Adopting an evidence-based recruitment marketing strategy is not just reserved for large employers. In fact, a targeted sourcing strategy can in some ways have a greater impact on small and mid-size businesses who need to allocate already-limited resources to the areas that will provide the most value. Ultimately, hiring the right candidate means profitability for your business. How can talent acquisition professionals gain the insights their organizations need to make better-informed decisions about their recruitment marketing efforts?
Power point presentation on enterprise performance management
Enabling Success With Big Data - Driven Talent Acquisition
1. Enabling Success With Big Data - Driven Talent Acquisition
- Adopting an evidence-based recruiting strategy
2.
3. Introduction Activity
• We have leadership who asks, “What does the data
tell us?
• Our leadership is willing to let data override their
initial hypothesis?
• Do you have at least one person ON your team
responsible for data and analytics and that person
spends at least 50% of their time on those activities?
• Does that person use a tool other than Excel for your
data analysis?
• Have you taken at least one basic statistics course?
• Do you have a passion for data and analytics?
Share typical results…
5. Value & Need Assessment
V
a
l
u
e
Must Have
/
Must Do
Optional
Nice To Have
/
Nice To Do
Need
Optional
6. Decision Framework
There are only 2 reasons why HR should deploy an analytics program
- Business Leaders Care About Cost and Profit
M
o
n
e
y
Make
Save
HR
Business
Drive Better Decisions
7. Opportunities To Be “Evidence-Based”
Data
Business Plan
Workforce Plan
Talent Acquisition
Plan
Sourcing Strategy
Plan
Budget Forecast
Marketing
Effectiveness
Branding,
EVP/EOC
Funnel Analysis
Candidate
Selection
Quality of Hire
Business
Outcomes
11. Evolution of HR
HR’s role is participating in and creating business strategy.
80% of HR Leaders now report to the CEO. What stories does
the data tell? What insights can be derived and applied?
11
14. The Facts:
• Only 6% of HR organizations report that they have excellent analytic
skills internally. Most have not yet invested the time it takes to build a
holistic analytics function. Due to limited headcount, priority is given to
core responsibilities.
• Only 8% of companies report that they have begun to implement a
Predictive Analytics strategy into their HR Strategy and Planning
activities.
• Most reporting has been focused on HR Operational metrics vs. using
data to drive forecasts, planning and decision making.
• The United States alone faces a shortage of 140,000 to 190,000 people
with analytical expertise and 1.5 million managers and analysts with the
skills to understand and make decisions based on the analysis of big
data.
15. More Facts:
• 80+% of Senior HR Executives report to their CEO for the purpose of
integrating People strategies into the highest levels of the business
planning.
• However, only 38% of CEO’s report that they are satisfied by the
role that their HR Leader plays. The number one reason for the
dissatisfaction is that they find HR Leaders fall back to operational
and compliance topics vs. strategy and business planning.
The Opportunity:
• Companies in the top third of their industry in the use of
data driven decision making were, on average, 5% more
productive and 6% more profitable than their competition.
17. What is Big Data?
Buzz phrase – Squishy….no single definition
•
Official definition: Convergence is building around the following:
»
»
•
Gartner’s 3 “V’s – A data set that is created through the combination of high Volume and Velocity from a
Variety of sources
IBM’s 4th V – Veracity
Technical Component - Due to the enormity of the data traditional data acquisition, storage, and
processing tools will not suffice
• Paradigm Shift: Traditional Structured vs. Creative Discovery Models
=====================================================================
• Key Hallmarks - Big, Fast, and “Different” – Blended together, Allowing for Predictive/Forecasting
and Real-Time Analysis
•
Layman’s definition is emerging. Less focus on “what it is.” Instead the focus is shifting to “why it is
important?” and “how it can be used?”
»
i.e. “Big Data” is collection of activities that center around the analysis of large sets of data to determine if
there are any Patterns that could be used to Predict Performance.
18. Big data is: rapidly increasing amounts of data, generated by
multiple sources, in many formats; analyzed for new insights
The value of big data comes from analytics. With big data, organizations can perform
more in-depth analytics; delving into data and connecting previously unconnected data
sets.
The volume of data being produced
has increased rapidly. Organizations
are faced with data from numerous
sources including the enterprise,
the cloud, and social media.
Volume
Variety
The variety of data types are increasingly diverse.
