Talent attraction for the modern recruiter

Talent Attraction For
The Modern Recruiter
Soraya Lavery
Joint CEO of
Presents
CPG Executive Consulting Ltd

We work with ambitious companies who want to grow
We are Talent Management Specialists who repurpose the HR Department.
Attract Retain And Develop Champions
We provide a return on investment turning HR into a profit making division.

Agenda
Explore the current talent management trends for recruitment.
Who are HR really.
The marketing and sales cycle of talent attraction and recruitment.
How to build an effective talent attraction and recruitment model that
gets the right results – with case studies.
Pre-selection methods.
The current recruitment and talent trends.
Summary.
Working with your RPO providers.

Talent Management is one of the biggest challenges facing organisations
this century. The demand for superior talent far outweighs supply, and
more and more companies are feeling the impact as they compete in the
global market (Frank & Taylor, 2004).
HR Directors Globally report their priorities for 2013 are
Bring in
High
Quality
Staff
Keep
costs
down
16%
Retain
new
hires
Build
business
cases for
Stronger
Selection
Strategy
Prove
Value of
Selection
Strategy
Ensure Legal
Defensibility
for selection
strategy
Globalisation
of Selection
Strategy
9%
13%
22%
29%
46%
48%
64%
86%
Create a
strong
Candidate
Pipeline
For future
16%
Stay ahead
of business
needs

Market Statistics
New hires don’t know enough about their new job (only 51% confidence).
Decisions on who to hire are only 48% effective on average.
Delays reported in company growth due to missing talent (73%).
*DDI report of Global selection forecast 2012).
Organisations outperforming their competitors on key performance
indicators were more than 4x more likely to have better-quality hires.
A 2009 Corporate Executive Board study found the total cost of poor
selection (i.e., turnover costs + performance loss) = $11,400 per hire (Loss).

Expectations for employees and
organisations are soaring. In a survey
(*DDI) 62 % of staffing directors say
they expect hiring volume to increase
in the coming year, particularly at the
professional level.
The Society for Human Resource Management state the
cost of turnover is 50 to 150 % of an employee's wage.
Yet, less than 1 in 5 organisations claim
to have a talent acquisition strategy
designed to beat their competition.

The top 93% of companies employ talent
attraction and keep their staff longer.
Talent Attraction Benefits
Its about only engaging the right staff, with the right skills, right attitude and
who have the same values as the company and who want to be part of your
organisation.
71% of employees join an organisation based
on the talent brand, while 75% of employees
base their decision to stay with an organisation
on the talent brand.
Companies that attract and employ the right
staff are on average 60% more successful than
their peers.
Take The Guess
Work Out Of Hiring
*DDI report of Global selection forecast 2012).

Each year the average company loses 20-50% of its employee base.
56-60% of workers reported that they search for a new job “all the
time” or “frequently.”
Aligning individual and company goals
creates ownership in the organisation’s
success, resulting in more engaged
employees and increased retention rates.
To succeed, organisations need a workforce that
is engaged, clearly understands the organisation’s
strategic objectives and can quickly adjust course
as the business’s needs evolve.
Having highly loyal employees is not a secret, its science – combined
with the right solutions and best practices.
Retention

Smart Companies Make The Best Hires

HR do a lot of negotiation and convincing
Convincing people to go.
Fire fighting.
Convincing people
to join or stay.
Once your in
convincing your
in sales and
marketing.

That’s a lot of time,
a lot of effort,
and a lot of expense.

How can we minimise all this
time, effort and cost?

By putting in place an effective Talent Attraction
Strategy to attain the best staff.
Its about thinking proactively rather than reactively
The people who decide
what they want for the
business and who
choose the talent are
the ones deciding the
success of the company,
or not….

The Basic Marketing Cycle
4: Sales Implementation – Set up your recruitment process, after placement
review, candidate success analysis, induction programmes
Talent Attraction is about Marketing and Sales
1: Market Research - Who What, When, Where and Why and How Much?
2: Product Plan - How will your message look and what is your sales cycle for
recruitment?
3: Sales Communication - Where you place your candidate message. Your
job specs and specific branding for individual jobs and levels.
Once you have all this in place then
you move on to the sales cycle

The Sales Cycle
8: Account Management - Induction training and career development.
1: Prospect for leads / candidates.
2: Qualify the prospect / candidate - pre selection.
3: Set up an appointment / interview.
4: Sales Pitch - Interview and sell the company to the candidate.
5: Address the prospects objections - convince the candidate that this is the
right company for them.
6: Close the Sale - The candidate accepts the offer.
7: Ask for referrals - Who else can the candidate recommend?

