1. BACK TO BASICS:
a focus on CLIENT
R E L AT I O N S H I P S
2 013
AUSTRALIAN Staffing and RecruitMENT Trends Report

2. CONTE NTS
4
R E V E NUE P E R FO R M ANC E
5 CLOUD USAGE
6
OPPORTUNI TI E S AND O B STACLES
8
M ET R I CS
1 0 CL I E NTS AND CANDI DATES
12
T I M E AL LOCATI ON
13
R E C R UI TM E N T TE C HNO LOGY
1 4 CO M PE NSATI ON
1 5 SOC IA L ME DI A
Introduction
In December of 2012, Bullhorn conducted its second annual trends survey of agency recruitment professionals
in Australia, seeking to assess the state of the recruitment industry from the perspective of business performance,
compensation, popularity and growth of recruitment technologies, and measurement best practices. In addition
to the 2013 Australian Staffing and Recruitment Trends Report, the 2013 North American Staffing and Recruiting
Trends Report and the 2013 European Staffing and Recruitment Trends Report are also available on the
Bullhorn website.
Worries about a weak economic outlook and competition from in-house recruitment consultants temper Australian
recruitment professionals’ usual optimism about the upcoming year. They are focussed on strengthening client
relationships and expanding geographically. Social recruiting adoption increased to 98 per cent among those
surveyed, up from 92 per cent in 2011, with LinkedIn being the most popular social network for recruitment in
the region. However, while social media continues to increase in popularity, mobile access to CRM recruitment
systems was considered less important in 2012 than in 2011. The survey findings suggest a mix of progress and
hesitation in adopting recruitment technologies.
2

3. Key Findings
• Only 65 per cent of firms met or exceeded
their revenue goals for 2012, versus 75 per
cent who did so in 2011.
• 76 per cent expect an increase in
company revenue in 2013, compared to
91 per cent who expected an increase
in 2012.
• 69 per cent of respondents cited their
most successful business adjustment of
2012 as strengthening new and existing
client relationships.
• The biggest opportunity for 2013
according to respondents is “access to
passive candidates via social media”
• Another reported challenge was “internal
recruitment teams”.
• Australian respondents consider Oil, Gas,
and Mining to be the hottest recruitment
sector for 2013.
• 89 per cent of those surveyed successfully
placed a candidate they found on LinkedIn
in 2012.
• 65 per cent of respondents use
cloud-based recruitment technologies.
All respondents consider “the ability to
work from any location at any time” to be
the biggest benefit of cloud computing.
and the biggest challenge is “a weak
economic outlook”.
3

4. Looking Back at 2 012 and FORWARD TO 2 01 3
Company financial performance in 2012 was generally less favorable than in 2011. Only 65 per cent of
firms met or exceeded their revenue goals for 2012, versus 75 per cent who did so in 2011. Also in 2011,
respondents had high hopes for 2012, with 91 per cent expecting an increase in company revenue. For a
sizeable percentage of firms, this turned out not to be the case. Expectations are lower for 2013, with only 76
per cent expecting an increase in revenue. All of these figures, as well as others discussed later in the report,
indicate that recruitment professionals in Australia are less optimistic about their financial future.
2012 Firm Revenue
Goal Achievement
20%
Exceeded Goals
Met Goals
Did Not Meet Goals
35%
45%
Only 29 per cent of respondents expect that 2013 revenue will increase by more than 25 per cent over 2012,
and eight per cent anticipate a decline. Expectations for expansion in 2013 are a bit of a mixed bag, with
fewer firms planning to increase their headcount, but more firms planning to expand geographically and
explore new sectors.
100%
100%
80%
20%
0%
80%
34%
29%
60%
40%
REV E NUE PE R FO RM
Firm Growth Initiatives
for Upcoming Year
Respondents Expecting Increase in
Revenue for Upcoming Year
37%
60%
80%
68%
52%
40%
31%
20%
20%
16%
2012
2013
Increase >11% and <25%
0%
Increase >25%
Hiring
Sector and Location
Expansion
For 2012
ANCE
Increase >0% and <10%
86%
For 2013
4

