1. The document discusses how using social media and maintaining an online reputation (e-reputation) can impact one's career in today's Web 2.0 world.
2. It provides seven steps for effective online personal brand management, including googling yourself, creating an online marketing plan, using LinkedIn, following relevant blogs, posting your resume on job boards, setting up RSS feeds, and balancing internet use with traditional career methods.
3. While internet tools are important for career management and job searches, traditional methods like networking are still essential components and internet tools should be combined with proven traditional approaches.
The document provides contact information for M M Bagali, PhD in HR and Professor of Management and Human Resources at Jain University in Bengaluru, India. It lists their university affiliation, department, office address, phone number, email address, and LinkedIn profile.
Exclusive research by PersonnelToday.com and Cezanne Software on Global HRTony_Flanagan
UK companies are more at risk of missing talent opportunities than organisations in the US and Western Europe due to not managing succession planning on a global basis.
Less than half (47%) of UK-based international companies manage succession planning globally, compared to 69% of organisations based in Western Europe or North America.
This is according to exclusive research by Personnel Today and international HR software company Cezanne, which also found that 27% of UK organisations not conducting succession planning across their global offices would like to do so in the future.
For more information on the findings, you must read the full report.
We looked at the data. Here’s a breakdown of some key statistics about the nation’s incoming presidents’ addresses, how long they spoke, how well, and more.
This document discusses how emojis, emoticons, and text speak can be used to teach students. It provides background on the origins of emoticons in 1982 as ways to convey tone and feelings in text communications. It then suggests that with text speak and emojis, students can translate, decode, summarize, play with language, and add emotion to language. A number of websites and apps that can be used for emoji-related activities, lessons, and discussions are also listed.
1. The document discusses how using social media and maintaining an online reputation (e-reputation) can impact one's career in today's Web 2.0 world.
2. It provides seven steps for effective online personal brand management, including googling yourself, creating an online marketing plan, using LinkedIn, following relevant blogs, posting your resume on job boards, setting up RSS feeds, and balancing internet use with traditional career methods.
3. While internet tools are important for career management and job searches, traditional methods like networking are still essential components and internet tools should be combined with proven traditional approaches.
The document provides contact information for M M Bagali, PhD in HR and Professor of Management and Human Resources at Jain University in Bengaluru, India. It lists their university affiliation, department, office address, phone number, email address, and LinkedIn profile.
Exclusive research by PersonnelToday.com and Cezanne Software on Global HRTony_Flanagan
UK companies are more at risk of missing talent opportunities than organisations in the US and Western Europe due to not managing succession planning on a global basis.
Less than half (47%) of UK-based international companies manage succession planning globally, compared to 69% of organisations based in Western Europe or North America.
This is according to exclusive research by Personnel Today and international HR software company Cezanne, which also found that 27% of UK organisations not conducting succession planning across their global offices would like to do so in the future.
For more information on the findings, you must read the full report.
We looked at the data. Here’s a breakdown of some key statistics about the nation’s incoming presidents’ addresses, how long they spoke, how well, and more.
This document discusses how emojis, emoticons, and text speak can be used to teach students. It provides background on the origins of emoticons in 1982 as ways to convey tone and feelings in text communications. It then suggests that with text speak and emojis, students can translate, decode, summarize, play with language, and add emotion to language. A number of websites and apps that can be used for emoji-related activities, lessons, and discussions are also listed.
The document discusses trends in employer branding and future directions. It summarizes research on what companies and job seekers say about employer branding strategies and initiatives. Companies are facing challenges attracting talent due to a lack of effective employer branding. Research shows the most effective initiatives for companies are communicating career opportunities, values and culture. Job seekers prioritize career development opportunities and company values when choosing employers. Emerging practices like social media and virtual career fairs can help companies engage with candidates even during economic downturns.