By branding your company the right way you can start to
attract the right fit staff and advertise you unique company
culture that your own staff will start to sell.
The basic marketing is always completed
on the product(s) of the company.
Taking this marketing and looking as the company as the
product you will start to find unique areas that are very sellable.
The company IS The Product NOT the product(s) of the company.

Where do we start?
Step 1- Getting clear on what you really need - Market Research
By knowing what you’ve got and comparing it to where you want the business to
go, you can start to identify the gaps, personality traits and necessary soft skills.
Are you aware of everything happening in
the business that might change your
staffing needs?
True talent attraction starts by drilling into the
core of the business and truly understanding
what your business is looking to achieve.
This means HR must understand the company
vision, the company culture, the management
style, the business goals and the company USP’s.

How you address different audiences? - Junior recruits to a senior executives
Candidates have a choice of employers,
They will chose the best branded company with the best career prospects.
Become a true experts in at least the following
The company culture - internal / external Company vision
Company goals Products / Services - Differentiators?
Current marketing / branding for products / services - online and off line
Current leadership – Staff support / management style?
Competitor positioning – external / internal
Location / sSize - current / future Growth plans
Your financial stability
Company track record
Public / staff perception of the company

Differentiation
Differentiation is a common challenge
for companies, as they struggle to
stand out from the crowd. Forty-five
per cent of all professionals working
with their organisation’s employer
brand say this is a major concern and
will continue to be until 2015.
Developing a global employer brand
Thirty-nine per cent of employers are
focusing on building a global employer
brand now until 2015.
Where are companies currently struggling
Funding & Co-operation
Gaining funding and co-operation
across the organisation, to meet
employer branding objectives, is
difficult for respectively 39% of
companies.
Metrics
Defining metrics, measuring and
following up on employer branding
work seems to be hard for 41% of the
respondents.
*Human Resource Management survey 2012

Ask your staff why they chose you
More often that not it has nothing to do with pay and benefits
By understanding why they joined and why they stay, or not, you can start to
understand how to frame your branding to attract the right type of candidates.
What does your company look like from the eyes of your staff?
Why are staff leaving / not successful?
What would your staff have found helpful to have known when they joined the company?
Do you know what a “real” typical day for your staff is for each role? Its probably different
to what you think.
How are your managers really managing staff?

How are your staff performing in comparison to what you have set?
There will always be High Performers, Mid Performers and Low Performers.
What is it that makes the high performers, mid performer, and low performers?
Benchmark your staff
Mid and low performers are a
massive drain on company’s
resources and HR’s time.
By understanding what makes your top performers perform,
their skills, personality and motivations you can start gearing
your talent attraction towards those specific candidates.
What are their traits, their habits, their background, their motivations?

Case
Study
A Financial Fund Services group was looking to hire Fund Accountants for their team.
They currently had a staff of 200 and needed to increase the Fund Accounting numbers
by 30 over the year.
Based on what the managers decided, from previous high staff turnover experience,
they hired dynamic, high performing strong minded staff with 1 – 3 years experience.
They were creating a number of new funds and their Fund Accounting Managers did
not have the product Investment Instrument expertise. They hired staff who did.
New hires were told that their systems were being upgraded from a manual to more
automated, taking away a lot of the repetition. In reality this project was far behind and
the hours the staff worked were long, a lot of work was duplicated and mistakes were
common.
The staff started leaving quickly and management didn’t understand as they thought
they had described the environment and had hired strong, tough players.
Cost of hiring “non-fit” employees.

What happened
A consultant was brought in to review their talent management and recruitment process.
Workshops with current staff were set up to identify the true working day.
The current staff were benchmarked based on the KPI’s they were expected to hit.
A review of current working practises was conducted to understand where the duplication
and mistakes were coming from.
A review of the recruitment process was conducted to understand how the candidates
were being tested and how they were being sold the company.
Managers were benchmarked as to their management style and their level of expertise in
the current and new investment instruments.
The business leaders were asked to expand on their company vision and business goals.

The Findings
It was discovered that what was happening in the company and what candidates were
told at interview did not match.
Due to the long hours staff were complaining amongst themselves which soured the
vision the candidates had been set.
As the working processes were not automated or efficient enough it made the Fund
Accountant’s daily life laborious, adding additional time pressures.
Though system improvements were on-going they were not given the priority they
deserved.
During the recruitment process a standard 2 interview process was being used,
however the questioning was very general and required product knowledge was not
being tested which led to on the job mistakes.
As management was not familiar with the new investment instruments they were not
able to properly guide staff.

