Talent, Social, Mobile & Recruiting Summit: Digital, IT & Technology


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Talent, Social, Mobile & Recruiting Summit: Digital, IT & Technology

  1. 1. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  2. 2. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  3. 3. The Evolution of Mobile Recruitment Matt Alder matt@metashift.co.uk metashift limited © 2013
  4. 4. What I’m going to talk about • • • • The Mobile Landscape Mobile Apply Context and Content Case Study metashift limited © 2013
  5. 5. Landscape © MetaShift 2012 metashift limited © 2013
  6. 6. Magic?! © MetaShift 2012© 2013 metashift limited
  7. 7. + Within 4 years 71% of the world’s literate population will have a smartphone Source – The World Bank metashift limited © 2013
  8. 8. Mobile isn’t actually mobile metashift limited © 2013
  9. 9. Mobile and Social metashift limited © 2013
  10. 10. + The Smoking Gun 88% of UK Job Seekers have used a mobile device to search for jobs in the last year Google Consumer Survey 2013 metashift limited © 2013
  11. 11. + • • • • UPS 14k trackable hires from Social Media 10K of those Applied via Mobile 27% of hourly hires applied on Mobile 17% of professional hires applied on Mobile • The quality of mobile applications was higher than desktop © MetaShift 2012© 2013 metashift limited
  12. 12. + LinkedIn Data metashift limited © 2013
  13. 13. Mobile Apply metashift limited © 2013
  14. 14. Business Card Data and Email Back metashift limited © 2013
  15. 15. LinkedIn metashift limited © 2013
  16. 16. Cloud Upload metashift limited © 2013
  17. 17. Emerging Integration Technology metashift limited © 2013
  18. 18. Context © MetaShift 2012 metashift limited © 2013
  19. 19. + Need for Highly Targeted Information 70% of mobile searchers act within an hour; only 30% of PC searchers do Source Mobile Marketer metashift limited © 2013
  20. 20. Recruiting Context Physical Technology Career metashift limited © 2013
  21. 21. Physical metashift limited © 2013
  22. 22. Technology Context metashift limited © 2013
  23. 23. Career - Candidate metashift limited © 2013
  24. 24. Career - Employer metashift limited © 2013
  25. 25. Content © MetaShift 2012 metashift limited © 2013
  26. 26. Content Type metashift limited © 2013
  27. 27. Case Study © MetaShift 2012 metashift limited © 2013
  28. 28. Context and Content metashift limited © 2013
  29. 29. Technology Context metashift limited © 2013
  30. 30. Apply Context metashift limited © 2013
  31. 31. Key Points Think Context • One size does not fit all • Landing Pages, Microsites • Cross device compatibility metashift limited © 2013
  32. 32. Key Points Think Content • • • • Targeted Appropriate Content Type Call to action and conversion Is your apply process suited to your objectives? metashift limited © 2013
  33. 33. matt@metashift.co.uk metashift limited © 2013
  34. 34. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  35. 35. Young people take part in Challenges
  36. 36. How does MyKindaCrowd work? 1 Organisations post real-life challenges online 2 Challenges go to 2,500 schools, colleges and universities UK-wide 3 Our education team launch innovative challenge workshops 4 Our media team produce outstanding video content 5 Our campaign managers plan, deliver and track success 6 Students showcase their skills, respond with ideas, and get rewarded with work experience, apprenticeships and jobs 90% of UK universities 2,500 secondary schools and colleges
  37. 37. “Using readily available consumer tech, design and build a remote training system.” Students 1. An electrical-engineering and coding challenge 2. Connect with an engineering company Teachers Project-based challenge: align with studies, bring lessons to life Thales 1. 2. 3. 4. Engaged with students from across the UK Received fresh ideas for a key part of Thales business Find 5 great young people for their internship programme And offer 3 full time jobs to students
  38. 38. Some of our clients
  39. 39. Mike Thompson: Proteus
  40. 40. Milton Keynes: Driverless cars in 15-months
  41. 41. 3-D Printing: Manufacturing near you
  42. 42. Free Coding Academy: Project-based learning Xavier Neil
  43. 43. 20-years: Teaching to consume
  44. 44. Why are we here? • This has exaggerated a UK skills-gap • Reduced opportunities for young people to get a job in IT • Made it hard for companies to employ local talent.
  45. 45. Why now? • From next year, the new Computing curriculum will be compulsory from the age of 7 to 14. • And at the age of 14 students will be expected to be able to code in two languages. • The change IS happening in our schools; • Job done. Job done?