5. SEEKING clo ud COV E R
When asked if they used cloud-based recruitment
and non-users perceived as benefits. While 37 per
solutions, defined as “remotely-accessible
cent of people who did not use cloud recruitment
services delivered over the Internet,” 65 per cent
solutions believed a major benefit was “easier
of respondents said yes and 35 per cent said no.
integration with other applications and software” —
This was similar to the 63 per cent cloud adoption
a logical extension of the idea that cloud computing
rate of European recruitment professionals. Both
affords complete physical freedom — only 18
groups — those using cloud-based solutions and
per cent of actual cloud users concurred. Cloud
those who did not — were then asked to identify the
users did, however, consider “increased business
main benefits of cloud computing. The number one
agility” and “easier expansion/scalability across
perceived and realized benefit of cloud computing
geographies” to be key benefits, more so than
was the “ability to work from any location at any
their non-user counterparts. Also notable is that only
time”. Ninety-one percent of cloud users considered
two per cent of cloud recruitment users reported
this benefit to be important, and the majority of
being unsure of its benefits. Ninety-eight per cent
non-users concurred.
saw clear benefits from using cloud recruitment
The most interesting findings, however, were the
solutions.
discrepancies between what cloud users realized
Benefits of Cloud Software
91%
70%
51%
38%
46% 43%
38% 37%
37%
18%
17%
CL
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2%
Increase
Business Agility
Easier Expansion /
Scalability Across
Regions
Realized Benefits
Reduced IT /
Admin Costs
Easier Integration
with Other Apps
and Software
Unsure of
Benefits
OUD
Ability to Work
From Any Location
at Any Time
Perceived Benefits
USAG E
5

6. Of note were the differences in performance between
cloud users and non-users in Australia. In Europe,
2012 Firm Revenue Goals by
Use of Cloud Software
almost all findings indicated that recruitment and sales
60%
consultants using cloud recruitment technology were
50%
more successful, better paid, more likely to exceed
40%
revenue goals, and more attractive to clients and
30%
candidates than non-users. In Australia, however, cloud
20%
users did not have such an obvious advantage. While more
10%
non-users than users reported their firms not meeting their
0%
53%
38%
29%
33%
33%
13%
2012 revenue goals, a higher percentage of non-users
Exceeded
Goals
exceeded their goals. And the majority of cloud users met
Use Cloud
Met Goals
Did Not
Meet Goals
Do Not Use Cloud
their revenue goals but did not exceed them.
Opportunities and O bstacles
As with respondents from Europe and North America, Australian recruitment professionals we surveyed
identified the single biggest opportunity for 2013 to be “increased access to passive candidates via social
media”. This was followed by “introducing more efficient business practices and processes”. The third most
cited opportunity was an “increase in flexible roles and workplaces,” echoing the most popular benefit of
OPPO RT UN IT IES
cloud computing.
Biggest Opportunity in 2013 for
Staffing and Recruitment Professionals
2%
Increased Access to Passive Candidates via Social Media
8%
10%
Introducing More Efficient Business Practices and Processes
12%
Increase in Flexible Roles and Workplaces
AND O B ST ACLES
36%
Increased Business Due to Other Recruiters Ceasing to Trade
Untapped Growth in Emerging Economies
15%
17%
Sourcing International Candidates
Other
6

7. When asked to identify the hottest recruitment sectors, 46 per cent of respondents chose “Oil & Gas,” followed
by Healthcare, Information Technology (an in-demand sector in North America and Europe as well), and
Construction. Respondents were least enthusiastic about Real Estate.
Q: What Recruitment Sectors Are Booming
0%
Oil & Gas / Mining
Healthcare
Information Technology
Construction
Sales
Scientific / Engineering
Advertising / Creative / Marketing
Industrial
Accounting / Banking / Finance
Legal
Public Sector
Office / Clerical
Real Estate
10%
20%
30%
40%
50%
46%
60%
31%
30%
12%
10%
7%
6%
6%
5%
5%
5%
4%
4%
The biggest challenge for 2013, selected by almost half of all Australian respondents, was a “weak economic
outlook”. This is especially interesting given that the biggest challenge according to North American and
European recruitment professionals was “a lack of skilled candidates” — which came in third in the Australian
survey.
Additionally, what wasn’t listed was as interesting as what was. A surprisingly large number of respondents
actually wrote in “internal recruitment teams” as the biggest challenge. Given that the advent of internal
recruitment teams wasn’t even a standard choice offered in the survey, it is clearly an issue of considerable
concern if respondents felt strongly enough to specifically call it out.
Biggest Challenge in 2013 for Staffing and
Recruitment Professionals
2%
1%
Weak Economic Outlook
9%
Unrealistic Client Expectations
7%
Lack of Skilled Candidates
47%
9%
Lack of Innovation in Sourcing Candidates
Lack of New Jobs
12%
13%
Inefficient Candidate Management Systems
Keeping Up with Supply of Contractors
Other
7

