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Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
Cems Business Project - Innovating The Recruitment Process
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Cems Business Project - Innovating The Recruitment Process

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Innovate the recruitment process at a major direct marketing cosmetic firm

Innovate the recruitment process at a major direct marketing cosmetic firm

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  • Main problem areas identifiedValue-based RecruitmentEmployer Branding and recruitment marketingTalent Relationships (Networking
  • We took the Integral Model of Ken Wilber as a basis. During our research we came across another interesting model developed by A&DC (who developed a holistic model as basis for their Cultural Alignment Indicator, a method they use to recruit >> their method is in case study folder in Dropbox). During the interviews at Natura it was mentioned multiple times that people that are hired sometimes lack the necessary skills to perform the job. The technical skills aspect is what we missed or what in our view was not explicitly enough reflected in Ken Wilber's model. Hiring "holistic" means that you also look at what someone can do. The A&DC model did include this aspect, but this model was completely focused on one person and did not include any collective aspect. So we decided to merge the two models into a new one. Personality >> reflects who a person is, what are his values, his beliefs, feelings (Individual & Interior) Knowledge/Know-how >> reflects what a person knows, what technical knowledge, skills and abilities he has (Individual & Interior) Behavior >> how you exhibit your values, beliefs and technical skills, how/what you show to the outside world, how you respond (Individual & Exterior) Life experience >> relates both to past, present and future, what you have done in your life and how you have related to others (e.g. experience with group dynamics, family,  wathever), your current life experience (your place in society, being part of/dealing with broader systems such as laws) and what you want for the future (e.g. professional ambitions, personal development, philantropic etc) (Collective & Exterior)So, then compared to the Ken Wilber model we have an extra (Individual, Interior) dimension that reflects technical skills, and we do not have an (Collective, Interior) dimension which in Ken Wilbers model reflects culture. But we have this dimension surrounding everything (Culture & Values). So Culture & Values influences everything. You personality, knowledge, behavior and life experience depends on you culture and values 
  • To get a complete picture of job listings on the Web today, a job seeker would have to manually view jobs across 10,000 newspapers, 40,000 job boards, 50,000 staffing agencies and the career sites of up to 5 million businesses (compared with only a few sites in 1994)Company recruitment web sites have become a key tool for companies to generate applicants, serving as the primary vehicle by which job applicants initially gather information about the attributes of organizations, learn about job openings, and submit employment applicationsThe effectiveness of an organization’s web site at communicating employment information is a crucial determinant of an organization’s ability to successfully generate qualified applicants (Cappelli,2001). The perceived usefulness of content presented and ease of use of a company career website positively influences employer attractiveness (Williamson et al., 2003)A recent study of college students reported that 26% of students rejected potential employers from job search consideration because of the poor design of their web sites (Karr, 2000)Allen et al. (2007) found that the richness of an organization’s Web site was positively related to attitudes towards a Web site and employment intentions.Research by Dineen et al. (2007) suggested that when a Web site contains customized information and pleasing aesthetic features, lower-fitting individuals tend to be less attracted to the organization, ultimately influencing applicant self-selection behaviors.According to Barber (1998), perceptions of organizational image can be characterized as an overall impression that is based on facts, beliefs, and feelings about an organization. Image perceptions are positively related to applicant outcomes (Ployhart, 2006).Rynes and Cable (2003) suggested that the most feasible strategy to improve organizational image is to provide more information about the organization, which can be effectively portrayed on an organization’s Web site The career website is not only a key tool for companies to generate applicants, it also contributes to value creation Impact of Careers Website on Value Creation1. Process Savings: eliminateslabor-intensive and non-value addedsteps in the staffing cycle.2. Sourcing Cost Savings: drivesmore candidates into the companycandidate pool, and enhances thecompany brand.3. Improved Candidate Quality:targets and identifies quality candidatesimproving the overall quality of hire.4. Opportunity Cost Savings:streamlines the recruiting processreducing the opportunity cost of anopen position and directly affects thebottom line.
  • Natura: Inefficient manual parsing of applicationsAd-hoc candidate sourcingStudy of Fortune 500 companies revealed that the average company cut more than 11 days off its hiring cycle of 43 days by using on-line applications and screening, and processing applications electronically (Cappelli, 2001).A poor ATS was highlighted as a main reasons job seekers abandon the online application process (Potentialpark Communications, APPOLO study 2010) Application tracking system:Information that you need to plan your application: Application channels (email, online, mail) Degree matcher Who they look for (general requirements); Tips for interviews and tests Tips for the CV / cover letter Recruitment process information; Time estimates for filling out the form (ATS);Timeline of entire recruitment process;Timeline of how soon you hear back after applying;Email / Contact of the recruiting team; Telephone number of the recruiting departmentEasy access to jobs, positions and programs: Filter career opportunities by search criteria; Job basket; Job search criteria based on candidate (major, degree, entry level, field of interest…); List of open jobs and program;sNumber of jobs per search criterion; Direct "Apply now" button on job ads; Application deadline; Contact person; email job to a friend; Job description / role; Location; Print / PDF; Requirements; compensation and benefitsThe application form is easy to handle and navigate: Jump forward and backward between steps (ATS); Mandatory questions are marked; Progress of filling out the form (ATS); Application print or preview function; Application save function; File upload preview function; Information is exactly where it is neededIt is easy to log in, log out and handle your account in the application center: Track the application statu;s Log-in button for the ATS on the career website; Log-in with business network account Log-out button File save for re-use Profile saving for re-use Job search agent Job alertSupport, instructions and data security for the online application form: Support or instructions (ATS) Data security / privacy statement Delete profile button Feedback button for application Forgotten password function Technical support (email, chat, phone) Information about password restrictions Support contact for applicants with disabilities
  • Responded ranked the Allianz Group on place 35 amongst the top most favored employers in Europe.
  • Responded ranked the Allianz Group on place 35 amongst the top most favored employers in Europe.Application tracking system:Information that you need to plan your application: Application channels (email, online, mail) Degree matcher Who they look for (general requirements); Tips for interviews and tests Tips for the CV / cover letter Recruitment process information; Time estimates for filling out the form (ATS);Timeline of entire recruitment process;Timeline of how soon you hear back after applying;Email / Contact of the recruiting team; Telephone number of the recruiting departmentEasy access to jobs, positions and programs: Filter career opportunities by search criteria; Job basket; Job search criteria based on candidate (major, degree, entry level, field of interest…); List of open jobs and program;sNumber of jobs per search criterion; Direct "Apply now" button on job ads; Application deadline; Contact person; email job to a friend; Job description / role; Location; Print / PDF; Requirements; compensation and benefitsThe application form is easy to handle and navigate: Jump forward and backward between steps (ATS); Mandatory questions are marked; Progress of filling out the form (ATS); Application print or preview function; Application save function; File upload preview function; Information is exactly where it is neededIt is easy to log in, log out and handle your account in the application center: Track the application statu;s Log-in button for the ATS on the career website; Log-in with business network account Log-out button File save for re-use Profile saving for re-use Job search agent Job alertSupport, instructions and data security for the online application form: Support or instructions (ATS) Data security / privacy statement Delete profile button Feedback button for application Forgotten password function Technical support (email, chat, phone) Information about password restrictions Support contact for applicants with disabilities
  • The majority of survey respondents who have participated in the Natura Recruitment process were… dissatisfied with the quality of the online application forms dissatisfied with the quality of the career website dissatisfied with assessment tools usedATS:
  • A targeted, long-term strategy to manage the awareness and perceptions of employees, potential employees, and related stakeholders with regards to a particular firm” (Sullivan, 2004).You need to be able to tell new and prospective hires what it’s like to work at your company, to articulate the values and attributes that make working at your firm unique. You need to provide a “signature experience” that tells the right story about your company. In the process, you’ll empower the people who share your values and enthusiasm for work to self-select into your firm, thereby creating the foundation for highly productive employee-employer relationships.Employment branding is “internally and externally promoting a clear view of what makes a firm different and desirable as an employer.” (Lievens, 2007)
  • Diageo - Began with an attrition rate of 18%, costing £4 million. In 14 months they reduced attrition rates to 7%, recouping the costs of the initial research 30 times over.GSK - applied the proposition and guiding principles to their recruitment process, increasing the number of offers accepted from 83% to 96%Philips - are now receiving 10 times as many quality applications from graduates and MBAs
  • Employee experience: reflectionof the firrm’s culture, values, policies,procedures and competitive environmentover time.employmentbranding will only be successful over thelong term if the company aligns all itsmanagement systems and processes todeliver on its employment promises. The Employer Brand pervades organizational culture, policies and processes
  • Firms who complete this process typically: Face most difficulty gaining stakeholder buy-in and management across the levels. Time scale of about 1 year to reach implementation Have a budget of: $R 80 000 for focus groups and survey $R 120 000 for market research on target talent and marketing campaign