Structured data* often comes from transactional
systems, while unstructured data comes from a
number of sources
such as photos, video,
text documents, etc.
Value
Getting value out of
big data is dependent
Veracity
on having quality data. If
an organization’s data lacks veracity,
decisions may be made that do not actually
benefit the organization.
Data is being generated at
increasing rates.
Velocity
Organizations not only need
to address how quickly data is generated, but also
how quickly
the data needs to be analyzed
before it becomes stale or obsolete.
22. Examples - Little Data Sources
HR – HRIS Data, Payroll, Performance Reviews, Training
Comms / marketing - Surveys, community feedback, ratings,
vendor data
Sales – CRM
Information technology – Outlook exchange (or similar)
Operations – Project management system, inventory or
warehousing systems, enterprise resource systems
Customer service – CRM technologies, customer records
Procurement – Contracts, service-level agreements, targets
Quality – Compliance systems, automated reporting
Finance – general ledger, enterprise resource system, payroll
Legal - compliance fees, litigation, settlement
23. Examples - Big Data Sources
HR – BLS, Comp Benchmarks, Unemployment Data
Comms / marketing - Sentiment analysis of social data
Sales – communication engagement with customers using voice,
text, and GPS tracking
Information technology – leadership communications,
interpersonal relationships through email, IT resource usage.
Operations – usage of GPS data
Customer service – voice-based analytics
Procurement – commodity market data integration
Quality – operations outputs and sensor readings
24. The Results That Matter
It’s all about targeting and results!
Narrowcast
Laser In
Target
25. Why Big Data &
Talent Acquisition
Make Sense
TALENT
ACQUISITION
26. The Changing Look of Business Success
How does Talent Acquisition Drive This?
How is Talent Acquisition Impacted By This?
27. Big Data for HR
Areas of Greatest Benefits
Degree Of Potential Benefits Big Data Could Generate— TATA Consultancy
Top benefits, as
seen by HR
managers
– Identifying Potential
Recruits
– Determining Optimal Job
Candidates
– Identifying Effectiveness
of Recruiting
Campaigns
Indentifying potential recruits
3.08
Finding Employees with the right knowledge
3.23
Finding information
3.27
Indentifying internal mentors
3.31
Determining the most valuable employees
3.35
Determining optimal job candidates
3.38
Gauging employee moral/engagement
3.38
Determining employees to promote and
provide other rewards
Indentifying Effectiveness of recruiting
campaigns
3.42
3.5
Improve employee retention
3.85
0
No benefits
1
2
3
Moderate benefits
4
5
Very high
benefits
28. Why Applying Big Data To
Talent Acquisition Matters
Talent Is Clearly A Differentiator
Talent is what drives innovation
“War for Talent / Competitive Talent Acquisition
Candidates can only take on job at a time
Talent Constraint Issues
PwC Study
Boston Consulting Group Study
29. Value Propositions for Talent Acquisition
•
Paradigm Shift–
– Proactive and Foresight driven
• Talent needs assessment – What, When & Where
– Focus on building talent sourcing strategies that align to the business plan
– Increase focus candidate and hiring manager engagement vs. transactional aspects of the
process
– Tied to a “Workforce Plan”
•
Smarter Spend –
– Reduced Cost Per “Applicant” and “Hire”
– Quality of Candidate – Increase % of completed apps you want to interview
– Ability to reduce or get broader coverage with the marketing budget
•
Precision and Speed –
–
–
–
Know before you begin – Sources and Difficulty
Narrow casting – No more Post & Pray/Spray
Timeliness
30. When Was This Said?
“Today, many companies are reporting that their number one
constraint on growth is the inability to hire workers with the
necessary skills.”
