Improve your agency's culture, vision and yes, profitability, by employing more progressive hiring practices in your recruiting process. Using data from a creatively driven industry -- advertising -- help your finance, executive and TA department align your greatest ambition for your business to the talent you attract.
Talent attraction for the modern recruiterSoraya Lavery
Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on investment for your organisation.
Talent attraction for the modern recruiterSoraya Lavery
Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on investment for your organisation.
Employer Branding Workshop, building Talent RelationshipsAlexander Crépin
Employer Branding workshop
HR, Human Relations & Human Results Management is the fundament for successful employer branding, becoming an employer of choice.
Under the Hood of Talent Acquisition - Talent Acquisition BenchmarksJohn Ricciardi
Originally delivered at LinkedIn Talent Connect in 2016. This presentation takes a look at the idea that hiring managers think the recruiting function is getting worse, why they feel that way and how you can use data and training for your recruiting teams to overcome this perception. In the presentation, we look at the metrics of Time to Accept, Recruiting vs. Business and Requisitions per Recruiter.
Are you too asking yourself:
Why is employer branding necessary for my small organisation?
Where do you start?
How do I create a strong employer branding message?
Learn about why you should care, how to craft your message and how you can showcase your employer brand to 300million+ LinkedIn members.
Employer Branding Presentation to Viola Portfolio Companies December 2015Pamela Becker
If you are a tech company competing for top talent, this is a how-to guide to help brand your company as an appealing employer to the talents you want and need.
Employer branding - the art of effectively communicating an organization's talent strategies - requires a unique approach with the evolution of social media. Click through to see how organizations have simply leveraged their assets as talent magnets to attract quality professionals on LinkedIn.
See the full Most InDemand Employers list: http://linkd.in/16NfLvj
Find the secrets to InDemand success on the LinkedIn Talent Blog: http://linkd.in/1ebmLY0
Follow the LinkedIn Talent Solutions page for all recruiting updates: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Progressive - Building a compelling employer brandMark SThree
The ability to attract and retain the best talent in the market is key for any organisation, but never more so than in highly competitive sectors where niche skill sets are in high demand. Our guide to employer branding examines
how organisations can strengthen their relationship with existing and potential employees, and external
stakeholders through the effective communication of the brand’s values, personality and culture and creating a
strong employer brand.
In this webinar, LinkedIn's Dina Medeiros discusses the value of employer branding and how that can help you secure top talent.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
This is the first in our 30+3 Webinar Series: "The Employer brand. The what, why and how of employer branding." It is a high-level overview of employer branding - what it is, why it's important and how to get started. We also provide 3 action items designed to help you make your employer brand stronger.
Time to Scrap Performance AppraisalsJosh BersinJosh BersinGTakishaPeck109
Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
B. H. Burke & Co., Inc. presented at MAIA\'s Big Event 2011 in Boston. How to find producers, pay them, and what they should be doing (with new technology).
Employer Branding Workshop, building Talent RelationshipsAlexander Crépin
Employer Branding workshop
HR, Human Relations & Human Results Management is the fundament for successful employer branding, becoming an employer of choice.
Under the Hood of Talent Acquisition - Talent Acquisition BenchmarksJohn Ricciardi
Originally delivered at LinkedIn Talent Connect in 2016. This presentation takes a look at the idea that hiring managers think the recruiting function is getting worse, why they feel that way and how you can use data and training for your recruiting teams to overcome this perception. In the presentation, we look at the metrics of Time to Accept, Recruiting vs. Business and Requisitions per Recruiter.
Are you too asking yourself:
Why is employer branding necessary for my small organisation?
Where do you start?
How do I create a strong employer branding message?
Learn about why you should care, how to craft your message and how you can showcase your employer brand to 300million+ LinkedIn members.
Employer Branding Presentation to Viola Portfolio Companies December 2015Pamela Becker
If you are a tech company competing for top talent, this is a how-to guide to help brand your company as an appealing employer to the talents you want and need.
Employer branding - the art of effectively communicating an organization's talent strategies - requires a unique approach with the evolution of social media. Click through to see how organizations have simply leveraged their assets as talent magnets to attract quality professionals on LinkedIn.