  • The package of functional, economic and psychological benefits provided by employment, and identified with the employing company (Ambler, 1996)Source: Berthon, P., Ewing, M., and Hah, L. L. (2005). Captivating company: dimensions of attractiveness in Employer Branding. International Journal of Advertising, 24(2), 151–172.Marketing researchers Berthon, Ewing and Hah have focused their research on marketing strategies that are effective in creating an Employer Brand. In one study, they asked employees a series of questions about different aspects of the working environment, opportunities, salary, etc. Through statistical analysis, five factors of employer attractiveness emerged:1. Interest value measures the extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment.2. Social value measures attraction based on a collegial work environment with a good team atmosphere.3. Economic value measures attraction based on salary and benefits.4. Development value measures attraction based on recognition of work and career-enhancing opportunities.Discuss the fact that some organizations resist developing employees for fear that they will take that training and leave. What if you don’t train them and they stay? This could be an indication that one of the other factors is lacking and thereby causing turnover.5. Application value measures attraction due to employees’ abilities to apply what they have learned to teach others and interact with customers in a way that is positive and humanitarian. This seems to be really two things: applying education and teaching others, and a sense that the work is giving back or that the organization is humanitarian (does some social good).The authors conclude that these factors can be used by organizations to effectively assess different dimensions of employer attractiveness and to create strategies that will improve their Employer Brand.Slaughter et al. showed that potential applicants assigned traits to organizations and that these trait inferences were related to org. attractiveness. Moreover, they demonstrated that specific traits of organizations were more attractive depending on the personality traits of the applicants. Applicants tended to be especially attracted to employing organizations that had traits similar to this own. Previous studies demonstrate that organizational attraction was influenced by applicant’s perceptions of job and organizational characteristics such as pay, opportunities for advancement, location, career programs, org. structure. However, these job and organizational characteristics are probably less useful for organizations to help them differentiate themselves from their competitors in early stages because prospective applicants either perceive no differences among them across organizations within the same industry or because there are simply not many differences to be perceivedPeople are most attracted to organizations whose attributes are congruent with their own personal characteristics (e.g., values, personality) (Schneider, 1987, 1995) This distinction is widely accepted in the branding literature and appears to be particularly relevant within the employment context. For example organizations within the same industry tend to be instrumentally similar while exhibiting significant symbolic differences. Symbolic attributes may therefore provide a more effective source of differentiation for the Employer Brand. Symbolic attributes and benefits are particularly important, from this perspective, because differentiation has been recognized as a key component of successful brands and as a particular challenge within the employment market. Symbolic benefits have also been found to have a unique influence on particular aspects of employee behavior. Most notably, employee identification and empowerment are both required to encourage organizational citizenship behavior. Lievens, F. and Highhouse, S. (2003) ‘The Relation of instrumental and symbolic attributes to a company’s attractiveness as an employer’ Personnel Psychology56(1): 75-102 Lievens, F. and Highhouse, S. (2003) ‘The Relation of instrumental and symbolic attributes to a company’s attractiveness as an employer’ Personnel Psychology56(1): 75-102 de Chernatony, L. (2001) From Brand Vision to Brand Evaluation. Butterworth Heinemann Knox, S. and Freeman, C. (2006) ‘Measuring and managing Employer Brand image in the service industry’ accepted for publication, Journal of Marketing Management Dutton, J, Dukerich, J. and Harquail, C. (1994) ‘Organizational images and member identification’ Administrative Science Quarterly39:239 
  • An EVP that meets these elements will attract employees who will thrive in your organization, and who will be committed to your organization and its missionYou need to be able to tell new and prospective hires what it’s like to work at your company, to articulate the values and attributes that make working at your firm unique. You need to provide a “signature experience” that tells the right story about your company. In the process, you’ll empower the people who share your values and enthusiasm for work to self-select into your firm, thereby creating the foundation for highly productive employee-employer relationships.
  • “psychological contract”: The unwritten understanding regarding what both the employee and employer want from the employment relationshipBrand equity applies to the effect of brand knowledge on potential and existing employees of the firm. Employer Brand equity propels potential applicants to apply. Further, Employer Brand equity should encourage existing employees to stay with, and support the company. Employer Brand equity is the desired outcome of Employer Branding activities. Inother words, potential or existing employees will react differently to similarrecruitment, selection, and retention efforts from different firms because of the underlying Employer Brand equity associated with these firms. The importance of this employee-based brand equity is also apparent in the fact that financial markets are increasingly valuing firms on their human capital. If an organization increases its Employer Brand equity it increases its high performing employees' barriers to exitAn accurate Employer Brand helps to inform the terms of the mutual obligations in line with what the firm can realistically deliver and also helps to counter misleading or misguided information conveyed by sources external to the firm.You need to be able to tell new and prospective hires what it’s like to work at your company, to articulate the values and attributes that make working at your firm unique. You need to provide a “signature experience” that tells the right story about your company. In the process, you’ll empower the people who share your values and enthusiasm for work to self-select into your firm, thereby creating the foundation for highly productive employee-employer relationships.
  • The typology can help to establish acharacterisation or snapshot of a firmscurrent Employer Branding successDimensions of successful/unsuccessful Employer Brandingtwo key dimensions of successful /unsuccessful Employer Branding. Onedimension is highly consistent with whatis known about consumer / corporate focussedbranding. As we have seen, thereis consistency in terms of being knownand noticeable, being seen as relevant andresonant, and being differentiated fromdirect competitors. Collectively, thesecharacteristics defi ne an attractivenessdimension (attractive – unattractive). Theinterplay between employee attraction (toa firm) and attractiveness (of a firm) is afeature of work in human resource managementas well as marketing. 47,48 We havealso uncovered additional characteristics,including fulfilling a psychological contractand unintended appropriation ofbrand values. These characteristics definean accuracy dimension (accurate-aspirational)Cell 2: Strategic mismatch: The second cell describes a company attracting the right employees, but is thenunable to deliver on the employee value proposition for existing staff. In this company there may be a higher than industry average level of applications for positions, matched with high turnover and / or lowemployee engagement, as well as the misappropriation of a dominating and positiveconsumer brand image. This situation can be difficult to address, as it requires managingthe implied Employer Brand ‘ promise ’ so that it is more realistically represented,or working on cultural and internal engagement issuesThe associations with the company ’ sconsumer and corporate brands are, ineffect, appropriated by the prospectiveemployee to bridge the defi cit in understandingof the employment product onoffer. If these associations and values arecontrary to the employment product, thenthe prospective employee may form anunrealistic psychological contract that willnot be reflected in the employment experience.This suggests that the perceivedaccuracy of the Employer Brand may bederived from contact with the firm ’ s entirebrand portfolio (ie corporate, consumerand Employer Brands), particularly if theEmployer Brand itself is not well articulatedand communicated, or if the corporateand consumer brands are dominant.Cell 1: Communication breakdownThe first cell describes a company that has an attractive Employer Brand but is not immediately considered by its target candidates. This may be due to a number of communications breakdowns; for example, the corporate, employer and / or consumer brands having conflicting value propositions, the mis-appropriation of a dominating and negative consumer brand image, the target candidates simply being unaware of the breadth of roles offered by the employer, or the employer being unable to distinguish itself from competitors. The situation way be approved with a more integrated, strategic approach to communication.
  • Interest Value: The extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment.Social Value: Attraction based on a collegial work environment with good team atmosphere.Economic Value: Attraction based on salary and benefits.Development Value: Based on recognition of work and career-enhancing opportunities.Application Value: The employee’s ability to apply what they have learned to teach others and interact with customers in a way that is positive and humanitarian* Symbolic Value: The employee’s need to maintain their self-identity, to enhance their self-image, or to express themselves
  • Jo Pieters, Global Vice President Recruitment, Philips, The Netherlands “touch lives everyday’ refers to the passion and pride of all of us working for Philips”Jo Pieters, Global Vice President Recruitment, Philips, The Netherlands
  • ‘touch lives everyday’ refers to the passion and pride of all of us working for Philips
  • In your opinion, to what extent does the employer image that Natura communicates externally match the actual employment experience? 1 person believe it matches only a little, and 50% (3) believe it matches moderately
  • Some interesting observations:Natura is perceived to focuses on spiritualityNatura is not associated with: a conservative working environment exciting productsNatura is perceived to offer: continuous education team-based work a trainee programNatura is not perceived to offer infrequent overtimeNatura employees also perceive it to offer team-based work
  • ValuesCare for all stakeholdersInnovation
  • Growth opportunities and good salaryWork-life balanceGood working environmentSuccessful company, great opportunitiesAdmirable and strong reputationAttractive values
  • Interest Value: The extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment.Social Value: Attraction based on a collegial work environment with good team atmosphere.Economic Value: Attraction based on salary and benefits.Development Value: Based on recognition of work and career-enhancing opportunities.Application Value: The employee’s ability to apply what they have learned to teach others and interact with customers in a way that is positive and humanitarian* Symbolic Value: The employee’s need to maintain their self-identity, to enhance their self-image, or to express themselves
  • The three major components of a job search—your profile, your network and all available jobs—are finally coming together in one space. The 1990 paper resume, which in 2000 became the online resume, is now the online publicprofile. Offline referrals became email referrals, and are now becoming social network referrals. And jobs, as we know, have gone from print ads, to online job boards, to aggregated collections of listings. Once asystem is developed in which an individual’s profile and connections are seamlessly matched to all the jobs available, we’ll be making a huge step toward the ultimate goal of job search: helping people find theperfect job
  • #1: Use your marketing and branding to appeal to the types of candidates you want. Don’t try to appeal to everyone. The best marketing is always targeted to a specific audience, and discourages ? although subtly ? those who don’t fit the target. This is done partly through words and pictures and partly by placing the information where targeted people are most likely to see it. Mercedes, for example, advertises on television at the times and on programs where their research shows that highly successful and well-off people watch. It places print advertisements in magazines that these types of people read. It does not advertise on the Super Bowl nor does it advertise in Reader’s Digest. Wording is also key; what you say makes all the difference. If you say and imply that you are seeking only those with very specific backgrounds and qualifications, you’ll reduce the numbers who apply, and improve quality. Even your recruiting website needs to be worded in a way that is attractive to those you are most anxious to have apply. Cisco Systems has a web site that is appealing to technical professionals but less so to others. Enterprise Rent-a-Car’s site is a prime example of one designed for a particular type of candidate and appealing primarily to them.Targeted marketing requires research, focus, carefully thought-out graphics, and tested writingWithin Philips we have taken the ‘talent journey’ asthe starting point for our brand activation planning.With the four Cs (see Figure 1) we are able to foreseethe key priority and opportunity areas. We havedeveloped a set of measures for each phase, so it ispossible to take a thorough look at ‘where are wenow’ per phase, per country and per talent segment.
