How social and mobile helps in recruiting quality people

1. How Mobile and Social have changed
Recruiting and Retention
Sept, 2012

2. Consider…JUST 5 years ago, its less than 10 years
ago since you could send SMS to other networks
Phones were primarily used for phone calls
Smartphone penetration was in single digits
The first iPhone was just released – Android
was still a vision for the future
The first iPad was still ~ 3 years away
How things have changed…even in the past year!
2
Source: Nielsen
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

3. What are mobile consumers using today?
They are now mostly smartphone owners
Smartphone & Feature Phone Penetration, US
Mobile Subscribers Ages 18+
71% 69% 70%
65% 64%
62% 63% 62%
59% 58%
57% 56% 56%
54%
52% 52% 53% 55%
51% 52%
50%49% 48% 47% 45%
48% 48%
46%
43% 44% 44%
41% 42%
38% 37% 38%
35% 36%
29% 31% 30% Smartphone
Feature phone
Feb-11
Sep-11
Jan-12
Jun-12
Apr-12
Oct-10
Dec-10
Jan-11
Jun-11
Oct-11
Apr-11
Jul-11
Nov-11
Dec-11
Feb-12
Mar-12
Mar-11
Aug-11
May-12
May-11
Nov-10
3
Source: Nielsen Mobile Insights
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

4. This is especially true for younger and higher income
demographics
Smartphone Penetration by Age and Income
Mobile Insights Q1 2012 Ages 55+
is 30%
81%
76%
with 51%
74% annual
72%
67% growth
60% 61%
59% 58%
51%
47% 46%
42%
34%
31%
25%
22%
16%
Ages 18-24 Ages 25-34 Ages 35-44 Ages 45-54 Ages 55-64 Ages 65+
<50k 50k-<100k 100k+
4
Source: Nielsen Mobile Insights
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

5. Mobile consumers ages 25-44 make up a majority
of the high usage segment
Age Distribution Low App Users iOS Age Distribution High App Users iOS
Smartphone Analytics May 2012 Smartphone Analytics May 2012
Ages 18-24 Ages 55+
10% 9% Ages 18-24
19%
Ages 55+ Ages 45-54
32% 12%
Ages 25-34
21%
Ages 35-44
25% Ages 25-34
Ages 35-44 34%
Ages 44-54
17%
19%
5
Source: Nielsen Smartphone Analytics
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

6. Gender can impact how consumers interact with apps
Male Share of Top Apps
58% 58% 56% 58%
53% 55%
52%
55% Gender Share by Usage Segment
50% 51%
56% 58%
Facebook YouTube Google Pandora Twitter 44%
Search Radio 42%
Mar-11 Mar-12
Female Share of Top Apps
50% 49% 48%
47% 45% 45%
42% 42% 44% 42% Low High
(bottom third of app (Top third of app
users) users)
Female Male
Facebook YouTube Google Pandora Twitter
Search Radio
Mar-11 Mar-12
Males tend to be first adopters, but females are quick 6
to catch up
Source: Nielsen Smartphone Analytics
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

7. WHAT HAS CHANGED IN THE PAST YEAR
AVERAGE NUMBER OF
SMARTPHONE
PENETRATION APPS ON 32
42% 56% DEVICE*
41
NUMBER OF
55M 102M
ANDROID & iOS
USERS
May 2011
May 2012
PERCENTAGE OF
APP DOWNLOADERS
WITH ANDROID AND iOS PHONES
July 2011 83% APP 92% APP
July 2012
July 2011 V. July 2012 7
Source: Nielsen July 2012 vs. July 2011
* Data source is from Q1 2012
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

8. WHAT HAS CHANGED IN THE PAST YEAR
TIME SPENT ON PROPORTION OF TIME SPENT
APPS VS. WEB TOP 50 APPS
72% 82% 70% 56%
July 2011 July 2011
July 2012 July 2012
8
Source: Nielsen Smartphone Analytics
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

9. WHAT HAS STAYED THE SAME
July 2012 THE July 2011 THE
TOP 5 APPS TOP 5 APPS
1. Google Maps 1. Facebook
2. Facebook 2. YouTube
3. YouTube 3. Google Play
4. Google Play 4. Google Search
5. Google Search 5. Google Maps
Q1 2011 VS. Q1 2012
70% 73%
55% 55%
Privacy
is Still a Concern
Personal data collection Is a Location-based apps are a privacy
privacy concern concern
9
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

10. The average smartphone user, spends over an hour a
day consuming mobile content
Average Daily Time Spent on Media Activity (h:mm)
Total Population, July 2012
0:41 0:01 0:10 6:01
0:08 0:14 0:04 0:10
0:19
0:57 0:11 0:23
Mobile
Mobile Web
0:40
Video
Online Video
Mobile App
4:38 4:39
Browsing
Streaming
Time Shifted
TV Viewing
Usage
TV
Online Web
TV
Browsing
In Q2 2012, 86% of tablet and 84% of
smartphone owners use their device
while watching TV
Daily time spent among the total population
Daily time spent among users of the media type 10
Source: Nielsen
Note: Mobile Users A:13+; TV and PC A:2+
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