See the full Most InDemand Employers list: http://linkd.in/16NfLvj
Find the secrets to InDemand success on the LinkedIn Talent Blog: http://linkd.in/1ebmLY0
Follow the LinkedIn Talent Solutions page for all recruiting updates: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Progressive - Building a compelling employer brandMark SThree
The ability to attract and retain the best talent in the market is key for any organisation, but never more so than in highly competitive sectors where niche skill sets are in high demand. Our guide to employer branding examines
how organisations can strengthen their relationship with existing and potential employees, and external
stakeholders through the effective communication of the brand’s values, personality and culture and creating a
strong employer brand.
In this webinar, LinkedIn's Dina Medeiros discusses the value of employer branding and how that can help you secure top talent.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
This is the first in our 30+3 Webinar Series: "The Employer brand. The what, why and how of employer branding." It is a high-level overview of employer branding - what it is, why it's important and how to get started. We also provide 3 action items designed to help you make your employer brand stronger.
Time to Scrap Performance AppraisalsJosh BersinJosh BersinGTakishaPeck109
Time to Scrap Performance Appraisals?
Josh Bersin
Josh Bersin
Global Industry Analyst, I study all aspects of HR, business leadership, corporate L&D, recruiting, and HR technology. ✨
Published May 4, 2013
+ Follow
Something big is going on in business today. More and more companies have decided to radically change their performance appraisal process.
Last week at our research conference we spoke with Adobe, Juniper, Kelly Services, and a variety of other companies who have decided to do away with traditional performance ratings and completely change the annual appraisal process.
Our research shows that this is a strong and positive trend.
Why the process must change.
Why do companies have annual reviews in the first place? Primarily they are an artifact from traditional top-down companies where we had to "weed out" the bottom performers every year. By forcing managers to rate people once per year we can have annual talent reviews and decide who gets more money, who to promote, and who to let go.
Coupled with the performance rating is the "potential" rating, which tries to capture an individual's potential to move up two levels in the organization (the traditional definition).
This approach is based on a philosophy that "we cant totally trust managers" so we're going to force them to fit people into these rating scales. And in many companies (around 20%) there are forced distributions.
The well publicized problems with this process abound. These include:
· Employees need and want regular feedback (daily, weekly), so a once-a-year review is not only too late but it's often a surprise.
· Managers cannot typically "judge" an entire year of work from an individual, so the annual review is awkward and uncomfortable for both manager and employee.
· The manager-employee link is not 1:1 like it used to be - we usually have many peers and managers we work with during the year, so one person cannot adequately rate you without lots of peer input.
· While some employees are a poor fit and likely are poor performers, these issues should be addressed immediately, not once per year.
· People are inspired and motivated by positive, constructive feedback - and the "appraisal" process almost always works against this.
· The most important part of an appraisal is the "development planning" conversation - what can one do to improve performance and engagement - and this is often left to a small box on the review form.
Of course companies are very nervous about eliminating this process because:
· We need a fair and validated way to distribute compensation increases (don't we?)
· We need a record of low performance when we let someone go
· We need to capture performance data in an employee's profile for future promotion and other talent reviews, development plans, and career migration
· We need a way to make sure managers are doing their jobs well.
Well I've probably discussed these issues with 100+ companies over the last five years and our research shows more and ...
B. H. Burke & Co., Inc. presented at MAIA\'s Big Event 2011 in Boston. How to find producers, pay them, and what they should be doing (with new technology).
Your company's employee value proposition, culture, people and typical candidate experience define your company's talent brand. But while you're communicating your corporate/product brand, how much do candidates understand your talent brand? And do employees understand and agree with your talent brand too? Speak with your LinkedIn Talent Solutions representative to understand Talent Brand best practices and how you can communicate your brand through our Career Pages and media solutions.
