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Enabling Success With Big Data-Driven Talent Acquisition

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So you think “Big Data” doesn’t apply to your small or mid-size company? Hiring the right candidates means profitability for businesses, of all sizes and shapes. …

So you think “Big Data” doesn’t apply to your small or mid-size company? Hiring the right candidates means profitability for businesses, of all sizes and shapes.

Join David Bernstein as he explores adopting an evidence based recruitment marketing strategy based on Big Data and learn how talent acquisition professionals gain the insights their organizations need to make better informed recruitment marketing decisions.

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  • 127 year old company, 1885 – Commercial HVAC (Building Efficiency) – B2B brand1978 – Globe Union purchase (Power Solutions) – B2C, but parent brand is overshadowed by consumer brands1985 – Hoover Universal purchase (Automotive Experience) – Tier 1 supplier/only 18 global customersChallenges with brand
  • The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
  • What is happening in the marketplace…what we’ve seen - increased focus on HR and Analytics - shift from just reporting and metrics...spiking interest in TA and BIG DATA show Social Ears Graphs
  • - Increase need to be Strategic. Understanding the need to be “analytic.” The Creative Tension…. - Clear understanding of Talent as a differentiator - The value is in the outcome. Big Data is more than a technology solution. Tying the pursuit of Big Data to business goals and objectives is key.Big Data consulting means eQuest will be advising our customers on the insight found in the patterns contained within our data. Enabling the customer to make informed decisions quickly and take action quicker is the key to creating their competitive advantage.
  • According to a recent survey from the Human Capital Institute, 43 percent of companies still rely on spread sheets or other manual reporting systems to capture and analyze human capital management, or HCM, data, and less than 20 percent strongly agree that HR possesses the ability to collect, aggregate and derive insight from HCM data. So while software vendors are busy building Big Data tools to help companies make better, faster and cheaper workforce decisions, HR leaders need to think about how they will make the most of these tools and the data they promise to analyze. That means hiring staff who understand workforce analytics, and investing in technology that will enable data to flow more freely between systems, - For at least one HR function, recruitment marketing, you don't have to reinvent the wheel. - Why wait for your company to get up to speed? Outsourcing is a really viable option here. You can just plug in. - You can take the time and money to build your own infrastructure, but you'll never be able to access the objective third-party job board data you need to accurately predict recruitment marketing effectiveness. Awareness in HR is high, but time, money, skills, and access to data are low. HR is need of an easy, cost-effective service that will enable them to drive eQuest “Big Data for HR” = A unique and innovative service that provides actionable, results focused advice based on predictive analytics and benchmark data.Key Differentiators: 1) Action/Results orientation vs . a “tool” focus 2) Robustness of our core database. Unmatched in the industry 3) External labor/candidate market data vs. Internal employee data 4) Broader HR discipline scope– i.e. Workforce Planning vs. only Recruitment 5) Deep Industry knowledge in Interactive Media, Talent Acquisition, Strategic HR, and HR Operations.
  • ? Definition, Hallmarks, and What makes it so special?
  • Just over 10 years ago, early internet based applications were beginning to emerge. Looking back now, it was then that the seeds for today’s Big Data capabilities were being planted. It was the linking of people, applications, and databases through the internet backbone that was that has created the phenomena that we are now referring to as “Big Data.” Big Data is an inevitable outcome in the evolution of the utilization of the internet. Ironically, an evolutionary step is giving rise to a revolutionary way to achieve business outcomes. …but before I get ahead of myself, let me first establish some basic understanding. In order to understand how to leverage it, lets first back up to understand what is Big Data? What does it really mean and why should HR start to care about it?....Volume – Scale of the data being analyzed is on a new order of magnitude – i.e. from Gigabytes to Terabytes and beyond. 1TB = 1 Thousand Gigabytes. To think practically how much information a terabyte of disk space holds, let's assume we're storing text from magazine pages on a computer that does use one byte per character. At an average 5,000 characters per page, 1TB of disk space could hold 220 million pages of text!It is not uncommon for today’s “Big Data” repositories to contain Billions of records of information. For example, at eQuest, we currently have collected 1.14 Billion Job Posting Performance Records. We are collecting roughly 1 Million new records per business week. After our data cleansing and archiving processes are completed, we have added on the order of 3 Million new Job Posting Performance Records per week.Velocity – Refers to the pace of the data being created. The data being created around the clock at a pace never before seen. Even more importantly, the most critical insights are those that can be gleaned from the most recent data. In eQuest’s case, we are collecting over 41K Job Posting Performance Records per hour.Variety – This dimension refers to the fact that the data is coming into the repository from a high variety of sources and that the format of that data is not uniform. No longer is analysis done solely on pre-defined structured data formats. eQuest’s data acquisition strategy is fits this definition to a “T” – we too are pulling together data from a myriad number of sources and that data is coming to us in all formats. Veracity – IBM reminds us that due to the first 3 dimensions, it is important to keep in mind that Big Data programs also require extreme focus to ensure the validity and accuracy of the data. Due to high variety of data formats, the greater potential inconsistencies in the data, and delays in getting all of the data, the value of a Big Data Program will be jeopordized if there also not a corresponding higher degree of focus on the Veracity of the data.Underpinning all of this is the need for newer technologies to collect, house, analyze, and interpret all of this data. Traditional tools and methodologies are not capable of meeting the demands.Paradigm Shift – The traditional, structured model was an approach where business users would frame the questions that Needed to be asked, and IT would build structured database solutions to answer those questions. Today’s creative discovery approach is the inverse. Instead, IT first builds a platform that enables free and open discovery. With that in place, business users are free to poke around and explore first to determine what questions Could be asked. Bottom-line -> Big Data is really about stepping up the analytics game. The game changing nature of Big Data is the underlying technologies now make it easier and faster to create more accurate forecast models and to crunch large amounts of data in a real-time manner.Big Data is about gaining insights faster…about being able to increase the likelihood of forecasting and planning…about being able to review results in a real-time manner…and about being able to make faster decisions. Companies that do this can create a competitive advantage for themselves.
  • 60 minutes in
  • The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
  • TCS 2013 Global Trendy Study - Degree Of Potential Benefits Big Data Could Generate – Mean Summary — Human Resources
  • Talent is KeyGetting Talent Quickly is keyNot having talent = missed or delayed business opportunities
  • The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
  • Speak: Are critical to achievingourstrategic plansHave a significant impact on performance and/or longer term growthRequire unique qualities that are difficult to find or developWhen leveraged, offer a competitive advantage to the organizationGuidingPrinciples:Provide focus: spend time on roles and people with the greatest impact to the businessCreate and feed a pipeline: determine feeder pools for the criticalrolesKnow talent: all incumbents to criticalroleswillbediscussed, in depthSteward talent: thoroughreview of possible successors and input to theirdevelopmentPromotedeeperunderstanding of risks and opportunities(This does not takeownershipawayfrom the respective line manager execution of development plans)Focus:IncumbentsIdentifiedSuccessorsTalent Pools that are identified as feeders
  • Identify 40 profiles who are qualifiedThat will net 14 conversationsThat will produce 5 qualified candidates who interviewThat will get us 1 hire
  • The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
  • It’s all about timing – be ahead of the competition!
  • Play video
  • - show the funnel and how HR can use it for operational and competitive advantage
  • The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
  • Which pond?…and getting to the good pond before the others!
  • The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
  • Another piece of the journey….Remember when…It was not that long ago, talent acquisition was referred to as the recruiting department – with no more responsibility than reviewing resumes, screening candidates, and organizing candidate interviews.  The phrase “talent acquisition” is now mainstream – and is embraced by both large and small organizations. Companies understand that there is a broad end-to-end focus needed; one which stretches from building a strategic employment brand, through sourcing and recruiting, all the way to onboarding top people. Recruitment is an essential element of talent acquisition (and includes sourcing, selecting, hiring and onboarding)
  • Our first key objective was to work with the customer to fully utilize our job posting delivery service.  Not only did this provide the customer with the productivity advantage this service provides, but it also enabled us to be able to analyze their candidate activity across those 48 boards.  Astonishingly, we found that 45 of their sites showed no response within a reasonable time frame.  The analysis revealed that only 3 of their current boards were producing any reasonable candidate response rates.  With our Big Data analysis capability, we were then able to identify 4 other boards that they should use and recommended they drop the 45 that were not performing.  Last, based on our analysis of the words and phrases candidates were searching on,  we provided guidance on how to improve their job posting titles and descriptions.In the end, we helped our customer boost their candidate traffic by 175%.  Not only that, the customer reported that the quality of those candidates increased as evidenced by the increase in the number of candidates that were brought in for interviews.  Last, we were able to negotiate preferable posting contracts for the customer for their remaining 7  boards, reducing their annual spend by 50% for that portion of their recruitment advertising budget.
