This document discusses the results of Knowledge Infusion's 2009 recruiting and sourcing survey. It provides an overview of Knowledge Infusion, the survey methodology and key findings. The survey found that recruiting budgets are expected to decrease for most in 2009. Identifying quality candidates was identified as the greatest recruiting challenge. National job boards were considered the most effective recruiting technology. Social networking has become more mainstream for recruiting.
86% of MBA students from the Class of 2010 received a job offer within 3 months of graduation, a decrease from 90% the previous year. The average base salary was $81,692, down 13% from 2009. Students obtained offers across a variety of industries, with consulting, finance/accounting, and IT among the top paying functions. The majority of jobs were located in the Northeast region of North America.
iFEEL, the Institute in Lonavala with state of the art residential campus with excellent amenities and facilities for students offers 2 year full time AICTE approved PGDM programs with specialization in Marketing, Finance, HR and Operations.
Braver Wealth Management offers a Diversified Asset Strategy that uses over ten computer models to actively allocate across asset classes based on risk-reward opportunities. The strategy aims to preserve capital in down markets while participating in up markets, with maximum exposure of 100% to money markets or equity funds and 20% to fixed income. Since inception in 2001, the strategy has outperformed a 60% S&P 500/40% BarCap Aggregate benchmark with lower risk, as measured by maximum drawdown and higher risk-adjusted returns.
The survey summarizes feedback from 500 freelancers on their work experiences and perspectives. Most freelancers anticipate a positive trend in finding assignments in 2012 after some challenging years. However, competition is increasing and fees are declining. Over half of freelancers work less than 5 days per week. While some freelancers view service providers positively and would consider working exclusively with one, others dislike the high margins taken by service providers and view the relationship as more subordinate than partner. In times of crisis, over half of freelancers would rely first on their own network to find new opportunities.
The document discusses employee branding and the importance of leadership communication. It notes that leaders who are poor communicators can negatively impact an organization's employer brand. Effective communication from leaders is essential for attracting and retaining top talent. The document also discusses the concept of "ambassadors" and "marauders" - the most engaged and least engaged employees respectively. Companies should focus on increasing the number of ambassadors through strong internal communication.
• Job market overview and recruitment strategy for graduatesuoncareers
This document provides an overview of the job market and recruitment strategies for graduates in China. It includes data on voluntary turnover rates and fulfillment challenges by industry and profession. There are also snapshots of the supply and demand of fresh graduates as well as the new landscape of preferred employers and locations. The document outlines Microsoft's staffing approach and recruitment process. It concludes with details on compensation for fresh graduates in top cities and a spotlight on returned international students.
The survey found that most respondents were from the energy/utilities sector. It showed that overall security staffing levels had increased slightly while CIP staffing had increased sharply, indicating organizations were reallocating existing staff rather than hiring new ones. Security spending remained low as a percentage of IT spending, with most funds going towards product purchases. CIP spending averaged around 25% and focused on staffing, products, and services. The survey also revealed that while most organizations required two-factor authentication for remote access, up to 20% may not adequately authenticate access to operational control networks.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
86% of MBA students from the Class of 2010 received a job offer within 3 months of graduation, a decrease from 90% the previous year. The average base salary was $81,692, down 13% from 2009. Students obtained offers across a variety of industries, with consulting, finance/accounting, and IT among the top paying functions. The majority of jobs were located in the Northeast region of North America.
iFEEL, the Institute in Lonavala with state of the art residential campus with excellent amenities and facilities for students offers 2 year full time AICTE approved PGDM programs with specialization in Marketing, Finance, HR and Operations.
Braver Wealth Management offers a Diversified Asset Strategy that uses over ten computer models to actively allocate across asset classes based on risk-reward opportunities. The strategy aims to preserve capital in down markets while participating in up markets, with maximum exposure of 100% to money markets or equity funds and 20% to fixed income. Since inception in 2001, the strategy has outperformed a 60% S&P 500/40% BarCap Aggregate benchmark with lower risk, as measured by maximum drawdown and higher risk-adjusted returns.
