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Bullhorn Australian Trends Report 2013
 

Bullhorn Australian Trends Report 2013

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    Bullhorn Australian Trends Report 2013 Bullhorn Australian Trends Report 2013 Document Transcript

    • BACK TO BASICS: a focus on CLIENT R E L AT I O N S H I P S 2 013 AUSTRALIAN Staffing and RecruitMENT Trends Report
    • CONTE NTS 4 R E V E NUE P E R FO R M ANC E 5 CLOUD USAGE 6 OPPORTUNI TI E S AND O B STACLES 8 M ET R I CS 1 0 CL I E NTS AND CANDI DATES 12 T I M E AL LOCATI ON 13 R E C R UI TM E N T TE C HNO LOGY 1 4 CO M PE NSATI ON 1 5 SOC IA L ME DI A Introduction In December of 2012, Bullhorn conducted its second annual trends survey of agency recruitment professionals in Australia, seeking to assess the state of the recruitment industry from the perspective of business performance, compensation, popularity and growth of recruitment technologies, and measurement best practices. In addition to the 2013 Australian Staffing and Recruitment Trends Report, the 2013 North American Staffing and Recruiting Trends Report and the 2013 European Staffing and Recruitment Trends Report are also available on the Bullhorn website. Worries about a weak economic outlook and competition from in-house recruitment consultants temper Australian recruitment professionals’ usual optimism about the upcoming year. They are focussed on strengthening client relationships and expanding geographically. Social recruiting adoption increased to 98 per cent among those surveyed, up from 92 per cent in 2011, with LinkedIn being the most popular social network for recruitment in the region. However, while social media continues to increase in popularity, mobile access to CRM recruitment systems was considered less important in 2012 than in 2011. The survey findings suggest a mix of progress and hesitation in adopting recruitment technologies. 2
    • Key Findings • Only 65 per cent of firms met or exceeded their revenue goals for 2012, versus 75 per cent who did so in 2011. • 76 per cent expect an increase in company revenue in 2013, compared to 91 per cent who expected an increase in 2012. • 69 per cent of respondents cited their most successful business adjustment of 2012 as strengthening new and existing client relationships. • The biggest opportunity for 2013 according to respondents is “access to passive candidates via social media” • Another reported challenge was “internal recruitment teams”. • Australian respondents consider Oil, Gas, and Mining to be the hottest recruitment sector for 2013. • 89 per cent of those surveyed successfully placed a candidate they found on LinkedIn in 2012. • 65 per cent of respondents use cloud-based recruitment technologies. All respondents consider “the ability to work from any location at any time” to be the biggest benefit of cloud computing. and the biggest challenge is “a weak economic outlook”. 3
    • Looking Back at 2 012 and FORWARD TO 2 01 3 Company financial performance in 2012 was generally less favorable than in 2011. Only 65 per cent of firms met or exceeded their revenue goals for 2012, versus 75 per cent who did so in 2011. Also in 2011, respondents had high hopes for 2012, with 91 per cent expecting an increase in company revenue. For a sizeable percentage of firms, this turned out not to be the case. Expectations are lower for 2013, with only 76 per cent expecting an increase in revenue. All of these figures, as well as others discussed later in the report, indicate that recruitment professionals in Australia are less optimistic about their financial future. 2012 Firm Revenue Goal Achievement 20% Exceeded Goals Met Goals Did Not Meet Goals 35% 45% Only 29 per cent of respondents expect that 2013 revenue will increase by more than 25 per cent over 2012, and eight per cent anticipate a decline. Expectations for expansion in 2013 are a bit of a mixed bag, with fewer firms planning to increase their headcount, but more firms planning to expand geographically and explore new sectors. 100% 100% 80% 20% 0% 80% 34% 29% 60% 40% REV E NUE PE R FO RM Firm Growth Initiatives for Upcoming Year Respondents Expecting Increase in Revenue for Upcoming Year 37% 60% 80% 68% 52% 40% 31% 20% 20% 16% 2012 2013 Increase >11% and <25% 0% Increase >25% Hiring Sector and Location Expansion For 2012 ANCE Increase >0% and <10% 86% For 2013 4