  • Collins and Stevens, 2002the results suggested that early recruitment-related activities were indirectlyrelated to intentions and decisions through 2 dimensions of Employer Brand image: general attitudestoward the company and perceived job attributesSpecifically, Collins and Stevens found that publicity and sponsorship activities affected job seekers’ application decisions mainly through generalattitudes toward a company, whereas word-of-mouth endorsements and advertising affected job seekers’ decisions through both general attitudes and perceived job attributes.Recruitment research seems to suggest that word-of-mouth endorsementscan have a similarly strong effect on Employer Brandimage. For example, Fisher, Ilgen and Hoyer (1979) showed thatgraduating students found information obtained from people outsidethe organization to be more credible than the same informationobtained from organizational representatives. Further, Fisheret al. found that students were most likely to accept job offerswhen exposed to positive information about the company. Similarly,Kilduff (1990) found that graduating MBA students showedstrong preferences for organizations that were most preferred bytheir peers; these effects persisted after controlling for students’degrees and work experience.As with publicity, organizations lack the ability to directlycontrol word-of-mouth endorsements. However, it is possible toengage in recruitment activities that increase the chances thatpositive word-of-mouth endorsements will occur. For example,Coombs and Rosse (1992) and May (1998) have suggested thatfirms can attract graduating students by developing closer relationshipswith key individuals at targeted universities. Other strategiesinclude offering summer research grants for faculty, using alumni as recruiters at their alma maters, and building relationships withcareer services staff.It is possible that publicity,because it is perceived as coming from a source other than thecompany (e.g., a newspaper or periodical reporter), provides legitimacyto other forms of recruitment. In other words, studentapplicants may be more willing to believe the information that theyreceive from other sources when they have also been more exposedto the company through news reports or articles.Disappointingly, given the increased spending on sponsorshipactivities by organizations, our findings suggested that sponsorshipwas not an effective tool for affecting Employer Brand image.Sponsorship did not have a significant effect on attitudes or perceivedattributes, and it did not seem to increase the impact ofother recruitment-related practices (interactions with sponsorshipwere only significant when publicity was also part of the interactionterm). Potentially, the impact of sponsorship is so weak because either fewer companies than estimated use sponsorship asa recruitment tool or too few of the respondents were aware ofsponsorship efforts (note that the mean for sponsorship was significantlylower than the means for the other three early recruitmentpractices). These findings suggest that firms may need tocreate more awareness of their sponsorship actions, especiallythrough publicity, if they are to reap the benefits of these activities.Advertising was significantly related to students’ perceptionsabout the attributes of the company and the job opportunity. Thisfinding suggests that firms can be proactive in helping studentsform positive impressions about specific attributes by makinginformation readily available through job postings, Web sites, etc.Advertising was also significantly related to respondents’ attitudestoward the company.Our findings suggest that early in the job search potentialapplicants may rely most heavily on information and appraisalsfrom other people to evaluate job opportunitiesFrom a practical standpoint, our results indicate that expanding andcapitalizing on word-of-mouth endorsements would provide ahighly effective and economical method for increasing applicantpools.---------------------------- Next to advertisements Word-of-Mouth (WOM) has a strong impact on Employer Brandimage (Collins & Stevens, 2002), which in turn drives brand equity (Biel, 1992). VanHoye & Lievens (2007) investigated the effect of Word-of-Mouth (WOM) on organizationalattractiveness. They found out that WOM has a strong influence on organizationalattractiveness due to its credibility. Furthermore, they could conclude that negative WOMinterferes with recruitment advertising effects. The power of referral marketing has beenrecognized by many academics (e.g. Buttle, 1998). Current employees play a crucial rolewhen it comes to word of mouth endorsement of a company as an employer, becausethey can act as brand advocates. Academic researchers detected that sponsorshipgenerates positive feelings toward the corporation (Johar & Pham, 1999). Next to this,Cornwell et al. (2001) found evidence for a positive effect of (long-term) sponsorship onbrand equity. Han & Collins (2002) found a positive relationship between sponsorship andthe perceptions of both attraction and perceived attributes.------------------------------It appears that participation in job fairs had the most consistent effecton perceptions of brand equity as it was significantly related to each of the four dimensions(awareness B-value = .11, p < .01; attraction B-value = .16, p < .01; perceived attributes B-value= .13, p < .01; perceived quality B-value = .14, p < .01). Building relationships with keyuniversity contacts was also significantly related to each of the four brand equity dimensions(awareness B-value = .22, p < .01; attraction B-value = .11, p < .01; perceived attributes B-value= .09, p < .05; perceived quality B-value = .08, p < .05). Sponsorship activities also seem to bevaluable tools for affecting students’ perceptions of both attraction (B-value = .09, p < .05) andperceived attributes (B-value = .08, p < .05).----------------------------the media that were perceived to be the richest and mostcredible were those developed by companies as forms of self presentation(Web pages and career fairs).The relationships between perceived richness and credibility and thepostmedia image beliefs were uniformly positive, such that recruitmentsources perceived to be rich and credible increased jobseekers’ image beliefs even if they already overestimated theimage dimension before being exposed to the media.------------------------------The literature on marketing suggests that advertising strategies vary onthe level of involvement, which refers to the extent of effort the targets of strategies need to exertfor the strategies to be effectiveMore importantly, we found that low-involvement recruitment practices were more effective forfirms with relatively low levels of corporate advertising and firm reputation, whereas high involvementrecruitment practices were more effective for firms with relatively high levels ofadvertising and reputationMarketing research suggests that “mere exposure” to a company can increase consumers’attraction to it (Mitchell & Olson, 1981). Further, Aaker (1996) argued that the awarenesscreated through advertising serves as a “signal” of a brand and leads individuals to ascribepositive characteristics to brands to which they have had greater exposure. Similarly, researchon recruitment suggests that job seekers are more attracted to familiar than to unfamiliarcompanies (Gatewood et al, 1993; Turban, 2001).Low-Involvement: These ads typically contain only general images and company logos and areintended to affect customers by creating awareness of and general positive attitudes toward thecompany and product. Companies are increasinglylooking to affect job seekers though general recruitment ads that create awareness of theorganizations as employers and convey positive cues to job seekers through logos, pictures, and visual images that require little processing effortThese types of ads may be particularly effectivebecause they can positively affect job seekers awareness even when the job seekers are notsearching for information about companies. Similarly, researchon recruitment suggests that job seekers are more attracted to familiar than to unfamiliarcompanies (Gatewood et al, 1993; Turban, 2001). Because general recruitment ads andsponsorship activities are designed to increase awareness and create general, positive perceptions of an organization, we predict that low-involvement practices will significantly increaseapplicant pool quantity.Ex. Advertising and sponsorshipHigh Involvement: When individuals are motivated to seek andprocess these arguments and information, high-involvement advertisements positively affectconsumer purchasing behavior by creating positive beliefs about company and product attributes(Chandy et al., 2001). To attract applicants, companies may similarly use early recruitment practices thatrepresent a high-involvement strategy. First, a company can influence student job seekersthrough detailed recruitment ads that convey positive information about job openings and thecompany as a whole (Barber, 1998). For example, Rynes and Boudreau (1986) found thatcompanies look to attract applicants through job postings and company brochures that providedetailed information and arguments about company attributes. These recruitment tools cannotaffect passive job seekers, but only individuals who actively look for these materials and processthe information that they contain. Recruitment research suggests that these detailed recruitmentads have significant, positive effects on application intentions by creating positive beliefs aboutjob attributes and positive attitudes toward a recruiting company (Barber & Roehling, 1993;Gatewood et al., 1993).Example: advertising and career events (fair, on campus presentation)Our results showed that low-involvement practices lead to greater applicant pool quantity andquality in firms that had low, rather than high, scores on corporate advertising and firmreputation. Thus, low-involvement practices can be an effective substitute for the organizationalfactors that are also likely to create initial awareness and positive attitudes. However, low involvementpractices do not appear to have additive value above the effects of theseorganizational factors: they do not affect applicant pool quantity or quality when firms alreadyhave high ratings on corporate advertising or firm reputation.As noted above, our findings support our prediction that high-involvement recruitment practices would be mosteffective for companies that had already established awareness and general, positive beliefsthrough corporate advertising and firm reputation. In contrast, use of high-involvement practicesby those companies that were unlikely to have created initial interest did not lead to gains inapplicant pool quantity or quality. Thus, it appears that marketing theories are very useful forexplaining how corporate advertising and firm reputation moderate the effects of low- and high involvementrecruitment practices.