The document discusses employer branding in the digital age. It summarizes Microsoft's new online employer branding campaign called View<myWorld>, which features real employee stories and profiles on their careers website. The goal is to attract technical talent by showing an authentic view of what it's like to work at Microsoft through interactive tools like employee blogs and videos. While maintaining consistency with its overall brand, Microsoft supplemented its image with a fresh tone focused on the employee experience to engage candidates in the online recruitment process through Web 2.0 features.
This document provides information and advice about different job search tactics and strategies. It discusses researching employers, networking, and managing your time effectively during a job search. Some key points include:
- Networking is often the most effective job search tactic, with studies finding that 50-80% of jobs are filled through networking.
- It is important to research potential employers to learn about their industry, values, growth opportunities, and how you could fit in. Sources of employer information include company websites, employees, publications, and directories.
- Effective networking involves maintaining contact databases, attending events to meet new people, and tapping your network to help others rather than just seeking help for yourself. Building relationships before needing a job is important
Using Social Media In HR & Recruiting - April 2012Jennifer McClure
Using Social Media in HR & Recruiting presentation delivered by Jennifer McClure - President of Unbridled Talent LLC at Apogee Enterprises April 11, 2012
The document discusses the results of "The 5 Second Test" which analyzed how people respond to business websites within 5 seconds. It found that 62% of B2B home pages failed to make a good first impression. The test identified 5 key things home pages must have to pass: 1) Look professional, 2) Clearly state what you do, 3) Use chunked text for readability, 4) Avoid stock photos, and 5) Maintain a modern, up-to-date design. Only 38% of sites made a good impression and 65% overall passed the test, showing much room for improvement. The document encourages businesses to use this test to evaluate their website from a visitor's perspective.
Ace Research - Change In Job Seeker BehaviourMatt Alder
Summary of the findings of ACE Research. ACE is a joint project between The Guardian and Barkers and stands for "Assessing the Candidate Experience"
You can read more at www.aceresearch.co.uk
Using Social Media In HR & Recruiting - Jennifer McClure - Oct 2012Jennifer McClure
Using Social Media in Human Resources and Recruiting - covers "Who, What & Why", "Developing a Social Media Strategy", "Choosing Your Tools", "Time, Content & Training" and "Social Recruiting".
To book Jennifer McClure to speak at your event - http://unbridledtalent.com/contact/
The document discusses common problems with websites, including readability issues, non-standard links, excessive scrolling, lack of unique content, and poor marketing. It provides tips to avoid these mistakes such as using standard fonts, underlined text links, limiting scrolling, articulating a unique selling proposition, and effectively marketing the site. The document aims to help businesses identify and address potential issues with their websites to make them more profitable.
The document discusses using social media for HR and recruiting purposes. It outlines five key areas: developing a strategy, choosing tools like LinkedIn, Facebook, YouTube and blogs, building an employment brand, using social media for recruiting, and allocating time, content and training. The focus is on attracting, recruiting and retaining talent through an active social media presence.
Companies are more empowered than ever to investigate, test, and quantify their talent brand. But how do you know if your efforts are paying off? Ed Nathanson, Founder of Red Pill Talent, will share research from LinkedIn’s new eBook, The Quest to Quantify: Measuring The Impact of Your Talent Brand. Get the ebook: http://bit.ly/1NX3N8F
Carlos Fernandez is a certified web creator, frontend/backend engineer, and UI/UX designer living in Tokyo, Japan. He has worked in various roles in the tech industry, including at Sony, as a freelancer, and at his own company. He offers advice on how to market yourself as a professional through personal branding, creating a portfolio, and networking. His tips include performing a SWOT analysis, attending seminars, and leveraging your connections to find job opportunities that match your desired career path.
This document provides information on how to get a private equity job. It discusses that competition is high as firms are selective and hire a small number of staff based on their needs. It recommends networking, having an Ivy League education, and work experience in investment banking, management consulting, or as a senior executive to gain relevant skills and experience for private equity roles. Recruiters and professional networks account for the largest sources of private equity job opportunities. Experience in mergers and acquisitions or as a portfolio company executive can also help position candidates for these roles.
