s
  • 27. Content Sources
  • 28. Types of Content to Share OnYour Social Networks• Tell people about you, the company and your role.• Use video, interviews with staff, supplier, customers, candidates and “industry thought leaders”.• Share your sector expertise.• Share the views of other “industry thought leaders”• Conduct polls, surveys, seek expert opinions and share• Create Top 5 or 10 tips for candidates.
  • 29. Top Tips• Today we are all publishers – think and plan like one.• Relevant Content is King.• Build an RSS Content Library• Google love content• Email is alive and well• Protect your database – seed it
  • 30. The Recruiter ofthe Future• Marketeer• PR Specialist• CRM specialist• Mobile and Video channel manager• Content aggregator, curator and distributor• Channel Manager
  • 31. Thank
  • 32. PSDon’t Forget to Engage on the 14th Feb... Or else
  • 33. Why and how aspects of the recruitment process are likely to change Belinda Johnson - WorkLab Ltd – 12th February 2013
  • 34. Today… Why some changes to the process of recruitment are inevitable.  Fragmenting Workforce.  Enabling Technologies. How those changes are likely to play out. Conclusions for Hirers, Candidates and the Recruitment Industry. 37
  • 35. Research38
  • 36. Research REC - Recruitment 2022  A distillation of opinion from 40+ interviews + substantive 3rd party research  Contributors included: RBS McDonald‟s Steinhoff Group Computacenter Recruiter Magazine Akamai Centrica General Dynamic IT Lloyds Fujitsu Autodesk Fieldglass G4S Northgate Arinso Safe Screening Freelance and The Talent Board / Social Media Contractor Services Candidate Experience commentators & Association (FCSA) Awards strategists Available free to REC corporate members: 39
  • 37. Research Enabling informed decision making  Improving the perspective of schoolchildren, FE & HE students on the world of work  Working with employers and those who affiliate talent to understand how skill needs, capabilities and preferred means of engagement (hirer and candidate) are evolving  Mapping the impact of revolutionary emerging technologies, and supporting the determination of workforce strategies to capitalise upon/drive change40
  • 38. Why? Workforce Fragmentation is increasingacross the Extended Enterprise collaborations outsourced front-line & support services consultants crowd / micro- entrepreneurs interims temps/contractors/freelancers productivity & sourcing & full-time, part-time & fixed-term performance recruiting employees management41
  • 39. Why? European buyers plan to further fragmentusage European Buyers planning to buy more… 80 70 outcomes-based 60 working 50 40 role-based 30 working 20 10 0 -10 -20 -30 2012 2011 Source: KPMG - Rethinking Human Resources in a Changing World – 2012 Survey42
  • 40. Why? Interest in working on a contingent basisis rising “The world of work has changed… The intelligent individual is in control of his or her own market, while the rest still require patronage.” Andreas Ghosh Personnel and Development Director for London Borough of Lewisham (and Policy Lead for Workforce Strategy at the Public Sector People Managers‟ Association) Source: Randstad‟s Navigator Report 201243
  • 41. Why? Interest in working on a contingent basisis rising 1.65 million „temps‟ in the UK – 6.5% of working population Roughly the same number of „self-employed‟ freelancers The rise of „I-pros‟ (study commissioned by PCG)  The rise in (European) I-pro numbers between 2000 and 2011 was +82%  Between 2008 and 2011 there was growth of 12.5% which was driven by four countries; Germany, France, Poland and the UK  In same time period, UK achieved double the European growth level – UK I-pros = 19% European total 44
  • 42. Why? Interest in working on a contingent basisis rising I choose to work on a temp/contract/interim basis Average of all the categories Day rate: over £500 per dayDay rate: Under £500 per day PAYE: operational support PAYE: front-line operations 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Source: Randstad World of Work Report 2011/12Additionally:• 46% of employed workers considered a freelance role when last looking for work• 48% will consider it when looking next time 45
  • 43. Why? Interest in working as crowd labour isrising Crowd workers  Nearly 60% of all crowd workers live in North America and Europe.  Almost 50% have a bachelor degree.  The number of crowd workers is growing in excess of 100% a year.  Crowd members work at least once a month; about half work as often as once a day.  Nearly 77% of all workers have a primary job. Source: Massolution 46
  • 44. Why? Interest in deploying crowd labour isrising Crowd providers  Revenues grew over 75% from 2010 to 2011.  Share of revenues:  Internet Services - 29%  Media and Entertainment - 20%  Technology sector - 18%  North America and Europe collectively hosting more than 90% of crowdsourcing clients.  Worker assessment is the most prevalent quality control method, offered by more than 92% of the providers; peer and expert review are also common and offered by 80%. 47
  • 45. oDesk – Projects completed in US – 165k Source: oDesk “oConomy”48
  • 46. oDesk – Projects completed in India – 293k49
  • 47. oDesk – projects completed in Bangladesh –132k50
  • 48. oDesk – projects completed in UK – 23k51