  • This advertisement from DaimlerChrysler took up two pages in The Economist and is specifically designed to entice potential employees with the perk of a company car. This is a good example of aligning the Employer Brand with the consumer brand--a promise of quality.While there are numerous examples of'employer advertising', few are as explicit as a recent DaimlerChrysler ad,which appears to target potential employees as the primary audience. Thedouble-page spread advertisement in Figure 1 shows a number ofDaimlerChrysler vehicles, positioning them not as consumer products butas company cars (i.e. a potential benefit for prospective employees). Thecopy is even more direct: 'As a successful car company there are manythings that make working for us an attractive prospect. In addition to adiverse range of career possibilities ...'.
  • 3.9 billion unique mobile subscriptionsAB contactsJob compassImmersive, immediate, interactive and intuitive
  • At the end of 2009 there were 174 million subscribers. there are 12 million Brazilians regularly accessing the web using their mobile phones. about 8 percent, but it is growing fast. Up from 4.3% in 200842% of Brazilians have internetApps have been downloaded 10.9 billion times
  • SMS is still king of mobile messaging with more than 6.1 trillion messages sent in 2010.
  • Social media not only change the way we communicate in general, but it shapes the communication between employers and job seekers in a special way. It accelerates the end of one-way image shaping and strengthens the need for a genuine dialogue. Social media also implies that Employer Branding is increasingly occurring outside the company’s sphere of influence. Potential candidates participate in shaping the Employer Brand by writing and sharing the message.
  • KPMG UK claim they get 19% of their career website traffic from social media, versus 15% for email campaigns
  • There are more than 250 million active users currently accessing Facebook through their mobile devices.
  • NONE of the efforts are career focused
  • Some platforms might be great for Recruiting, but may not be suitable for Talent Relationship purposes. Identifying the strengths of each platform is critical to successfully catering to job seekers preferences.
  • URL: http://www.facebook.com/MicrosoftCareers
  • URL: http://www.linkedin.com/company/ge/careers
  • Objec?ve: Engage the 2009 NBMBAA conferenceaOendees via a raffle‐give‐away. ConferenceaOendees were encouraged to parFcipate bysending an SMS (text‐message) with the keywordHEWDIVERSITY to 77950.
  • “There are more than 200 million active users [40 percent] currently accessing Facebook through their mobile devices. People that use Facebook on their mobile devices are twice as active on Facebook as non-mobile users.”http://mobithinking.com/stats-corner/global-mobile-statistics-2011-all-quality-mobile-marketing-research-mobile-web-stats-su#smartphone-shipmentsBy 2011, over 85 percent of new handsets will be able to access the mobile Web.
  • http://itunes.apple.com/WebObjects/MZStore.woa/wa/viewSoftware?id=327232824&mt=8&ign-mpt=uo%3D6#
  • Follow the steps and you will recruit your A playersProblem Identification:Difficulty recruiting candidates who are competent AND aligned with Natura valuesToo many unfit and unqualified applicants with unrealistic expectationsDifficulty attracting certain groups (I.T., Engineers, etc.)Lack of clear and consistent employer imagePoor communication and feedback during recruitment processWeak talent relationships and networkAd-hoc and reactive recruitmentIneffective internal recruitment process
  • Transcript

    • 1. Business Project - NaturaCarlijn Goossens, Jeanine Brockhoff, Vanessa Meyer26/05/2011
    • 2. Agenda• The project• Research process• Problem identification and project objectives• Integral Model integration and interpretation• The Basics: Career Website and Application Tracking System• Value-based recruitment• Employer Branding• Talent attraction• Talent relationship building• Conclusions
    • 3. The ProjectThe primary aim of the project is to research and propose an innovative recruitment process usingIntegral Theory as a basisThe project topics: 1. How to keep connected with potential Natura candidates despite the need of filling a specific position. 2. How to keep an “alive channel” with the most important stakeholders like sales force, partnership universities and cosmetic market consultants. 3. Suggest new tools or assessments that can support innovative way of recruitment selection using Integral Theory as main insight.
    • 4. Our research process Ongoing literature research Primary research Secondary ResearchDefinition of Conclusion and Problem recommendationsproject scope Natura Job identification Experts and area Employees Seekers Desktop research Interviews Interviews Interviews Interviews Suvey Survey
    • 5. Research Methods:• 1 external survey (151 respondents)• 1 internal survey (6 respondents)• 3 expert interviews• 10 interviews with Natura employees• Extensive desktop research• 18 case examples• 100+ (academic) documents
    • 6. Our research revealed eight major problem areasProblem Identification:1. Difficulty recruiting candidates who are competent and aligned with Natura values2. Too many unfit and unqualified applicants with unrealistic expectations3. Difficulty attracting certain groups (I.T., Engineers, etc.)4. Lack of clear and consistent employer image5. Poor communication and feedback during recruitment process1. Weak talent relationships and network2. Ad-hoc and reactive recruitment3. Ineffective internal recruitment process
    • 7. We established three objectives that would address all eight problems and grouped them into three categoriesProject Objectives:1. To find more effective ways of assessing ‘Person-Organization’ and ‘Person-Job’ fit using Integral Theory2. To find innovative ways of attracting the right talent so as to minimize major recruitment and retention problems3. To find innovative ways of building and maintaining a strong talent network in order facilitate proactive candidate sourcing Value-based recruitment Employer Branding & Marketing Talent Relationship
    • 8. We based our analysis and suggestions on a holistic model which assessescandidate “fit” and helps identify target talent
    • 9. Based on our research we indentified a need for a more holisticassessment of the individual
    • 10. This model is a holistic reflection of a person and covers all quadrants of the Integral Model • What do you know? • Who are you? • What are your skills and • What characteristics do abilities? possess? Individual Personality Know-how Whole Interior Exterior person Experience Behavior • How do you exhibit• What have you done? your values and beliefs?• Where are you going? • How do you respond to• How have others Collective others?impacted your life?
    • 11. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis A- Applicant Talent Candidate Talent playerprofili self- assessment Attraction selection & selection Relationship Job ng Application analysis
    • 12. In order for our innovative suggestions to work, Natura must implement certain basicsThe Basics• An improved career website• A proprietary Applicant Tracking System (i.e. Talent Management System or ERP)
    • 13. The career website is not only a key tool for companies to generate applicants, it also contributes to value creationThe company career website• The effectiveness of an organization’s website at communicating employment information is a crucial determinant of an organization’s ability to successfully generate qualified applicants (Cappelli,2001).• The perceived usefulness of content presented and ease of use of a company career website positively influences employer attractiveness (Williamson et al., 2003)• A study of college students reported that 26% of students rejected potential employers from job search consideration because of the poor design of their web sites (Karr, 2000)• The richness of an organization’s website is positively related to attitudes towards the organization and employment intentions (Allen et al., 2007)
    • 14. Proactive candidate sourcing and time efficiency are key benefits of an Applicant Tracking SystemBenefits of an ATS:• Helps recruit, select and analyze traits that are most predictive of success (based A-Player Profile)• Provides feedback to applicant• Track current employees and have their records available for internal recruitment• Track recruitment needs, including the database of CV’s received and shortlisted, assessment results, reasons for rejection, list of interviewees and those selected AcquireBest ATS Providers:• SAP• GradWeb Talent• Taleo Assess management Develop Systems Align
    • 15. The career website is the #1 source of employment informationOnline sources of employment informationSurvey sample: 16,000 Potentialpark Communications AB, Trend Studies 2011
    • 16. Top employers are recognized for their career websites and ATS systemsTop ATS Systems and Career Websites Potentialpark Communications AB, TEWeB 2011
    • 17. Great career websites are simple, informative, interactive and customizableFeatures of a great career website and ATS• It is easy to find the relevant content on the website• It is easy to print, send and bookmark the website content• Information about the company in general• The advantages, benefits and development opportunities when you work for this company• Details and examples of the work and the people• You can contact the recruiting team• Fast answers to questions that you send via email• Information about events and happenings where you can partake• Advanced tools that give you more insights than plain text, for example videos• Updates that make it interesting to visit the site more often• Social Media interaction• Information about jobs, positions and programs• Information that you need to plan your application• Room to leave an individual impression in your application• Personalized notifications about the recruitment process
    • 18. An improved career website and ATS will help address many of Natura’s weaknessesIn your opinion, what are the major weaknesses in the Natura recruitment process?Poor feedback and ability to contact recruiter directly.When I applied for an internship at Natura, the company they had hired to conduct the processwas very inefficient: group dynamics were superficial, ambiguous and badly conducted.Website failures and no response to the email they supplied to report any technical issues!lack of clear communicationpoor feedbackNatura says they focus on relationships yet provide no feedback during recruitment processThe majority of survey respondents who have participated in the Natura recruitment processwere…• dissatisfied with the quality of the online application forms• dissatisfied with the quality of the career website• somewhat dissatisfied with assessment tools used
    • 19. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis A- Applicant Talent Candidate Talent playerprofili self- assessment Attraction selection & selection Relationship Job ng Application analysis
    • 20. We based our analysis and suggestions on a holistic model which assesses candidate “fit” and helps identify target talent Traditional approach Value-based approachFocus on knowledge, skills and abilities (KSAs) Focus on knowledge, skills and abilities (KSAs) AND personality, values and interestsPerson-Job fit Person-Job fit AND Person-Organization fit“Hiring new hands or heads” (parts of people) “Hiring people” (the whole person)
    • 21. Jobseekers care about values too and are also looking ways to assess value “fit”Jobseeker perspectivePrior research suggests that job seekers to a large extent base their job choice decisions on perceivedvalues congruence (Cable & Judge, 1996).Importance of company values when selecting an employer Degree to which “fit” with Natura’s values influences decision to apply Source: CEMS Business Project Survey 2011
    • 22. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis A- Applicant Talent Candidate Talent playerprofili self- assessment Attraction selection & selection Relationship Job ng Application analysis
    • 23. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis Applicant Talent Candidate A-player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
    • 24. Drawing up a values blueprint is the first step towards hiring culturally aligned employeesThe values blueprintA values blueprint (Rhoades, 2011):• Is a profile that defines an organizations values in terms of actionable behaviors.• Provides a basis for hiring, rewarding, recognizing and managing employees.How to create your blueprint:• Identify the company’s strategy and vision and define and assess work-environment in terms of organizational characteristics.• Identify the company’s core values and establish a set of key behaviors that exemplify each value in action.• Involve senior management as well as key individuals inside the organization that are knowledgeable about the company culture .Establishing a values blueprint is very important as this will allow the company to assess the degree ofcultural fit and values-congruence in later stages of the process
    • 25. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A-player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
    • 26. A job analysis is as important as any other step in the value-based recruitment processThe purpose of a job analysis is to define the competencies required for success in order to selectappropriate candidates (Prient et al., 2009).Identify:• Knowledge, skills & attitudes (KSAs)• Roles & responsibilitiesMany job analysis techniques are avaiable: task inventories, position analysis questionnaires...The job analysis is as important as any other step in the value-based recruitment process anddeserves an equal amount of attention when hiring new employees.