8. BUSINESS A DJ UST M E NTS
When asked what business improvement initiatives recruitment firms implemented in 2012, 69 per cent reported
increasing their focus on client relationships, an important way to demonstrate value and guard against the
effects of a weak economic outlook and competition from internal recruitment teams.
Business Improvements Made in 2012
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
69%
43%
31%
Increased Focus Introduced
on Strengthening Social Media
Client
Relationships
28%
28%
Invested in Expanded into Narrowed
Software and New Sectors Focus to Area
Technology
of Expertise
MEASURING SUCC E SS
Almost half of Australian staffing firms considered the most important performance metric in 2012 to be “total
number of placements”. This was also the most important metric for North American and European recruitment
firms. “Time-to-fill” was ranked least important across all regions we surveyed, indicating that regardless of
geography, certain standard metrics matter far more than others.
Most Important Performance Metric
for Staffing Firms
4%
10%
Total Number of
Placements
6%
20%
48%
Average Gross Margin of
Placement Fee
ME TRI CS
12%
Fill Rate
Hit Rate
Total Number of
Job Orders
Time-to-fill
8

9. In ranking the effectiveness of recruitment and sales consultants, the most important metric was “placements”
— the same result as Europe and North America — followed by “placement ratios” and “job orders”. While
“placements” had been the most cited metric in 2011, 13 per cent more respondents identified it as important
in 2012. There also seems to have been an increase in respondents using standardized metrics for measuring
sales success, as only two per cent used a metric other than those listed in 2012, versus 19 per cent in 2011.
Measuring Consultant Effectiveness
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
86%
73%
53%
43%
20%
26%
26%
25% 22%
15%
10%
Placements
Placement
Ratios
Job Orders
Contracts
Scheduled
Interviews
2011
19%
8%
2%
6%
2012
Time-to-fill
Difficult
to Measure
2%
Other
The survey also asked
the average hit rate in North
high average hit rate at 49 per
respondents to disclose their
America (49 per cent) and Europe
cent. The Advertising/Creative/
average hit rate for 2012 – defined
(54 per cent). In fact, 31 per cent
Marketing sector had by far the
as the number of successful
of respondents cited a hit rate of
lowest hit rate, at an average
placements divided by total
more than 60 per cent.
of just 11 per cent. This was
number of client submissions
Examined by industry, recruitment
similar to the European survey, in
and multiplied by 100. Fifty-five
percent reported a hit rate of 31
per cent or greater, higher than
professionals specialising in the
which the hit rate for Advertising/
Marketing/Creative was also
Office/Clerical, Construction,
lowest, at eight per cent.
and Healthcare sectors saw a
Hit Rate By Industry
0%
10%
20%
30%
40%
50%
Office / Clerical
Construction
70%
80%
90%
100%
49%
Healthcare
60%
49%
49%
Sales
45%
Information Technology
43%
Oil & Gas / Mining
41%
Accounting / Banking / Finance
30%
Scientific / Engineering
Advertising / Creative / Marketing
30%
11%
9

10. By firm size, average hit rate didn’t vary dramatically.
Mid-sized firms enjoyed the highest hit rates, which was
unexpected given that small firms came out on top in
Average Hit Rate by Firm Size
60%
50%
North America and Europe. Large firms had the lowest
40%
hit rate in Australia, but given that small firms in North
30%
America and Europe achieved average hit rates of just 37
per cent and 36 per cent respectively, Australian staffing
highest average hit rate, possibly because the barriers
to entry for candidates applying to temp positions were
39%
20%
10%
0%
companies of all sizes did extremely well in comparison.
Respondents hiring for temporary positions had the
44%
40%
Small
Mid-Size
Large
Average Hit Rate by Position Type
60%
50%
comparatively low, though executive search firms did
40%
almost as well.
30%
41%
40%
35%
34%
20%
10%
0%
Temporary
Executive Permanent
Search
Contract /
Consulting
CLI EN TS
FINDING C L I EN TS A N D C ANDI DAT E S
Survey respondents’ views on the best methods for obtaining new clients evolved significantly since our
first survey. Substantially fewer feel that social networking is a great method to win new business. While
“access to passive candidates through social media” is the biggest recruitment opportunity for 2013, the
use of social media does not seem to extend beyond finding candidates. In contrast, North American
AND
recruiters view social media as an excellent way to attract both new clients and new candidates.
The most traditional method of obtaining new clients — attending networking events — came out on top
CAND I DATES
once again, but at a smaller percentage. More Australian recruitment professionals maintained an online
presence and conducted search engine marketing in 2012, suggesting that they’re leveraging the Internet
as a supporting tool and not as a vehicle for extensive interaction with prospects.
10