The Result
Changes were made to the staff requirements hiring only Managers with the
required product knowledge.
As a priority, outside IT project managers where brought on to upgrade the system
and procedures, reducing any duplication, decreasing errors and reducing hours
worked.
All staff was given training on the system changes and on the required product
knowledge to effectively deal with the Investment Instruments.
The recruitment process was changed to include numerical skills and a psychometric
was introduce to match the performance metrics of the top performers.
At interview candidates were pre warned about on going changes and that hours
would initially be long however they would be compensated and they had an
opportunity to get involved in project work.
Staff became happier and settled down, clients were happier as the results were
better and there was a reduction in the cost of recruitment.

Turnover and recruitment cost saving
Average salary per hour $20
41 people left within 90 days
of starting within a 9 month
hiring period
Average cost per hire was
$5,744
Training and induction cost
was an average of $3,582 per
candidate
Through the assistance of the Talent Management
Consultant a goal of turnover reduction was set to 60%.
Actual results were 65% within the following year.
Cost saving on
staff turnover
was $512,906

Loss of sales due to poor Sales Performers
Based on a sales force of 10 average sales size of $230k
Bottom performers of 2 staff members
Potential sales loss by having these low performers on staff of $2,288,572
E.G. The sales department of a mid sized Engineering company

Staff analytics is a key part of the measurement of
top firms worldwide

Marketing cycle stage 2 - Product Plan
How will you build your recruitment message and how
can you brand it to appeal to your audience?
Look at it from your candidates’ point of view.

What are our USP’s?
What is it that makes you different from your competitors?
Even if you are very similar to competitors; what are the positive aspects of joining
your company? Community feel, real opportunities for growth, training, software
systems, types of clients, etc.
A larger company could say that as the organisation is large there are many options
for a candidate in their career, international experience, have greater support,
formalised training and the benefit of a large pool of experienced staff.
This is not about your products.
This is the information the candidate needs to make a good decision about your company.
If you are small. Talk about personal family feel, greater scope in the day, less rigid
processes flexibility, greater impact.
Examples

You don’t want to appeal to everyone
Candidates will discount themselves if the organisation is not right. This is a good thing
stopping time wasting and resources on someone who will leave – probably quickly.
By knowing exactly the type of people that work well in your organisation and
telling the candidate about this they will not join unless they want that and you
won’t hire someone unless they want you.
Tell them the truth.
If the work environment is frantic, or systems are manual or lots red tape to go
through. Tell them. – Manage expectations. (Nicely!)
Candidates being shocked when they arrive due to conditions will leave quickly
even if they were the right fit.

Case
Study
Working with Staff to identify the “Real” company story
An ambitious IT software firm specialising in the banking sector wanted to grow
their sales by 50%. This meant bringing on 3 extra sales agents.
Working out of London the company was in high competition with many other
IT companies also battling for top sales candidates.
Out of a large number of candidates they eventually whittled down to two
candidates they liked and offered them both.
Neither candidate accepted the role, choosing a competitor instead.
When asked why the candidates said that in comparison to the other
firms there did not seem to be the structure in place that could offer
long term protection and that the company’s reputation was not as
strong as some of the other companies they’d seen.

Annoyed that after all that effort and cost they had no
new sales people; management wanted to know what
went wrong and how they could improve.
They felt they had an excellent reputation and could certainly provide long term stability.
Through the medium of positive appreciation, several workshops were conducted to
better understand what they could do to enhance their attractiveness and their USP’s.
Open questionnaires were sent to and completed by every staff member anonymously.
The questionnaire centred around their typical day, their engagement in the company,
why they chose to stay and what they would have liked to have seen in place when they
joined and for the future.
Smaller department team meetings were held to understand their typical day and how
they had progressed within the company.
What
Happened
A talent attraction consultant was brought in to help.

The
result
Through all of the workshops and inquiries the team came up with a
number of differentiators with their products and company.
Management and HR got a far greater understanding of how the role of each individual
played in the success of the company and they appreciated their staff more.
Through speaking positively about the company there was a notable improvement in
team attitude and the team spirit.
HR and management were able to better explain the typical day for the sales team and
from the work done they made a number of changes to their branding and website, such
as adding staff videos and how they talked about the company during the interview
stage.
At interview they became more focused on describing the career opportunities and how
they were a great place to work.
The next recruitment round yielded 3 suitable candidate and all three accepting and
staying.