The survey summarizes feedback from 500 freelancers on their work experiences and perspectives. Most freelancers anticipate a positive trend in finding assignments in 2012 after some challenging years. However, competition is increasing and fees are declining. Over half of freelancers work less than 5 days per week. While some freelancers view service providers positively and would consider working exclusively with one, others dislike the high margins taken by service providers and view the relationship as more subordinate than partner. In times of crisis, over half of freelancers would rely first on their own network to find new opportunities.
The document discusses employee branding and the importance of leadership communication. It notes that leaders who are poor communicators can negatively impact an organization's employer brand. Effective communication from leaders is essential for attracting and retaining top talent. The document also discusses the concept of "ambassadors" and "marauders" - the most engaged and least engaged employees respectively. Companies should focus on increasing the number of ambassadors through strong internal communication.
• Job market overview and recruitment strategy for graduatesuoncareers
This document provides an overview of the job market and recruitment strategies for graduates in China. It includes data on voluntary turnover rates and fulfillment challenges by industry and profession. There are also snapshots of the supply and demand of fresh graduates as well as the new landscape of preferred employers and locations. The document outlines Microsoft's staffing approach and recruitment process. It concludes with details on compensation for fresh graduates in top cities and a spotlight on returned international students.
The survey found that most respondents were from the energy/utilities sector. It showed that overall security staffing levels had increased slightly while CIP staffing had increased sharply, indicating organizations were reallocating existing staff rather than hiring new ones. Security spending remained low as a percentage of IT spending, with most funds going towards product purchases. CIP spending averaged around 25% and focused on staffing, products, and services. The survey also revealed that while most organizations required two-factor authentication for remote access, up to 20% may not adequately authenticate access to operational control networks.
Total talent management is key for HR leadershipsaraseeni
This document discusses total talent management as key for HR leadership. It covers the following main points:
1. Key elements of talent management include strategic workforce planning, total talent acquisition, employee development, performance management, and succession planning.
2. Global workforce trends like globalization, changing demographics, and new technologies are impacting how companies manage their talent. This is changing the role of HR to focus more on total talent management.
3. Contingent workers can provide value to companies through expertise, control, and compliance. Partnering with contingent workforce providers allows for improved management of this talent pool.
4. Companies progress through different levels of maturity in managing their contingent workforce, from decentralized to having
MY HR supplier Corporate capability - final review v1MY HR
MY HR Supplier is an Asian American minority professional staffing firm that provides recruitment services. It specializes in placing talent at Fortune 500 companies and other organizations. The document discusses MY HR Supplier's mission, philosophy, client testimonials, corporate data, growth analysis, services, recruiting process, case studies, value proposition, and client list.
MY HR Supplier is an Asian American minority professional staffing firm that provides recruitment services. It specializes in placing talent at Fortune 500 companies and other organizations. The document discusses MY HR Supplier's mission, philosophy, client testimonials, corporate data, growth analysis, services, recruiting process, case studies, value proposition, and client list.
How to Turn Your Reputation Around: Transformation at Work with SabaGlassdoor
The document discusses how companies can improve their employer brand and reputation through internal and external initiatives. It provides tips on encouraging positive employee feedback, responding authentically to reviews, optimizing the candidate experience, and using social media to tell the company's story. Companies that effectively manage their employer brand can see benefits like increased workforce engagement, communication, and brand and candidate awareness.
This document summarizes a presentation by Aon Hewitt on employee remuneration trends in 2011/12. It discusses Aon Hewitt's survey methodology, key economic indicators, salary increase budgets and trends across different levels and industries. It also covers bonus awards, long-term incentives, employee benefits, and the 2012 reward outlook. Slides include data on salary increases, total cash compensation mixes, long-term incentive prevalence, benefits programs, and Aon Hewitt's 2012 survey calendar.
A New Wave in Talent Management: Integrated Performance & LearningHuman Capital Media
Join Forrester analyst Claire Schooley and Chris Tratar, Saba senior director of product marketing, as they discuss the results of the latest Forrester Talent Management Wave for Q2 2011, which highlights the latest trends in talent management, the latest vendor landscape and the value of integrated performance and learning to organizations like yours. In this webcast you will learn about:
• The latest trends in talent management.