11. Rapid growth in use of tablets, eReaders and
smartphones, but flattening of computer presence
Trended Household Penetration of Connected Devices
General Population (Q3 2011 n=7,692) (Q4 2011 n=9,290) (Q1 2012 n=9,308) (Q2 2012 n=9,352)
69%68%70%
67%
48%
45%
43%
37%
25%26%
21%22% 19%20%
17%
15% 15% 15%15%
12%13%
11% 10%10%11%12%
Tablets eReaders Portable media Smartphones* Netbooks Laptops Internet
players Connected TV
Q3 2011 Q4 2011 Q1 2012 Q2 2012
11
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

12. The iPad‟s larger screen drives different usage
patterns
Web vs. App Reach on iPad
92%
iPad‟s bigger screen
78%
drives more… 67% 64%
Video Evening
Browsing
viewing Usage 20%
11%
versus iPhone
Facebook Twitter Amazon
Web App
Consumers browse on the iPad
12
Source: Nielsen Smartphone Analytics
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

13. Smartphones are for snacking, while tablets are for
meals
Media Content Accessed Through Device
Mobile Connected Device Report, Q2 2012
Reach of
Netflix is
25% on iPad
60%60%
and 12% on
51%52% iPhone
44%
4.3x 28% 27% 27% 27%26% 26%24%
22%23%
3.3x 3.0x
4.4x
10% 9% 9%
6%
Books Movies Magazines TV shows News Social Downloaded Sports Streaming
Networking music radio
Tablet Smartphone
Mobile consumers frequently turn to tablets to consume 13
long-form content
Source: Nielsen Mobile Connected Device Report
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

14. There are few times during the day in which iPhone and
iPad media usage overlaps
iOS User’s Time per Week Spent Interacting with Media
US, iOS, July 18-24, 2012
180
160
140
120
Minutes
100
80
60
40
20
0
5AM 6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM 9PM 10PM 11PM
Pandora (iPhone) iPhone Other iPad
14
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

15. The Audience for Social is high and keeps growing.
Total Audience, Reach,
US, Aiig 2012
Site Unique Audience (000) Active Reach (%) Sessions per Person Total Minutes (000)
Facebook 88.22 58.38 31,243,459
Twitter.com 52,373 48.99 17.74 4,052,652
LinkedIn 11,644 10.89 3.09 77,100
Monster 3,481 3.26 1.66 10,376
CareerBuilder Network 2,926 2.74 2.34 19,400
Indeed 2,809 2.63 2.95 27,279
CareerBuilder.com 2,510 2.35 2.26 16,426
About.com Jobs & 1,067 1.00 1.24 5,963
Careers
Simply Hired 1,020 0.95 1.66 4,133
15
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

16. Social media can drive more effective hiring
The talent wheel ▪ Build brand with hiring pool
– “Listening” brand
Reward – Innovative
Plan – Cutting edge
▪ Reach wider, deeper pool
– Cost effective
– “Information-rich”
– Identify and address issues
Develop
▪ Screen more effectively
Acquire – Online resumes and
references (e.g., LinkedIn)
– Digital breadcrumbs
Deploy
• Everyone leaves a trail!
16
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

17. Social Media and HR
HR Roles Social Media Opportunity
• Hiring Strategy / Resource Planning • Utilize social-recruiting tools to identify new hires and
• Company Branding / Positioning promote available opportunities (e.g. identified.com,
Talent Acquisition • Talent Identification / Outreach meeteor.com, linkedin.com)
• Reference Checks • Validate / reference-check applicants (e.g.
• New Hire Touch Points / On honestly.com, Klout score, LinkedIn reviews)
Boarding • Develop media-rich Facebook, Twitter & and LinkedIn
presence to promote organization
• Training / Career Development • Implement enterprise social software (e.g. Yammer,
Organizational • Rewards / Recognition / Retention Jive, Moxie) to empower employees to share
Development Programs / Community Building knowledge, discover / interact with peers, learn from
• Knowledge Management / others‟ experiences, and collaborate on projects
Collaboration • Track and promote internal change management
• Change Management Initiatives initiatives via enterprise network (e.g. keas.com)
• HR Information Systems (personnel, • Link information systems with enterprise social
performance, payroll, compliance, network functionality to allow employees to easily
HR Operations etc.) update personal data, access payroll / performance
• Exit Management records, and complete 360º reviews, etc.
• Provide interactive training, videos, FAQs identified
“peer experts” via enterprise social network 17
17
Copyright © 2012 The Nielsen Company. Confidential and proprietary.
17