Peter Drucker – Professor of Management, The Wharton School
Of Business - Present
William Jefferson Clinton – President of the United States of
America 1993 - 2001
John Francis “Jack” Welch, Jr. – Chairman and CEO of General Electric 1981 2001
30
31. The Basics Have Not Changed…
Need To Find & Attract The Best Talent, As Quickly
As Possible, For The Best Cost
33. Focus On Positions That Have The Greatest Impact
Long-Term Impact
Short & Long-Term Impact
Vacancy in role has
little impact on
short-term;
Vacancy in role has
little impact on shortterm;
General knowledge
and skills
Specialist
Key
Scarcity
Specialized skills or
knowledge that
must be recruited
and/or developed
Vacancy in role has
significant impact
on short-term;
Specialized skills or
knowledge that
must be recruited
and/or developed
Vacancy in role has
significant impact on
short-term;
Flexible
Fundamental
Vacancy Impact
General knowledge
and skills
34. Sensitivity of Search
High: No ads, only aware to stakeholders
Medium: No ads, internal knowledge only
Low: Ads, internal and external knowledge
Specialty
Assessment of External Labor Market
High: Small number with specific skills
Medium: Somewhat limited number with specific
skills
Low: Constant supply with specific skills
Role
Criticality
Small: <20 resumes received for avg RTH
Medium: >20 & <50 resumes received for avg RTH
Large: <50 resumes received for avg RTH
Intelligence
Confidentiality
Talent
Supply
Size of Candidate Pool
Capability
Sample Prioritization Criteria Matrix
High: Many resources required, longer cycle
Medium: More resources required, average cycle
Low: Limited resources required, short cycle
High: Direct experience / current knowledge
Medium: Related experience / previous knowledge
Low: No experience / no previous knowledge
Assessment of Business Impact
Critical: Creates strategy, high short and long-term
impact
Key/Core: Creates or affected by strategy, avg impact
General: Executes strategy, little short-term impact
Analysis of Information to be Gained
High: Valuable info about competitors or market
Medium: Potential info about competitors or market
Low: Low-value info about competitors or market
Business Action on Pipeline
Strategic
Support
Difficulty
Resource Intensity
Capability of Recruiting Team
High: Commitment to hire, regardless of opening
Medium: May hire, regardless of opening
Low: Will only hire for an opening
35. Sample Prioritization Decision Tool
Multiple roles can be
considered side by side.
prioritization
criteria
Role #1 Role #2 Role #3 Role #4
Talent Supply
™™™
Confidentiality
™™™
™™™
Specialty
™™™
Difficulty
™™™
™™™
Capability
Role Criticality
™™™
™™™
Intelligence
Strategic Support
™™™
™™™
™™™
Yes
No
No
Yes
Is this position a
priority?
The value for each criteria is
entered for the roles being
considered. The decision is
made looking at all of the
criteria results, role vs. role.
decision
39. Talent Acquisition Is Competitive –
It Is Critical That You Be Able To…
Market Your Message
In The Right Places, The First Time…
Ahead Of The Competition
39
40. What if you could accurately
predict the outcome?
40
41. What If?
•
•
•
Examples - What would you be able to do if you could…
– Make better, more accurate forecasts?
– Be able to be “proactive” in your talent acquisition activities?
– Be able to make “informed” decisions, faster and then be able to take
quicker action?
– To understand the effectiveness of the actions you’ve taken in real-time?
– To have the competitive “talent” intelligence regarding how well your
marketing efforts are working, in real-time?
– Have insight into the available supply and demand for talent?
• “Recruitability Index” and “Poaching Protection”
– Could tie Sourcing to future Performance and Retention
Talent is a differentiator. Without a pipeline you can’t recruit.
Leverage Big Data Insights for Operational Efficiencies and Competitive
Advantage.
41
42. Breaking It Down
Forecasting
Activity Summary
What does my recruitment
marketing activity look like?
Where are the most
strategic places to
advertise?
Big Data
Competitive
Analysis
Marketing
Effectiveness
How did my investment
work for me compared to
my Talent Competition?
How well did my
investment work for me?
45. Determining The Best Sourcing Methods
Sourcing Method:
Affected by Strategy
Agency
Engagement
Pipelining
Sourcing
The sourcing method chosen
is based on the scarcity of
talent and the importance to
the business strategy.
Each method requires its own
strategy!
Scarcity
Labor Market
Research
Pipelining
Sourcing
Specialist
Agency
Engagement
Consultation &
Development
Affects Strategy
Key & Critical
Outsource roles that are
resource intensive but will yield
little intelligence.
Build pipelines and direct
source for roles that will
yield valuable, recyclable
intelligence.
Consultation &
Development
Labor Market
Research
Flexible
Fundamental
Leverage opportunities to
help managers increase
their networking skills, etc.
“Quick wins” that yield high
intelligence but are easy to
execute and can be managed
with less resources
Value Creating / Short-Term Impact
46. Defining Sourcing Methods: The “What”
– Not The “Where”
Pipelining
Sourcing
Labor Market
Research
Consultation &
Development
Conducting research to
benefit future hiring
strategies and support
competitive business
objectives.