• What the current vendor landscape for talent management looks like.
• How integrated performance and learning creates development-driven performance.
• The value customers are receiving using integrated performance and learning to transform their business results.
This document provides a summary of the key findings from the CR and Sustainability Salary Survey 2012. It includes information on the sample size and demographics, as well as data on remuneration levels and trends. Some of the main points covered are:
- The sample size increased 42% to 847 respondents from 595 in 2010. 74% worked in-house and 26% as consultants.
- Average salaries continued their rising trend, with the UK average at £56,360. The highest paid regions were Rest of Europe (£69,000) and North America (£68,010).
- Consultants earned less on average than in-house staff, by around £9,000
Intern bridge - Going Beyond LinkedIn: Technology and the Changing World of R...Lisa L. Simmons
This presentation discusses how technology is changing recruiting and the job search process. It notes that while large companies are cutting back on campus visits, smaller regional recruiters differ in their approaches. The presentation outlines the growing role of social media in recruiting, with 95% of organizations using platforms like LinkedIn, Facebook, and Twitter. However, Facebook and Twitter are still underutilized for recruiting. It also covers the privacy issues around social media use and job screening and introduces several tools and apps that can help with visual resumes, networking, and developing an online presence.
J.M. Gemini is a recruitment firm that was established in 1983 in Hong Kong and has since expanded to Shanghai, Beijing, Guangzhou, and partnerships in over 30 countries. The document outlines J.M. Gemini's history and growth over time, including establishing new offices and service lines. It also provides details on their recruitment process, placement statistics by industry and job function, as well as their interim management and visa services.
Hiring for Critical Roles: You're Doing It WrongTaleo Research
The document discusses challenges in filling critical roles through external hiring. It notes that while overall unemployment is high, there are shortages for critical roles that require specific skills. External hiring for these roles is costly, can lower productivity and retention, and risks losing top performers who lack development opportunities. Instead, the document argues companies should focus on internal development and mobility as a default, and improve talent data, job definitions, matching tools, and overall strategy to better source talent internally for critical roles.
7 Steps to a Great Candidate Experience That Wins Top TalentHireRight
Candidate experience has never been more important than it is today. How can you provide a positive candidate experience while meeting the unique screening needs of your organization?
Take a look at the 7 Steps to a Candidate Experience That Wins You Top Talent to learn:
• Why organizations need to consider candidate retention, not just employee retention
• How to tailor background screening programs to meet the unique needs of your organization
• The best practices for communicating with applicants, regardless of outcome
• How to convey employer brand and transparency through every step of the hiring journey
And more!
Presented by: HireRight + Meghan M. Biro, CEO of TalentCulture
Founder of TalentCulture and the creator/host of the weekly #WorkTrends Twitter chat and podcast, Meghan M. Biro (@meghanmbiro) is recognized around the globe for her accomplishments as an author, speaker, and brand strategist. Meghan’s thought leadership in HR technology, social strategy, and the future of work has helped hundreds of companies—from early-stage ventures to major brands—successfully recruit and empower stellar talent. She also serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, Top 25 HR Trendsetters by HR Examiner, and is a go-to expert resource for all things talent, branding, HR tech, leadership, and digital media.
Online Advertising Theatre; Removing the barriers: how developments in online...TFM&A
1) Developments in online and offline data are allowing for greater audience targeting and personalization across channels.
2) Display advertising spending is growing strongly in Europe and the UK, driven by improved audience targeting capabilities.
3) Data management platforms (DMPs) are helping advertisers connect data from various sources to build a single view of audiences and optimize targeting across channels like search, display, and mobile.
The document discusses strategies for competing against companies that pay more for sales talent. It recommends 5 tips: 1) invest in coaching and mentoring sales talent, 2) provide opportunities for growth, experience, and networking, 3) be transparent about the pros and cons of working at the company, 4) hire rookie salespeople who are recent college graduates, and 5) advertise jobs strategically on online job sites. The document emphasizes that quality sales talent is important and outlines factors like compensation, career growth, company culture, and leadership that motivate sales professionals to seek opportunities elsewhere.