    • SEEKING clo ud COV E R When asked if they used cloud-based recruitment and non-users perceived as benefits. While 37 per solutions, defined as “remotely-accessible cent of people who did not use cloud recruitment services delivered over the Internet,” 65 per cent solutions believed a major benefit was “easier of respondents said yes and 35 per cent said no. integration with other applications and software” — This was similar to the 63 per cent cloud adoption a logical extension of the idea that cloud computing rate of European recruitment professionals. Both affords complete physical freedom — only 18 groups — those using cloud-based solutions and per cent of actual cloud users concurred. Cloud those who did not — were then asked to identify the users did, however, consider “increased business main benefits of cloud computing. The number one agility” and “easier expansion/scalability across perceived and realized benefit of cloud computing geographies” to be key benefits, more so than was the “ability to work from any location at any their non-user counterparts. Also notable is that only time”. Ninety-one percent of cloud users considered two per cent of cloud recruitment users reported this benefit to be important, and the majority of being unsure of its benefits. Ninety-eight per cent non-users concurred. saw clear benefits from using cloud recruitment The most interesting findings, however, were the solutions. discrepancies between what cloud users realized Benefits of Cloud Software 91% 70% 51% 38% 46% 43% 38% 37% 37% 18% 17% CL 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2% Increase Business Agility Easier Expansion / Scalability Across Regions Realized Benefits Reduced IT / Admin Costs Easier Integration with Other Apps and Software Unsure of Benefits OUD Ability to Work From Any Location at Any Time Perceived Benefits USAG E 5
    • Of note were the differences in performance between cloud users and non-users in Australia. In Europe, 2012 Firm Revenue Goals by Use of Cloud Software almost all findings indicated that recruitment and sales 60% consultants using cloud recruitment technology were 50% more successful, better paid, more likely to exceed 40% revenue goals, and more attractive to clients and 30% candidates than non-users. In Australia, however, cloud 20% users did not have such an obvious advantage. While more 10% non-users than users reported their firms not meeting their 0% 53% 38% 29% 33% 33% 13% 2012 revenue goals, a higher percentage of non-users Exceeded Goals exceeded their goals. And the majority of cloud users met Use Cloud Met Goals Did Not Meet Goals Do Not Use Cloud their revenue goals but did not exceed them. Opportunities and O bstacles As with respondents from Europe and North America, Australian recruitment professionals we surveyed identified the single biggest opportunity for 2013 to be “increased access to passive candidates via social media”. This was followed by “introducing more efficient business practices and processes”. The third most cited opportunity was an “increase in flexible roles and workplaces,” echoing the most popular benefit of OPPO RT UN IT IES cloud computing. Biggest Opportunity in 2013 for Staffing and Recruitment Professionals 2% Increased Access to Passive Candidates via Social Media 8% 10% Introducing More Efficient Business Practices and Processes 12% Increase in Flexible Roles and Workplaces AND O B ST ACLES 36% Increased Business Due to Other Recruiters Ceasing to Trade Untapped Growth in Emerging Economies 15% 17% Sourcing International Candidates Other 6
    • When asked to identify the hottest recruitment sectors, 46 per cent of respondents chose “Oil & Gas,” followed by Healthcare, Information Technology (an in-demand sector in North America and Europe as well), and Construction. Respondents were least enthusiastic about Real Estate. Q: What Recruitment Sectors Are Booming 0% Oil & Gas / Mining Healthcare Information Technology Construction Sales Scientific / Engineering Advertising / Creative / Marketing Industrial Accounting / Banking / Finance Legal Public Sector Office / Clerical Real Estate 10% 20% 30% 40% 50% 46% 60% 31% 30% 12% 10% 7% 6% 6% 5% 5% 5% 4% 4% The biggest challenge for 2013, selected by almost half of all Australian respondents, was a “weak economic outlook”. This is especially interesting given that the biggest challenge according to North American and European recruitment professionals was “a lack of skilled candidates” — which came in third in the Australian survey. Additionally, what wasn’t listed was as interesting as what was. A surprisingly large number of respondents actually wrote in “internal recruitment teams” as the biggest challenge. Given that the advent of internal recruitment teams wasn’t even a standard choice offered in the survey, it is clearly an issue of considerable concern if respondents felt strongly enough to specifically call it out. Biggest Challenge in 2013 for Staffing and Recruitment Professionals 2% 1% Weak Economic Outlook 9% Unrealistic Client Expectations 7% Lack of Skilled Candidates 47% 9% Lack of Innovation in Sourcing Candidates Lack of New Jobs 12% 13% Inefficient Candidate Management Systems Keeping Up with Supply of Contractors Other 7