11. Social media was much more effective as a means
Best Methods for
Obtaining New Clients
of finding candidates than clients for Australian
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
recruitment professionals. Ranked last in 2011,
social media achieved a ranking of 4.00 (with 1 being
least effective and 5 being most effective) in 2012,
second only to respondents’ own in-house candidate
databases. Job boards remained unchanged in
popularity, whereas the value of referrals and
83%
70%
57%
51%
17% 20%
Maintain an Join Professional Search Engine
Online Presence
Groups
Marketing
2011
3.89
In-House Candidate Database
3.05
Social Media
Job Boards
Referrals
3.53
Networking
3.32
0.5
1
1.5
2
2.5
3
3.5
Rating Average
2011
2012
In terms of the average number of
Best Methods for
Sourcing Candidates
0
45%
28%
Attend
Social
Networking Events Networking
in-person networking decreased.
39%
38%
2012
candidate applications received per
4.23
job post, we segmented the results by
4.00
3.73
3.73
3.78
industry.
3.91
sector had a high number of applicants
4
The Advertising/Marketing/Creative
4.5
per job post — 29. With just six per cent
of respondents considering Advertising/
Marketing/Creative a “booming” industry,
the high rate of applicants likely reflects
a surplus of unemployed candidates for a dearth
of open positions. This is in contrast to the most
“booming” sector according to respondents, Oil/
Gas/Mining, which received a much lower 17
Average Candidates Recieved
per Job Post by Industry
29
Advertising / Creative / Marketing
23
Office / Clerical
average candidates per job post. The high number
Information Technology
of average applicants for the Advertising industry
Scientific / Engineering
21
Construction
21
Sales
21
is peculiar given that consultants for the sector had
by far the worst hit rate. While many candidates
appear to be applying for advertising and marketing
positions, few of them are making the grade.
22
19
Accounting / Banking / Finance
Healthcare
17
Oil & Gas / Mining
0
5
10
15
17
20
25
30
11

12. A WORD ON C A N D I DAT E S
Uniquely for Australia, we asked respondents for their views on “probation periods” for candidates. Why, in
their experience, did some candidates not make it past the probation period of a new job? The majority of
respondents believed that such candidates were generally “a mismatched cultural and/or values fit,” while
42 per cent felt the candidates’ personalities most likely clashed with those of co-workers and supervisors.
Only 14 per cent thought it was related to the candidates’ skill sets, indicating that recruitment consultants
may need to pay more attention to candidates’ personality fit with the hiring company.
Why Candidates Do Not Make It Past
Probation Period of New Job
60%
Mismatched Cultural / Values Fit
42%
Personalities Clash with Co-Workers / Supervisors
30%
Misunderstood Role Requirements
22%
Exaggerated Experience on Resume
17%
Unable to Perform Under Pressure
14%
Lack Relevant Skills
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
TIME ALLO C AT I O N
When asked what percentage of their time consultants spent out of the office for meetings, only 33 per
cent reported spending more than a quarter of their work hours. This is a decrease from 2011, when 38
per cent of respondents spent more than 25 per cent of their time out of the office. The percentage of true
road warriors did not change at all, however, with ten per cent of respondents spending more than half of
their time out of the office in both 2012 and 2011.
TI ME A LL
Time Spent Out of Office
for Meetings
60%
50%
40%
30%
20%
41%
28% 27%
35%
28%
23%
OCATI
10%
10% 10%
0%
<10%
10%-25%
>50%
ON
2011
26%-50%
2012
12