  • 49. Why? The fragmentation of roles is increasingacross the Extended Enterprise collaborations outcomes- outcomes- based tasks based tasks outsourced front-line & support services consultants crowd / micro- entrepreneurs interims temps/contractors/freelance rs full-time, part- productivity & sourcing & time & fixed-term performance employees recruiting management52
  • 50. Why? Crowd working in the UK has manydrivers Underemployment:  “People in work wanting more work increases by £1m since 2008” - ONS  Over 3 million people - 1 in 10 workers - want/need more work Number of underemployed workers 9% Want more hours in current job in Britain (m) (2.33m) 15%4 Want replcement job with more2 hours (0.46m)0 Want an additional job 2011 2002 2009 2000 2001 2003 2004 2005 2006 2007 2008 2010 2012 76% (0.27m)  One of the key drivers for the introduction for Real Time Information (RTI) is to capture multiple income streams 53
  • 51. Why? Crowd working in the UK has manydrivers Worker stagnation The under-utilised The unidentified 45% 44% 10% 19% Source: Ranstad World of Work Report 2011/12 2010 2011 Significant participation in crowd activities, around areas of passion/interest – it is likely that these crowds will eventually be monetized 54
  • 52. Fragmenting workforce – generic conclusions It is not just the fragmentation of worker types that will present greater challenges from a sourcing/resourcing perspective in the future – this will be further exacerbated by the fragmentation (micro- tasking) of roles.  Workers will be increasingly become hired to deliver outcome-based tasks rather than assume broad roles With requisitions emerging for increasingly shorter-term skills requirements the concept of „permanent‟ employment/roles will become obsolete. Talent will be selected based on evidence that they can deliver against the required task – how they are engaged is of secondary interest. Reward will become far more outcomes based, both for the worker and, potentially, for those involved in the recruitment process 55
  • 53. Why? The technology is available to managepeople across the Extended Enterprise Enterprise Resource Planning Systems (ERP) HR Information Systems (HRIS)Employed Applicant Tracking Systemsworkforce (ATS) + affiliationsContingent Vendor Managementworkforce Systems (VMS)56
  • 54. Why? Technology is ready to enable workforceoptimisation The productive interoperability of the fragmented workforce is critical to any organisation‟s success When technology-enabled real (global) workforce optimisation comes into view  Recruitment could finally become acknowledged as the most important HR/People process  The ability to measure productivity/efficiency = Quality of Hire - the only future recruitment metric.  Use of more flexible and virtual resource = less will be left to chance  Integrity  Cultural match  Reputation – i.e. the ability to deliver outcomes 57
  • 55. Why? The connected world creates opportunity& challenge With the social footprint we are all putting down, eventually – whether we like it or not – we will all be „found‟ Hirers (and intermediaries) can use digital technology to facilitate a seamless and personal, multi-channel „dialogue‟ with prospective candidates – from sourcing/selling to de-selection or shortlisting, to on-boarding into working and beyond – but few do. 58
  • 56. Why? The candidate is also a consumer – and willincreasing expect to be treated as such 40% had an existing relationship with the company one third of those 20% admit to prior to applying, either as a surveyed admitted to being an actual customer, advocate or with receiving no response at customers of the family/friends already at the all to an application organisation they company applied to 74% say they would 27% say they would share a positive with share a positive CE on their inner circle - 61% social channels – 16% would share a negative would share a negative one one Source: UK CandEs 2012 – 59
  • 57. Why? The candidate is also a consumer – and willincreasing expect to be treated as such Source: REC – Recruitment 2022 60
  • 58. Conclusions relating to the connectedworld The dynamic, competitive and efficient multi-channel experience that is becoming an expectation within retail and consumer services will arrive at the door of HR services. Time invested, from the candidates‟ perspective, will become the currency that will fuel their expectations. Their key expectation/requirement will be timely, accurate and transparent communication. A personalised experience, and all that entails, will become the norm. The monitoring and influencing of brand sentiment (corporate and personal) will become an essential. 61
  • 59. What will change for hirers? The need to continually innovate to remain competitive and the need for organisations to reflect the communities they serve efficiently will be key catalysts for  „Hiring for Outcome‟  „Hiring to Type‟‟ Additionally, technology will finally enable the main future recruitment metric to become „Quality of Hire‟. As requirements become increasingly transient, roles will increasingly become broken down into tasks. As a consequence. the concept of permanent employment/roles will become obsolete The principle of candidate as potential customer, and vice versa, will be embedded across hirers in all industries.  The rules of engagement of e-commerce will prevail.  Social Media monitoring and influencing is a pre-requisite  Legacy issues over poor customer service (aka the candidate experience) will be eradicated as a consequence. 62