    • 27. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
    • 28. A profile of success helps to identify A-players and to keep them once they are hiredProfile of success• Provides an image of the ideal employee for a specific position (A-player)• Includes knowledge, skill and ability requirements AND personality and behavioral aspectsAdvantages (Harris&Brannick, 1999):• Helps to maximize fit between the person, the job and the organization• Helps the company to know better the type of person it is looking for and to keep that person after he or she is hiredImportant:• Stick to the profile of success; only hire A-players  Do not hire “the best available” to quickly fill positions if there are no A-players  Do hire A-players (even) if there is no specific position available forthem• Let A-players hire A-players
    • 29. CASE STUDY: Employee Success Profile at EMC2The challengeHow to significantly increase staff levels without losing losing corporate identity?The solutionEMC2 developed an Employee Success Profile (ESP) – a detailed definition of who succeeds at thecompany. Their ESP is based on seven critical factors: Technical competence Customer responsiveness Goal orientation Cross-functional behavior A sense of urgency Integrity AccountabilityThe resultBy focusing on these seven attributes, EMC2 managed to remain the same company that it was severalyears ago, even though it has thousands of new employees.
    • 30. Eight steps will help you to recruit, retain and engage ideal employeesThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
    • 31. Self-selection tools assist in reducing the number of unsuitable candidates applying and thereby help to save money, time and effortSelf-selection tools:• Offer a possibility for applicants to perform an initial check on their fit with the company before they enter Natura’s application process.• Should discourage candidates that do not match Natura’s values and requirements from entering the recruitment process.• Help a company to save money, time and effort. Online self-selection test
    • 32. An online self-selection test allows candidates to perform an initial check of their fit with Natura before entering the formal application processFocus on Natura’s values and corporate cultureQuestionnaire:• Short and sharp questions• Values, interests, working style, working conditions and relationshipsTwo reports:• Candidate feedback report  Candidate’s preferred behaviors and preferred working styles  Profile representing “ideal Natura employee”  Candidate checks degree of fit• HR report  Areas of fit and misfit (sent to HR, can be stored in ATS)  Background info on candidate that decided to apply  Tool to proactively approach candidates that showed alignment but did not applyPoorly suited candidates will refrain from applying whereas well-suited candidates are encouragedto apply by positive feedback
    • 33. CASE STUDY: Online Personality Assessment at KPMGThe ChallengeKPMG wanted new recruit to more feel comfortable in the KPMG businessenvironment and possess the values and competencies requiredThe solutionKPMG developed an online personality assessment that enables job applicants to understand theirpersonality according to the most important value dimensions.The resultBy providing individuals with insights into their personality, the assessment is proving a fast and efficientself-selection measure.
    • 34. CASE STUDY: Online Personality Assessment at KPMG
    • 35. CASE STUDY: Online Personality Assessment at KPMG
    • 36. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A-player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
    • 37. A strategy of multiplicity takes the task of candidate self-selection forward and reduces the risk of “cheating”A strategy of multiplicity:• Involves multiple screening methods• Involves multiple assessorsWhy?• Recommended by researchers as the best approach to hiring (Bowen et al., 1991)• Takes the task of the candidate self-selectionforward (provides applicants with more information about the work environment)• Reduces the risk of “cheating”Percentage of respondents who adapt their values during the Degree to which applicants would adapt their values if theyapplication process to better “fit” with those of the company knew “fit” with company values was key to getting the jobSource: CEMS Business Project Survey 2011
    • 38. There are various value-focused assessment methods that can be implementedValue-focused assessment methods: Organizational Culture Profile Situational Judgment Tests Job Simulation Exercises
    • 39. Use the Organizational Culture Profile (OCP) to assess P-O fitOrganizational Culture Profile (OCP)The OCP is a widely used tool to assess P-O fit and has been advocated to investigate P-O fit inorganizational entry contexts (Cable & Judge, 1996).How does itwork?• 54 value statements• 9 categories, ranging from  “most desirable” to “most undesirable” (applicant)  “most characteristic” to “most uncharacteristic” (company)• Specified number of cards in each category: 2-4-6-9-12-9-6-4-2• Incumbents familiar with the organization sort the value statements into categories (refer to Organizational Analysis and A-player Profiling phases)• Applicants sort the value statements into the categories• P-O fit is calculated by correlating the profile of organizational values with the profile of the applicant’s preferences
    • 40. The OCP contains 54 value statements that can generically captureindividual and organizational values Source: O’Reilly, Chatman & Caldwell, 1991
    • 41. The OCP is a sound value-focused assessment tool and can also be used to test the level of internal crystallization of your valuesAdvantages:• Breadth and complexity of values are captured• Personal relevance of values is reflected (the ordering of the items reflects the relative importance of values for a specific applicant or for the organization).• Comparisons between profiles are made possible (main focus: extremes).Additional use:• Test the level of internal crystallization of Natura’s values.Natura could even make a customized version of the OCP by including value statements that areparticularly relevant to the company.
    • 42. There are various value-focused assessment methods that can be implementedValue-focused assessment methods: Organizational Culture Profile Situational Judgment Tests Job Simulation Exercises
    • 43. SJTs tap into a wide range of skills, abilities and personality traits and provide a cost-effective way to deal with many applicantsSituational Judgment Tests (SJTs)How does it work?SJTs present an applicant with a number of hypothetical scenarios reflecting situtions they may face inthe job. It is the applicant’s job to chose which is the most effective course of action.Advantages:• SJTs tap into a wide range of skills, abilities and personality traits (responses are drawn from previous experience, knowlegde and training, personality and innate abilities)• Applicants gather more info about work environment as they are provided with sample of realistic scenarios• High volumes of unsuitable applicants can be filtered out early on in the process• Cost-effective and convenient in dealing with many applicants
    • 44. There are various SJT formatsMost and least effective Likely to doRated responses Ranked responses
    • 45. There are various value-focused assessment methods that can be implementedValue-focused assessment methods: Organizational Culture Profile Situational Judgment Tests Job Simulation Exercises
    • 46. Job Simulation Exercises (JSEs) are powerful assessment tools as they force applicants to demonstrate critical behaviors that reflect your valuesJob Simulation Exercises (JSEs)JSEs are high-involvement tests in which an applicant performs a task that closely resembles thosethat are performed in the real organizational environment.Advantages:• Allow organizations to assess a person’s KSAs, personality traits and actual behavior• Give applicants a realistic job preview• JSEs help both the applicant and the organization to assess fit
    • 47. CASE STUDY: Job Simulation at MarsThe challengeMars places great emphasis on finding individuals who have the potential togrow and develop within Mars over the long term. The company wants torecruit people who have what it takes to fulfill a successful career within thecompany, and not just recruit individuals for a specific job.The solutionMars designed assessment materials and exercises that would ask candidates to demonstrate criticalcompetencies within situations that mirrored working life in the company and which reflected the fiveprinciples of Mars: Quality, Responsibility, Mutuality, Efficiency and Freedom.The result• Enabled Mars to select better quality candidates• Selected candidates are better able to integrate themselves within the company and cope with a steep learning curve when appointed.• Through the different selection stages, the company is acquiring valuable quantitative information that will be used to further analyze and improve the recruitment process (again: multiplicity).