Step by Step details of how I recruited 5,000 loan originators and builders, Realtors to refer over 67,000 closed customers in 8 Years for over $27,000,000 Revenue
About Scoreinc.com
Scoreinc.com, Inc., headquarter in Mayaguez Puerto Rico USA, with offices in Mobile Alabama, is a leading provider of services to the derogatory credit sector of the financial service industry through its Scoreway® Software Solution and credit report accuracy dispute services. The Scoreway® platform provides an end-to-end management solution that helps the companies that we serve manage the credit review and dispute process and to improve controls and profitability. Scoreinc.com services an ever growing list of mortgage company’s, banks, credit unions, Realtors®, builders and credit service organizations through its innovative technology and credit report accuracy service. Contact Score for more information at 877-876-5921 or by visiting the following pages:
www.scoreinc.com
Credit Repair Merchant Services: http://www.scoreinc.com/getting-paid.php
Fair Debt Collection Practices
http://www.scoreinc.com/fdcpa.php
Credit Repair Business Training http://www.scoreinc.com/members.php
Credit Repair Software:
http://www.scoreinc.com/software.php
Credit Repair Solutions:
http://www.scoreinc.com/score-way.php
As a nonprofit, you have a unique challenge: finding qualified candidates who care about your mission. Job postings are an essential tool for finding those professionals at scale. Check out this deck to find out how you can easily get your jobs in front of the right candidates at the right time. It covers job posting basics, as well as tips and tricks on how to get the best results.
3 things that are covered:
LinkedIn’s mission-driven talent network
Optimize your job posts to get the best candidates
Save money with nonprofit discounts
Our insight reveals that in the current marketplace, employer brands that connect emotionally, through meaning and purpose, are attracting candidates who will become the most productive, engaged and loyal employees, which in turn, allows companies to achieve greater business results.
It is time to conduct a “reset” exercise and put employee
engagement back in its proper place and perspective. This paper
identifies five areas that our research has shown to be
potentially troublesome for companies - especially in terms of
helping them frame their expectations in the most reasonable,
realistic and productive ways. We have discussed them here to
help you understand the true power of aligning employee drives
and needs with those of your company
Love 'em or Lose 'em: Taking Care of Your Top PerformersPayScale, Inc.
When it comes to employee retention, what could you learn from Cupid? Do you offer the right rewards and say all the right things to your top performers? Maybe it’s time to brush up on your skills and attend a day in charm school.
In this webinar you’ll learn:
•“Fatal” compensation mistakes that can send top performers running for the door.
•The risks associated with losing top performers.
•How to create a compensation program that has top performers seeking you
SearchLove Boston 2017 | Rhea Drysdale | Reputation Marketing Tactics to Driv...Distilled
Reputation is about more than displacing negative search results when your company or an executive makes a mistake. Reputation (when measured and strategically aligned with your vision and audience expectations) can drive exponential growth. Rhea will share tactics you can apply in your role today to help differentiate your site online, in search and in a competitive market. Reputation marketing enhances digital activities to produce a higher ROI and effectiveness for your hard work.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
The Benefits of Temporary Part-Time Jobs for StudentsSnapJob
SnapJob is revolutionizing the way people connect with work opportunities and find talented professionals for their projects. Find temporary part-time jobs that fit your schedule and skills. Browse our listings and apply online today to secure flexible work opportunities that offer the perfect balance between career and personal life.
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Speaker: Erin Patchell
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Culture-Vision-Skill Hiring 2020
1. 2020: a vision for a
more progressive
hiring criteria
The real issues we are facing in a creative industry, and
suggestions on how to improve from where we are.
Prepared by Beth Munce
2. introduction
“Mistress [now The Many] has been working with Beth from the start, most of our
staff came and still come thru her. Her understanding not only of our professional
staffing needs but our agency culture is truly amazing and has without a doubt
strongly contributed to our success in this talent driven business. Mistress [The
Many] loves her.”
— Jens Stoelken, Partner, Mistress Creative / The Many
Ad Agency Small Agency of the Year 2018, 2014, 2011
The quote above from The Many is prescient: it was written about 10 years ago,
when The Many was an agency of 5-ish (then 10, and now 100). They are highly
awarded, well respected, and enjoy a pretty sweet Glassdoor rating (4.3). They are
a fab example of living by their values, having an authentic and aligned culture,
matching their skills to the needs of the job and client, and by recognizing,
consistently, that we are in a talent driven business.
On that note, advertising is a talent driven business, full stop. The work you do in
advertising – or in any creatively-driven industry – is limited only by the creativity in
thinking of the people within your four walls. Talent is also likely your largest
expense, eating up roughly 50% of your gross revenue.