    • BUSINESS A DJ UST M E NTS When asked what business improvement initiatives recruitment firms implemented in 2012, 69 per cent reported increasing their focus on client relationships, an important way to demonstrate value and guard against the effects of a weak economic outlook and competition from internal recruitment teams. Business Improvements Made in 2012 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 69% 43% 31% Increased Focus Introduced on Strengthening Social Media Client Relationships 28% 28% Invested in Expanded into Narrowed Software and New Sectors Focus to Area Technology of Expertise MEASURING SUCC E SS Almost half of Australian staffing firms considered the most important performance metric in 2012 to be “total number of placements”. This was also the most important metric for North American and European recruitment firms. “Time-to-fill” was ranked least important across all regions we surveyed, indicating that regardless of geography, certain standard metrics matter far more than others. Most Important Performance Metric for Staffing Firms 4% 10% Total Number of Placements 6% 20% 48% Average Gross Margin of Placement Fee ME TRI CS 12% Fill Rate Hit Rate Total Number of Job Orders Time-to-fill 8
    • In ranking the effectiveness of recruitment and sales consultants, the most important metric was “placements” — the same result as Europe and North America — followed by “placement ratios” and “job orders”. While “placements” had been the most cited metric in 2011, 13 per cent more respondents identified it as important in 2012. There also seems to have been an increase in respondents using standardized metrics for measuring sales success, as only two per cent used a metric other than those listed in 2012, versus 19 per cent in 2011. Measuring Consultant Effectiveness 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 86% 73% 53% 43% 20% 26% 26% 25% 22% 15% 10% Placements Placement Ratios Job Orders Contracts Scheduled Interviews 2011 19% 8% 2% 6% 2012 Time-to-fill Difficult to Measure 2% Other The survey also asked the average hit rate in North high average hit rate at 49 per respondents to disclose their America (49 per cent) and Europe cent. The Advertising/Creative/ average hit rate for 2012 – defined (54 per cent). In fact, 31 per cent Marketing sector had by far the as the number of successful of respondents cited a hit rate of lowest hit rate, at an average placements divided by total more than 60 per cent. of just 11 per cent. This was number of client submissions Examined by industry, recruitment similar to the European survey, in and multiplied by 100. Fifty-five percent reported a hit rate of 31 per cent or greater, higher than professionals specialising in the which the hit rate for Advertising/ Marketing/Creative was also Office/Clerical, Construction, lowest, at eight per cent. and Healthcare sectors saw a Hit Rate By Industry 0% 10% 20% 30% 40% 50% Office / Clerical Construction 70% 80% 90% 100% 49% Healthcare 60% 49% 49% Sales 45% Information Technology 43% Oil & Gas / Mining 41% Accounting / Banking / Finance 30% Scientific / Engineering Advertising / Creative / Marketing 30% 11% 9
    • By firm size, average hit rate didn’t vary dramatically. Mid-sized firms enjoyed the highest hit rates, which was unexpected given that small firms came out on top in Average Hit Rate by Firm Size 60% 50% North America and Europe. Large firms had the lowest 40% hit rate in Australia, but given that small firms in North 30% America and Europe achieved average hit rates of just 37 per cent and 36 per cent respectively, Australian staffing highest average hit rate, possibly because the barriers to entry for candidates applying to temp positions were 39% 20% 10% 0% companies of all sizes did extremely well in comparison. Respondents hiring for temporary positions had the 44% 40% Small Mid-Size Large Average Hit Rate by Position Type 60% 50% comparatively low, though executive search firms did 40% almost as well. 30% 41% 40% 35% 34% 20% 10% 0% Temporary Executive Permanent Search Contract / Consulting CLI EN TS FINDING C L I EN TS A N D C ANDI DAT E S Survey respondents’ views on the