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The SocialTalent Global Recruiting Survey 2019
The document presents insights from the 2018 Global Recruiting Survey, highlighting trends in recruiting practices such as the increasing importance of professional networks and the efficiency of in-house versus agency recruiters. Key findings include the rise in outreach response rates and the impact of strategic recruiting behaviors on hiring outcomes. Additionally, it emphasizes the necessity for investment in technology and data analytics to improve recruitment processes and manager satisfaction.
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Similar to The SocialTalent Global Recruiting Survey 2019
The SocialTalent Global Recruiting Survey 2019
- 1. Reactive vs StrategicRecruiting Insights from the 2018 Global Recruiting Survey #NinjaMeetUp
- 2. The complete learningexperience platform for recruiting professionals. Johnny Campbell CEO & Co-Founder, SocialTalent @johnnycampbell linkedin.com/in/johnnycampbell facebook.com/johnnycampbell instagram.com/johnnycampbell trusted by…
- 3. (as yet unpublished) Resultsfrom the 2018
- 4. Average Tenure ofa Recruiter 0 2.5 5 7.5 10 In-House RPO 3rd Party Agency Freelance All 8.2 9.73 7.3 6.1 8.2 Average Tenure (years)
- 5. Average Requisition Load 0 3.75 7.5 11.25 15 In-HouseRPO 3rd Party Agency Freelance All 11.17 8.34 9.73 12.16 14.44 Requisition Load
- 6. Social Media 2017 2018 0% 15%30% 45% 60% What’s your primary source for finding candidates who are ultimately hired? Source: Global Recruiting Survey November 2018, SocialTalent
- 7. In-House: Primary Sourcefor Candidates who’re ultimately hired Other 1.0% Agencies 0.7% Career Fairs 0.8% Social Media 3.0% Referrals 4.3% Candidate Database 5.9% Direct Applications to Career Site 11.9% Job Boards 22.0% Professional online networks 50.4%
- 8. Agencies: Primary Sourcefor Candidates who’re ultimately hired Other 1.0% Agencies 0.7% Career Fairs 0.2% Social Media 3.5% Referrals 3.8% Candidate Database 12.3% Direct Applications to Career Site 3.8% Job Boards 21.6% Professional online networks 53.1%
- 9. Funnel Performance: In-House 98.5 25.61 5 132.43 49 37% 26% 19.11 39% 7.26 38% 5 3.77%5.08% HIRE! Shortlist Interview Submit RecruiterScreen Respondents Contacted Search ResultsInbound Applicants Conversion Conversion
- 10. Funnel Performance: In-House 98.5 25.6 5 TotalInbound Applicant Pool Inbound Applicants Deemed Relevant Shortlist Total Outbound Search Results Candidates Contacted Respondents Submits Shortlist 132.43 49 19.11 7.26 5
- 11. Funnel Performance: 3rdParty 67.7 16.9 5 156.3 61 39% 25% 24.4 40% 9.9 41% 5 3.2%7.38% HIRE! Shortlist Interview Submit Recruiter Screen Respondents Contacted Search ResultsInbound Applicants Conversion Conversion
- 12. Inbound / OutboundMix 0 10 20 30 40 50 60 70 80 90 All In-House Agency RPO Inbound/ Outbound Mix % of Candidates from Inbound % of Candidates from Outbound
- 13. Funnel Performance: TopSearchers* Average Outbound Top In-House Top 3rd Party Number of Outbound Candidates on Shortlist 5 12 10 % Response Rate 40% 50% 52% % Conversion from Search to Shortlist 3% 16% 15% * Recruiters who said they contacted 90% or more of those who appear in search results
- 14. Key Take-Aways • Outreachresponse rate averages have increased to 40%, up from 35% in 2017 • Professional networks are top source of hire in general, beating direct applicants, job boards and our own databases combined • Seems that by applying for a job directly to a company means you’re less likely to get to a Hiring Manager shortlist than if you were approached by a Recruiter • As an Agency candidate, applying to a job means you’re more likely to hear from the Recruiter, but less likely to get on the Client Shortlist
- 15. Other Notes: • Somerecruiters responded that their Hiring Managers would prefer to review dozens of resumes — the average shortlist for inbound candidates is 17, the median is 5 • Recruiters that act as Talent Advisors are aligned and clear on WDGLL for each requisition • Hiring Managers’ acceptance of the shortlist is our goal (i.e. will interview all those on the shortlist and choose a hire from that pool).
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- 17. Reactive Recruiting Mode •Only works on approved requisitions • No awareness of hiring plan for the year/period, or any short-term headcount plans • Must go out to market every time a requisition opens • Hiring manager capability is poor • Very little interview structure or design
- 18. Strategic Recruiting Mode •Work on job role profiles, not just specific requisitions • Full transparency on the hiring plan for year/period • Active database of nurtured candidates who are fans of the company • Hiring Managers have strong interview skills, with a designed interview process • Candidate experience is managed carefully and developed based on feedback
- 19. Key Strategic Behaviours “HiringManagers believe and act on the basis that recruiting is a core part of their job” 3.5 3.625 3.75 3.875 4 Average Strategic Pipeline Builders High confidence in HM capability 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
- 20. Key Strategic Behaviours “Ifeel that Hiring Managers at my organisation are competent and capable interviewers and make good, evidence- based hiring decisions” 3.4 3.55 3.7 3.85 4 Average Strategic Pipeline Builders Measured on Shortlist Acceptance 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
- 21. Key Strategic Behaviours “Iuse Talent Market insights (like competitor, salary and availability insights) to influence Hiring Managers” 3.6 3.7 3.8 3.9 4 Average Strategic Pipeline Builders High sourcing accuracy 1 = Strongly disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
- 22. Other Key Findings -0.7 -0.35 0 0.35 0.7 1.05 1.4 In-HouseAgency Implemented new tech in last 12 months Implemented Talent Analytics to support HM decisions Implemented tech to minimise bias Seeking to invest in AI/Automation
- 23. What gets measured getsmanaged, right?