  46. 46. Time is up! What we face now is on one hand an opportunity for young people to gain the skills that industry needs. And on the other hand we face a potential crisis. 18 4 5 Weeks days hours
  47. 47. Research results 74% of ICT teachers admitted to not having the right skills needed to deliver the curriculum. Nor do they believe they have the time to learn the skills. 54% of secondary teachers believe their students know more about Computing than they do. 96% teachers said they would welcome closer involvement from business to help teach their students relevant practical skills and knowledge. Unity City Academy in Middlesbrough. 77% of students are on free school meals. Every key stage 3 student has compulsory Computer Science lessons Currently 30% of students chose to take it as a GCSE
  48. 48. What about today?  Take advantage of this unique opportunity  Be part of the new curriculum  Plug directly into future talent pipeline
  49. 49. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  50. 50. 10 Reasons How Talent Attraction & Social Media Collide! Steve Ward – CloudNine Twitter - @CloudNineRec
  51. 51. How do WE know….? • Award-Winning Recruiters of Social Media & Digital Comms Talent • Building a Talent Network for 4 years • Specialists in Social Media as a business tool – by industry knowledge • I listen, a lot…
  53. 53. 1. Be READY to be Social
  54. 54. This means… • Make sure you can execute social recruiting – i.e. have the right talent in place • Build a strategy for communication that is effective to your means • Understand where your target talent pools exists • Know what value you can give / content
  56. 56. 2. Identify Your Talent
  57. 57. Know WHO you want to find…
  58. 58. And 3. Know where they are…
  59. 59. And where they are not…
  60. 60. 4. Build a Position of Authority… • • • • • • • • Play an integral part in the industry Stay on the pulse of industry affairs Be integral to their existence & career Thought-leaders in career development Facilitate learning and networking Stimulate the market Build an Advocate network Build a trusted following
  61. 61. 5. Talent Acquisition is NOT a Desk Job!!…
  62. 62. 6. Build Employer Brand… You can have the best talent strategy in the world – but if your reputation as an employer is average – then your hiring success, will be average
  64. 64. 7. Source Effectively… Research advanced sourcing techniques Google Searches Google+ RecruitEM LinkedIn Facebook Graph Search Twitter Profile Search
  65. 65. 8. The Interview Process & Referral Recruiting
  66. 66. INTERVIEWING IS COMPANY MARKETING Create a GREAT interview experience
  68. 68. 9. Build Relationships & Talent Communities… Yes, I said the `T C` phrase…!!
  69. 69. 10. Be Speculative. Plan For the Future • Talent Acquisition is a Consultancy Process • Why do Talent teams only interview people for current roles? • Set Targets in key areas & build pipeline
  70. 70. Thank you very much… Steve Ward CloudNine Social Media & Digital Talent Twitter: @CloudNineRec
  71. 71. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  72. 72. Transform Your Talent and Recruitment Function The JobPost Summit Matt Corey (Global Talent) 05 November 2013
  73. 73. Global Talent – Change Consultancy  Change Recruitment and Change Consulting  Total Solution Approach  Change Professionals  Change Consultancy Services
  74. 74. Special Free Limited Offer! A special and free limited offer for all participants in this session. Stay tuned …
  75. 75. Align Talent and Recruitment with Your Brand (1/3) Your brand is your identity to the world. “Branding is Influencing”(Peter Montoya, ‘The Brand Called You’): A brand is: A. Saying that YOU are DIFFERENT. B. That YOU are the BEST. C. YOU are AUTHENTIC.
  76. 76. Align Talent and Recruitment with Your Brand (2/3)  Your brand must be aligned with the Business Vision … and your Recruitment Vision.  Your Talent and Recruitment function must have its own unique identity closely linked to the business.  Your brand must be a billboard of the firm’s values, mission and culture.  ‘Why should I work there?’, What’s the WOW factor?  Create a winning Employee Value Proposition (EVP) based on McKinsey research (War on Talent).
  77. 77. Align Talent and Recruitment with Your Brand (3/3)  Your company’s business plan is your guide of where the business wants to be in the future.  Question: How can we support the business achieve its goals?  Answer: Listen to what the business needs; plan and deliver the resourcing required.  Simple, isn’t it!? No. A challenge that can be conquered.  Solution: Build a Foundation of Recruitment Success and Excellence. How?
  78. 78. Lead Your Recruitment Like a Business (1/5)  Your recruitment function is a business within a business.  Lead it, do not manage it. Be entrepreneurial!  Create a recruitment business plan and strategy that includes all required resources: people, systems, structures, processes and policies.  Plan for short and long-term needs by building a talent pipeline and keep potential applicants informed - to feel - as a part of the company.