    • 48. Summary:• Establish a values blueprint that defines critical organizational values in terms of actionable behaviors• Perform job analyses to identify the KSAs, roles and responsibilities required for success in specific jobs• Establish a profile of success that reflects the characteristics of an A-player• Create an online test that allows candidates to perform an initial check on their alignment with Natura’s values and gives them the opportunity to self-select out of the recruitment process• Use a strategy of multiplicity to further inform candidates about the organizational environment and to prevent candiates from “cheating”• Use a combination of OCP, SJT and JSEs to evaluate a wide range of skills, abilitities, personality traits and behaviors and to assess “fit”This will allow Natura to hirepeople that are culturally and technicallysuitable, leading to long-termemployment contracts.
    • 49. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
    • 50. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
    • 51. The Employer Brand should attract those who will thrive in your culture, and retain and engage those who already doThe Employer Brand Defined : 50%• The package of functional, economic and psychological benefits provided by employment, “I’d love to be a part of and identified with the employing company Attraction that company” (Ambler, 1996)• Building an image in the minds of the potential labor market that the company, above all others, is a great place to work (Berthon et al., 2005) 50%• A set of attributes and qualities often intangible Retention and “I’m committed to my – that makes an organization distinctive, Engagement employer” promises a particular kind of employment experience, and appeals to those people who will thrive and perform to their best in its culture (CIPD, 2007).
    • 52. Employer Branding has many benefits, but none more important than theloyalty, engagement and advocacy it creates • Pride of individuals expected from being organizational members (Cable & Turban, 2003) • Applicant pool quantity and quality (Collins & Han, 2004) • Stable and positive workforce attitudes and organizational performance (Fulmer, Gerhart, & Scott, 2003) • Higher valuation of human capital in financial markets • Loyalty, engagement and advocacy • Reduced recruitment & retention costs (Cable & Turban, 2003)
    • 53. The Employer Brand will only be successful over the long term if the company alignsall its management systems and processes to deliver on its employment promises Culture Internal communications Employment Reward & Recognition Performance Appraisal Learning & Development Team Management Service Support Recruitment & Induction Measurement Systems Working Environment Purpose External Marketing Values / CSR Senior leadership The Employer Brand
    • 54. Developing a strong Employer Brand requires a deep understanding of what drives attraction and engagement of top talent • Senior management workshops • Internal and external focus groups Discovery •Employee survey (A-Player Profiling) • Candidate journey audit • Involve Marketing/PR/communications Analysis, • Define brand attributesinterpretation and • Associate specific behavior with each brand attribute creation •Define attractive attributes for each A-player talent segment •Define employer value proposition • Set creative brief and creative brand expression Implementation • Test brand internally to ensure accuracy and •Apply brand to entire employee life cycle: communication • talent attraction programs/materials/website • interview/assessment process • orientation material Measurement, • On-going internal testingmaintenance and • On-going external testing optimization • Measure improvements in recruitment and retention
    • 55. It is best to differentiate your Employer Brand based on symbolic dimensions of employer attractiveness Attraction is related to the envisioned benefits that a potential employee sees in working for a specific organization, factors include:• Interest Value: The extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment. Interest Value• Social Value: Attraction based on a collegial work environment with good team atmosphere. Symbolic Social Value Value• Economic Value: Attraction based on salary and benefits. “People are most attracted to organizations whose attributes are congruent with Employer their own personal characteristics (e.g., values, personality)” (Schneider, 1995)• Development Value: Based on recognition of work and attractivenes s career-enhancing opportunities. Application Economic• Application Value: The employee’s ability to apply what Value Value they have learned to teach others and interact with customers in a way that is positive and humanitarian Developmen t Value* Symbolic Value: The employee’s need to maintain their self- identity, to enhance their self-image, or to express themselves Source: Berthon, P., Ewing, M., and Hah, L. L. (2005)
    • 56. Define your Employer Value Proposition (EVP) using your target talent’s preferred dimensions of attractivenessThe Employer Value Proposition:•Whilst there is one Employer Brand, there are numerous Employer Value Propositions within anorganization, consistent with the number of jobs or roles within the organization.• The EVP answer the question: “What’s in it for me to work here?”•Using the dimensions of attractiveness, make a summary of everything employees experience andreceive while they are part of your organizationThe EVP must observe three factors, It must:1. Reflect reality - an EVP should not be excessively positive or leave out vital negative aspects.2. Ensure consistency - the information candidates receive about the organization from different sources must be consistent3. Enable self-selection - an EVP should enable applicants to self-assess whether they are a good fit with the organization.
    • 57. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
    • 58. Natura is experiencing many of the symptoms of a weak Employer Brand • Too many unqualified applicants • Some of the best employees are leaving after 18 months • Workforce lacks the balance and diversity desired, with too many applications coming from the same communities they’ve always come from • Recruitment agencies and consultants keep sending good on paper candidates but who don’t “fit” with Natura’s culture • Strong consumer and corporate brand image build unrealistic expectations of the employment experience • Current Employer Brand is not strongly associated with any particular attributes
    • 59. A misappropriation of Natura’s dominant consumer brand image results in many applicants, but unrealistic and unfulfilled expectations Accurate 1. Communication Breakdown 4. Sustained success • Employees not attracted • Employees attracted •Psych. contract fulfilled • Psych. contract fulfilled AttractiveUnattractive 3. Long-term Disconnect 2. Strategic Mismatch • Employees not attracted • Employees attracted •Psych. contract unfulfilled •Psych. contract unfulfilled Aspirational Source: L. Moroko and M. D. Uncles, 2008
    • 60. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
    • 61. CASE STUDY – Developing the Philip’s Employer Brand Recruitment services were weak and needed to focus on proactive talent recruitment Identified inconsistent positioning of messages to prospective employees – not addressing them as “One Philips” They weren’t reaching targets they’d set to attract and retain the best talent They also wanted to find out how potential employees regarded the company as an employer
    • 62. Research Objectives:1. How company is perceived by target talent2. What drives people to apply3. What motivates people to stay and be engaged 29 internal focus groups 18 external focus groups 3500 internal survey respondents 1000 external survey respondents Both Sales/Marketing and R&D people, different ages, length of service Netherlands, Germany, France, UK, Poland, USA, India, China
    • 63. Research Results: Target talent often feel no strong desire to apply. When asked what Philips stands for as an employer, they see it as a large international technology company, but that’s all Philips could be too formal – there needed to be more personality in the way the brand was communicatedEmployees wanted Philips to be:1. One company – all working together, united in one purpose2. Proud and confident about what it does, passionate3. People and products could have equal and united prominence4. Offer great reasons for coming to work everyday5. An “icon of innovation”6. Global and diverse
    • 64. Philips’ dimensions of attractiveness: Social Value: rewarding team-work, engaged and inspiring environment, depend on each other Economics Value: Competitive salary, pensions, medical insurance, housing allowance, scholarships for children or childcare support Interest Value: Contact with products/technologies of the future Development Value: Learning and development strategically important, Ideas are encouraged, Learning culture, on-the-spot recognition Application Value: Inspirational experiences, impact of actions is global Symbolic Value: Feelings of pride for creating great/innovative products that touch lives everyday
    • 65. “touch lives everyday refers to the passion and pride of all of us working for Philips”Jo Pieters, Global Vice President Recruitment, Philips
    • 66. Employee Value Proposition Website
    • 67. Guide for Hiring Managers
    • 68. Communication Toolkit
    • 69. Philips Labor Market Ranking – EuropeEmployer Brand launched Dec 2003 Business Discipline 2003 2004 2005 Rank Rank Rank Familiar with Philips 24 14 9 Considered employer 6 5 3 Ideal employer 21 17 17 Engineering & Science 2003 2004 2005 Discipline Rank Rank Rank Familiar with Philips 25 32 12 Considered employer 16 11 8 Ideal employer 65 62 53
    • 70. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
    • 71. Natura Employer Brand is attractive, but is it honest?
    • 72. Job seekers do not strongly associate Natura with any particular attribute, but do moderately associate it with spirituality, team-work, and continuous education What Natura offers as an employer What Natura is associated with Job Mobility Quality relationships Infrequent overtime Sustainibility Secure employment Conservative working… Trainee programme Equality between the sexes Team-based work High ethical standardsIncreasingly challenging tasks Recruiting only the best… Managerial responsibility Diversity among the employees Variety of assignments Job Seekers A focus on spirituality Job Seekers International career… Employees Good reputation Employees Continuous education and … Good/ confidence-inspiring…Mentoring(coaching) program Financial strength Flexible working hours Innovative solutions Speedy advancement Market success Clear career path Guided by values Competitive compensation Exciting products/ services 0 1 2 3 4 5 0 1 2 3 4 5
    • 73. Job seekers perceive Natura’s employment experience as balanced, unambiguous, relationship based, and transformativePerceptions of Natura’s employment experience A balanced environment with clear goals and tasks Ambiguous work and constant change Results are what matter most The purpose justifies the means Relationships as a basis for success Job Seekers Employees Emphasis on team work and shared decision making Not an employment experience, a life experience A company as a vehicle to transform society From heaven to hell seven times a day 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
    • 74. Natura employees value the increasingly challenging tasks and company culture above all other employment attributes What Natura employees value most about their career The influence of Natura’s values on decision to apply
    • 75. Natura employees highlight values, care for others and innovativeness as reasons for joining NaturaO protagonismo da empresaNatura was my first choice in terms of companies to work. I believe that its values and purposesare alligned with mine.Pelo comportamento empresarial da empresa e pela descrição da vaga, bastante alinhada commeu propósito.we share the same values and beliefs, I was wanted to join a consumer goods company.eu admirava a natura como empresa inovadora e com atenção a seus colaboradores econsumidores.Alinhamento ao meu propósito de vida / crenças e valores.