How much time do you spend attracting the best,
most appropriate talent for your agency?
3. table of contents
bias
the cost of bias to your company
current hiring criteria that leads to bias
introduction to a progressive hiring criteria
the candidate as your consumer
4. bias
Bias is nearly impossible to avoid.
In a way, it is how our brains make sense of a chaotic and
ill-patterned world. We tell ourselves, “if A then B” so we
can classify situations, things, and yes, people, and move
toward decision. But in assessing talent, bias is terribly
caustic.
It erodes.
It belittles.
It reduces.
And it does nothing to grow a business.
Research shows that companies with diverse leadership
perform better financially.
So while hiring someone that reminds you of yourself – the
disease in advertising recruiting IMO – may stroke your
ego, it ain’t gonna get you where you want to go.
5. step 1: be keenly aware of
bias in interviewing
…keep this page in front of you when interviewing your next candidate,
and see how often you fall into one of these biased ways of thinking
Conformity Bias
attaching your feedback to the feedback of others
Beauty Bias
60% of CEOs in the US are over 6 feet, but only 4% of the US population is over 6 feet
Affinity Bias
“You went to U of O? I went to U of O. You’re hired!”
Halo/Horns Effects
candidate goes to a highly regarded college, so you automatically deem them across-
the-board smart and qualified. Or in the horns affect, it’s the opposite; perhaps this
person worked on a campaign you didn’t like, so you deem them a hack.
Similarity Bias
surrounding yourself with people like yourself
Contrast Effect
demanding a slew of resumes to compare and contrast people vs. people, rather than
comparing each candidate against the stated skills + your vision for the role
Confirmation Bias
once you make your decision, you seek data to simply confirm your judgment
6. what does bias cost your
business?
Erosion of company culture:
positive agency culture = employee engagement
lack of employee engagement = 37% higher absenteeism + 60% more in an employee’s work
businesses with highly engaged employees = 100% more job applications
$$$$ via turnover
replacing a single employee costs you 20% of that employee’s salary, minimum
Confusion as to the agency vision
= loss of company’s purpose = reduced marketability to your clients
Hiring on bias = compliance and legal issues
7. current criteria for a
job brief:
pedigree
candidate’s current title
candidate’s number of years
in the business
candidate’s current salary
8. current criteria for a job brief:
pedigree
FACTS
Brand Coordinators at “the” top creative pedigree agency in LA make
$60,000/year.
The all-agency average is $44,000/year.
Brand Directors at another agency considered of A+ pedigree make upwards
of $195,000/year.
The all-agency average is $150,000/year.
Brand Managers at a top global agency in LA make $120,000/year.
Can you justify why you need agency pedigree to fulfill a job?
If you conclude pedigree is factually important to your
needs, expect to pay approximately 25% higher than
average for those candidates to start. THEN, you need
to further incentivize them to come to your company.*
*more on salary in the coming pages!
9. current criteria for a job brief:
current title
FACTS
Titles are not well standardized within the account management
department, and likely others, with few exceptions, and particularly
at the mid-level.
What does another agency’s titling system
have to do with yours?
Title variations in account management:
Account Coordinator or AAE: Assistant Account Manager, Associate, Project Manager (sitting within
account team)
Account Executive: Strategist (sitting within account team), Project Manager (sitting within account
team), Brand Manager (this can range in level from AAE through to Director), Associate Account
Manager
Account Supervisor: Senior Account Executive, (Senior) Account Manager, Project Manager (sitting
within account team), Brand Manager
Associate Account Director: Senior Project Manager (sitting within account team)
Account Director: “VP” titles enter here, Brand Director
Group Account Director: Senior Director of Client Services, General Manager, Director of Marketing
(likely covers new business as well), VP, Client Partner, Senior Director
10. current criteria for a job brief:
current title
INSIGHTS + QUESTIONS
Within account management titles studied:
1. On the positive: titling at the Group Director level + gets more specific by
agency, which is a good thing. I presume this means the title is reflective
of the talent the agency just selected, and the role he/she will play in that
office.
2. Do you NEED a full stack of account people or can you include a
strategically leaning person in the account team, or a project manager to
the team, as some agencies do?
3. Try to be as flexible as possible with your org chart when you are in-
market, seeking talent.
