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HRPA 2016 - Recruiting In A Competitive Market
This document discusses strategies for effective recruiting in a competitive market. It begins with an introduction highlighting that recruiting top talent is now a priority challenge for many organizations. It then covers trends in the changing labor market, including candidates having more options and counteroffers. The top five things organizations can do are outlined, beginning with focusing the recruitment strategy, targeting talent sourcing methods, developing hiring managers, leveraging social media and candidate engagement, and ensuring recruiters are set up for success. Throughout, it emphasizes the need for recruitment strategies to evolve in order to source, engage and hire top talent in today's competitive environment.
HRPA 2016 - Recruiting In A Competitive Market
- 1. 1 Recruiting in aCompetitive Market hrpa.ca/AC2016 #HRPA2016
- 2. 2 MAURA DYER SeniorDirector of Talent Acquisition, Rogers 15YEARS Facilitating the recruitment, engagement, and development of top talent at leading Canadian organizations across various industries Online @mauradyer ca.linkedin.com/in/mauradyer/
- 3. 3 SIMON PARKIN Practice Leader Recruitment& Talent Advisory The Talent Company 20YEARS Former Global Leader of Talent Acquisition at Fortune 100 company – past 8 years as a Recruitment Advisor to organizations around the globe Online @SimonParkin1 www.thetalent.co
- 4. 4 AGENDA i ii The LabourMarket Today…& Tomorrow iii Talent Acquisition Trends iv The Top 5 Things You Can Do Introduction
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- 6. 6 Your Business LeadersRecognize Recruitment is now a Priority What are the biggest HR/people challenges facing your organization? Response Chart Percentage Retention of staff 21% Attrition and retirement of skilled employees 14% Succession planning 49% Ability to recruit new, skilled employees 47% Obsolete/dysfunctional HR systems 19% HR staff not skilled enough to support the needs of the business 18% Other, specify: 18% Source: The Talent Company’s HR Pulse Study
- 7. 7 Your Business LeadersRecognize Recruitment is now a Priority A recent study by PWC found that: • 63% of CEOs worry that the availability of key skills will undermine their strategies and plans for growth. • 93% of CEOs recognize the need to change their strategy for attracting and retaining talent.
- 8. 8 What are YourOrganization’s Top Recruiting Challenges?
- 9. 9 What’s Keeping TalentAcquisition Leaders Awake at Night? Lack of Hiring Manager Engagement Limited Understanding of Labour Market Recruiter Capabilities Qualitative Hiring Data Ineffective Technology & ATS Ineffective Candidate Assessments Inability to Source Talent Globally Limited Capacity of Function Increasing Competition for Talent Organization Salary Levels Don’t Match Candidates Expectations Mobile Optimization *From The Talent Company’s 2015 Talent Acquisition Study Lack of Candidate Pipelines
- 10. 10 1-1050+ 40-50 30-39 20-29 11-19 34% 20% 14% 20% 6%6% The Average Volume of Requisitions per Recruiter *From The Talent Company’s 2015 Talent Acquisition Study
- 11. 11 Recruitment Today Unfortunately Recruitment withinmany organizations: • Not appropriately funded based on expectations. • Inadequately championed at the Executive level. • Treated as a transactional admin process.
- 12. 12 ii The LabourMarket Today…& Tomorrow
- 13. 13 The Ever ChangingLabour Pools in Canada
- 14. 14 Our Labour Market Canadais a tough market to use one approach to recruit in nationally……..each region, industry & skill set is unique from a talent perspective and each talent segment uses different mediums to find opportunities
- 15. 15 Our Ever ChangingLabour Market – the many influencers….
- 16. 16 Top Talent willalways be in Demand…. …….including your Top Talent! The Right
- 17. 17 Candidates are nowin the Driver’s Seat!
- 18. 18 The Candidates’ Perspective: Ihave options! Why should I work for you?
- 19. 19 Expect More Candidatesto have Multiple and/or Counter Offers Is your organization equipped to deal with them?
- 20. 20 Timeliness of yourHiring Decisions How many of your top candidates will still be available when you finally make the decision? According to Glassdoor, the average interview process takes about 25+ days
- 21. 21 Time to SharpenYour Pencils when it comes to Candidate Offers • Make your best offer • Know what’s important to the candidate • Be transparent • Don’t play games
- 22. 22 Hiring will continueto increase in difficulty in 2016
- 23. 23 Your Approach toRecruitment Must Change
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- 25. 25 The “Uberization” ofRecruiting • More Hiring Managers doing it themselves now • Self-serve recruiting has increased with increasing volumes and demands on Recruiters
- 26. 26 Volume to Value •Shifting focus from number of applicants to quality, fit and success • Sourcing talent everywhere is less effective than focusing on a select few great sources – invest in what works!
- 27. 27 Optimizing Mobile Recruiting •According to a 2015 study: – Only 39% of orgs have an optimized career site for mobile users – Only 36% of orgs have optimized their application process for mobile
- 28. 28 Talent Research &Mapping • Talent market intelligence – Educate the business – Enable better informed talent strategies & decisions – Utilize to build proactive talent pipelines for key roles • Outsourced approach
- 29. 29 More Aggressive Talent“Poaching” • Hiring great talent is always a competition • Your competitors are targeting your talent – don’t be shy to target their key talent • The War for Talent is still strong and “all’s fair in love & war”
- 30. 30 Personalized Talent OnboardingPrograms • Every new hire is different and has varying needs • How long does it take for a new hire to be productive within your organization? 6 months? 1 year? – Over 50% of organizations’ Onboarding programs last one week or less. Only 15% of organizations have an Onboarding program that lasts more than 3 months.