    • 76. Past applicants were attracted to Natura functional benefits as well as values, reputation and innovativenessalinhamento de propósito de vida for their focus on sustainability, which is nowadays a big competitive advantageOs valores da empresa me agradam muito, e modelo comercial Bom slario e oportunidade de crescimentoe a inovação.Company values and reputation. It sounds like a great company to work for (through case studies at uni and through reputation from Brazilian friends).Its a company that I admired as a consumer because of the successful growing business with inumerous challenges andproducts offered and because the way the company positioned opportunities.itself as very value-oriented and sustainably concerned.Empresa de sucesso com boa reputação no mercado e People always says good things about working for Natura.ambiente agradável de se trabalhar.core values, innovative company É uma empresa sólida e que gera resultados positivos.To work for a successful international company in Brazil. Social environment, open-minded company, sustainability.That`s a big company on cosmitics area in Brazil, maybe is good The industry that it operates in is very interestingenought to increase you CV for future employers.Alignement with company values such as sustainability, respect important brazilian company;ethic;great ideas andto diversity, deliver of high quality products, environment products;good career pathfriendly business model, inovation, etc. Plus competitiveremuneration and possible clear path for my career.Because it is a truly Brazilian company
    • 77. Natura should differentiate its Employer Brand based on brand attributes and the attractive dimensions that appeal most to target talent Strong Transformative Team values work Challenging work Success Equality Great reputatio Unique Innovativenes Employer culture s Brand n
    • 78. The need for honesty and accuracy should drive the Natura Employer BrandAccuracy: the Employer Brand Informs terms of mutual obligations and countersmisleading or misguided information conveyed by sources external to the firmHonesty: the Employer Brand expresses what you are – which is not all things to allpeople
    • 79. Summary• Your Employer Brand is a promise – it should greatly appeal to those who will thrive in your organization, and less so to those who will not• Make sure all management systems, as well as the consumer/corporate brand are are aligned with and deliver on your Employer Brand promise• Identify your dimensions of attractiveness and build your brand on the most distinctive dimensions (often symbolic)• Answer the question: “What’s in it for me to work here” by highlighting the dimensions that are most attractive to your target talent• Ensure your Employer Value Proposition is realistic, consistent and allows for candidate self- selectionThe best Employer Brand propels ideal talent to apply, prevents A-Players from leaving and raises thelevel of engagement by all organizational members
    • 80. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis Candidate Applicant A-player Talent assessment Talent self- Relationship profiling Attraction & selection Job selection Application analysis
    • 81. Changes in jobseeker behavior will drive recruitment process innovationThe Future of Job Search1. Comprehensive: Job seekers will have access to every available position, including hourly or local jobs rarely found online2. Transparent: Job seekers will have perfect information—everything from office culture to industry trends—to decide on a job opportunity3. Social: Referral hiring will be streamlined as online social and professional networks converge with job listings4. Personal: Listings will be filtered by an individual’s job and lifestyle criteria, producing highly- personalized results5. Mobile: Mobile services will provide users with employment information based on their physical surroundings6. Efficient: Traditionally manual processes, such as filling out application forms, will become automated Source: Simply Hired, 2010
    • 82. Recruitment marketing activities should reflect the Employer Brandpromise and highlight the firm’s most attractive attributes Word of mouth Media Referrals Events Workshops Website
    • 83. Early recruitment activities affect job seeker’s application decisions through general attitudes toward the company and perceived job attributesRecruitment marketing: Preferred Recruitment activities• Low-involvement • Sponsorship • Advertising • Publicity • Career website • Social media • Mobile media• High-involvement • Career events • Company visit/presentation • Advertising On-campus sources of career information • Career website • Courses/workshop/case study • Contest/competition • Word of mouth • Social media • Mobile media Source: CEMS survey, 2011
    • 84. DaimlerChrysler aligned the Employer Brand with the Consumer Brand to simultaneously communicate a promise of quality“As a successful car company there aremany things that make working for us anattractive prospect. In addition to adiverse range of career opportunities, wealso have 45 different company cars tochoose from…” Source: Berthon, P., Ewing, M., and Hah, L. L. (2005)
    • 85. Google’s high involvement recruitment advertisement appeals to andelicits action by its target candidates Source: Universum Report, 2010
    • 86. Mobile Media provides time, location and context to recruitment marketing SMS email MMS Short Code QR Code (Bluetooth) Mobile Media Beluga AB contacts Augmented Apps RealityJob compass Contact Capture GoldRun Mobile GPS Web
    • 87. In 2010 there were 175 million mobile subscriptions in Brazil, and 12 million people regularly accessing the web via their mobile deviseMobile Media• More time on social networks is spent via mobile devices than on laptops• Mobile internet will soon account for half of all internet access (FOMR, 2010)• In one year, Jobsite.co.uk saw an increase of 390% in mobile access to their site• Nearly 11 billion mobile applications have been downloaded worldwide Source: JobSite Report, 2010
    • 88. SMS campaigns have enormous potential and reach• SMS has a 94% open rate, versus15% for email• SMS has a 15-20% response rate,versus 1% for traditional media Source: “Mobile Recruiting –Are we there yet”, 2010
    • 89. Social media allows candidates to participate in shaping your EmployerBrand by writing and sharing the message Social Networks Professional Microblogging networks Social Media Social Multimedia Bookmarking Sharing
    • 90. There is no denying the growth and influence of social media, but activity isconcentrated on only a few platforms Global usage mio/ 2010 1,000 0.7
    • 91. People spend significantly more time on social media than they do email
    • 92. Professional Networks are the online community of choice for talent relationship buildingProfessional Networks: LinkedIn• 80% of Fortune 500 companies use LinkedIn for recruiting (Social Wave Length, 2010)• 51% of recruiters have successfully recruited through LinkedIn (Jobvite, 2010)• Features (Premium Recruiter Account): – Database access and candidate search engine – Sourcing and direct contact with talent – Project management and saved search
    • 93. Facebook is great for building awareness of career opportunities and maintaining on-going communicationSocial Networks: Facebook• More than 500 million active users, 250 million accessing via a mobile device• Brazilians spend an average of 30.2 hours per month on Facebook (Many Eyes, 2008)• 60% of respondents use social networks to find reviews on employers (CEMS Survey, 2011)• 45% use social networks to follow news on employers (CEMS Survey, 2011)• Someusefulapplications: – ‘Work for Us’ – ‘Post jobs on Wall’
    • 94. Social media is useful for recruitment marketing, Employer Branding and for building and maintaining the talent networkSocial Media summary Employer Talent Recruitment Branding relationship Candidate Employer Discussion Recruiter2JobSeeke sourcing Job ads Events r contact profiles groups & screening Best choice Alternative Limited
    • 95. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis Candidate Applicant A-player Talent assessment Talent self- profiling Attraction & selection Relationship Job selection Application analysis
    • 96. Natura needs to actively engage in talent networking to ensure a continuous flow of qualified applicantsNetworking• Refers to the way how an enterprise approaches, creates and maintains contact with various stakeholders.Networking = public relations + cross-fertilization of contacts x doing something that adds value to another person’s life.