Building internal
sourcing expertise with
recruiters and hiring
managers.
Agency
Engagement
Definition
Developing pools of
Identifying pools of
talent for future hiring talent and converting
needs.
them into applicants
for current and future
hiring needs.
Centralizing
management of
recruiting-based, 3rd
party agency
engagement.
Sourcing Options
• Name generation
• Name generation
• Recruitment
Marketing
•
• Outreach to talent
leads
•
• Ongoing engagement •
of leads
•
•
• Name generation
• Informal coaching of • Maintaining
recruiters and hiring
relationships with
Recruitment
• Labor-market
managers by senior
preferred vendors
Marketing
analysis
sourcing specialists
• Leveraging 3rd party
Outreach to talent
• Competitor employer
• Training sessions to
agency success
leads
value analysis
improve recruiters’
Ongoing engagement
capabilities in directof leads
candidate sourcing
Filtering of leads
• Sourcing channel
consultation
Conversion of leads
into applicants
54. Case Study
Prior to eQuest Analysis:
Financial Job Board Sector Only
•
•
•
Utilized 48 Financial Job Posting Sites
Average Spend Per Site = $500.00
Total Annual Spend = $175,000.00 (350 postings annually)
………….………….………….………….………….………….…….
After eQuest Analysis:
3 & 6 Month Trending Reports
•
•
•
3 & 6 month study showed no candidate viewership/activity on 45 of 48 sites
2 sites showed upward candidate trending
1 site determined strong viewership and response rates
55. Case Study - Continued
Recommendations:
1.
2.
3.
4.
5.
Disengage the 45 non-working career sites
Add additional 4 career sites determined to be effective through data analytics
Focus postings on remaining 3 sites and 4 new sites by job location, job title, skills sets
Incorporated best responded to job titles in aggregated analysis
Skill word(s) analysis, comparison, and recommendation
………….………….………….………….………
Results:
1.
2.
3.
4.
Candidate traffic was boosted by 175%
Quality of candidates increased
eQuest Media negotiated preferable posting contracts with the 7 boards to reduce overall
spend by 50% or $87,500.00
Repurposed savings into other job classifications
56. Case Study
•
•
•
•
Customer: One of the world’s largest manufactures of commercial building systems and
automotive components.
The Business Challenge: In order to gain a competitive advantage in the marketplace by
attracting top talent, the customer needed to obtain and engage a more qualified
candidate pool. In the past, their recruitment marketing strategies relied on hindsight
and trial-and-error. As a result of this reactionary approach to talent acquisition
planning, they was spending more time on recruitment administrative tasks and less
time on the all-important task of candidate engagement. The challenges were
compounded by an increase in the number of difficult-to-fill critical jobs, which they
needed to address in a very short amount of time.
The Approach: Adopt an evidenced-based recruitment marketing strategy to forecast
the right job boards, candidate flow, and timing anticipated to fill the critical positions.
Additionally, they needed to get a better understanding the effect their employment
brand was having on their recruiting efforts.
Results: Focused marketing campaigns. Increased “Interview Per Post” metric by 20%.
Increased Recruiter Engagement vs. Administration ratio by 30%. Decreased time to fill
for critical jobs by 15%.
58. Other Big Data Case Studies
Research has found that applicant’s work history is not a good
predictor of future results.
In call centers, the quality of the supervisor is a better predictor of
tenure and performance than the experience and individual
attributes (i.e. communication skills and personal warmth) of the
workers themselves.
Analysis has also revealed that, contrary to common
belief, an outgoing personality is not the defining trait of
successful sales people. Rather, it’s a persistence to keep
going even after being told no, called emotional
courage, that predicts sales success.
(Source: Lohr, April 20, 2013)
59. Know Your Data – by Position & Labor Market
• What data points correlate with successful
outcomes – i.e.
• RIGHT Job Boards / Advertising Sources that lead
to the highest “Quality of Candidate” ratio
• External & Benchmark Data – i.e. BLS,
Unemployment rates, Census, and Talent
Competitor averages for same role
• Lowest time-to-application rates
• Highest volume of applicants
• Hiring Funnel
– Volumes needed by Role
– Conversion rates
60. Big Data – Baby Steps
Begin With The End In Mind!
Determine which roles have the highest value to the business.
Use “Big Data” patterns to develop your strategy to determine
how to source, acquire, and select the best candidates. Be a
valuable business executive with human capital insight.