  • Transcript

    • 1. Enabling Success With Big Data - Driven Talent Acquisition - Adopting an evidence-based recruiting strategy
    • 2. Introduction Activity • We have leadership who asks, “What does the data tell us? • Our leadership is willing to let data override their initial hypothesis? • Do you have at least one person on your team responsible for data and analytics and that person spends at least 50% of their time on those activities? • Does that person use a tool other than Excel for your data analysis? • Have you taken at least one basic statistics course? • Do you have a passion for data and analytics? Share typical results…
    • 3. And Now A Story About Ham
    • 4. Value & Need Assessment V a l u e Must Have / Must Do Optional Nice To Have / Nice To Do Need Optional
    • 5. Decision Framework There are only 2 reasons why HR should deploy an analytics program - Business Leaders Care About Cost and Profit M o n e y Make Save HR Business Drive Better Decisions
    • 6. Opportunities To Be “Evidence-Based” Data Business Plan Workforce Plan Talent Acquisition Plan Sourcing Strategy Plan Budget Forecast Marketing Effectiveness Branding, EVP/EOC Funnel Analysis Candidate Selection Quality of Hire Business Outcomes
    • 7. The Intersection Between Little Date, Big Data & Talent Acquisition OVERVIEW
    • 8. Market Interest In… 9
    • 9. Huge Interest in “Big Data” 10
    • 10. Evolution of HR HR’s role is participating in and creating business strategy. 80% of HR Leaders now report to the CEO. What stories does the data tell? What insights can be derived and applied? 11
    • 11. HR’s Pursuit
    • 12. The Facts: • Only 6% of HR organizations report that they have excellent analytic skills internally. Most have not yet invested the time it takes to build a holistic analytics function. Due to limited headcount, priority is given to core responsibilities. • Only 8% of companies report that they have begun to implement a Predictive Analytics strategy into their HR Strategy and Planning activities. • Most reporting has been focused on HR Operational metrics vs. using data to drive forecasts, planning and decision making. • The United States alone faces a shortage of 140,000 to 190,000 people with analytical expertise and 1.5 million managers and analysts with the skills to understand and make decisions based on the analysis of big data.
    • 13. More Facts: • 80+% of Senior HR Executives report to their CEO for the purpose of integrating People strategies into the highest levels of the business planning. • However, only 38% of CEO’s report that they are satisfied by the role that their HR Leader plays. The number one reason for the dissatisfaction is that they find HR Leaders fall back to operational and compliance topics vs. strategy and business planning. The Opportunity: • Companies in the top third of their industry in the use of data driven decision making were, on average, 5% more productive and 6% more profitable than their competition.
    • 14. What is Big Data? 16
    • 15. What is Big Data? Buzz phrase – Squishy….no single definition • Official definition: Convergence is building around the following: » » • Gartner’s 3 “V’s – A data set that is created through the combination of high Volume and Velocity from a Variety of sources IBM’s 4th V – Veracity Technical Component - Due to the enormity of the data traditional data acquisition, storage, and processing tools will not suffice • Paradigm Shift: Traditional Structured vs. Creative Discovery Models ===================================================================== • Key Hallmarks - Big, Fast, and “Different” – Blended together, Allowing for Predictive/Forecasting and Real-Time Analysis • Layman’s definition is emerging. Less focus on “what it is.” Instead the focus is shifting to “why it is important?” and “how it can be used?” » i.e. “Big Data” is collection of activities that center around the analysis of large sets of data to determine if there are any Patterns that could be used to Predict Performance.
    • 16. Big data is: rapidly increasing amounts of data, generated by multiple sources, in many formats; analyzed for new insights The value of big data comes from analytics. With big data, organizations can perform more in-depth analytics; delving into data and connecting previously unconnected data sets. The volume of data being produced has increased rapidly. Organizations are faced with data from numerous sources including the enterprise, the cloud, and social media. Volume Variety The variety of data types are increasingly diverse. Structured data* often comes from transactional systems, while unstructured data comes from a number of sources such as photos, video, text documents, etc. Value Getting value out of big data is dependent Veracity on having quality data. If an organization’s data lacks veracity, decisions may be made that do not actually benefit the organization. Data is being generated at increasing rates. Velocity Organizations not only need to address how quickly data is generated, but also how quickly the data needs to be analyzed before it becomes stale or obsolete.
    • 17. Volume Variety Veracity Velocity
    • 18. The 4 “V’s” + Statistical Analysis = Opportunity to See Patterns & Derive New Insights!