  79. 79. Lead Your Recruitment Like a Business (2/5)  Communicate your news through your intranet, website, social media (Linkedin, Twitter, Facebook, Google+ and others).  Arrange Career Days, networking events and participate at industry events.  Utilise mobile and post recruitment videos on YouTube – “Day in the Life of … at XYZ”.  CV v. Application Form debate – what is better?  Introduce video interviews as an initial meeting of the candidate.
  80. 80. Lead Your Recruitment Like a Business (3/5)  Try to talk to candidates over the phone; it is more appreciated than an email.  Offer an excellent recruitment customer service to all candidates by delivering on their expectations-and more.  Get feedback from your candidates on their application experience.
  81. 81. Lead Your Recruitment Like a Business (4/5)  Do I need a better ATS that is linked to other systems in the company? Does the ATS need an update? Do I need a new one based on my requirements changing?  Do I approach candidates directly?  Can I recruit better by approaching the right candidates on my own?  Do I have the time, skills and motivation to do this?
  82. 82. Lead Your Recruitment Like a Business (5/5)  Look at the costs needed to run your ‘Recruitment Business’. Is this the best use of your budget?  KPI – Total cost of recruitment campaigns (including advertising).  KPI – Time to Recruit (place a monetary figure on time invested for recruitment).  ROI – Compare cost of recruiting in house v recruiting through agencies.
  83. 83. Integrate Your Employees into Your Business (1/3)  After the offer is accepted, the ‘employee-elect’ needs to be engaged with and communicated to throughout the onboarding process.  Send them a confidentiality agreement (as preemployment conditions).  Invite them to team meetings, presentations, email public information and other agreed information.  Create a relevant and bespoke induction for the new employees.  Review their performance periodically (before 3 months).
  84. 84. Integrate Your Employees into Your Business (2/3)  Keep reviewing the process, make continuous improvement, ask for feedback from the line managers and new employees in order to keep pace with the standard of recruitment excellence.
  85. 85. Integrate Your Employees into Your Business (3/3)  According to Grout and Perrin of ‘Recruiting Excellence’, regarding brand value, a number of companies kept emerging as favoured employers, with Virgin Group by far the most popular and others such Mars, BBC, Nestle, and Accenture – all because of their perceived culture and environment based on the brand image. Getting it right in your talent and recruitment function will definitely lead to growth and an increased level of productivity and satisfaction from new employees.
  86. 86. Special Free Limited Offer! Until November 30, 2013, Global Talent is offering a FREE Talent and Recruitment Function Audit (normally valued at £1,450 + VAT) to all participants of this session. The Audit can only be conducted on a face-to-face basis and it is exclusively offered to all participants present today at the JobPost Summit. Contact Matt Corey at matt.corey@globaltalentinc.com for more details.
  87. 87. Transform Your Talent and Recruitment Function Thank you for your time and attention and best of luck in your talent and recruitment efforts!
  88. 88. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  89. 89. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  90. 90. HOTTEST TRENDS IN SOURCING: IT and Technology Alastair Cartwright 5th November 2013
  91. 91. Ingenium People is a training business dedicated to corporate in-house recruitment teams. We have 12 trainers, each with more than 15+ years hands on experience. Our clients include:
  92. 92. We have developed 25 courses specifically for the inhouse recruitment market. These include: • • • • • • Managing the Internal Client Advanced Sourcing Skills Online Copywriting for Recruitment Engaging with, Qualifying & Closing Candidates Developing an In-house Executive Search Function Diversity / Inclusion for Recruitment http://www.ingeniumpeople.co.uk/training-calendar
  93. 93. TRENDS IN SOURCING: IT & Technology
  94. 94. Hiring Demand - IT Sector • Sept 2012 – 140,142 ads - 7% from direct employers • Sept 2013 – 155,490 ads - 9% from direct employers
  95. 95. Hiring Demand - IT Sector
  96. 96. Salary Analysis - IT Sector
  97. 97. Top Advertisers - IT Sector
  98. 98. Speed of Recruitment Banks speeding recruitment to get best talent • Some banks are taking advantage of the slow recruitment processes of competitors to get the best IT professionals in the market. • Recruitment processes are taking twice as long to complete as they did a year ago, taking 10 weeks instead of five, and some banks are using this to their advantage.
