Engaging Active and Passive Jobseekers


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Engaging Active and Passive Jobseekers

  1. 1. Engaging Active and Passive Jobseekers<br />Dan Meadows<br />6th October 2009<br />
  2. 2. Outline<br /><ul><li>Who are active and passive jobseekers?
  3. 3. An overview of the predominant engagement activities within online recruitment
  4. 4. The balance between active and passive engagement activities
  5. 5. The net impact of these activities on the state of the online recruitment industry
  6. 6. What opportunities exist?
  7. 7. Key considerations in getting online recruitment right
  8. 8. What changes are happening in the industry
  9. 9. Questions</li></li></ul><li>Who are the ‘active’ jobseekers?<br /><ul><li>Individuals who are currently seeking an employment opportunity
  10. 10. Consistently post their CV on job boards, apply to job listings and keep their online profiles up-to-date
  11. 11. The low hanging fruit: known to interested, relatively flexible and willing to negotiate
  12. 12. Main issue: may lack focus or are insufficiently qualified, leading to high volumes of unsuitable applications</li></li></ul><li>The ‘passive’ jobseekers<br /><ul><li>Already gainfully employed, not currently searching for a job
  13. 13. Focussed on their long term career, selective about their next role
  14. 14. Sought after skills and experience
  15. 15. Often more loyal and stable, so will stay in a job for longer
  16. 16. The recruiter’s challenge: dislodge them from their current position
  17. 17. Predominantly headhunting, but head-hunters only cover around 10% of the passive market
  18. 18. Moving a candidate from passive to active can be time consuming, costly and ultimately unsuccessful
  19. 19. Higher expectations and demands have to be accommodated</li></li></ul><li>Degrees of ‘passive’<br /><ul><li>The middle ground between active and passive
  20. 20. Employed, but keep their eyes and ears open to the right opportunity
  21. 21. Possible reasons for a change: greater responsibilities, enhance their CV, enhance their earnings, role with a competitor
  22. 22. Often difficult to determine whether they have a solid interest, i.e. the point at which they will switch from passive to active</li></li></ul><li>Segmenting the market<br />
  23. 23. Segmenting the market<br />
  24. 24. Online recruitment: who competes to engage the jobseeker?<br /><ul><li>Generalist job boards – Monster, TotalJobs, Jobsite
  25. 25. B2B publishers – RBI, Centaur, Haymarket
  26. 26. Media companies/newspapers – national and regional
  27. 27. Social networks - LinkedIn
  28. 28. Member organisations/niche communities
  29. 29. Recruitment companies – Reed.co.uk, Hays, Michael Page
  30. 30. Head-hunters/executive search
  31. 31. Larger corporates</li></li></ul><li>Jobseeker engagement: online channels and methods<br /><ul><li>Jobs widgets and Adsense: contextual job advertising to relevant audiences
  32. 32. CV search & match databases
  33. 33. Strategic search: online CVs, blogs, corporate sites etc. using boolean techniques and filters
  34. 34. ‘Social recruiting’
  35. 35. Listings on job boards
  36. 36. Search engines – both organic and paid search
  37. 37. Job aggregators – Workhound, Workcircle etc.