    • 19. Data you see... Platform usage... Other Data You need special tools to see
    • 20. Examples - Little Data Sources HR – HRIS Data, Payroll, Performance Reviews, Training Comms / marketing - Surveys, community feedback, ratings, vendor data Sales – CRM Information technology – Outlook exchange (or similar) Operations – Project management system, inventory or warehousing systems, enterprise resource systems Customer service – CRM technologies, customer records Procurement – Contracts, service-level agreements, targets Quality – Compliance systems, automated reporting Finance – general ledger, enterprise resource system, payroll Legal - compliance fees, litigation, settlement
    • 21. Examples - Big Data Sources HR – BLS, Comp Benchmarks, Unemployment Data Comms / marketing - Sentiment analysis of social data Sales – communication engagement with customers using voice, text, and GPS tracking Information technology – leadership communications, interpersonal relationships through email, IT resource usage. Operations – usage of GPS data Customer service – voice-based analytics Procurement – commodity market data integration Quality – operations outputs and sensor readings
    • 22. The Results That Matter It’s all about targeting and results! Narrowcast Laser In Target
    • 23. Why Big Data & Talent Acquisition Make Sense TALENT ACQUISITION
    • 24. The Changing Look of Business Success How does Talent Acquisition Drive This? How is Talent Acquisition Impacted By This?
    • 25. Big Data for HR Areas of Greatest Benefits Degree Of Potential Benefits Big Data Could Generate— TATA Consultancy Top benefits, as seen by HR managers – Identifying Potential Recruits – Determining Optimal Job Candidates – Identifying Effectiveness of Recruiting Campaigns Indentifying potential recruits 3.08 Finding Employees with the right knowledge 3.23 Finding information 3.27 Indentifying internal mentors 3.31 Determining the most valuable employees 3.35 Determining optimal job candidates 3.38 Gauging employee moral/engagement 3.38 Determining employees to promote and provide other rewards Indentifying Effectiveness of recruiting campaigns 3.42 3.5 Improve employee retention 3.85 0 No benefits 1 2 3 Moderate benefits 4 5 Very high benefits
    • 26. Why Applying Big Data To Talent Acquisition Matters Talent Is Clearly A Differentiator   Talent is what drives innovation “War for Talent / Competitive Talent Acquisition   Candidates can only take on job at a time Talent Constraint Issues    PwC Study Boston Consulting Group Study
    • 27. Value Propositions for Talent Acquisition • Paradigm Shift– – Proactive and Foresight driven • Talent needs assessment – What, When & Where – Focus on building talent sourcing strategies that align to the business plan – Increase focus candidate and hiring manager engagement vs. transactional aspects of the process – Tied to a “Workforce Plan” • Smarter Spend – – Reduced Cost Per “Applicant” and “Hire” – Quality of Candidate – Increase % of completed apps you want to interview – Ability to reduce or get broader coverage with the marketing budget • Precision and Speed – – – – Know before you begin – Sources and Difficulty Narrow casting – No more Post & Pray/Spray Timeliness
    • 28. When Was This Said? “Today, many companies are reporting that their number one constraint on growth is the inability to hire workers with the necessary skills.” Peter Drucker – Professor of Management, The Wharton School Of Business - Present William Jefferson Clinton – President of the United States of America 1993 - 2001 John Francis “Jack” Welch, Jr. – Chairman and CEO of General Electric 1981 2001 30
    • 29. The Basics Have Not Changed… Need To Find & Attract The Best Talent, As Quickly As Possible, For The Best Cost
    • 30. Identify & Prioritize Mission-Critical Positions IDENTIFY
    • 31. Focus On Positions That Have The Greatest Impact Long-Term Impact Short & Long-Term Impact Vacancy in role has little impact on short-term; Vacancy in role has little impact on shortterm; General knowledge and skills Specialist Key Scarcity Specialized skills or knowledge that must be recruited and/or developed Vacancy in role has significant impact on short-term; Specialized skills or knowledge that must be recruited and/or developed Vacancy in role has significant impact on short-term; Flexible Fundamental Vacancy Impact General knowledge and skills