Marketing Cycle Step 3 - Sales Communication
Where is your audience and how will you communicate your branding to them?
Where are the most probable places your candidates are working and what job
boards are they statistically visiting?
Do you require executive
search or agencies?
Do you need to invite people
from a different location?
Should you import from that location or
should you set up in that location?
Based on your new criteria do you have
CV’s in your database that now match?
What is your website
saying / not saying
about you?
Who can your current staff
bring to the table?

How the candidates found their last job
Social Media 1%
Company website ranks low, however candidate may see the
job elsewhere - They will always visit your website
On line Job Board - 33% Work of Mouth / referrals - 22%
Recruitment Companies 20%
Direct approach from Employer - 14%
Print Advertising 5%
Company website 5%
*Research released by Employer Brand International in October 2011.

Communicating your brand to your potential candidates
“59% of companies leverage their career website for
communicating their employer brand” and “44% of companies
use social media to enhance their employer brand.”

Putting your branding into action
Your biggest ambassadors to putting your brand out there is your staff.
They will know other people in the industry, they will sell it daily in their job and they
will be involved in the recruitment process.
Train them how to sell the brand through community led development programmes.
Give them a good story to tell and candidates will start to seek you out.
Because they are human they will chat with team members, to their family, to their
friends and to people they meet.
Very often staff forget why their company is great and by starting to talk about
it will lead to better staff morale, team cohesion and emotional loyalty.

Build simple community led initiatives that will help
engage your staff
A large global rental company built a community that had
nothing to do with work. As an example they had a corridor
dedicated to the diversity of their staff. They allowed staff to
put apartment rental notices, create clubs, teach hobbies
during lunch hours. They celebrated different national holidays
and encouraged anything that was community driven.
Salaries in the company were 20% below industry averages and was in a difficult
to reach location. They had a 72% better staff retention rate than competitors.
People loved working there

Your website social media and branding
Take all the market research findings from Step 1 & 2 and put it online
Make it personable, have videos of staff, make it easy to
apply, show them the team spirit and internal initiatives.
Put the same branding on your job
specs and train your recruiters to use
the branding at all times.
Use the language of your target audience.
Have a mobile website. Currently 55%
of web traffic is through mobiles and
tablets.

Those bold Recruiters
The job of an external recruiter is to fill jobs – period.
Rewriting CV’s and cover letters.
Give candidates the questions.
Sell the company’s best bits. Show them where to go to practice psychometric tests.
Talk to the line managers to manage their expectations and sell in candidates.
Manage candidates through salary negotiation.
Expert Recruiters get placements by:
Coach candidates for interview.
Train on the personality of interviewer.
Manage placed candidates to make sure they stay past the guarantee period.
Persuade candidates based on highest fees.
Headhunt candidates once the non-approach clause period is up.

For better talent and attraction results
give Recruiters a different measure of success.
Recruiters are target driven sales professionals.
They work in a very competitive industry.
Constantly racing against competitor organisations in a PSL.
Fighting off all competitors for rare candidates.
Managing as many similar jobs as possible to increase the
probability of getting a placement.
The External Recruiters View Point

The RPO Partnership view
Building a strong relationship with your external recruitment partners is vital to
your talent attraction and talent retention success
Strong Relationship Means
Internal Recruiters
Have lots of face to face meetings with their managers.
Receive the company induction training.
Understand the company vision, mission and goals.
Understand the WIIFM for candidates and employees.
Are made to feel like part of the team and part of the company.
Treating your RPO partners like you would treat your staff
Your Recruiters should have an emotional buy-in
into your organisation

Changing what targets your RPO Partners focus on
The most common metric for recruitment is “Time to Fill”.
Help them create candidate longevity with you.
Train your recruiters (internal and external) as you have your staff.
Spend time with your recruiters building relationships - Create loyalty to you and your
organisation.
Give them different measures of success
Candidate placed w %
Candidate stays 6 months x %
Candidate stays 18 months y %
Candidate gets promoted in 2 years z %
• They will not headhunt your staff
• They will work with you to keep your staff
• They will properly sell in candidates as it is in their interest that candidates stay.

Building an RPO Relationship like this takes time
Yes it does so you will have to
pick your RPO Partners carefully
If you are using a PSL arrangement:
Interview your RPO
partners like you would
an internal recruiter.
The more partners there are on the PSL the more difficult it is to manage and less likely
that the recruiter will work the roles as the probability of a placement decreases.
Choosing your RPO Partner
Limit the number of Recruiters on
the PSL to 3 or chose just one.