best methods for obtaining new clients evolved significantly since our first survey. Substantially fewer feel that social networking is a great method to win new business. While “access to passive candidates through social media” is the biggest recruitment opportunity for 2013, the use of social media does not seem to extend beyond finding candidates. In contrast, North American AND recruiters view social media as an excellent way to attract both new clients and new candidates. The most traditional method of obtaining new clients — attending networking events — came out on top CAND I DATES once again, but at a smaller percentage. More Australian recruitment professionals maintained an online presence and conducted search engine marketing in 2012, suggesting that they’re leveraging the Internet as a supporting tool and not as a vehicle for extensive interaction with prospects. 10
    • Social media was much more effective as a means Best Methods for Obtaining New Clients of finding candidates than clients for Australian 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% recruitment professionals. Ranked last in 2011, social media achieved a ranking of 4.00 (with 1 being least effective and 5 being most effective) in 2012, second only to respondents’ own in-house candidate databases. Job boards remained unchanged in popularity, whereas the value of referrals and 83% 70% 57% 51% 17% 20% Maintain an Join Professional Search Engine Online Presence Groups Marketing 2011 3.89 In-House Candidate Database 3.05 Social Media Job Boards Referrals 3.53 Networking 3.32 0.5 1 1.5 2 2.5 3 3.5 Rating Average 2011 2012 In terms of the average number of Best Methods for Sourcing Candidates 0 45% 28% Attend Social Networking Events Networking in-person networking decreased. 39% 38% 2012 candidate applications received per 4.23 job post, we segmented the results by 4.00 3.73 3.73 3.78 industry. 3.91 sector had a high number of applicants 4 The Advertising/Marketing/Creative 4.5 per job post — 29. With just six per cent of respondents considering Advertising/ Marketing/Creative a “booming” industry, the high rate of applicants likely reflects a surplus of unemployed candidates for a dearth of open positions. This is in contrast to the most “booming” sector according to respondents, Oil/ Gas/Mining, which received a much lower 17 Average Candidates Recieved per Job Post by Industry 29 Advertising / Creative / Marketing 23 Office / Clerical average candidates per job post. The high number Information Technology of average applicants for the Advertising industry Scientific / Engineering 21 Construction 21 Sales 21 is peculiar given that consultants for the sector had by far the worst hit rate. While many candidates appear to be applying for advertising and marketing positions, few of them are making the grade. 22 19 Accounting / Banking / Finance Healthcare 17 Oil & Gas / Mining 0 5 10 15 17 20 25 30 11
    • A WORD ON C A N D I DAT E S Uniquely for Australia, we asked respondents for their views on “probation periods” for candidates. Why, in their experience, did some candidates not make it past the probation period of a new job? The majority of respondents believed that such candidates were generally “a mismatched cultural and/or values fit,” while 42 per cent felt the candidates’ personalities most likely clashed with those of co-workers and supervisors. Only 14 per cent thought it was related to the candidates’ skill sets, indicating that recruitment consultants may need to pay more attention to candidates’ personality fit with the hiring company. Why Candidates Do Not Make It Past Probation Period of New Job 60% Mismatched Cultural / Values Fit 42% Personalities Clash with Co-Workers / Supervisors 30% Misunderstood Role Requirements 22% Exaggerated Experience on Resume 17% Unable to Perform Under Pressure 14% Lack Relevant Skills 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% TIME ALLO C AT I O N When asked what percentage of their time consultants spent out of the office for meetings, only 33 per cent reported spending more than a quarter of their work hours. This is a decrease from 2011, when 38 per cent of respondents spent more than 25 per cent of their time out of the office. The percentage of true road warriors did not change at all, however, with ten per cent of respondents spending more than half of their time out of the office in both 2012 and 2011. TI ME A LL Time Spent Out of Office for Meetings 60% 50% 40% 30% 20% 41% 28% 27% 35% 28% 23% OCATI 10% 10% 10% 0% <10% 10%-25% >50% ON 2011 26%-50% 2012 12