13. While a smaller percentage of respondents spent significant time (more than 25 per cent) out of the office
meeting with clients, prospects, and candidates in 2012 than 2011, it doesn’t appear that they compensated
by spending more time on existing accounts.
Time Spent Managing
Existing Accounts
Time Spent Attracting
New Clients
60%
60%
50%
50%
40%
40%
36% 35%
30%
20%
10%
20%
25%
30% 29%
20%
10%
13% 12%
29% 30%
20%
16%
10%
15%
0%
0%
<10%
41% 39%
30%
10%-25%
2011
26%-50%
>50%
<10%
2012
10%-25%
2011
26%-50%
>50%
2012
Consultants spent more time attracting new clients in 2012. Forty-five per cent of respondents spent at
least a quarter of their time attracting new clients last year compared to 39 per cent of respondents in 2011.
This wouldn’t (and doesn’t) correlate directly with time spent out of the office as 51 per cent of recruitment
professionals identified the travel-free “maintaining an online presence” as a great way to obtain clients, and
70 per cent selected “attending networking events” versus 83 per cent in 2011.
RECRU IT MEN T TE CH NO L
THE IMPORTANCE OF RE C R U I T ME NT T E C H NO LO GY
Unsurprisingly, three-quarters of respondents who used cloud recruitment solutions found CRM recruitment
systems to be extremely important, and none of them found such technology to be unimportant. This is in
contrast to cloud non-users, only 44 per cent of whom considered CRM extremely important, with seven per
cent finding it unimportant and nearly 20 per cent on the fence.
Why the disparity in perceived importance? It’s possible that some cloud non-users didn’t even use CRM
technology of any kind in 2012. And even if people in the non-user group did use CRM recruitment systems,
the fact that these systems weren’t cloud-based may have had a bearing on their value.
OGY
13

14. Consultants’ view of the importance of mobile
Importance of ATS/CRM Technology to
Consultants Who Use Cloud Software
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
recruitment technology declined from 2011, despite
the technology continually advancing year on year.
76%
Only 43 per cent of all respondents considered mobile
access to their CRM recruitment system extremely
44%
21%
important, compared to 58 per cent who thought so
30%
19%
2%
Extremely
Important
Somewhat
Important
Use Cloud
0%
Neutral
7%
Not Important
in 2011. And while the same percentage in 2012 and
2011 found mobile access unimportant, there was a
significant uptick in the number of respondents who
had no opinion of it.
Do Not Use Cloud
Recruitment professionals who used cloud software,
Importance of Mobile Access to
Recruitment Technology
60%
however, were much more inclined to find mobile
access to CRM systems important. Thirty-six per cent
58%
50%
of non-users had no opinion of mobile recruitment —
possibly because they had no mobile CRM access by
43%
40%
nature of not using a cloud solution. In comparison, the
28% 29%
30%
majority of cloud users found it extremely important.
23%
20%
10%
10%
5% 5%
0%
Extremely
Important
Somewhat
Important
2011
Neutral
Not Important
Despite firm revenue decreasing in 2012, 58 per cent
2012
of recruitment professionals reported that their total
Importance of Mobile Access to Recruitment
Technology to Consultants Who Use Cloud Software
60%
55%
compensation (salary plus bonus) increased in 2012
compared to 2011. Fifteen per cent said it decreased.
2012 Total Compensation Compared to
2011 Total Compensation
50%
40%
36%
32%
21%
16%
11%
10%
2%
0%
Somewhat
Important
Not Important
27%
58%
Do Not Use Cloud
ON
Use Cloud
Neutral
Increased
Did Not Change
Decreased
NSA TI
Extremely
Important
15%
CO MPE
27%
30%
20%
MONEY MAT T E R S
14

15. Overall, expectations for 2013 compensation are less optimistic than those of 2012, with 72 per cent of
respondents expecting an increase in the coming year.
Compensation Expectation for
Upcoming Year
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
78%
72%
20%
26%
2%
Increase
No Change
2012
2%
Decrease
2013
SOCIAL REC RUI T I N G
Ninety-eight per cent of recruitment professionals we surveyed used social media for recruitment in 2012,
an increase of six per cent over 2011.
Social Media Utilization
by Recruitment Consultants
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Social Media Channels Utilized
100%
92%
98%
98%
88%
80%
60%
42%
40%
32%
49%
38%
20%
20%
0%
2011
2012
11%
LinkedIn
Twitter
Facebook
2011
14% 13%
Google +
Blogging
0% 1%
Pinterest
2012
leveraged social recruiting in 2012 used LinkedIn, among other channels. Google Plus made modest gains,
while Pinterest was barely used at all. More respondents used Twitter than in 2011, and fewer respondents
used Facebook. Facebook was not only less used than Twitter in 2012, but also dropped 11 per cent in usage
since 2011.
15
SOC I A L MEDI A
The most commonly utilised social network for recruitment was LinkedIn; in fact, every respondent who