Step 4 - Sales Communication / Recruitment Process
Currently the average recruitment process is 2 stage interview,
25% also have a psychometric element.
With this process HR is only 48% accurate in their candidate
choice on average.
From step 1 (Market Research) Step 2 ( Branding) Step 3 (Sales Communication) HR
can start to devise a recruitment process that will work to hire the right staff.
The aim is to cut out the unsuitable applicants quickly.
Recruitment is time consuming and therefore costly.
It is vital that a talent attraction campaigns bring the right staff, not just any staff.
A strategic approach is necessary.

Show them the truth about working for you
Developing the right recruitment process
From the previous steps you now know
Company
culture
Management
styles
Working
environment
Company
limitations
Why staff
work out
Why staff
leave
The right
attitudes
The required skills
technical and soft
Accurate pre-selection

Recruitment Process Tips
On all your recruitment marketing / website and job specifications
Tell them about the environment, the good and the challenges.
Tell them if its pressurised, or micro managed, or strictly target driven.
Talk about the management style.
Talk about what it takes to be successful.
Talk about your performance reviews, show how they will be measured.
State: This environment is not for everyone – if that is the case.
Strike a happy medium. You don’t want to scare everyone off, though
you do want to only speak with candidates who work like you do.

Set up pre-selection tests for the candidate to complete
Create a questionnaire that is based things like on the below
Completing simple numerical task, excel knowledge, report writing, email writing etc.
Testing soft skills such as time management, relationship management, dealing with
staff etc.
Test on required industry knowledge.
Test them on the skills you really require for them to do the job properly.
Have your top performers complete this first and use their results as the benchmark
Create a questionnaire that is unique to what the candidate must demonstrate for
their job .
This is not a psychometric analysis

CV’s will only tell you part of the story.
Initially candidates will not properly research the companies they are applying for.
You want a certain proportion to discount themselves - saving time and cost.
You want to encourage the “right” candidates to explore your opportunities and
company further on their own.
Why pre-selection?
An interview can be too generic and does not have the success rate on its own to
pick the candidates who will stay.
It takes hours to vet candidates.
Pre-selection is based on hard facts about your successful staff.
Pre-selection is different to psychometric evaluations

Dealing with staff and time management
Here at XYZ limited we have a very busy day with lots of distractions, meetings and
very tight deadlines. As a manager you will have a team of 10 people reporting to
you. They will need your support and guidance and will be seeking your assistance
often.
Show us by choosing your order of preference on the following answers how your
would cope with these constant distractions?
A: I’d lock my office door to cut out the distractions
B: I’d organise my day to manage my time more effectively.
C: I’d delegate non essential work to other people
D: I prefer people to discuss their challenges during designated
team meetings
E: I’d share my outlook calendar and designate certain times where people
could come and discuss challenges with me
F: I’d help everyone I could while keeping on top of my own work
load.
Thank you for applying. So that you understand the role and the
environment we would like you to complete this short questionnaire
which will help you understand us better.

For larger companies a more global method with individual job
branding is more efficient, cheaper and effective.
Have you multiple staffing needs and higher volume?
Virtual Job Try Out
An online Software platform that does the staff benchmarking, the company
and job branding, the candidate pre-selection and performs the analysis and
expense reduction of standard recruitment.
This means
Get qualified
candidates faster
Reduce interview
to hire ratio
More accurate
hiring decisions
Creating highly
engaging on the job
scenarios
Two way
information
exchange
Self-selecting
process

Picking the right talent
An mid sized accounting firm was having difficulty keeping new hires. They were in a
populated area and the company was growing and successful . They were looking to
hire 15 newly qualified Accountants.
Through their recruitment drive they had attracted 25 seemingly suitable candidates.
They had a similar drive the previous year and had hired 12 accountants, only 3 of
whom still worked with the firm.
In reality 3 of the Accountants were poor performers and were making mistakes
constantly, upsetting management and clients.
2 of the Accountants were lacking in soft skills and a few clients had complained
regarding their service and ability to both communicate and deliver the service.
4 of the Accountants left within a 3 month period stating that the company was not
the right type of company for them.
Case Study
On paper and via interview they had seemed perfect.