    • While a smaller percentage of respondents spent significant time (more than 25 per cent) out of the office meeting with clients, prospects, and candidates in 2012 than 2011, it doesn’t appear that they compensated by spending more time on existing accounts. Time Spent Managing Existing Accounts Time Spent Attracting New Clients 60% 60% 50% 50% 40% 40% 36% 35% 30% 20% 10% 20% 25% 30% 29% 20% 10% 13% 12% 29% 30% 20% 16% 10% 15% 0% 0% <10% 41% 39% 30% 10%-25% 2011 26%-50% >50% <10% 2012 10%-25% 2011 26%-50% >50% 2012 Consultants spent more time attracting new clients in 2012. Forty-five per cent of respondents spent at least a quarter of their time attracting new clients last year compared to 39 per cent of respondents in 2011. This wouldn’t (and doesn’t) correlate directly with time spent out of the office as 51 per cent of recruitment professionals identified the travel-free “maintaining an online presence” as a great way to obtain clients, and 70 per cent selected “attending networking events” versus 83 per cent in 2011. RECRU IT MEN T TE CH NO L THE IMPORTANCE OF RE C R U I T ME NT T E C H NO LO GY Unsurprisingly, three-quarters of respondents who used cloud recruitment solutions found CRM recruitment systems to be extremely important, and none of them found such technology to be unimportant. This is in contrast to cloud non-users, only 44 per cent of whom considered CRM extremely important, with seven per cent finding it unimportant and nearly 20 per cent on the fence. Why the disparity in perceived importance? It’s possible that some cloud non-users didn’t even use CRM technology of any kind in 2012. And even if people in the non-user group did use CRM recruitment systems, the fact that these systems weren’t cloud-based may have had a bearing on their value. OGY 13
    • Consultants’ view of the importance of mobile Importance of ATS/CRM Technology to Consultants Who Use Cloud Software 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% recruitment technology declined from 2011, despite the technology continually advancing year on year. 76% Only 43 per cent of all respondents considered mobile access to their CRM recruitment system extremely 44% 21% important, compared to 58 per cent who thought so 30% 19% 2% Extremely Important Somewhat Important Use Cloud 0% Neutral 7% Not Important in 2011. And while the same percentage in 2012 and 2011 found mobile access unimportant, there was a significant uptick in the number of respondents who had no opinion of it. Do Not Use Cloud Recruitment professionals who used cloud software, Importance of Mobile Access to Recruitment Technology 60% however, were much more inclined to find mobile access to CRM systems important. Thirty-six per cent 58% 50% of non-users had no opinion of mobile recruitment — possibly because they had no mobile CRM access by 43% 40% nature of not using a cloud solution. In comparison, the 28% 29% 30% majority of cloud users found it extremely important. 23% 20% 10% 10% 5% 5% 0% Extremely Important Somewhat Important 2011 Neutral Not Important Despite firm revenue decreasing in 2012, 58 per cent 2012 of recruitment professionals reported that their total Importance of Mobile Access to Recruitment Technology to Consultants Who Use Cloud Software 60% 55% compensation (salary plus bonus) increased in 2012 compared to 2011. Fifteen per cent said it decreased. 2012 Total Compensation Compared to 2011 Total Compensation 50% 40% 36% 32% 21% 16% 11% 10% 2% 0% Somewhat Important Not Important 27% 58% Do Not Use Cloud ON Use Cloud Neutral Increased Did Not Change Decreased NSA TI Extremely Important 15% CO MPE 27% 30% 20% MONEY MAT T E R S 14
    • Overall, expectations for 2013 compensation are less optimistic than those of 2012, with 72 per cent of respondents expecting an increase in the coming year. Compensation Expectation for Upcoming Year 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 78% 72% 20% 26% 2% Increase No Change 2012 2% Decrease 2013 SOCIAL REC RUI T I N G Ninety-eight per cent of recruitment professionals we surveyed used social media for recruitment in 2012, an increase of six per cent over 2011. Social Media Utilization by Recruitment Consultants 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Social Media Channels Utilized 100% 92% 98% 98% 88% 80% 60% 42% 40% 32% 49% 38% 20% 20% 0% 2011 2012 11% LinkedIn Twitter Facebook 2011 14% 13% Google + Blogging 0% 1% Pinterest 2012 leveraged social recruiting in 2012 used LinkedIn, among other channels. Google Plus made modest gains, while Pinterest was barely used at all. More respondents used Twitter than in 2011, and fewer respondents used Facebook. Facebook was not only less used than Twitter in 2012, but also dropped 11 per cent in usage since 2011. 15 SOC I A L MEDI A The most commonly utilised social network for recruitment was LinkedIn; in fact, every respondent who