16. The drop in Facebook usage and increase in Twitter usage was especially confusing since 12 per cent of
recruitment professionals were able to place candidates they found on Facebook. Only two per cent found
success with Twitter. And both of these channels proved less successful in 2012 than they had in 2011.
Social Media Channels Utilized
to Successfully Place a Candidate
100%
80%
89%
78%
60%
40%
20%
16% 12%
9%
0%
LinkedIn
Facebook
2%
Twitter
2011
4% 2%
5%
1%
0% 0%
Google +
Blogging
Pinterest
2012
Although Twitter did not perform as well as Facebook for sourcing high-quality candidates in 2012, more
recruiters are interested in using Twitter in 2013 than Facebook. Despite Facebook’s reputation for being a
purely personal social network — a reputation that Twitter and LinkedIn do not share — the data indicates
that it’s a more effective recruitment channel than Twitter in Australia. And despite respondents not seeing
any success with Pinterest, five per cent plan to give it a go in 2013.
Social Media Channels Expected to be
Utilized More in 2013
100%
90%
80%
60%
40%
34%
28%
24%
20%
16%
5%
0%
LinkedIn
Twitter
Facebook
Google +
Blogging
Pinterest
16

17. “Finding passive candidates” was the biggest perceived benefit of social recruiting, according to Australian
respondents, followed by “building brand awareness” and “reducing job board spend”. A higher percentage
of respondents considered social media a good way to save on job boards than in 2011. However,
corroborated by their low rating of social media as a means of obtaining clients, fewer Australian respondents
favored it for “developing new client leads” or “nurturing client/candidate networks” than in 2011.
Biggest Perceived Benefits of
Social Media Recruiting
78%
74%
Find Passive Candidates
Build Brand Awareness
50%
24%
Reduce Job Board Spend
Develop New Client Leads
23%
40%
33%
19%
20%
Drive Traffic to Firm Website
Fill Jobs More Quickly
34%
32%
Nurture Client / Candidate Networks
58%
0%
Communicate Corporate News / Events
16%
10%
0%
10%
16%
20%
2011
30%
40%
50%
60%
70%
80%
90%
100%
2012
17

18. Conclusion
Firm revenue performance decreased in 2012 and worries about the economy loom large, but Australian
recruitment professionals are excited about the prospects for sector and location expansion in 2013. Firms of
all types and sizes plan to increase their focus on strengthening new and existing client relationships in 2013,
and continue to leverage technologies such as social media to attract the best candidates.
About the Trends Report
Of the 101 recruitment professionals who completed the
Australian Recruitment Trends Survey, 37 per cent recruited for
Total Number of
Sales Consultants at a Firm
the Information Technology sector, 27 per cent for Accounting/
>100
Banking/Finance, 18 per cent for Oil, Gas, and Mining, and 17
12%
per cent for Sales. The vast majority of respondents specialised
20 - 100
in permanent placements among other types, with almost
1 - 19
20%
68%
half specialising in executive search. 91.8 per cent of all
respondents were from Australia, 2.4 per cent from Singapore
and Macau, and the rest primarily from Hong Kong, Japan, and
New Zealand.
Sectors Primarily Served
Type of Firms
100%
80%
37%
Information Technology
88%
27%
Accounting / Banking / Finance
60%
18%
Oil & Gas / Mining
49%
40%
20%
45%
Sales
21%
0%
17%
Scientific / Engineering
17%
Healthcare
Permanent
Executive
Search
Contract / Temporary
Consulting
15%
Construction
14%
Advertising / Creative / Marketing
9%
Office / Clerical
9%
17%
Other
0%
10%
20%
30%
40%
50%
60%
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19. About Bullhorn
Bullhorn® creates software and services that help recruiters put the world to work. For over ten years our
innovations have powered the recruiting and staffing operations of fast-growing start-ups up through the world’s
largest employment brands. Headquartered in Boston, with offices in St. Louis, Vancouver, London and Sydney,
Bullhorn’s recruiting CRM and social recruiting products serve more than 10,000 clients representing nearly
200,000 users across 150 countries.
For more information: Please visit www.bullhorn.com.au or call 02 8003 4601.
AU 02 8003 4601 • sales@bullhorn.com • @bullhorn
Bullhorn is a registered trademark of Bullhorn, Inc. All other trademarks contained herein are the property of their respective owners.
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