A ‘Social’ EnterpriseSocial Recruiting Conference 2011
The Challenge Network......was created May 2009, with 6 employees                          To inspire and enable people ac...
The Challenge Programme
The Recruiting Challenge• Build a core team: Grown from 6-60 in 2 years. 100+ by  January. 170% CAGR• Convince 3200+ 16-ye...
2012      The       Recruiting Challenge• Build a core team: Grown from 6-60 in 2 years. 100+ by  January. 170% CAGR• Conv...
2015      The       Recruiting Challenge• Build a core team: Grown from 6-60 in 2 years. 100+ by  January. 170% CAGR• Conv...
The Staffing Machine                  Direct Staffing                  costs Team                    8% of hired          ...
Building a Movement
The Social Network
Social Recruiting
Employer Connections
Opt-in         • 103 joiners from 120           invitations to core           and summer staff         • Profile populatio...
Organic Network Formation
Circles of TrustEmployer sets information access rights by relationship type
Designed & Organic Groups
Content Flow important
Referrals            • 40 trackable              referrals through              network            • Referral rates good  ...
Social BusinessCommunities                                                                         ParticipantsProgramme p...
Your Future CandidatesWhat we’ve observed in tomorrow’s candidates:•Mass engagement (vs. awareness) only works after morep...
Questions?
Appendix
Different motivations for joining  % of respondents (Participants)  100%                                                  ...
Range of preferred communication channels     % respondents                                               Participants    ...
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SRCONF 2011 (Doug Fraley)

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Social Recruiting Conference 2011 - Presentation by Doug Fraley, Talent & Marketing Director, The Challenge Network

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SRCONF 2011 (Doug Fraley)

  1. 1. A ‘Social’ EnterpriseSocial Recruiting Conference 2011
  2. 2. The Challenge Network......was created May 2009, with 6 employees To inspire and enable people across the UK to improve their communities. Our 3-week summer programme with community action project in September connects 16 year-olds from different backgrounds, helps them develop skills for adulthood, challenges them to make a difference in their community and invites them to become part of a movement. 60+ FT employees; 800+ summer programme staff; 3200+ participantsOperating across London and the West Midlands and in Northwest England A social enterprise for social changewww.the-challenge.org
  3. 3. The Challenge Programme
  4. 4. The Recruiting Challenge• Build a core team: Grown from 6-60 in 2 years. 100+ by January. 170% CAGR• Convince 3200+ 16-year-olds to ‘give up’ three weeks of their summer post GCSEs• Find 800+ passionate & able seasonal staff– 250+ volunteers for all weekends in September– Widely ranging paid roles • 180 student/graduates across two roles • 380 experienced hires across three roles– Match across 9 time periods and 6 geographies– Stand down and rebuild seasonal team next year – c.2000 staff needed.• Do it on a charity budget – no agencies
  5. 5. 2012 The Recruiting Challenge• Build a core team: Grown from 6-60 in 2 years. 100+ by January. 170% CAGR• Convince 3200+ 16-year-olds to ‘give up’ three weeks of 8000+ their summer post GCSEs• Find 200+ passionate & able seasonal staff 2000– 250+ volunteers for all weekends in September 600– Widely ranging paid roles • 180 student/graduates across two roles 450 •950 experienced hires across three roles 380– Match across 9 time periods and 6 11 geographies– Stand down and rebuild seasonal team next year – c.2000 staff 3200 needed.• Do it on a charity budget – no agencies
  6. 6. 2015 The Recruiting Challenge• Build a core team: Grown from 6-60 in 2 years. 100+ by January. 170% CAGR• Convince 3200+ 16-year-olds to ‘give up’ three weeks of 30,000 + their summer post GCSEs• Find 200+ passionate & able seasonal staff 7500– 250+ volunteers for all weekends in September 2000+– Widely ranging paid roles 1600+ student/graduates across two roles • 180 3500+ experienced hires across three roles • 380– Match across 9 time periods and 6 geographies 40+– Stand down and rebuild seasonal team next year – c.2000 staff ??? needed.• Do it on a charity budget – no agencies
  7. 7. The Staffing Machine Direct Staffing costs Team 8% of hired salaries
  8. 8. Building a Movement
  9. 9. The Social Network
  10. 10. Social Recruiting
  11. 11. Employer Connections
  12. 12. Opt-in • 103 joiners from 120 invitations to core and summer staff • Profile population suggests desire for distinct platform • 64% manual • 20% Facebook • 16% Linked In
  13. 13. Organic Network Formation
  14. 14. Circles of TrustEmployer sets information access rights by relationship type
  15. 15. Designed & Organic Groups
  16. 16. Content Flow important
  17. 17. Referrals • 40 trackable referrals through network • Referral rates good • 68% among core staff • 17% among summer staff • 5% from talent pool • Half of referrals joined network • 38 hires (and re- hires) from within network
  18. 18. Social BusinessCommunities ParticipantsProgramme partnership ! Incentivised referral ors Pizza lunchesVolunteer provision tit s PaProfessional visits pe yer School assemblies re ols om plo Sc Facebook page & group ntProgramme roles C s ho s m ie YouTube videos FrIndustry leadership E rit ie a Text campaigns InPolicy implementation s Ch nd er te Parents’ evenings s tn re ar st Parent sponsorships P ed TCNFunders Pa thr y ee s Staff Ph lo f p af PIGs trProgramme visits St ila m on pis nProgramme roles s E er Skill-sharing m ni Learning lunches Tr nmPolicy input o G m m ool ov usDonor events S u u The Challenge Society Al t P er ts nt tsDevelopment board Alumni ambassadors n le Alumni assessors e ’ Ta Alumni spokespeople Alumni trustees Social Media ‘Enabler’
  19. 19. Your Future CandidatesWhat we’ve observed in tomorrow’s candidates:•Mass engagement (vs. awareness) only works after morepersonal intervention - Trust•‘Sheep’ effect limits referrals•Referrals best at the intersection of passion fororganisation and empathy for candidate perspective•These guys don’t check e-mail!•Quick to ‘commit’ to many options and pull out of all butmost attractive quite late (and without notice)•Boys engage and behave very differently from girls
  20. 20. Questions?
  21. 21. Appendix
  22. 22. Different motivations for joining % of respondents (Participants) 100% 9 80 60 Rank 40 20 1 0 To have Because To To learn Nothing To meet Get To help Because a good my improve new else to new away people my time parents my CV/ skills do in people from friends wanted UCAS summer home signed me to /job up sign up appsAverage 3.3 5.2 4.6 3.8 4.9 4.1 4.9 4.4 5.1rank
  23. 23. Range of preferred communication channels % respondents Participants 80% Parents 71 60 40 24 25 20 18 18 14 11 9 4 2 2 0 Face to face Email Phone Text Letter Facebook

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