  99. 99. Skill Demand 2014 - ITSector
  100. 100. Role Attraction
  101. 101. Impact of Social Media “Less than 5% of employees secured their current role directly with their employer”
  102. 102. Hottest Trends in Sourcing 1. Go Direct 2. Mobile enabled – candidates and line managers 3. Multi channel 4. Up skill your team – Sourcing techniques 5. Develop your sourcing strategy for a constant pipeline of talent 6. Reactive > Proactive 7. Use agencies less > pay them more
  103. 103. Contact Me… 0845 459 1990 07866 682790 acartwright@ingeniumpeople.co.uk uk.linkedin.com/in/alastaircartwright/ @alcartwright @IngeniumPeople
  104. 104. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  105. 105. Hiring Developer Rock Stars, Ninjas & Jedis OR What Programmers Really Want Image Source: http://bakwaasbybiswas.files.wordpress.com/2011/07/music-rock-concert-1920x1200.jpg Dimitar Stanimiroff - Sales Director, EMEA @Stanimiroff
  106. 106. The Dunning-Kruger Effect Image source: http://trailericious.blogspot.co.uk/2012/12/thats-look-of-sharlto-copley-as-kruger.html
  107. 107. Image source: http://www.consumercredit.com/talkingcents/2012/12/12/common-money-mistakes-to-avoid/
  108. 108. Image source: http://stateinthereal.com/wp-content/uploads/2012/11/nyc001.jpg http://files.archinect.com/uploads/ai/aiu_tokyo_ropongi.jpg http://i.telegraph.co.uk/multimedia/archive/02582/city_2582567b.jpg
  109. 109. Image source: http://stateinthereal.com/wp-content/uploads/2012/11/nyc001.jpg http://files.archinect.com/uploads/ai/aiu_tokyo_ropongi.jpg http://i.telegraph.co.uk/multimedia/archive/02582/city_2582567b.jpg
  110. 110. Image source: http://stateinthereal.com/wp-content/uploads/2012/11/nyc001.jpg http://files.archinect.com/uploads/ai/aiu_tokyo_ropongi.jpg http://i.telegraph.co.uk/multimedia/archive/02582/city_2582567b.jpg
  111. 111. MONEY Is Not Everything Image source: http://www.consumercredit.com/talkingcents/2012/12/12/common-money-mistakes-to-avoid/
  112. 112. #10 Physical Workspace
  113. 113. #9 Location, Location, Location Image source:: http://toledonative-route66.blogspot.co.uk/2010/08/day-9-williams-az-to-victorville-ca.html
  114. 114. #8 Creative Work Image source:: http://rossier.usc.edu/in_their_own_words/mat/
  115. 115. #7 Sense Of Belonging Image source::http://board.jokeroo.com/funny-pictures/146630-one-these-things-not-like-others-14.html
  116. 116. Image Source: http://techcrunch.com/2012/03/25/facebook-rooftop-qr-code/ Image source: http://www.zdnet.com/blog/facebook/facebook-buys-the-hacker-company-sign-for-its-headquarters/11559 http://www.lucidpathconsulting.com/7-business-lessons-from-facebooks-culture-history/
  117. 117. #6 Great Tools & Hardware
  118. 118. #5 Excitement About Company Products Image source:: http://www.tumblr.com/tagged/thoughtworks
  119. 119. #4 Independence Image source:: http://moviecarpet.com/dean-devlin-talks-independence-day-2-2012-07-27.html/independence-day-movie-poster
  120. 120. #3 Good Management Image source:: http://www.bates.edu/athletics/2012/04/07/mens-rowing-has-one-first-and-one-second-place-finish-at-mit/
  121. 121. #2 High-Calibre Team
  122. 122. #1 Growth
  123. 123. Top 10 Things Programmers Want #10 Physical workspace #9 Location #8 Creative work #7 Identification with company goals #6 Great tools and hardware Image source:: http://www.mailbow.net/eng/news/email-do-and-donts #5 Excitement about company products #4 Independence #3 Good management #2 High calibre team #1 Growth
  124. 124. Thank you!