18. Ernst & Young
Social Media Recruiting Solution: To connect with
students, the firm launched a Facebook application that
includes an interactive events calendar and a roundtable
discussion board. This new application provided
enhanced opportunities for students to connect with EY
recruiters, learn about recruiting events and gain peer-
to-peer insights on career-related topics. Students can
also find EY on Pandora, the internet radio site, via a
customized channel created by interns.
Result: Reaching out to students through interactive
platforms such as Facebook and Pandora has been
highly successful and fun for students and recruiters.
The Ernst & Young Careers page now has 62,000 fans
and E&Y was named one of Business Week's "Best
Places to Launch a Career." E&Y was also ranked
among the top 10 in Working Mother Magazine‟s Best
Companies for Working Moms. 18
Source: www.ey.com/US/en/Newsroom/News-releases
18
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

19. Deloitte Australia
Social Media Recruiting Solution: This management
consulting firm created internal buzz for a re-branded
employee referral program by utilizing YouTube videos
and employing an interactive Facebook page (with
complementary mobile app) to enable prospective
employees and graduate recruits to post questions
about careers at Deloitte (questions posted via
Facebook feed directly into Deloitte‟s intranet social
platform, and anyone in the company can respond).
Result: Reported savings of nearly A$6m annually in
recruitment costs, largely due to social-media-boosted
initiatives (e.g. referrals now account for 40% of new
hires per year).
19
Source: Recruiter Daily; Deloitte Australia; Press Search
19
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

20. Deluxe Corp
Social Media Recruiting Solution: This 100-year-old
business check printer used social media recruiting to
aid in its re-branding and new focus on personal and
business marketing services (e.g. web design, search
engine optimization). They launched a full social media
platform (Facebook, Twitter, YouTube, Blog, LinkedIn,
Flickr, Jobs2Web and internal Yammer network) to
attract and engage new recruits.
Result: Deluxe grew their „talent community‟ (those
opting in to hear about Deluxe careers) from 3,500 to
143,000 members in just one year, with around 70% of
total hires coming from within this designated
20
Source: Press Search; jobs.deluxe.com
20
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

21. Sodexo
Social Media Recruiting Solution: Sodexo, an
integrated food and facilities management provider, used
social media (Second Life, blog, Facebook, Twitter, etc.)
to recover from poor recruiting outcomes due to
outsourcing.
Result: The company reduced its reliance on job boards
(saving an estimated $300,000 in advertising costs
annually), with visitors to its own site growing from
55,000/month to 260,000/month from 2007 to
present, and nearly 50% of all external hires utilizing the
company‟s social media presence. Time to fill positions
decreased while the quality of hires increased (as
demonstrated by an increase in hiring manager
satisfaction from 3.3 to 4.6, on a scale of 1-5).
21
Source: Recruiter Magazine; sodexo.com
21
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

22. Reckitt Benckiser
Social Media Recruiting Solution: Reckitt Benckiser
(RB) developed a Facebook game (poweRBrands)
designed to show future talent how RB thinks and inform
them about available sales and marketing roles in a fun
and interactive way.
Result: The company‟s Facebook game made the list of
Facebook‟s most played games. RB has also been
recently named a top FTSE company when it comes to
using new media.
22
Source: Press Search; facebook.com
22
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

23. Zappos.com
Social Media Recruiting Solution: This online shoe
and apparel retailer utilized multiple social media
channels including a dedicated twitter.zappos.com
platform which feeds public mentions and employee
tweets to attract and identify potential candidates. Any
Twitter user who mentions things such as “wow, I‟d love
to work at Zappos” or “I just read this article about
Zappos and it seem like a cool place to work” is followed
by Zappos with follow-up including @replying with
information about openings and the application process.
Result: Zappos‟ creative approach to social media
recruiting has contributed positively to the organization‟s
customer-centric culture. While social media currently
serves chiefly as a means to build brand awareness (the
majority of new hires apply through traditional
channels), the social media channel directly contributed
19 new hires in 2010 (out of a total of 1,689 total new 23
hires)1
Note: 1) Additional information about hires by specific social media platform can be found in the Appendix
Source: Press Search; twitter.zappos.com
23
Copyright © 2012 The Nielsen Company. Confidential and proprietary.

24. Zappos experience highlights how working the right
social channel can generate quality candidates
Social Media Driven Hiring at Zappos
Source # Candidates # Hired % Hired
Non Social Media 23,551 1,670 7%
Facebook 318 17 5%
Facebook Application 6 2 33%
LinkedIn 11 0 0%
Twitter 1 0 0%
Total 23,887 1,689 7%
24
Source: Zappos
Copyright © 2012 The Nielsen Company. Confidential and proprietary.