    • 32. Sensitivity of Search  High: No ads, only aware to stakeholders  Medium: No ads, internal knowledge only  Low: Ads, internal and external knowledge Specialty Assessment of External Labor Market  High: Small number with specific skills  Medium: Somewhat limited number with specific skills  Low: Constant supply with specific skills Role Criticality  Small: <20 resumes received for avg RTH  Medium: >20 & <50 resumes received for avg RTH  Large: <50 resumes received for avg RTH Intelligence Confidentiality Talent Supply Size of Candidate Pool Capability Sample Prioritization Criteria Matrix  High: Many resources required, longer cycle  Medium: More resources required, average cycle  Low: Limited resources required, short cycle  High: Direct experience / current knowledge  Medium: Related experience / previous knowledge  Low: No experience / no previous knowledge Assessment of Business Impact  Critical: Creates strategy, high short and long-term impact  Key/Core: Creates or affected by strategy, avg impact  General: Executes strategy, little short-term impact Analysis of Information to be Gained  High: Valuable info about competitors or market  Medium: Potential info about competitors or market  Low: Low-value info about competitors or market Business Action on Pipeline Strategic Support Difficulty Resource Intensity Capability of Recruiting Team  High: Commitment to hire, regardless of opening  Medium: May hire, regardless of opening  Low: Will only hire for an opening
    • 33. Sample Prioritization Decision Tool Multiple roles can be considered side by side. prioritization criteria Role #1 Role #2 Role #3 Role #4 Talent Supply  ™™™   Confidentiality ™™™   ™™™ Specialty  ™™™   Difficulty   ™™™ ™™™ Capability     Role Criticality   ™™™ ™™™ Intelligence     Strategic Support ™™™ ™™™ ™™™  Yes No No Yes Is this position a priority? The value for each criteria is entered for the roles being considered. The decision is made looking at all of the criteria results, role vs. role. decision
    • 34. Know Your Typical Funnel 40 Sourced 14 Responses 5 Interviewed 1 Hired
    • 35. Create Your Strategy To Source & Fill Mission-Critical Positions STRATEGIZE
    • 36. Strategy Defined
    • 37. Talent Acquisition Is Competitive – It Is Critical That You Be Able To… Market Your Message In The Right Places, The First Time… Ahead Of The Competition 39
    • 38. What if you could accurately predict the outcome? 40
    • 39. What If? • • • Examples - What would you be able to do if you could… – Make better, more accurate forecasts? – Be able to be “proactive” in your talent acquisition activities? – Be able to make “informed” decisions, faster and then be able to take quicker action? – To understand the effectiveness of the actions you’ve taken in real-time? – To have the competitive “talent” intelligence regarding how well your marketing efforts are working, in real-time? – Have insight into the available supply and demand for talent? • “Recruitability Index” and “Poaching Protection” – Could tie Sourcing to future Performance and Retention Talent is a differentiator. Without a pipeline you can’t recruit. Leverage Big Data Insights for Operational Efficiencies and Competitive Advantage. 41
    • 40. Breaking It Down Forecasting Activity Summary What does my recruitment marketing activity look like? Where are the most strategic places to advertise? Big Data Competitive Analysis Marketing Effectiveness How did my investment work for me compared to my Talent Competition? How well did my investment work for me?
    • 41. How To Apply Big Data In Talent Acquisition
    • 42. Source & Fill Mission-Critical Positions FILL
    • 43. Determining The Best Sourcing Methods Sourcing Method: Affected by Strategy Agency Engagement Pipelining Sourcing The sourcing method chosen is based on the scarcity of talent and the importance to the business strategy. Each method requires its own strategy! Scarcity Labor Market Research Pipelining Sourcing Specialist Agency Engagement Consultation & Development Affects Strategy Key & Critical Outsource roles that are resource intensive but will yield little intelligence. Build pipelines and direct source for roles that will yield valuable, recyclable intelligence. Consultation & Development Labor Market Research Flexible Fundamental Leverage opportunities to help managers increase their networking skills, etc. “Quick wins” that yield high intelligence but are easy to execute and can be managed with less resources Value Creating / Short-Term Impact
    • 44. Defining Sourcing Methods: The “What” – Not The “Where” Pipelining Sourcing Labor Market Research Consultation & Development Conducting research to benefit future hiring strategies and support competitive business objectives. Building internal sourcing expertise with recruiters and hiring managers. Agency Engagement Definition Developing pools of Identifying pools of talent for future hiring talent and converting needs. them into applicants for current and future hiring needs. Centralizing management of recruiting-based, 3rd party agency engagement. Sourcing Options • Name generation • Name generation • Recruitment Marketing • • Outreach to talent leads • • Ongoing engagement • of leads • • • Name generation • Informal coaching of • Maintaining recruiters and hiring relationships with Recruitment • Labor-market managers by senior preferred vendors Marketing analysis sourcing specialists • Leveraging 3rd party Outreach to talent • Competitor employer • Training sessions to agency success leads value analysis improve recruiters’ Ongoing engagement capabilities in directof leads candidate sourcing Filtering of leads • Sourcing channel consultation Conversion of leads into applicants