  125. 125. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE
  126. 126. Creating Smart Social Recruiting Strategies Talent, Social, Mobile & Recruiting Summit THE VALUE OF BUILDING AN EMPLOYER BRAND TO ATTRACT AND RETAIN TALENT Alan Whitford 5 November 2013
  127. 127. Why Me?  Over 25 years experience in recruitment and in the start-up and expansion of high technology businesses in Europe  Provide strategic and practical insights to the automation and webenablement of Human Resource and Recruitment Process activities throughout Europe  Clients include Times 500 companies and software and services vendors in the Human Resources and e-commerce arenas  Founder of RCEURO, web portal for the European recruitment industry  Published in a number of on-line and off-line media covering technical and strategic issues around HR, technology, social media and business  Lead training programmes on the use of social media and networking tools  Founding board member of HR-XML Consortium European Chapter  Chair of the highly successful Social Recruitment Conference series  Operations Director of the Direct Employers Association Europe
  128. 128. The Importance of Talent 80% of executives surveyed globally believed that "the ability to attract and retain the best people" will be the Primary Force influencing business strategy Source: Deloitte - 2001
  129. 129. The Candidate and Employer Scene
  130. 130. Candidate Perception of a Talent Pool
  131. 131. Marketplace and Societal Challenges  The War For Talent is now 16 years old  The Candidate won 15.9 years ago  Everybody knows  Not enough skilled workers  Too many unskilled workers  They are all in the wrong place  5+ Generations in the Workplace  Our brand is what ‘they’ say about us  Double Dip Recession (or “economic correction”)
  132. 132. What Are The Challenges? 1. 2. 3. 4. 5. 6. 7. Your ability to attract and retain quality workers Diverse cultures Speed of change – technology quicker than people Managing this change Technology to support the change Vision, talent planning and creativity (skill gaps) HR & Recruitment Executives with necessary skills
  133. 133. The Global Recruiting Landscape at a Glance LinkedIn 3rd Annual Global Recruiting Trends survey in 19 countries. We surveyed over 3,300 talent acquisition leaders to capture their thoughts on what keeps them up at night, hiring and budget trends, and key sources for high-quality hires. We distilled all this and more into 5 key trends you need to know as a Strategic Talent Leader, to be on the cutting edge and be effective to candidates, your team, and your company. 5 most important trends shaping the future of recruiting 1 Social professional networks are increasingly impacting quality of hire 2 Employer branding is both a competitive threat and a competitive advantage 3 Data is used to make better hiring and branding decisions 4 Companies are investing in hiring internally to stop top talent from walking out the door 5 Companies are figuring out the mobile recruiting terrain To access global and other country-specific reports and infographics, visit: http://lnkd.in/GlobalRecruitingTrends
  134. 134. Talent Leaders Are Most Focused On Improving The Basics – How To Source, Pipeline, And Hire The Best Talent “Think about your talent acquisition organization's top priorities for 2013. Which of the following choices would you consider to be the most important and least important areas of interest for your organization?” What is at the top of your peers’ list for 2013? Priority is #1 2013 Top 5 Priorities 1. 2. 3. 4. 5. Recruiting/sourcing highly-skilled talent Improving quality of hire Employer brand Pipeline talent Improving sourcing techniques 44% 30% 25% 25% 18% Germany India Nordics SE Asia Australia
  135. 135. Talent Leaders Around The Globe Think Social Professional Networks Will Shape Recruiting In The Long Term Pay attention, these trends are here to stay “What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?” Top 10 long-lasting trends Utilizing social and professional networks Upgrading employer branding Finding better ways to source passive candidates Being a strategic talent advisor to the business Boosting referral programs Training recruiters and hiring managers on 'how to hire A-level talent' Optimizing your career site Recruiting globally Reducing spend on staffing firms Increasing focus on internal hiring/transfers 2013 39% 33% 27% 22% 21% 16% 15% 14% 12% 12% Ensure you are investing adequately in social and professional networks for the long run
  136. 136. The Employer Branding War Is In Full Swing “What are the things that your competitors have done or may plan on doing that would make you most nervous?” Competitive Threat Top 3 Threats 1. Invest in their employer brand 2. Improve employee retention Learn to use social networking and social media more effectively 3. Competitive Advantage 83% Believe employer brand has a significant impact on ability to hire great talent Understand your employer brand and how it can set you apart from the competition. Take the opportunity to engage not only candidates, but employees as well.