Use These 2 Frameworks To Guide You
1 – Mindset, Skillset, Toolset
2 – What? So What? Now What?
60
61. In the end – it’s all about driving
Find Candidates, Fill Jobs Faster, Spend Smarter!
61
63. David Bernstein
VP – Big Data for HR
David.Bernstein@eQuest.com
@BigData4HRGuy
925-275-8102
63
Editor's Notes
127 year old company, 1885 – Commercial HVAC (Building Efficiency) – B2B brand1978 – Globe Union purchase (Power Solutions) – B2C, but parent brand is overshadowed by consumer brands1985 – Hoover Universal purchase (Automotive Experience) – Tier 1 supplier/only 18 global customersChallenges with brand
The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
What is happening in the marketplace…what we’ve seen - increased focus on HR and Analytics - shift from just reporting and metrics...spiking interest in TA and BIG DATA show Social Ears Graphs
- Increase need to be Strategic. Understanding the need to be “analytic.” The Creative Tension…. - Clear understanding of Talent as a differentiator - The value is in the outcome. Big Data is more than a technology solution. Tying the pursuit of Big Data to business goals and objectives is key.Big Data consulting means eQuest will be advising our customers on the insight found in the patterns contained within our data. Enabling the customer to make informed decisions quickly and take action quicker is the key to creating their competitive advantage.
According to a recent survey from the Human Capital Institute, 43 percent of companies still rely on spread sheets or other manual reporting systems to capture and analyze human capital management, or HCM, data, and less than 20 percent strongly agree that HR possesses the ability to collect, aggregate and derive insight from HCM data. So while software vendors are busy building Big Data tools to help companies make better, faster and cheaper workforce decisions, HR leaders need to think about how they will make the most of these tools and the data they promise to analyze. That means hiring staff who understand workforce analytics, and investing in technology that will enable data to flow more freely between systems, - For at least one HR function, recruitment marketing, you don't have to reinvent the wheel. - Why wait for your company to get up to speed? Outsourcing is a really viable option here. You can just plug in. - You can take the time and money to build your own infrastructure, but you'll never be able to access the objective third-party job board data you need to accurately predict recruitment marketing effectiveness. Awareness in HR is high, but time, money, skills, and access to data are low. HR is need of an easy, cost-effective service that will enable them to drive eQuest “Big Data for HR” = A unique and innovative service that provides actionable, results focused advice based on predictive analytics and benchmark data.Key Differentiators: 1) Action/Results orientation vs . a “tool” focus 2) Robustness of our core database. Unmatched in the industry 3) External labor/candidate market data vs. Internal employee data 4) Broader HR discipline scope– i.e. Workforce Planning vs. only Recruitment 5) Deep Industry knowledge in Interactive Media, Talent Acquisition, Strategic HR, and HR Operations.
? Definition, Hallmarks, and What makes it so special?
Just over 10 years ago, early internet based applications were beginning to emerge. Looking back now, it was then that the seeds for today’s Big Data capabilities were being planted. It was the linking of people, applications, and databases through the internet backbone that was that has created the phenomena that we are now referring to as “Big Data.” Big Data is an inevitable outcome in the evolution of the utilization of the internet. Ironically, an evolutionary step is giving rise to a revolutionary way to achieve business outcomes. …but before I get ahead of myself, let me first establish some basic understanding. In order to understand how to leverage it, lets first back up to understand what is Big Data? What does it really mean and why should HR start to care about it?....Volume – Scale of the data being analyzed is on a new order of magnitude – i.e. from Gigabytes to Terabytes and beyond. 1TB = 1 Thousand Gigabytes. To think practically how much information a terabyte of disk space holds, let's assume we're storing text from magazine pages on a computer that does use one byte per character. At an average 5,000 characters per page, 1TB of disk space could hold 220 million pages of text!It is not uncommon for today’s “Big Data” repositories to contain Billions of records of information. For example, at eQuest, we currently have collected 1.14 Billion Job Posting Performance Records. We are collecting roughly 1 Million new records per business week. After our data cleansing and archiving processes are completed, we have added on the order of 3 Million new Job Posting Performance Records per week.Velocity – Refers to the pace of the data being created. The data being created around the clock at a pace never before seen. Even more importantly, the most critical insights are those that can be gleaned from the most recent data. In eQuest’s case, we are collecting over 41K Job Posting Performance Records per hour.Variety – This dimension refers to the fact that the data is coming into the repository from a high variety of sources and that the format of that data is not uniform. No longer is analysis done solely on pre-defined structured data formats. eQuest’s data acquisition