The document presents a webinar on understanding ideal candidates, featuring Paul Hebert and Andre Boulais, who discuss generational differences in the workplace and the importance of adaptability in talent acquisition. It highlights key characteristics and work ethics of various generations, as well as strategies for recruiting and retaining top talent through personalized engagement and understanding company culture. Additionally, it emphasizes the role of social media and employee advocacy in attracting the right candidates.

1. Understanding your Ideal Candidates
Presented by:
Paul Hebert and Andre Boulais

2. • All lines are muted to avoid background noise
• Q&A will be through the ReadyTalk chat panel and on
Twitter using the hashtag #jvchat
• Questions will be at the end of the presentation
Before we get started

3. Paul Hebert (@IncentIntel)
• Interviewed by the BBC on executive motivation and pay
• Columnist for IntrepidHR and contributing writer to Fistful of Talent blog
• Host for the Enterprise Strategies Media Engagement Radio Show
• Writer and founding member of the editorial advisory board at the HRExaminer website
• Quoted 3 times in USATODAY as an expert in incentives and channel travel programs
• Contributing author of “Enterprise Engagement: The Textbook: A Roadmap to Achieving
Organizational Results Through People”
• Contributing author of 3 books on social media “The Age of Conversation #1, #2, and #3”
• Social Media Editor for the Enterprise Engagement Alliance

4. Andre Boulais (@AndreJBoulais)
Head of Engage Services for Jobvite
Talent Acquisition leader with 10 years executive recruiting,
management and strategy
Former Head of Global Sourcing during rapid growth cycle
for the Salesforce Marketing Cloud
• Saved $3.5M in 3 years from high-profile sourcing hires via Jobvite Engage
• His outbound Sourcing team had a 46% response from passive candidates
• Exceeding both Apple and Google’s Talent Acquisition teams by 50%
Public speaker and both nationally and internationally on social recruiting & talent
sourcing best practices

5. Setting the Stage

6. 6

7. 7
Talkin’ ‘Bout My Generation
Generation Name Years Born Current Ages
The Silent Generation 1920s - 1940s 75 -95
Baby Boomers 1940s – 1960s Late 50s – Mid 70s
Gen X Late 1960s – Early 1980s Mid 30s – Late 50s
Millennials Early 1980s – Late 1990 Mid 20s – Mid 30s
Gen Z 1996 - ????? 20???

8. Generations
Unlearning and Learning

9. What to unlearn
http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4
Silent Generation Baby Boomers Generation X Generation Y
Core Values
Rule Followers Conformists,
Discipline, Sacrifice, Duty, Hard
Work, Responsibility, Loyalty
Equal Rights, Equal
Opportunities, Personal
Gratifications, Spend
Now - Pay Later
Diversity,
Entrepreneurial,
Independent, Informal,
Self-Reliance, Cynicism
Overconfidence, Fun,
Tolerance, Social, Tech
savvy
Attributes
Committed to employer,
Financially conservative, Strong
Work Ethic, Task-oriented
Ambitious, Challenge
Authority, Competitive
Adaptable, Focus on
Results, Free Agents,
Self-Starters, Sense of
Entitlement, Work to
Live
Attached to technology
and parents,
Multicultural,
Overindulged,
Innovative, Open to
new ideas, Self-
Absorbed
Work Ethic
Dedicated, Work Hard and pay
your dues
Driven, Quality, Long
Hours
Balance, Work smarter
not harder, Self-Reliant,
Want structure and
direction
Ambitious, multitasking,
entrepreneurial
Technology Adapted Acquired Assimilated Integral

10. What to unlearn
http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4
Silent Generation Baby Boomers Generation X Generation Y
Think work is... An obligation, a career An exciting adventure
A difficult challenge,
a "job"
Like, really hard
What they bring
to the workplace
Experience, dependable,
disciplined, stable
Challenge the status quo,
big picture, team player,
mission oriented.
Adapt well to change,
determined, task
managers, multitaskers
Consumer mentality,
collaborators, fast,
optimistic
Major problems
they have at
work
Don’t adapt well to change, avoid
conflict, black and white opinions
Expect everyone to be
workaholics, don't like
change
Their cynicism can get
really, really tedious,
impatient, lack people
skills
Inexperienced, need
supervision, unreasonable
expectations
Opinion of
authority
Respectful Impressed Unimpressed Indifferent