4. Many agencies no longer have both Account Coordinator and Assistant
Account Executive titles; they have been truncated to a single Assistant
Account Executive role
5. Senior Account Executive and Management Supervisor titles are fading.
Consider using Associate Account Director, and do not expect to pull
someone with a current Sr AE or MS title into your org.
6. Titling stays inconsistent across agencies until you get to Account
Director level.
11. current criteria for a job brief:
current title
KEY TAKEAWAY
The org chart should not
drive your decision-making,
the best talent should
12. current criteria for a job brief:
# of years of exp.
FACTS
Similar to titling, # of years of experience is
completely not standardized within a title, or skillset,
or across agencies.
Title: Low: High
Account Supervisor 4 9.5
Associate Account Director 6 15
Account Director 4 24
Group Account Director 7 19
Management 15 22
Range of Years of Experience
By Title, in Los Angeles, Within Account Management:
13. current criteria for a job brief:
# of years of exp.
INSIGHTS
Within account management titles studied:
1. Further than titling, # of years of experience seems to be most
informed by an individual’s skills, abilities and opportunities given
thus far, and cannot be measured by a standard ruler of sorts
2. On the compliance side, the ugly truth about looking at # of years
experience is it can easily be code for, ”How old do you want this
candidate to be?” Creative industries – the advertising industry – is
complicit in this big time. It is gross, it is ethically wrong, and it
doesn’t benefit your business in any way.
14. current criteria for a job brief:
# of years exp.
INSIGHTS
If you are not aware of the “Peter Principal”
- make yourself aware:
it is foundational to understanding why # of
years of experience is not a great measure
for assessing fit for a role.
(the moral of this story: some people make
great Account Directors (or Supervisors, or
mid level copywriters, or or or), for a
lifetime, and that is OK, if that’s where they
want to be/thrive)
https://en.wikipedia.org/wiki/Peter_principle
15. current criteria for a job brief:
current salary
FACTS
The calculus of title + # of years = salary range needs to be reformulated
Salaries reported 2019 vs. my actual salary as an account person:
"Real Agency Salaries,”
LA, 2019:
My salary, LA,
1999-2006
Coordinator/AAE $ 44,138 low to mid $40s
Account Executive: $ 59,000 $50,000-$62,500
Account Supervisor $ 87,429 $70,000-$85,000
Meanwhile, the cost of living (CPI) in LA during the same period:
2000 = 171.6 2019 = 266
That is a 64% increase in cost of living for our employees.
And a 0% wage increase over the same period of time
16. current criteria for a job brief:
current salary
KEY TAKEAWAY
There is serious tension between what
agencies can pay and what candidates need to
live in high cost of living cities. Our industry
needs to utilize creative solutions to alleviate
this very real situation.
In what other ways can you improve your
employee’s lives in manners that are
meaningful to them?
Consider: culture – vision – skill
17. Culture
Vision
Skill
Hiring
preserve positive agency culture
reach the highest ambition and
vision for your agency
take meaningful steps to eliminate bias
and the negative consequences that
result from bias-based hiring
18. Culture
Vision
Skill
Hiring
What makes your agency unique, on the inside, from the other 700
agencies in the US?
Note: 200,000 people work in advertising,
and there is virtually 0% unemployment.
What is attractive about your agency that would
inspire someone to change the path of their lives
toward your agency’s front door?
(we have established it is unlikely to be salary, so what else you got!?)
You must be able to answer this question in order to
attract great talent.
CULTURE
19. - “Perks”
- dog-friendly
- a Holiday party
- code for why you
would rather use
bias to gauge fit in
an interview
“Perks can add value but are not game
changers. Companies tend to overdeliver
on free food and happy hours but fall short
on some other desirable extras, such as
technology stipends. When all is said and
done, employee perks have minimal
impact on workplace ratings.”
- Ad Age Best Places to work 2020
Culture
Vision
Skill
Hiring
CULTURE
- a shared belief
- the agency’s spirit
- traditions kept
- fixed standards
- perks exist to
support and
demonstrate culture
“If you have a really strong culture, even if a
lot of people think it sucks and they never
want to join your company, there will be a
segment of people who will think it’s
perfect. They’re going to find your place
and call it home. And they’re going to be
loyal and stick it out there for a long period
of time.”