Here are some of the key takeaways you’ll get from this webinar recording:
Optimize your job ads, by choosing the right titles, keywords and distribution channels so the talent you’re looking for can find you, too. We’ll look at processes and best practices for improving the quality of your applicants and make extending and accepting offers more efficient.
Taking Your Job Advertising beyond traditional job boards with new and emerging solutions, from social media ad retargeting, to better sourcing.
Extending Your Employer Brand through better job ads can attract twice as many qualified applicants and drive cost-per-hire down by up to 30%. Learn the role job ads play in building an effective employer brand, and solutions that can help you make the most out of your job advertising efforts.
Brand is not owned by one person, or one department. It is exhibited by the actions of every employee in your organisation. Learn how elevating the experiences and personal brand of all your employees online can have a significant positive impact on the way your company is perceived, ultimately impacting the quality of people that you are able to recruit in to your company.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
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
Claymore Partners Memorial Day 2015 Executive Talent Survey Resultsslandberg
- A survey of 312 executives found that 70% reported their employers are selectively or significantly increasing executive hiring in 2015, the highest level since 2009, with the strongest hiring planned in industries like consulting, consumer finance, health insurance, and banking.
- The functional areas demonstrating the most growth in executive hiring are sales, compliance & risk management, and consulting/professional services.
- Networking/referrals and LinkedIn were viewed as the best sources for executive jobs, while Facebook and job boards were seen as the worst sources. Retained recruiters and contingency recruiters together were viewed as the second best source after referrals.
Background slides for a 30-minute talk with 50 or so high-impact entrepreneurs enrolled in the Founder Institute\'s Chicago cohort. This message requires 90 to 180 minutes, and twice as many slides.
Marketing automation for nurturing, scoring and delivering leads - MarketoB2B Marketing
In this eye-opening presentation, learn how to use marketing automation to nurture, score and deliver greater numbers of qualified leads to your sales team and to drive revenue faster.
Join us to discover:
Ways to develop relationships with prospects that are not sales ready
Practical steps for developing your lead nurturing plan, how to get started with a lead nurturing programme in your company and the ROI of lead nurturing
How a lead moves through the revenue cycle, from inquiry to customer and best practices for lead management
How to score leads and deliver greater numbers of highly-qualified sales leads
Techniques for aligning marketing and sales to close more business faster
Best practices on proving – and improving – marketing’s impact on revenue. Discover how to best measure results and optimise programme success.
MY HR supplier Corporate capability - final review v1MY HR
MY HR Supplier is an Asian American minority professional staffing firm that provides recruitment services. It specializes in placing talent at Fortune 500 companies and other organizations. The document discusses MY HR Supplier's mission, philosophy, client testimonials, corporate data, growth analysis, services, recruiting process, case studies, value proposition, and client list.
MY HR Supplier is an Asian American minority professional staffing firm that provides recruitment services. It specializes in placing talent at Fortune 500 companies and other organizations. The document discusses MY HR Supplier's mission, philosophy, client testimonials, corporate data, growth analysis, services, recruiting process, case studies, value proposition, and client list.
How to Turn Your Reputation Around: Transformation at Work with SabaGlassdoor
The document discusses how companies can improve their employer brand and reputation through internal and external initiatives. It provides tips on encouraging positive employee feedback, responding authentically to reviews, optimizing the candidate experience, and using social media to tell the company's story. Companies that effectively manage their employer brand can see benefits like increased workforce engagement, communication, and brand and candidate awareness.
This document summarizes a presentation by Aon Hewitt on employee remuneration trends in 2011/12. It discusses Aon Hewitt's survey methodology, key economic indicators, salary increase budgets and trends across different levels and industries. It also covers bonus awards, long-term incentives, employee benefits, and the 2012 reward outlook. Slides include data on salary increases, total cash compensation mixes, long-term incentive prevalence, benefits programs, and Aon Hewitt's 2012 survey calendar.