11. http://www.bankingexchange.com/management-topics/human-resources/item/5682-time-to-ditch-generational-thinking
• Born between 1995 and 2015
• Not just a birthright, but a choice
• Digital natives and/or
“hyperconnectivity junkies”
• Technology is an invisible, ever-
present part of their daily lives
• Accustomed to continual change
• Their expectations will radically
change the business world
Gen Z is you and me

12. Leaders must be trustworthy
Everyone wants respect
• Older individuals talked about respect in terms of “giving my opinions the weight I
believe they deserve”
• Younger respondents say respect iz “listen to me, pay attention to what I have to say.”
Nobody likes change
• Research found people from all generations are uncomfortable with change
• Resistance to change has nothing to do with age; it has to do with how much you stand
to gain or lose as a result of the change.
What to learn - All generations have similar values
http://www.amanet.org/training/articles/The-Myth-of-Generational-Differences-in-the-Workplace.aspx

13. Loyalty depends on context
• Research shows the amount of time a worker puts in each day has more to
do with his or her level in the organization than with age. The higher the
level, the more hours worked.
Everyone wants to learn
• Learning and development were among the issues brought up most
frequently by all generations.
• Everyone likes feedback.
What to learn - All generations have similar values
http://www.amanet.org/training/articles/The-Myth-of-Generational-Differences-in-the-Workplace.aspx

14. Real and unreal
Sometimes a choice not just a birthday
Part of bigger discussion and not the end game
Generations are…

15. Medium is the message
Marshall McLuhan

16. What to Learn and Focus on
http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4
Silent Generation Baby Boomers Generation X Generation Y
How to
communicate
One-on-one, "memo", good
grammar
“Call me anytime!”,
include in decisions,
emphasis on company
mission
“Call me only at work.”,
email, speak their
language, informal
“Text me.”, positive
language, action verbs,
humor
Feedback and
rewards
No news is good news, private
recognition
Like monetary rewards
and often display all
awards for public view,
like praise,
Want to be rewarded
with time off, regular
feedback, structured
coaching
Need frequent
feedback, clear goals,
need/want recognition,
flextime
Messages that
motivate
“Your experience is respected.”
“You are valued and
needed.”
“Do it your way.”
"Forget the rules."
“This place is fun.”
"You will work with
smart, creative people.

18. Understanding Your
Company Culture

19. 19© 2015-2016 Jobvite, Inc.
1
Generational
differences aren’t
enough when you’re
building a balanced
culture

20. Culture is the sum
total of all employees

21. Employees are
individual humans

22. MACRO
Culture

23. Generational

24. Geographic

25. Department & Division

26. Company’s overall culture
is the shared elements of
the micro-cultures

27. Overlap of Microcultures

28. 28
Understanding
your culture is key
to your
competitors’
recruiting strategy

29. Understand Who You Are
Be Genuine
Play to your Strengths
29
Why Should I Come Work for You?
© 2015-2016 Jobvite, Inc.

30. “45% of workers will jump ship for a new job
even though they are happy in their current
position.”
- Jobvite 2015 National Job Seeker Report
“78% of business leaders rate retention and
engagement urgent or important.”
- Forbes
30
Retaining top talent as important as attracting it

31. – User-centered Design
– fictional characters created
to represent the different
candidates
– Uses facts as well as
educated guesses
– Creates a story about the
candidate
• History AND Future
31
Building Personas

32. • Location
• Age
• Gender
• Education
• Relationship status
• History of work
• Interests
• Anything else to round out the story
32
Types of Elements to Consider

33. What are commonalities for top performers – are their similarities?
– Education
– Interests
– Background
– Etc.
Are there elements of people who didn’t make it? Can we create a picture of
someone who isn’t a good fit/perfomer?
33
Research Your Company

34. Building a Team
First, create a
foundation...
Then add the extras

35. Before choosing who…
• Trust
• Leadership/Direction/Mission
• Defined Rules of Engagement
• Used to talk about roles – but we have
a new world of transient leadership
and multiple roles
• Ethics and Accountability
• Freeloader problem
35
Foundations

36. Diversity of thought and culture
Shared Experiences
36
People Stuff

37. • Once personas are developed check team structure if you can
• Do your teams show a distinct structure – do certain personas show up in
top teams vs. poor teams?
• Think in terms of not only the persona that fits a role – but where that role
will plug into a team
37
Review Teams
© 2015-2016 Jobvite, Inc.