    • 97. Networking will preemptively put you in touch with your ideal candidates • Maintaining relationship with current and ex-employees • Meeting a new employee or colleague • Good employees will become more selective and harder to find • Getting referrals to new perqualified prospects • Creating ambassadors who will tell about you and connect you with the right prospects • Door openings to people you won’t be able to reach on your own • Receiving more visibility as an organisation • Attracting the right organisations to form partnerships with • Getting new ideas, new insights and new wisdom • Insight into new trends Source: Networking Coach (2011) and Sirona Consulting (2011)
    • 98. Choose the appropriate media for your networking purpose Mobile Event Newsletter Career Referral website Online Social Online/Offline Media
    • 99. The career website and business related networks are the preferred media for networking Interactingwithemployers online Advantages of interactingwithemployers online•Company’s career website and business related networks are popular among respondents• The interaction mainly serves to meet recruiters and get information about interesting careeropportunities Source: CEMS Business Project Natura (2011)
    • 100. Onsocial media, jobseekers look for contact details, links to company/career websites and a realistic impression of a workdayRequested content for online communities Source: Potentialpark Communication AB, Trend Studies (2011)
    • 101. THE NATURA NETWORK
    • 102. Natura’s current situation complicatesproactive and effective networkingMajor Issues:• Basics are missing• No database to track, find and keep in touch with applicants• Natura’s focus: filling positions, not keeping in touch• 3rd party sites are main contact for potential candidates• Recruitment is not a continuous effort => Ad-hoc hiring syndrome• Weak coordination between HR department and hiring manager• Naturaseems to take a passive attitude towards talent relationships
    • 103. Natura is present on many different media, butthey are notlinkedorintegratedeffectively NATURA’S ONLINE MEDIA Currently used NameCompany website (1) www.natura.net(Micro) blogs (2) www.blogconsultoria.natura.net www.twitter.com/naturanetCommunities (2) www.naturaconecta.com.br www.wikihistorias.com.brCareer sites (3) www.vagas.com.br www.jovenstalentosnatura.com www.proximoslideres.com.brSocial Network (2) Orkut FacebookProfessional Network (1) LinkedInMultimedia (1) YouTube
    • 104. Natura’s current talent network lacks integration, consistency and a clear focus on building talent relationshipsStrengths: • Some of the networks link different stakeholders and function as a collaborative platform to exchange ideas and to improve the world (NaturaConecta). • Variety of media (blogs, discussion boards, podcasts, videos) • Possibility of input by third parties (NaturaConecta) • Having to become a member to participate in discussions • The usage of Twitter as Q&AWeaknesses: • No clear focus on recruitment and talent sourcing • There is no proper Natura career website • Social media activities are all dispersed among unlinked websites • No central page as link among the others • Contact information is difficult to find • Not all media are used to their full potential, e.g. LinkedIn • No standardization of the websites and no technical coordination • Some websites are better developed than others
    • 105. The networking media used is numerous and varied,but unfortunately is also dispersed and not optimally used
    • 106. LinkedIn and Facebook are the best platforms for maintaining strong talent relationships Talent relationship Recruiter2JobSeeker Discussion groups Events contact Best choice Alternative Limited Source: Potentialpark Communication AB, Trend Studies (2011)
    • 107. For talent networking, Facebook and LinkedIn offer the most diverse features • Not all platforms are suitable for Talent Relationship purposes • Identifying the strengths of each platform is critical to successfully catering to job seeker preferences★= feature is available and can be used effectively Source: Potentialpark Communication AB, Trend Studies (2011)
    • 108. There are four levels of employer profiles on Facebook, level four being the most effective for building and maintaining a successful talent network 1. Corporate profile: general company profile without a careers-focus, but might include some career-relatedLevel 4: Versatility & Full informationInteraction 2. Basic employer profile: careers-specific profile with updates about job offers and company activityLevel 3: Multimedia & Integration 3. Multimedia & Integration: includes multimedia, job search section or discussions between fans and theLevel 2: Basic employer profile employer 4. Versatility & Full Interaction: offers interactive content,Level 1: Corporate profile applications, embedded content from many sources, like Twitter feeds, YouTube channel, career website Source: Potentialpark Communication AB, Trend Studies (2011)
    • 109. Microsoft’s Facebook page is a great example of a professional profile, making good use of the available featuresMicrosoft FACEBOOK PROFILE Fans:35,289 Highlights: • High interaction with Fans • Links to employee blogs • Job search embedded from the • Interactive career FAQ career website • YouTube channel embedded Profile analysis: Basic Profile information Update Contents Link to career website ★ News about the company ★ Link to corporate website Employee testimonials ★ Basic information about company Hints and tips ★ Interaction Possibility to post on the wall ★ Jobs Employer-job-seeker discussions ★ Posts ★ Comments on posts ★ Job search/dedicated section ★ Recruiter contact details Multimedia Event section ★ Posts/embedded ★ Event updates and the wall ★ Video section ★ Other social media links ★ ★ Photo album Potentialpark Communication AB, Trend Studies (2011) Source: Applications/interactive tools ★
    • 110. Regarding networking with employers, candidates prefer professional networks compared to social networksCareer-related activities on networking platforms Source: Potentialpark Communication AB, Trend Studies (2011)
    • 111. LinkedIn is the most powerful professional networking tool online
    • 112. There are three levels of employer profiles on LinkedIn, level three beingthe most effective for building and maintaining a successful talent network 1. Basic corporate profile: offers general information about the company and its Level 3: Integration and employees and allows discussions. community Driven 2. Customized profile: includes customized content, such as videos and statements Level 2: Customization about the working environment, or has the form of a discussion group. 3. Integrated and community-driven: delivers Level 1: Basic corporate both space for community discussions and profile customized content, with advanced look and feel Source: Potentialpark Communication AB, Trend Studies (2011)
    • 113. General Electrics’sLinkedInprofile is a good example of a well-structuredpage designedspecificallyforrecruitmentpurposes LinkedIn Profile Highlights •Additional profiled page Profile analysis: •“Why work for us statements” Content Testimonials • Recruiter profiles Video ★ Link to career website ★ Link to corporate website Link to other platforms ★ Recruiter profiles Open jobs ★ Custom look and feel ★ Sponsored poll Additional information ★ Source: Potentialpark Communication AB, Trend Studies (2011)
    • 114. Mobile Recruitment
    • 115. With a 94% open rate, sms recrutiment campaigns are a great way to keepin close contact with your talent network Mobile Recruiting – SMS campaigns • Benefits of mobile recruitment by text campaigns: – Immediate – Cost efficient – Convenient – Reaching a receptive audience, since candidates opt-in (HR Technology, 2010) • Example: – Hewitt encouraged job fair attendees to SMS a certainnumber in order to beentered in the draw forprizes, eventually landing themon the company’scareer website
    • 116. Hewitt used a contest SMS campaign to raised awareness of their diversity program and career opportunitiesObjective: Engage conference attendees via a Afer the “opt‐in”: Subscribersraffle‐give‐away. Conference attendees were were provided a link to view the Mobile URL:encouraged to participate by sending an SMS raffle‐giveaway details, as well as www.Hewdiversity.com(text‐message) with the keyword learn more about Hewitt’sHEWDIVERSITY to 77950. Diversity Program, and career opportunities. Source: Mobile & Recruitment: Are We There Yet? (2010)
    • 117. With over 290 million smartphones sold globally in 2010, recruiting viamobile applications is where the “war for talent” will be won Mobile Recruiting – Job Apps • Benefits of mobile recruitment via job Apps: – Job seekers are looking for Apps – Provides relevant information based on location and preferences – Customizable – Fun and interactive – Convenient and low cost – Can be linked to other media (Facebook, LinkedIn) Example: • AT&T job application
    • 118. AT&T lead the mobile trend by being one of the first companies tointegrate a job App. intro their recruitment communication strategy Features: •News feed on company • Location based search function • Look at job details • Forward to a friend • Location specific career events • Joining talent network for updates • Customized job alerts • Tweeter feed in application • Day in the life videos Source: All the top bananas (2010)
    • 119. An ‘Instant Innovation Camp’ can link innovative talent and Natura through problem solving and networking Preferred Recruitment ActivitiesInstant innovation camp• University course + Company contact + Workshop• Solution to solve major challenges while getting to know potential applicants• Only students with innovative mindset for a sustainable world• Each group of students focussed during the course on one aspect of the topic and then had four weeks to find theoretical documentation and spend one day actively with the company on finding solutions. CEMS external survey, 2011
    • 120. The ‘Instant Innovation Camp’
    • 121. The AlumNatura Network links Natura with new talent through current and former employeesAlumNatura network• Referrals are regarded as the best source of quality candidates (Jobvite, 2010)• 41% of respondents believe it’s the best way for employers to assess candidate values and personality (CEMS external survey, 2011)• Facilitates re-hire and sourcing of new candidates• Facilitates internal recruitment and job mobility Preferred sources of employer and career related information• How? – Yearly social event to network – LinkedIn Group CEMS external survey, 2011
    • 122. A Sourcing Manager is responsible for building a qualified talent pool so as to facilitate proactive candidate sourcingSourcing Manager• Uncovers universe of potential candidates• Employee specifically concerned with communication and networking with talent• Build database• Proactive approach• Provides pool of candidates• Client is the recruiter Acquire Talent Assess management Develop Systems Align
    • 123. Natura should create and maintain fruitful relationships with its talent pool by choosing and optimizing the appropriate media• Natura needs to actively engage in talent networking to ensure a continuous flow of qualified applicants• Grow your network and strengthen your Employer Brand by treating your talent network like customers and maintaining awareness• Make sure your Employer Brand and EVP are realistic and don’t pass up on A-players• Suggestions for Natura’s talent relationships: – Optimize your recruitment and networking efforts with a recruitment-focusedLinkedIn and Facebook page – Consider job apps and SMS campaigns as innovative ways of networking with talent – The AlumNatura Network links Natura with new talent through current and former employees – A Sourcing Manager is responsible for building a qualified talent pool so as to facilitate proactive candidate sourcing – An ‘Instant Innovation Camp’ can link innovative talent and Natura through problem solving and networking
    • 124. Changes in the recruitment landscape require Natura to adopt a more proactive approach to recruitment, assessment, attraction and engagementCONCLUSIONS AND RECOMMENDATIONS Investing in a career website and a proper ATS is a fundamental first step in innovating the recruitment process A profile of success, online self-selection test and value-focused assessment tools will enable Natura to hire its ideal employees Building Natura’s employer brand will help to attract, retain and engage only the candidates that will thrive and perform to their best in your organization The future of job search is changing, use employer brand advertising, social and mobile media to communicate your employer value proposition and attract the right talent Pro-active networking via social and mobile media, and face-to-face events will allow Natura to stay in touch with its talent pool in an effective and efficient way Employer Branding Organizational analysis A- Applicant Candidate Talent Playerprofili self- assessment & selection Relationship Job ng Talent selection Attraction Application analysis
    • 125. Thank you!

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