  137. 137. What Is Employment Brand? What do you think? ©RCEURO.COM LLP
  138. 138. What is Employment Brand?  How an organisation markets what it has to offer to potential and existing employees  A set of attributes and qualities, often intangible, that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture  A strong employer brand should connect an organisation’s values, people strategy and HR policies and link to the company brand  Source: CIPD Guide on Employer Branding ©RCEURO.COM LLP
  139. 139. End To End Employment Branding  Employment brand is defined by the candidate and employee experience  Research to develop a true employment value proposition  Deliver the complete brand experience  Attraction  Selection  Onboarding  Career Progression  Leaving  Returning ©RCEURO.COM LLP
  140. 140. Who Is In Control Of Your Brand? Edwin’s Lament = Bad Employer Brand I’ve got a simple idea Why doesn’t the recruiter (agency) just inform the candidate when a prospective employer rejects their application? I’d like to hear from recruiters when my application is rejected - so I know which job prospects are still active - and which are dead I could learn - to be more successful going forward  What went wrong?  How do I improve?  Maybe I finished 12th in a field of 10 - but there is another round coming in the future? What did the Employer really think of me? What do I really think about the employer? ©RCEURO.COM LLP
  141. 141. Assessing Your Employment Brand  Research internal and external focus groups  Identify company values, employer attributes, company brand recognition, customer impressions, individual interests  Define key themes from the audience  Balancers, Progressives, Believers, Essentials Seekers, Friends, Inclusivity ©RCEURO.COM LLP
  142. 142. The Most Successful Employers Use Data To Measure Their Talent Brands Qualitatively And Quantitatively Believe organization utilizes data well to make hiring decisions Regularly survey new hires to understand brand position Regularly measure employer brand in a quantifiable way 23% 52% 27% 34% 55% 44% 33% 48% 53% Brazil and India are leading the pack in using data for employer brand Survey new hires regularly to get a qualitative review of your talent brand. Use numerical metrics to measure your brand quantitatively over time and against competitors.
  143. 143. Why Does This Matter To The Business?
  144. 144. Revenue Growth Profit Contribution Investor Proposition Customer Retention Customer Impression Customer Proposition Offering ‘Match’ Offering Quality Value for Money Employees’ Behaviour ... and this. Attitudes to Work Employee Proposition Mangers’ knowledge and behaviour You work with this ... Brand Image / Reputation But what’s the effect of this? Attitudes to Company Work structure, Teamwork, Training Job content, Ethical context, Promotion, Pay, etc.
  145. 145. Message for the CEO/CFO A negative jobseeker experience impacts an individual’s customer behaviour
  146. 146. Bad recruitment experiences 59.4% have had a negative experience
  147. 147. Types of bad recruitment experience Bad Experience %age Attended Interview, never heard back 52% Misleading Job Description 42% Interviewer was late 32% Irrelevant questions – not related to job role 30% Personal questions – marital status, children, family plans Interviewer was rude 26% Personal question about Health 13% Personal questions about disabilities 7% 25%
  148. 148. How does a negative jobseeker experience impact an individual’s customer behaviour?
  149. 149. Impact Of A Bad Recruitment Experience As a result of the bad experience, % less likely to: Accept a Job at that Company 76% Recommend the Company to a friend 82% Purchase that Company’s products/services 64%
  150. 150. National Impact Of A Bad Experience % less likely to buy that company’s products / services: 58.4% 71.8% 68.0% 63.0% 65.4% 70.0% 64.1% 68.9% 65.3% 68.4% 69.7% 64.1% 72.0% 59.7% 61.5% 66.0%
  151. 151. What Does Your Employer Brand Look Like?
  152. 152. Contact Me At Any Time  Contact Information:  alan@abtechpartnership.com  Tel: +44 (0)7971 864620  Twitter:  @alanwhitford  @rceuro  @DEAEurope  Sites:  www.abtechpartnership.com  www.rceuro.com  www.directemployers.eu
  153. 153. INTRODUCTION TO THE DIRECT EMPLOYERS ASSOCIATION Alan Whitford Operations Director +44 7971 864620 alan@directemployers.eu Website: www.directemployers.eu Copyright Direct Employers Association 2013
  154. 154. What Is The DEA?  The first UK Trade Body specifically created for commercial hiring organisations with a specific focus on the Talent Acquisition/Resourcing function and the in-house professionals who deliver the recruitment agenda  Provides the members with a single voice supported by the power of the collective force of the UK's best and most innovative employers  Work with and influence policy makers, key stakeholders and business leaders to create the right environment for effective recruiting  Formulate and deliver best practice in all aspects of the recruitment function whether that be permanent or contingent worker hiring
  155. 155. The DEA Agenda  Influence Government and Policy Makers  Educate and Support Business Leaders  Establish Best Practices, Develop and Support Resourcing Practitioners  Engagement with Government, industry and the vendor supply chain  Community and Talent Acquisition  Educate the Supply Chain
  156. 156. Talent, Social & Mobile Summit:Digital, IT & Technology Focus #SRTech13 WIFI Network: VENUE GUESTS Password: VENUE