Culture is NOT: Culture IS:
20. The same advice you give clients + brands holds true for your agency + staff:
Culture
Vision
Skill
Hiring
Your vision is your highest purpose for being in business: think of it as
your future self. What is your highest purpose for being in business?
Have you stated it? Have you communicated it to your staff? Your
clients? Is it part of your agency’s PR plan? Do you put it in a job brief
for candidates to buy-in to (or not)?
VISION
From Forrester’s predictions: “In 2019, purpose will regain meaning as a strategic
priority for entirely pragmatic reasons — and to answer critical questions that go to the
heart and soul of driving growth: 1. As brands try to connect to customers’ lifestyles
and habits, what real purpose do they serve in those moments? 2. As digital entrants
emerge, industry lines blur, ecosystems form, and commerce platforms encroach, how
do brands make hard decisions about core competencies, such as where to fight and
where to partner? 3. As Millennials choose career paths and employment based on
purpose, how do brands position to win the hearts and minds of talent? 4. As brands
try to engage the tribal, outrage-driven social arena, how do they pick and choose
sides? What is authentic?...Purpose will be the essential ingredient, acting as the
strategic compass or the rudder in the storm.”
21. Thought starters for the hiring manager + recruiting/HR:
1. Watch out for the blind cutting and pasting of legacy ideas into a job brief.
Ø ex: does your job need truly require a college degree?
2. Some agencies house project managers in their account team, a few agencies
house strategists in their account team
Ø ex: could a hybrid person fit better with your client needs?
3. Look at your client’s org this person will service, do you have staff to mirror their
needs and skills?
4. Consider a more modern org chart that is cross functional, hybrid, and flatter if
necessary.
5. Again, consider a somewhat fluid org chart that can accommodate the talent you
find in-market who meet your culture and vision requirements:
Culture
Vision
Skill
Hiring
SKILL
I will be blunt: 90% of you can take a torch to your current job
descriptions, and you know it! Start with a blank piece of paper, have
the hiring manager start it (covering skills), and have recruiting or HR
finish it (covering culture and vision). Do not route it around like an ad,
do not pass go. Two hands touch it (hiring manager + recruiting), and
off you go.
23. The candidate is your
consumer
This concept should be entirely rudimentary to ad agency staff:
pretend you ARE the client. The candidate is your consumer.
Who is your target consumer (see: culture, vision, skill fit)?
What is your product proposition that will improve their lives (see:
culture, vision, skills that lead to engagement and a happy work life)?
How do you communicate to them? See: your job description.
It’s time to communicate on a job description like a dream client:
authentically, transparently, with humanity, maybe some humor or
emotion, and with respect to your consumer’s – your candidate’s –
intelligence.
Here we go.
24. The candidate is your
consumer
What candidates want to see on a job description, in priority order*:
Salary
Bonus Potential
Benefits: Full, Family, PTO
Department
Hiring Manager
Product Delivered/Direct Responsibility
Team Size
Seniority Within Organization
Professional Development Opportunities
Length of Hiring Process
Is This Job Live, or Are You Prospecting?
Tenure/Turnover
Will you Accommodate Visas or Relocations?
Is job Remote or Onsite? Flex?
(if it’s remote/flex are “OK” with that, or do you ”embrace” it?)
*source: Twitter crowdsource
25. “…in this talent driven
business…”
…make sure your recruiter is talented.
Happy to answer questions:
310-422-0736
beth@bethmatthewscollective.com
www.bethmatthewscollective.com
https://www.linkedin.com/in/bethmatthewscollective/
“Beth is hands down the best recruiter I've ever worked with! She is
our go-to when we need any outside assistance with recruiting. She
understands the agency world, our culture, the roles, the business
needs and truly functions like she is part of our internal agency
recruiting team when she is working with us. Beth always presents top
quality candidates, with interesting and unconventional backgrounds
and I know I can rely on her to cover territory and candidate groups
that are not necessarily within our wheelhouse. Whether working
directly with hiring managers, or through our recruiting team, Beth is a
collaborative and trustworthy business partner.”
- Amy Small, Talent Director, Team One Advertising