38. 1. Research Your Company
What are commonalities for top
performers – are their similarities?
– Education
– Interests
– Background
Are there elements of people who didn’t
make it? Can we create a picture of
someone who isn’t a good fit/performer?

39. How Jobvite Understood Personas
How to Hire for Skill AND Culture

40. For Jobvite each Hire is More than a Resume
We want to understand who you are as a
person
Are you an:
• Innovator
• Builder
• Industry-leader
• Blogger/contributor to your field
We utilize our own technology to do our
homework ahead of interviews

41. 41© 2015-2016 Jobvite, Inc.
✓ Social Media Profiles
✓ Personal Web Sites and Blogs
✓ Notes on Interests
Today’s Candidate is So
Much More Than a Resume

42. ✓ Social Media Profiles
✓ Personal Web Sites and Blogs
✓ Notes on Interests
42
Today’s Candidate is So
Much More Than a Resume
© 2015-2016 Jobvite, Inc.

43. 43
It’s Imperative to Make an Impression When you Engage With Top
Talent

44. How to Attract the Right Personas
Make a personal connection

45. • Have a Mobile-Optimized
Solution
• Be where the Candidates Are
• Utilize Social Media
45
Three Quick Tips to Attract
Talent
© 2015-2016 Jobvite, Inc.

46. 46© 2015-2016 Jobvite, Inc.
Utilize Social Media to Connect Across a Variety of Personas

47. 47
Personalize how you attract and communicate with key personas

48. 48
Tailor Customized Web Page Campaigns to your Targeted Personas

49. 49
Make an Impression by Texting a Link to a Customized Web Campaign

50. ● Your Employees are your
#1 Marketers
● Employees already
have 10x more
followers than the brand
they work for
● Brand messages reach a
whopping 561% further
when shared by employees
on social than when they’re
shared via official company
social channels
Unlock Your Company’s Hidden Weapon

51. 51
Employ your Executives, Hiring Managers and Employees to
Attract Talent
Recruiting web campaigns
can be dropped into any
employee’s LinkedIn page.
Within seconds, they
become recruiters!

52. 52

53. 53
Amplify your Message Via Social Media
Watch your
#recruiting efforts
become the next
hot hashtag

54. Jobvite Engage is the
Marketing Automation tool
for Recruiters

55. 55© 2015-2016 Jobvite, Inc.
“For us, Jobvite Engage is the most
comprehensive, and overall most advanced
platform for finding and managing the best
candidates.
It's easy to post broadcast our jobs across a
number of traditional and social media sites,
manage in-bound talent, work together as a
team to interview & assess candidates, and
ensure the people applying for jobs have a
smooth and awesome experience."
- Director of Talent Acquisition, Tenable Network Security

56. 56
Stop Looking and Make Top Talent Come to YOU!

57. “We’ve seen a major
improvement in the quality
of candidates we’ve hired
since adopting this new and
improved email recruiting
strategy.”

58. 58
Tie Recruiting to Global Events to Target Multiple Personas

59. 59
No Small Results with Engage
“The possibilities for social media are
beginning to become endless on what we
can accomplish, and we've only just begun
using it!”
--Talent Leader at
Bankrate.inc
“FYI, I received my first employee referral
through the system 45 minutes after I sent
my first Jobvite!”
--Head of
Talent at G.A. West

60. GroupM Asia-Pacific took home trophies at Human Resources magazine’s
first Asia Recruitment Awards 2015, including the overall Grand Winner

61. “Jobvite Engage has helped us craft talent communications in a way that’s
exciting and dynamic for our recruitment team and candidates.”
- GroupM APAC Talent Leader

62. 62
Are You Ready to Reinvent Your
Recruiting Playbook?

63. 63