Management did not want a repeat of the previous year and wanted to be sure that
the staff they took would have the skills required and would stay.
To assist, a consultant did a full audit of the recruitment process, from job spec
creation to Induction training.
A workshop with all the staff was conducted to gain a better understanding of their
day, and what it was really like in the firm.
Some interviews with previous staff were done to understand what could have been
done better by the group during the hiring and training period.
The outside recruiters were met individually to understand how they were
representing the company.
What Happened
Meetings were held with management to better understand what they wanted the
Accountants be able to achieve.

The job descriptions were revised to include the necessary skills and working hours.
The interview process was changed to include more in depth questioning on soft skill
competencies and HR described the environment fully.
A number of role plays were included during the interview process to see how candidates
dealt with pressure, client management and thinking on their feet.
Candidates at final round were invited to spend 2 hours completing a group task so that
they could see first hand how the company operated.
The Findings
There were discrepancies in what the recruiters were selling and what the managers
wanted. There was complex industry knowledge that was required and not requested in the
job spec.
The Accountants were also dealing with multiple time zones which meant lots of late hours.
Staff reported that it was a sink or swim environment and there was little support available
if you got stuck.
A questionnaire was sent to candidates giving them a better understanding of the company
plus they were tested on the most important aspects of the job.

Several candidates dropped out of the recruitment process, stating that they preferred a
different environment.
Through the role plays it was seen that two of the candidates were not coping well with
some of the tests and they were not brought further.
HR and management were able to give a better account of the typical day and were able
to better describe the role and the career potential.
Through working in the office at the final stage, other staff members were able to speak
of their experiences and start to build a relationship with the candidates.
A year later 12 out of the 15 Accountants were still in the company and reported being
happy.
The result
Several candidates did not score well in the questionnaire and were not brought further.
It took one large recruitment drive and one smaller one to fill all the roles.

Using Induction Effectively
You must have an induction program
Use it to re-enforce your company values, visions and goals.
Emphasise clearly what is expected from the candidates and the metrics used to
measure them.
Introduce them to the community aspects of the company.
Give them the what’s in it for me factor. Ensure they know what they can achieve
and how they can grow their career.
Assign a mentor who will act as a guide and who will introduce them to other staff
members.
Put in a system of feedback and repeat training so improvements are being made
in staff and talent management processes.

Economic uncertainty increases the number of candidates
on the market, creating a flurry of resumes for recruiters to
sift through.
Most organisations are not looking
in the right places for the talent
they need nor do they effectively
target their message to critical skill
talent segments.
Recruiters instead focus on broad scale
branding efforts that attract the wrong talent,
wasting time and money.
Yet 90% of recruiting organisations still struggle
to attract top talent for their critical roles even
in tough times.
The Current Recruitment Market

While most organisations believe that
the more people who are aware of
their employment brand the better.
These recruiters just end up with a lot
more volume, not necessarily better
quality.
More targeted, and cost-effective,
attraction and sourcing approaches
should be tailored for critical job
segments.
Going beyond building broad "awareness" to
building compelling sub-brands within key
segments by focusing on measuring and
maximizing sourcing channel ROI.
Organisations that effectively leverage their
attraction and sourcing efforts hire better
quality candidates from a more relevant
applicant pool, reduce sourcing costs, and fill
critical positions faster.

To survive the current economic environment, HR needs to
ensure it is creating value for the organisation through strategic
measurement of the function's effectiveness, going beyond cost
management and process excellence.
To truly impact the top and bottom lines of
the business, HR must include measurement
of "true" quality and performance as well.
Measuring "true" quality metrics moves HR beyond just efficiency to value,
thereby driving business results through a higher performing workforce.
Over 40% of business leaders do
not think recruiting is key to their
success.
A persistent barrier to proving Recruiting's
value, and improving impact, is a lack of
measurement that truly demonstrates value.
Measuring just cost and
processes is not sufficient in
today's environment.

Summary
Recruitment and talent management is really sales and marketing.
To compete you must understand your business inside out.
Build a unique marketing message that is specifically targeted to your candidates.
Benchmark your staff and properly analyse the real results.
Train your staff and RPO recruiters to deliver the branding message that you want.
Use pre-selection to pick the most suitable candidates most efficiently.
Build a more comprehensive recruitment process that truly identifies the best
candidates who are happy in your environment.
Build an induction program tailored to their real needs and;
If in doubt get help

www.cpg-executive.com
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@cpg_executive
Soraya Lavery
Joint CEO
laverys@cpg-executive.com
Tel: 0044 207 193 2316

Talent attraction for the modern recruiter

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