A New Wave in Talent Management: Integrated Performance & LearningHuman Capital Media
Join Forrester analyst Claire Schooley and Chris Tratar, Saba senior director of product marketing, as they discuss the results of the latest Forrester Talent Management Wave for Q2 2011, which highlights the latest trends in talent management, the latest vendor landscape and the value of integrated performance and learning to organizations like yours. In this webcast you will learn about:
• The latest trends in talent management.
• What the current vendor landscape for talent management looks like.
• How integrated performance and learning creates development-driven performance.
• The value customers are receiving using integrated performance and learning to transform their business results.
This document provides a summary of the key findings from the CR and Sustainability Salary Survey 2012. It includes information on the sample size and demographics, as well as data on remuneration levels and trends. Some of the main points covered are:
- The sample size increased 42% to 847 respondents from 595 in 2010. 74% worked in-house and 26% as consultants.
- Average salaries continued their rising trend, with the UK average at £56,360. The highest paid regions were Rest of Europe (£69,000) and North America (£68,010).
- Consultants earned less on average than in-house staff, by around £9,000
Intern bridge - Going Beyond LinkedIn: Technology and the Changing World of R...Lisa L. Simmons
This presentation discusses how technology is changing recruiting and the job search process. It notes that while large companies are cutting back on campus visits, smaller regional recruiters differ in their approaches. The presentation outlines the growing role of social media in recruiting, with 95% of organizations using platforms like LinkedIn, Facebook, and Twitter. However, Facebook and Twitter are still underutilized for recruiting. It also covers the privacy issues around social media use and job screening and introduces several tools and apps that can help with visual resumes, networking, and developing an online presence.
J.M. Gemini is a recruitment firm that was established in 1983 in Hong Kong and has since expanded to Shanghai, Beijing, Guangzhou, and partnerships in over 30 countries. The document outlines J.M. Gemini's history and growth over time, including establishing new offices and service lines. It also provides details on their recruitment process, placement statistics by industry and job function, as well as their interim management and visa services.
Hiring for Critical Roles: You're Doing It WrongTaleo Research
The document discusses challenges in filling critical roles through external hiring. It notes that while overall unemployment is high, there are shortages for critical roles that require specific skills. External hiring for these roles is costly, can lower productivity and retention, and risks losing top performers who lack development opportunities. Instead, the document argues companies should focus on internal development and mobility as a default, and improve talent data, job definitions, matching tools, and overall strategy to better source talent internally for critical roles.
7 Steps to a Great Candidate Experience That Wins Top TalentHireRight
Candidate experience has never been more important than it is today. How can you provide a positive candidate experience while meeting the unique screening needs of your organization?
Take a look at the 7 Steps to a Candidate Experience That Wins You Top Talent to learn:
• Why organizations need to consider candidate retention, not just employee retention
• How to tailor background screening programs to meet the unique needs of your organization
• The best practices for communicating with applicants, regardless of outcome
• How to convey employer brand and transparency through every step of the hiring journey
And more!
Presented by: HireRight + Meghan M. Biro, CEO of TalentCulture
Founder of TalentCulture and the creator/host of the weekly #WorkTrends Twitter chat and podcast, Meghan M. Biro (@meghanmbiro) is recognized around the globe for her accomplishments as an author, speaker, and brand strategist. Meghan’s thought leadership in HR technology, social strategy, and the future of work has helped hundreds of companies—from early-stage ventures to major brands—successfully recruit and empower stellar talent. She also serves on advisory boards for leading HR and technology brands. Meghan has been voted one of the Top 100 Social Media Power Influencers by StatSocial and Forbes, Top 50 Most Valuable Social Media Influencers by General Sentiment, Top 100 on Twitter Business, Leadership, and Tech by Huffington Post, Top 25 HR Trendsetters by HR Examiner, and is a go-to expert resource for all things talent, branding, HR tech, leadership, and digital media.
Online Advertising Theatre; Removing the barriers: how developments in online...TFM&A
1) Developments in online and offline data are allowing for greater audience targeting and personalization across channels.