strategy is fits this definition to a “T” – we too are pulling together data from a myriad number of sources and that data is coming to us in all formats. Veracity – IBM reminds us that due to the first 3 dimensions, it is important to keep in mind that Big Data programs also require extreme focus to ensure the validity and accuracy of the data. Due to high variety of data formats, the greater potential inconsistencies in the data, and delays in getting all of the data, the value of a Big Data Program will be jeopordized if there also not a corresponding higher degree of focus on the Veracity of the data.Underpinning all of this is the need for newer technologies to collect, house, analyze, and interpret all of this data. Traditional tools and methodologies are not capable of meeting the demands.Paradigm Shift – The traditional, structured model was an approach where business users would frame the questions that Needed to be asked, and IT would build structured database solutions to answer those questions. Today’s creative discovery approach is the inverse. Instead, IT first builds a platform that enables free and open discovery. With that in place, business users are free to poke around and explore first to determine what questions Could be asked. Bottom-line -> Big Data is really about stepping up the analytics game. The game changing nature of Big Data is the underlying technologies now make it easier and faster to create more accurate forecast models and to crunch large amounts of data in a real-time manner.Big Data is about gaining insights faster…about being able to increase the likelihood of forecasting and planning…about being able to review results in a real-time manner…and about being able to make faster decisions. Companies that do this can create a competitive advantage for themselves.
60 minutes in
The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
TCS 2013 Global Trendy Study - Degree Of Potential Benefits Big Data Could Generate – Mean Summary — Human Resources
Talent is KeyGetting Talent Quickly is keyNot having talent = missed or delayed business opportunities
The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
Speak: Are critical to achievingourstrategic plansHave a significant impact on performance and/or longer term growthRequire unique qualities that are difficult to find or developWhen leveraged, offer a competitive advantage to the organizationGuidingPrinciples:Provide focus: spend time on roles and people with the greatest impact to the businessCreate and feed a pipeline: determine feeder pools for the criticalrolesKnow talent: all incumbents to criticalroleswillbediscussed, in depthSteward talent: thoroughreview of possible successors and input to theirdevelopmentPromotedeeperunderstanding of risks and opportunities(This does not takeownershipawayfrom the respective line manager execution of development plans)Focus:IncumbentsIdentifiedSuccessorsTalent Pools that are identified as feeders
Identify 40 profiles who are qualifiedThat will net 14 conversationsThat will produce 5 qualified candidates who interviewThat will get us 1 hire
The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
It’s all about timing – be ahead of the competition!
Play video
- show the funnel and how HR can use it for operational and competitive advantage
The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
Which pond?…and getting to the good pond before the others!
The following slides show the evolution of the sourcing team, but slides are not indicative of the complete structure of the team
Another piece of the journey….Remember when…It was not that long ago, talent acquisition was referred to as the recruiting department – with no more responsibility than reviewing resumes, screening candidates, and organizing candidate interviews. The phrase “talent acquisition” is now mainstream – and is embraced by both large and small organizations. Companies understand that there is a broad end-to-end focus needed; one which stretches from building a strategic employment brand, through sourcing and recruiting, all the way to onboarding top people. Recruitment is an essential element of talent acquisition (and includes sourcing, selecting, hiring and onboarding)
Our first key objective was to work with the customer to fully utilize our job posting delivery service. Not only did this provide the customer with the productivity advantage this service provides, but it also enabled us to be able to analyze their candidate activity across those 48 boards. Astonishingly, we found that 45 of their sites showed no response within a reasonable time frame. The analysis revealed that only 3 of their current boards were producing any reasonable candidate response rates. With our Big Data analysis capability, we were then able to identify 4 other boards that they should use and recommended they drop the 45 that were not performing. Last, based on our analysis of the words and phrases candidates were searching on, we provided guidance on how to improve their job posting titles and descriptions.In the end, we helped our customer boost their candidate traffic by 175%. Not only that, the customer reported that the quality of those candidates increased as evidenced by the increase in the number of candidates that were brought in for interviews. Last, we were able to negotiate preferable posting contracts for the customer for their remaining 7 boards, reducing their annual spend by 50% for that portion of their recruitment advertising budget.