  38. 38. Job alerts by email
  39. 39. Email marketing campaigns
  40. 40. Social networks: postings on Twitter, Facebook and LinkedIn</li></li></ul><li>Jobseeker engagement: online channels and methods<br />Job board listings<br />Contextual job ads<br />Search engines (organic & paid)<br />Twitter job feeds<br />Aggregators<br />Jobs by email<br />Email marketing campaigns<br />CV database<br />Strategic search<br />Social recruiting<br />
  41. 41. Competition for active jobseekers: the impact on the generalists<br /><ul><li>Geared-up to focus on driving application volume rather than quality
  42. 42. Extremely high competition for search engine traffic and large numbers of job aggregators, all trying to differentiate themselves
  43. 43. Cost of online job advertising has been driven down considerably
  44. 44. Emergence of yet more engagement distribution channels (e.g. Twitter) compounds the issue
  45. 45. Downward spiral fuelled by Recruitment companies using cheap multi-posting options</li></ul>Net result: the reputation of generalist online recruitment is worsening<br />
  46. 46. The impact on the jobseeker<br /><ul><li>The same jobs appear everywhere
  47. 47. The quality of job ads can be extremely poor, especially from recruitment companies
  48. 48. Common complaint: ‘I don’t get a response to my job applications’
  49. 49. Fire and forget: less care taken over application submission, less crafting applications to suit the role
  50. 50. Many are pushed to adopt a scatter-gun approach
  51. 51. A significant proportion of jobseekers are becoming stuck with an increasingly smaller no. of generalist services</li></li></ul><li>How recruiters are affected<br /><ul><li>Extremely high volumes of applications received: difficult and costly to manage
  52. 52. Candidates without the right skills, experience and qualifications apply
  53. 53. Choice of recruitment channel becomes less easy to make with growing disillusionment in generalist online recruitment services
  54. 54. Exacerbated by the current economic climate
  55. 55. Additional passive impact: good candidates become less willing to explore different opportunities in a downturn, leading to skills shortages</li></li></ul><li>A big opportunity: driving quality through the niche<br /><ul><li>Niche audiences often yield high quality candidates, so there is a natural demand from recruiters
  56. 56. Already demonstrated by the strategic search activities of professional recruiters (and some corporates)
  57. 57. Research of user behaviour shows that skilled candidates would generally prefer a smaller number of relevant opportunities than the experience currently offered by generalists
  58. 58. Jobseekers want to feel loved: far easier to achieve through a trusted organisation</li></ul>With more than 70% jobseeking now online, the niche approach is a compelling alternative<br />
  59. 59. Considerations: engagement through niche job board services<br /><ul><li>Build your job board on a taxonomy, search and browse that fits with how your audience thinks
  60. 60. Focus on SEO around well-researched niche phrases and above all avoid the generalist
  61. 61. Develop a user experience that encourages sign-up to regular communications (JBEs, e-marketing), as these typically deliver a much better conversion than search & browse</li></li></ul><li>Considerations: engagement through niche job board services<br /><ul><li>Encourage quality job advertising to provide clear information to the jobseeker, through well-crafted (self-service) job posting systems: i.e. the recruiter experience is just as key
  62. 62. Wrap the technology in a user experience that instils confidence, trust and sells the benefits</li></ul>Market the service as premium offering<br />
  63. 63. Considerations: engagement through CV database services<br /><ul><li>Give both active and passive jobseekers the means to proactively present their CV to potential employers
  64. 64. Quality is driven by assuring candidate privacy and enabling them to stay in control
  65. 65. Strike the right balance between rich information capture and ease of upload
  66. 66. Provide mechanisms that prompt candidates to keep their information up-to-date</li></li></ul><li>Considerations: engagement through CV database services<br /><ul><li>Focus on providing CV search & match tools that fit with the specific needs of recruiters within your niche
  67. 67. Drive targeted response to job ads by marketing to well-defined segments of your db</li></ul>Use all of the above to drive the high quality CV provision at a premium price<br />
  68. 68. The online recruitment market is shifting<br /><ul><li>Generalists will increasingly lose out to niche audience sites at the quality end of the candidate spectrum
  69. 69. Emerging niche job boards with a ready-made audience will face significantly lower attraction costs
  70. 70. The generalists will be forced to invest in moving up the recruitment food chain in order to provide higher quality services to the employer
  71. 71. Jobseeker attraction channels (e.g. social networks) will come and go: ‘hubs and spokes’
  72. 72. Employers will re-assess their options as alternative, higher quality, niche services emerge
  73. 73. A quality user experience will be the central theme</li></li></ul><li>Questions?<br />