2) Display advertising spending is growing strongly in Europe and the UK, driven by improved audience targeting capabilities.
3) Data management platforms (DMPs) are helping advertisers connect data from various sources to build a single view of audiences and optimize targeting across channels like search, display, and mobile.
The document discusses strategies for competing against companies that pay more for sales talent. It recommends 5 tips: 1) invest in coaching and mentoring sales talent, 2) provide opportunities for growth, experience, and networking, 3) be transparent about the pros and cons of working at the company, 4) hire rookie salespeople who are recent college graduates, and 5) advertise jobs strategically on online job sites. The document emphasizes that quality sales talent is important and outlines factors like compensation, career growth, company culture, and leadership that motivate sales professionals to seek opportunities elsewhere.
Here are some of the key takeaways you’ll get from this webinar recording:
Optimize your job ads, by choosing the right titles, keywords and distribution channels so the talent you’re looking for can find you, too. We’ll look at processes and best practices for improving the quality of your applicants and make extending and accepting offers more efficient.
Taking Your Job Advertising beyond traditional job boards with new and emerging solutions, from social media ad retargeting, to better sourcing.
Extending Your Employer Brand through better job ads can attract twice as many qualified applicants and drive cost-per-hire down by up to 30%. Learn the role job ads play in building an effective employer brand, and solutions that can help you make the most out of your job advertising efforts.
Brand is not owned by one person, or one department. It is exhibited by the actions of every employee in your organisation. Learn how elevating the experiences and personal brand of all your employees online can have a significant positive impact on the way your company is perceived, ultimately impacting the quality of people that you are able to recruit in to your company.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
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
Claymore Partners Memorial Day 2015 Executive Talent Survey Resultsslandberg
- A survey of 312 executives found that 70% reported their employers are selectively or significantly increasing executive hiring in 2015, the highest level since 2009, with the strongest hiring planned in industries like consulting, consumer finance, health insurance, and banking.
- The functional areas demonstrating the most growth in executive hiring are sales, compliance & risk management, and consulting/professional services.
- Networking/referrals and LinkedIn were viewed as the best sources for executive jobs, while Facebook and job boards were seen as the worst sources. Retained recruiters and contingency recruiters together were viewed as the second best source after referrals.
Background slides for a 30-minute talk with 50 or so high-impact entrepreneurs enrolled in the Founder Institute\'s Chicago cohort. This message requires 90 to 180 minutes, and twice as many slides.
Marketing automation for nurturing, scoring and delivering leads - MarketoB2B Marketing
In this eye-opening presentation, learn how to use marketing automation to nurture, score and deliver greater numbers of qualified leads to your sales team and to drive revenue faster.
Join us to discover:
Ways to develop relationships with prospects that are not sales ready
Practical steps for developing your lead nurturing plan, how to get started with a lead nurturing programme in your company and the ROI of lead nurturing
How a lead moves through the revenue cycle, from inquiry to customer and best practices for lead management
How to score leads and deliver greater numbers of highly-qualified sales leads
Techniques for aligning marketing and sales to close more business faster
Best practices on proving – and improving – marketing’s impact on revenue. Discover how to best measure results and optimise programme success.