    • The drop in Facebook usage and increase in Twitter usage was especially confusing since 12 per cent of recruitment professionals were able to place candidates they found on Facebook. Only two per cent found success with Twitter. And both of these channels proved less successful in 2012 than they had in 2011. Social Media Channels Utilized to Successfully Place a Candidate 100% 80% 89% 78% 60% 40% 20% 16% 12% 9% 0% LinkedIn Facebook 2% Twitter 2011 4% 2% 5% 1% 0% 0% Google + Blogging Pinterest 2012 Although Twitter did not perform as well as Facebook for sourcing high-quality candidates in 2012, more recruiters are interested in using Twitter in 2013 than Facebook. Despite Facebook’s reputation for being a purely personal social network — a reputation that Twitter and LinkedIn do not share — the data indicates that it’s a more effective recruitment channel than Twitter in Australia. And despite respondents not seeing any success with Pinterest, five per cent plan to give it a go in 2013. Social Media Channels Expected to be Utilized More in 2013 100% 90% 80% 60% 40% 34% 28% 24% 20% 16% 5% 0% LinkedIn Twitter Facebook Google + Blogging Pinterest 16
    • “Finding passive candidates” was the biggest perceived benefit of social recruiting, according to Australian respondents, followed by “building brand awareness” and “reducing job board spend”. A higher percentage of respondents considered social media a good way to save on job boards than in 2011. However, corroborated by their low rating of social media as a means of obtaining clients, fewer Australian respondents favored it for “developing new client leads” or “nurturing client/candidate networks” than in 2011. Biggest Perceived Benefits of Social Media Recruiting 78% 74% Find Passive Candidates Build Brand Awareness 50% 24% Reduce Job Board Spend Develop New Client Leads 23% 40% 33% 19% 20% Drive Traffic to Firm Website Fill Jobs More Quickly 34% 32% Nurture Client / Candidate Networks 58% 0% Communicate Corporate News / Events 16% 10% 0% 10% 16% 20% 2011 30% 40% 50% 60% 70% 80% 90% 100% 2012 17
    • Conclusion Firm revenue performance decreased in 2012 and worries about the economy loom large, but Australian recruitment professionals are excited about the prospects for sector and location expansion in 2013. Firms of all types and sizes plan to increase their focus on strengthening new and existing client relationships in 2013, and continue to leverage technologies such as social media to attract the best candidates. About the Trends Report Of the 101 recruitment professionals who completed the Australian Recruitment Trends Survey, 37 per cent recruited for Total Number of Sales Consultants at a Firm the Information Technology sector, 27 per cent for Accounting/ >100 Banking/Finance, 18 per cent for Oil, Gas, and Mining, and 17 12% per cent for Sales. The vast majority of respondents specialised 20 - 100 in permanent placements among other types, with almost 1 - 19 20% 68% half specialising in executive search. 91.8 per cent of all respondents were from Australia, 2.4 per cent from Singapore and Macau, and the rest primarily from Hong Kong, Japan, and New Zealand. Sectors Primarily Served Type of Firms 100% 80% 37% Information Technology 88% 27% Accounting / Banking / Finance 60% 18% Oil & Gas / Mining 49% 40% 20% 45% Sales 21% 0% 17% Scientific / Engineering 17% Healthcare Permanent Executive Search Contract / Temporary Consulting 15% Construction 14% Advertising / Creative / Marketing 9% Office / Clerical 9% 17% Other 0% 10% 20% 30% 40% 50% 60% 18
    • About Bullhorn Bullhorn® creates software and services that help recruiters put the world to work. For over ten years our innovations have powered the recruiting and staffing operations of fast-growing start-ups up through the world’s largest employment brands. Headquartered in Boston, with offices in St. Louis, Vancouver, London and Sydney, Bullhorn’s recruiting CRM and social recruiting products serve more than 10,000 clients representing nearly 200,000 users across 150 countries. For more information: Please visit www.bullhorn.com.au or call 02 8003 4601. AU 02 8003 4601 • sales@bullhorn.com • @bullhorn Bullhorn is a registered trademark of Bullhorn, Inc. All other trademarks contained herein are the property of their respective owners. 19
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