- 24. In-House Recruiters: What partof the Recruiting Process are you a stakeholder of? Outbound Candidate Sourcing Outbound Candidate Screening Intake Meeting with Hiring Manager Applied Candidate Screening Job Advertisement Posting Shortlist Presentation to HM Shortlist Compilation Unsuccessful Candidate Disposition/Decline Job Advertisement Drafting Candidate Offer Candidate Preparation for Interview Interview Coordination Offer Negotiation Hiring Manager Preparation for Interview First Round Interview Job Description Approval Agency Partner Briefing Requisition Approval Candidate Testing New Employee Pre-boarding/Coordination Second Round Interview Candidate Referee Validation Hiring Decision New Employee On-Boarding (1st Day) 22% 30.6% 30.7% 33.8% 37.9% 39.3% 40.1% 45.1% 47.1% 51.7% 52.2% 59% 60.7% 62.1% 62.1% 62.3% 63.3% 70.4% 71% 71.4% 75.8% 76.2% 82% 86%
- 25. In-House Recruiters: What partof the Recruiting Process are you a stakeholder of? Requisition Approval Job Description Approval Intake Meeting with Hiring Manager Job Advertisement Drafting Job Advertisement Posting Agency Partner Briefing Outbound Candidate Sourcing Outbound Candidate Screening Applied Candidate Screening Shortlist Compilation Shortlist Presentation to HM Interview Coordination Candidate Preparation for Interview Hiring Manager Preparation for Interview First Round Interview Candidate Testing Second Round Interview Unsuccessful Candidate Disposition/Decline Hiring Decision Candidate Offer Offer Negotiation New Employee Pre-boarding/Coordination Candidate Referee Validation New Employee On-Boarding (1st Day) 22% 30.7% 37.9% 59% 62.1% 30.6% 63.3% 33.8% 39.3% 51.7% 52.2% 62.1% 60.7% 71% 70.4% 75.8% 82% 86% 45.1% 71.4% 62.3% 76.2% 47.1% 40.1% 71% 49% 43% 47%
- 26. 3rd Party StaffingRecruiters: What part of the Recruiting Process are you a stakeholder of? Outbound Candidate Sourcing Outbound Candidate Screening Applied Candidate Screening Job Advertisement Posting Shortlist Compilation Job Advertisement Drafting Interview Coordination Candidate Preparation for Interview Intake Meeting with Hiring Manager Shortlist Presentation to HM Unsuccessful Candidate Disposition/Decline Offer Negotiation Candidate Offer First Round Interview Successful Candidate Pre-boarding/Coordination Requisition Approval Candidate Referee Validation Hiring Manager Preparation for Interview Second Round Interview Candidate Testing 35.8% 36.9% 41.5% 43% 44.8% 48.2% 50% 54.8% 57.4% 58.7% 62.5% 62.9% 64% 64.2% 66.8% 67.7% 71.8% 73.2% 78.6% 81.4%
- 27. 3rd Party StaffingRecruiters: What part of the Recruiting Process are you a stakeholder of? Requisition Approval Intake Meeting with Hiring Manager Job Advertisement Drafting Job Advertisement Posting Outbound Candidate Sourcing Outbound Candidate Screening Applied Candidate Screening First Round Interview Candidate Testing Shortlist Compilation Shortlist Presentation to HM Interview Coordination Hiring Manager Preparation for Interview Candidate Preparation for Interview Second Round Interview Unsuccessful Candidate Disposition/Decline Candidate Offer Offer Negotiation Candidate Referee Validation Successful Candidate Pre-boarding/Coordination 48.2% 43% 57.4% 54.8% 58.7% 36.9% 64% 41.5% 64.2% 62.5% 67.7% 35.8% 50% 73.2% 78.6% 81.4% 71.8% 66.8% 62.9% 44.8% 65% 53% 50%
- 28. In-House Recruiters: What KPI’sare you measured against? Time to Hire Offer Acceptance Rate Shortlist Acceptance Rate by HM Hiring Manager Satisfaction (NPS) Candidate Pipeline Quality Quality of Hire Candidate Diversity Candidate Satisfaction (NPS) Volume of Outbound Sourced Candidates Candidate Pipeline Volume Time to Shortlist Volume of Inbound Applications 0 0.15 0.3 0.45 0.6 16% 21% 24% 26% 27% 27% 34% 36% 37% 38% 45% 59%
- 29. 3rd Party StaffingRecruiters: What KPI’s are you measured against? Candidate Placement CV Submissions Number of Client Interviews with Candidates Number of Candidate Interviews Offer to Candidates Phone Activity (Outbound Calls) Shortlist Acceptance Time to Place Pipeline Quality Pipeline Volume Time to Present Time to Shortlist Fees Negotiated Contract Rate Per Hour/Day Contract Term Length 0% 17.5% 35% 52.5% 70% 6.5% 9.6% 16.8% 17.7% 17.7% 19.9% 22.1% 24.7% 24.7% 33.6% 38% 43.2% 44.1% 53% 66.2%
- 30. Key Take-Aways • Pipelining:Recruiting for strategic profiles vs open reqs leads to much greater Hiring Manager satisfaction. • Front-end Accuracy: Accurate Sourcers have up to 5X better funnel conversion metrics. • KPI’s: Holding Recruiters accountable for Quality of Shortlist correlates with stronger Hiring Manager relationships, key to business partnering. • Tech Advantage: Agency recruiters are generally more effective but their employers are falling way behind on their investment in new technology and Insights tools.
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