Marketing automation for nurturing, scoring and delivering leads - Marketo
Future Of Recruiting 2009
1. Knowledge Infusion & ERE
The Future of Recruiting & Sourcing Survey
June 2009
Elaine Orler, Vice President Talent Acquisition
Kim Heger, Principal Consultant
2. About Knowledge Infusion
• Leader in human capital Knowledge
management, talent management &
social collaboration consulting,
advisory and intelligence services Passion Talent
• Ranked #3 fastest growing private
companies in region Partnership Celebration Trust
• Headquartered in Minneapolis,
Minnesota with offices throughout US
• Over 200 global customers including
MetLife, Turner Broadcasting (CNN),
Luxottica Group (Sunglass Hut), Intuit,
Fairmont Raffles Hotels, Clorox, Target
• Largest online human capital
management community…with over
2,500 members
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 2
3. Strategic Advisors Throughout Your Journey
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 3
4. Agenda
• Understand the Recruiting Survey
results related to:
• Current Recruiting Models and
Resource Alignment
• Recruiting and Source Effectiveness
• Recruiting Concerns and Challenges
• Technology Current and Future
Trends
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 4
6. Many Industries Represented in Study
2009 2008
Accomodations and Food Services
Construction
Educational Services
Finance and Insurance
Health Care and Social Assistance
Life Sciences and Pharmaceutical
Manufacturing
Media and Entertainment
Non-Profit/ Religious
Other
Profesional, Scientific, and Technical Services
Public Administration/Government
Real Estate
Retail Trade
Telecommunications
Transportation and Warehousing
Utilities
Wholesale Trade
0 50 100 150
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 6
7. Respondent Titles/Roles
2009 2008
Other
SVP/VP of HR
Recruiting/Talent Acquisition Executive
Recruiting/Talent Acquisition Director
Recruiting/Talent Acquisition Manager
Recruiting Assistant
Sourcing Specialist (Contractor/Third Party)
Sourcing Specialist
Sr. Recruiter (Contractor/Third Party)
Recruiter (Contractor/Third Party)
Sr. Recruiter
Recruiter
HR Generalist
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 7
8. Most Recruiters Have Over 5 Years Experience
2008 2009
< 1 year 1-3 < 1 year 1-3
5% years 4% years
10% 11%
3-5 3-5
years years
9% 11%
>5 >5
years years
76% 75%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 8
9. Polling Question:
How long have you been in the recruiting profession?
A. Less than 1 year
B. 1 - 3 years
C. 3 - 5 years
D. More than 5 years
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 9
10. Recruiter time in position consistently under 3 years
2008 2009
>5
>5 years < 1 year
years
19% 23% 20%
< 1 year
31%
3-5
years 3-5
15% years
13%
1-3
1-3
years
years
44%
35%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 10
11. Recruiter Role Consistently Changing
Hunter Farmer Sous Chef
• Specialized, targeted • General area of discipline • Aligns the efforts within the
• Variable processes • Consistent process for overall business
based on type of talent identifying talent • Understands broad
• Few qualified active • Harvest candidates from resource objectives, needs
candidates – stronger broad categories of and gaps
sourcing efforts qualified resumes/ profiles • Expert in pinpointing the
• Strong social networking, • Strong relationship with need and the sourcing plan
relationship building with line mgmt for continuous • Strategic alignment of
external talent recruiting talent across the business
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 11
12. Roles in Recruiting are Changing
How do you anticipate your role changing in 2009?
30
25
20
15
10
5
0
More focus on ext., on managing More focus on In do not anticipate I don't know Other
prospective candidate internal Talent my role changing in
candidates relationships Mgmt. and 2009
Succession
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 12
13. Today’s Enterprise Recruiting Models
Centralized Decentralized
• Dedicated staff • Various roles participating in recruiting
• Recruiter team work • Individualistic recruitment
• Standard processes • Localized processes
• Standard reports/metrics • Varied reports/metrics
• Position volume shared across the team • Position volume varied
• Direct line reporting structure • Consensus voting with participation optional
Generalist Outsourced
• Multiple job responsibilities • Multiple companies supported
• Employee Relations critical • Recruiter team work
• Limited recruiting experience • Process ownership and accountability
• Individualistic recruitment • Standard reporting/ metrics
• Varied reports/metrics
• Position volume varied
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 13
14. Centralized Recruiting Model still strong
2008 2009
0 10 20 30 40 50 60 70
Centralized
Decentralized
Generalist
Outsourced
Other
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
Knowledge Infusion Proprietary and Confidential, Copyright 2009 14
15. Recruiting & Sourcing Priority Ranking Shifted
2008 2009
Top - In the top
6% 1/3rd of 10%
business
10% priorities 34%
Middle - In the
middle 1/3rd of
business 25%
priorities
Bottom - In the
27% bottom 1/3rd of
business
priorities
Don't know
57%
31%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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16. Market Landscape
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
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17. Polling Question 2:
In 2009, I anticipate my company’s budget on recruiting and
sourcing to:
A. Increase
B. Decrease
C. Stay the same
D. I don't know
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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18. A Drastic Shift in the Reality of Budgets…
2008 2009
Don't
I don't know Increase
know 10% 6% 12%
Stay the
Stay the
same
same 36% Increase 25%
34%
Decrease
20% Decrease
57%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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19. Quality Candidate Flow Identified as Greatest
Individual Recruiting Challenge
2009 2008
33%
Identifying enough quality candidates…
39%
25%
Getting hiring manager to respond…
25%
18%
Effective technology to streamline ...