- 31. 31 iv The Top5 Things You Can Do
- 32. 32 #5 Focus YourRecruitment Strategy
- 33. 33 The Role ofRecruitment Continues to Evolve……
- 34. 34 Capacity Effectiveness …But theTop 2 Recruitment Functional Challenges Remain the Same
- 35. 35 Define Where Youare Going/ Where You Want to Go Developing the Recruitment plan for your organization Business Plan Workforce Plan Talent Plan Recruitment Strategy
- 36. 36 But don’t tryand boil the ocean!
- 37. 37 Deeper Business Relationship and/or StrongerCandidate Hunting The Balancing Act within a Recruitment Model What’s your Priority?
- 38. 38 Recruitment must bean organizational focus – not just an HR focus! Bottom Line - Invest in Your Recruitment Function
- 39. 39 #4 Target YourTalent Sourcing
- 40. 40 Is your organizationstill “Posting & Praying” Your Candidate Sourcing Must Evolve
- 41. 41 …….and yes, postingjobs to LinkedIn is considered Post & Pray!
- 42. 42 The First Thingto do to Enhance Your Sourcing Ensure you are getting the most out of the sourcing tools you are already paying for!
- 43. 43 Candidate Sourcing Best-in-class Recruitmentteams are integrating a dedicated candidate research and sourcing approach into their recruitment practices
- 44. 44 Change the sourcingmindset! Building Talent Pipelines
- 45. 45 Use Your TopPerformers Build a “How can I recruit you again” profile
- 46. 46 Build & DevelopYour Own
- 47. 47 Boomerang Talent –Your Alumni
- 48. 48 #3 Developing YourHiring Managers
- 49. 49 Do you recognizethis?
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- 51. 51 Your Hiring Managers& Their Biases 1. Candidate’s Sense of Humour: 27% 2. Involved in Community: 26% 3. Candidate who is Better Dressed: 22% 4. Candidate with whom the Hiring Manager has more in common with: 21% 5. Physically Fit: 13% *survey by Harris Interactive - 2013 Top Influencing Factors in Hiring Candidates*
- 52. 52 Deeper Assessment ofCandidates Assume 50% of candidates misrepresent themselves on their resume or exaggerate their experience in an interview. Are your Hiring Managers equipped to assess which candidates?
- 53. 53 Developing your HiringManagers Educate, train and build their confidence in making hiring decisions
- 54. 54 Developing your HiringManagers Today more organizations are investing in programs to develop their Hiring Leaders’ Recruitment Capabilities: - Talent Scout (Source Talent from Networks) - Talent Ambassador (Candidate Experience) - Talent Assessor (Peer Interviewer)
- 55. 55 Developing your HiringManagers Integrating Recruitment & Hiring into their Leadership Accountabilities
- 56. 56 #2 Social Recruitment & CandidateEngagement
- 57. 57 Your Organization’s EmployeeValue Proposition And how does it translate for candidates? But the Employer Branding landscape has changed dramatically…..
- 58. 58 An Inside Lookat Your Organization & EVP
- 59. 59 The Social RecruitmentChallenge Do you know where your quality talent is coming from? Everyone is using different social media platforms for very different reasons.
- 60. 60 Candidate Flow before SocialMedia Candidate Flow now with Social Media Is the Quality getting lost in the Quantity? The Other Social Media Recruitment Challenge
- 61. 61 Is the highervolume of candidates straining the capacity of recruitment to find quality talent? ….and hurting your reputation with candidates in the market?
- 62. 62 Candidate Engagement vs.Experience
- 63. 63 Candidate Engagement 64% of candidates neverhear back from a company 80% will share their poor experiences with their friends & family…and at least 20% will share it on Social Media
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- 65. 65 The Top 3Challenges of a Recruiter Continue to Remain the Same 1. Finding Good Candidates 2. Filling Positions Quickly 3. Engaging Hiring Managers
- 66. 66 But How Effectiveare your Recruiters? 32% of candidates say your Recruiters are: • Not engaging • Not enthusiastic • Not knowledgeable • Not professional
- 67. 67 It all startswith your Recruiters • Coaching • Consultative • Set Expectations • Understand the Market • Deliver Tough Messages Your Recruiters need to be Business Partners
- 68. 68 Your Recruiters needto be more consultative with Hiring Managers Managing the business’ expectations with the Wanted vs. Needed candidate skills, experience and salary.
- 69. 69 The Recruiter Profilein 2016 & Beyond Knowledge Skills Competencies Organization Specifics – news, trends, outlook, etc. Intake & Understanding of Business Requirements Coaching Skill Sets, Industry & Job Function Expertise Consultative Approach Candidate Engagement & Assessment Employee Value Proposition – translated for Candidates Talent Research & Sourcing – a true Talent Hunter Compliance Labour Market Trends & Conditions Technology & Social Media Influence, Negotiation & Closing General Business Acumen Sales, Marketing & Customer Service Oriented Relationship Building Organization & Recruitment Function Practices Communication and Follow Up with Clients & Candidates Will to Win!
- 70. 70 Ensure your Recruitersare Setup to Succeed As an HR Leader: • Train & develop them • Help them remove the barriers they face……usually involving difficult Hiring Managers • Keep an eye on capacity issues potentially hurting their performance • Motivate & reward performance
- 71. 71 In Summary Change thesourcing mindset of your organization Ensure your Recruiters are setup to succeed Build confidence in your Hiring Managers Social Recruitment is about quality not quantity Understand what you do well…and not so well Great Recruiters drive great Recruitment outcomes
- 72.