    • 45. Which Pond To Fish In? 47
    • 46. Greatest Scrutiny Should Be On Spend
    • 47. Maybe I’ll Just Use My Usual Media Outlets 49
    • 48. Post & (S)Pray
    • 49. Single Source
    • 50. How and What to Measure MEASURE
    • 51. Marketing Effectiveness 53
    • 52. Case Study Prior to eQuest Analysis: Financial Job Board Sector Only • • • Utilized 48 Financial Job Posting Sites Average Spend Per Site = $500.00 Total Annual Spend = $175,000.00 (350 postings annually) ………….………….………….………….………….………….……. After eQuest Analysis: 3 & 6 Month Trending Reports • • • 3 & 6 month study showed no candidate viewership/activity on 45 of 48 sites 2 sites showed upward candidate trending 1 site determined strong viewership and response rates
    • 53. Case Study - Continued Recommendations: 1. 2. 3. 4. 5. Disengage the 45 non-working career sites Add additional 4 career sites determined to be effective through data analytics Focus postings on remaining 3 sites and 4 new sites by job location, job title, skills sets Incorporated best responded to job titles in aggregated analysis Skill word(s) analysis, comparison, and recommendation ………….………….………….………….……… Results: 1. 2. 3. 4. Candidate traffic was boosted by 175% Quality of candidates increased eQuest Media negotiated preferable posting contracts with the 7 boards to reduce overall spend by 50% or $87,500.00 Repurposed savings into other job classifications
    • 54. Case Study • • • • Customer: One of the world’s largest manufactures of commercial building systems and automotive components. The Business Challenge: In order to gain a competitive advantage in the marketplace by attracting top talent, the customer needed to obtain and engage a more qualified candidate pool. In the past, their recruitment marketing strategies relied on hindsight and trial-and-error. As a result of this reactionary approach to talent acquisition planning, they was spending more time on recruitment administrative tasks and less time on the all-important task of candidate engagement. The challenges were compounded by an increase in the number of difficult-to-fill critical jobs, which they needed to address in a very short amount of time. The Approach: Adopt an evidenced-based recruitment marketing strategy to forecast the right job boards, candidate flow, and timing anticipated to fill the critical positions. Additionally, they needed to get a better understanding the effect their employment brand was having on their recruiting efforts. Results: Focused marketing campaigns. Increased “Interview Per Post” metric by 20%. Increased Recruiter Engagement vs. Administration ratio by 30%. Decreased time to fill for critical jobs by 15%.
    • 55. Other Big Data Case Studies
    • 56. Other Big Data Case Studies Research has found that applicant’s work history is not a good predictor of future results. In call centers, the quality of the supervisor is a better predictor of tenure and performance than the experience and individual attributes (i.e. communication skills and personal warmth) of the workers themselves. Analysis has also revealed that, contrary to common belief, an outgoing personality is not the defining trait of successful sales people. Rather, it’s a persistence to keep going even after being told no, called emotional courage, that predicts sales success. (Source: Lohr, April 20, 2013)
    • 57. Know Your Data – by Position & Labor Market • What data points correlate with successful outcomes – i.e. • RIGHT Job Boards / Advertising Sources that lead to the highest “Quality of Candidate” ratio • External & Benchmark Data – i.e. BLS, Unemployment rates, Census, and Talent Competitor averages for same role • Lowest time-to-application rates • Highest volume of applicants • Hiring Funnel – Volumes needed by Role – Conversion rates
    • 58. Big Data – Baby Steps Begin With The End In Mind! Determine which roles have the highest value to the business. Use “Big Data” patterns to develop your strategy to determine how to source, acquire, and select the best candidates. Be a valuable business executive with human capital insight. Use These 2 Frameworks To Guide You 1 – Mindset, Skillset, Toolset 2 – What? So What? Now What? 60
    • 59. In the end – it’s all about driving Find Candidates, Fill Jobs Faster, Spend Smarter! 61
    • 60. Questions?
    • 61. David Bernstein VP – Big Data for HR David.Bernstein@eQuest.com @BigData4HRGuy 925-275-8102 63

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