16%
10%
Managing the system tasks….
14%
14%
Other
6%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2008 N = 678 2009 N = 200
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
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20. Acquisition + Retention = Talent Management
Speed of the Business
Speed of the Market
Sourcing
Retention
Recruiting Mobility
Performance
Succession
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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21. Technology Landscape
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
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22. Companies Prefer One Portal For All Candidate Traffic
2009 2008
One portal for all candidate traffic
Employee career portal
University/college recruiting portal
None of the above
Portals based on country or language
Don't know
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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23. ATS Still Remains a Standalone Application in the
Talent Management Suite
None of the above
Employee portal and self-service
HRMS
Onboarding
Home-grown/paper-based system
Performance management system
Succession management application
0% 10% 20% 30% 40% 50% 60%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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24. Holistic Approach to Meet Business Needs
Disconnected Talent Model Holistic Talent Management
Talent Talent
Career Performance
Acquisition Acquisition
Management
Performance
Succession Talent
DNA Development
Management
Succession
Management
Development
Compensation
Career
Compensation
Management
Disparate processes Connected processes
Silo’d work effort based on HR Mutually supportive efforts based
discipline vs. Business need on business need
Redundant work, administrative Alignment of philosophies,
and strategic strategies, and tools focused on
desired business outcomes
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
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25. Polling Question 3:
What tools or technology are most effective for
your company’s recruiting efforts?
A. National job boards (Monster, CareerBuilder,
HotJobs, Craigslist, etc…)
B. Niche job boards (CallCenterJobs.com,
AllRetailJobs.com, etc.)
C. Social networks (LinkedIn, Facebook, Twitter, etc…)
D. Sourcing tools (AIRS SourcePoint, ZoomInfo,
Jobster, etc...)
E. Assessment (Previsor, Kenexa, etc...) Internet
search (Google, Yahoo, Ask, etc…)
F. Other, please specify (if no Other please choose N/
A)
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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26. Technology Leveraged in Recruiting Remains the
Consistent
0% 100%
National job boards
Niche job boards
Social networks
Sourcing tools
Assessments
Internet search
Other
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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28. What is Social Collaboration?
Portals/Self-
Intellectual Service
Communication
Capital
Knowledge Social
Sharing Networking
Collaboration Profiles & Conversations
Expertise
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
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29. National Job Boards Rank the Highest In Terms of
Effectiveness for Recruiting Efforts
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Assessments
Assessments 2008
Internet search
Internet search 2008
National job boards
National job boards 2008
Niche job boards
Niche job boards 2008
Social networks
Social networks 2008
Sourcing tools
Sourcing tools 2008
Very effective Effective Somewhat effective
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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30. LinkedIn is the Most Popular Social Network for
Recruiters
2009 2008
LinkedIn
Facebook
Twitter
I do not use social networks for recruiting
MySpace
Other
Classmates.com
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
216
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31. Social Networks Important for Sourcing Prospective
Candidates
2008 2009
Sourcing prospective candidates
Posting job requisitions
Creating a discussion with
prospective employees
Research candidates during the
interview process
Not currently using social networks
in our sourcing and recruiting efforts
0% 20% 40% 60% 80%
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216, 2008 N= 678
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32. Continue the Conversation
Elaine Orler
Elaine.orler@knowledgeinfusion.com
D: 858-748-3136
Source: Knowledge Infusion & ERE - The Future of Recruiting & Sourcing Survey 2009 N = 216
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