  • 60. What will change for the candidate? The need to demonstrate reputation and influence – the ability to deliver outcomes.  Demonstrating influence and results delivered - will become an imperative.  Evidence of this nature could morph into a passport/badge/pin – a pre- qualification.  Academic achievement/career history will become of decreasing importance. Work and reward will become more task orientated than role based.  Needs will become far more transient - the concept of „permanent‟ employment will become obsolete. Communication within the recruitment process will dramatically improve.  Technology will enable it - candidates (i.e. as customer and consumer) will demand it. 63
  • 61. What is likely to change for the recruitmentindustry?sourcing / selling• Protocols will be established to determine where and how within the hirer‟s extended enterprise resource should ideally be deployed• Scare skills/capabilities and worker choice may create a need to be completely flexible around means of engagement • Shift to capability sourcing rather than engagement type preference• Candidate acknowledged as /treated as customer – Industry to mirror on- recruiting• Community identification and engagement will be highly prized skills – boarding blurring with marketing • In-depth market knowledge of sourcers – could/should mirror the emerging talent communities • Content and context will be key • Adoption of social media monitoring/influencing essential • Effective community engagement will require a strategy for enabling individual conversation within corporate persona• Outcomes-based screening starts here 64
  • 62. What is likely to change for the recruitmentindustry? Recruiting • It is in all parties‟ interest that fewer, more qualified people commence the application process • Filtration processes to be added at the widest end of the funnel • Shift towards outcomes-based screening, particularly reputation and integrity, continues to replace historical dependency onsourcing chronology of events on-/ selling • Candidates will need support in developing a new form of boarding outcomes evidencing • Smaller steps in the recruitment process allow for candidate relationships with the hirer to build throughout the process – dramatically improving the candidate/consumer experience • Industry could/should take ownership of aspects of generic profiling – integrity and reputation – and lead the way in pre- validated talent pools • Increasing use of video – for two-way transparency65
  • 63. What is likely to change for the recruitmentindustry? on-boarding • Instances of fall-out dramatically reduced as relationships with the hirer are established much earlier in the process • Post offer-acceptance screening reduced down to time-sourcing / stamped information only, BUT Recruiting selling • The complexities associated with on-boarding , maintaining compliance and monitoring the required outcomes (the Quality of Hire) across the Extended Enterprise will require specialist skills/capabilities - sophisticated commercial offering66
  • 64. What will change for the Recruitment Industry?“The recruitment industry of the future will be very different to today‟s –but whether that future is dull or bright depends on whether it cananswer a key question: What are we being paid to do?” Peter Whitehead – Financial Times 67
  • 65. Contacts Belinda Johnson Owner- Work-lab e: t: 07771 534365
  • 66. Supplying the best talentKeith Robinson & John Paul Caffery#TechRec13
  • 67. Keith RobinsonFounder: Personnel TodayCOO: TotalJobsFounder: CandexFounder: ECOM Digital
  • 68. The mantra of the CEO “People are our greatest asset”
  • 69. A move towards in-house recruitment
  • 70. A move towards in-house recruitment
  • 71. A company’s goal should be to acquire talent at the best price not the cheapest price…
  • 72. Defining crowdsourcing Crowdsourcing and mass collaboration allows a business to solve problems and tap into talent via the internet using a single platform. This technique enables a business to access information quickly and easily.
  • 73. Crowdsourcing in action
  • 74. How does recruitment crowdsourcing work• One platform, one contract and a single set of terms to access 1000’s of new companies recruiting• Access new vacancies of your choice immediately• Plug-in immediately to a company’s recruitment supply chain• Only engage on vacancies when you’re confident of delivering the best talent (pay on access model)• Zero cost to view vacancies and then only pay on engagement• Retain 100% of the fee on offer• Build direct relationships once you deliver
  • 75. Crowdsourcing specialists• Top 10 Global Accountancy & Advisory Firm• Corporate Finance Director Vacancy• Direct sourcing undertaken but little success• 78 CF recruitment specialists notified of vacancy• 4 recruiters agree to engage and supply (pay on access model)• 8 CV’s submitted within 7 working days of vacancy posting• 5 candidates interviewed• 1 offer presented and accepted• 3 weeks to fill vacancy• £17,500 recruitment fee billed and a new relationship built
  • 76. Current users
  • 77. Powered by Talent
  • 79. Last year, the world created enough digital data to fill a stack of DVDs thatwould stretch from Earth to the moon and back.”