This document provides information on how career development practitioners and their clients can use social media for job searching and career development. It discusses that networking is very important for finding jobs, with up to a 95% chance of getting an interview if you know someone at a company, especially at the executive level. It also outlines that LinkedIn is the number one recruitment tool used by employers. Employers are increasingly using platforms like LinkedIn, Indeed, and Glassdoor to find and screen candidates. The document emphasizes that clients should focus on developing their online presence and professional social media profiles to help them connect and be found by potential employers.
This document discusses strategies for social recruiting, particularly targeting college students and Generation Y. It outlines four approaches to recruiting according to a Michigan State University study. It also provides data on how human resources departments are increasing their use of technology and social media for recruiting. The document recommends focusing recruitment efforts on the communities and interests of candidates, leveraging search strategies, and emphasizing peer relationships rather than treating candidates as prospects.
The document outlines an agenda for a presentation on internet marketing. It includes multiple sections on topics like inbound and outbound marketing, search engine optimization, social media, securing a job after college, and interview preparation. The document provides an itinerary of topics to be covered, including presentations from various speakers on strategies for online media, the Google Panda update, using social media to brand yourself, and anticipating common interview questions.
Adding voice of customer to your analytics toolkitiperceptions
At the eMetrics Tour event in Montreal, Lane Cochrane, VP research @ iPerceptions, introduced the audience to Voice of Customer (VoC). Digital analysts attending the event were presented examples of how attitudinal and behavioral data integration can lead to actionable insights. Learn more at http://www.iperceptions.com.
Using Social Media In HR & Recruiting - March 13 2012Jennifer McClure
The document discusses using social media for human resources purposes such as recruiting. It begins with an introduction of the presenter and their experience. The bulk of the document then addresses concerns around social media usage, why companies should get involved with social media, how to implement 'social recruiting' strategies, the importance of employment branding, and best practices for using major social media platforms like LinkedIn, Facebook, and Twitter. Key points emphasized include using social media to enhance traditional recruiting methods, giving employees guidelines for appropriate social media usage, and engaging candidates through meaningful dialogue on their preferred networks.
Presented by Doug Berg, Founder & Chief Innovation Officer, Jobs2Web, Inc. and Lou Adler, President, The Adler Group.
In this exciting webinar, Doug Berg of Jobs2Web and Lou Adler will show you what it takes to understand how top performers will think, act, and decide once the recovery gets some traction. Doug will show you how to pull all of your existing relationships – whether they’re in Outlook, your CTS, or some resume database – into a centralized and automated talent community using a centralized platform. This “talent community” provides employers with a direct and automated way to market opportunities to their own private supply chain of talent resulting in decreased recruiting costs and an increase in recruiter efficiency.
Here are some of the key topics you’ll learn in this action-packed session:
• Why the best are different than the rest
• The importance of targeted messaging
• Talent Hubs vs. Talent Communities
• The competitive advantage of the Jobs2Web platform
Social Media & Your Talent Strategy - April 2012Jennifer McClure
Presentation by Jennifer McClure - President of Unbridled Talent LLC at The Conference Board's Social Media Strategies for HR Conference - April 2012, NYC
The Five-Second Rules: Ensuring a Healthy Five-Second TestUXPA International
UXPA 2013 Annual Conference Wednesday July 10, 2013 4:30pm - 5:30pm ET by Paul Doncaster
Online five-second testing tools promise valuable response data that that can inform UX designs, but that value can be compromised by ignoring the restrictions of the method and designing the tests accordingly.
An analysis of more than 300 "crowdsourced" five-second tests showed that most tests are designed to encourage responses like "I don't recall" or "I cannot answer this".
From this analysis, rules and guidelines were developed and tested to increase the likelihood of obtaining useful data.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
Improving the quality and accessibility of job postings is one way to reduce employment barriers for neurodivergent people.
The document discusses trends in employer branding and future directions. It summarizes research on what companies and job seekers say about employer branding strategies and initiatives. Companies are facing challenges attracting talent due to a lack of effective employer branding. Research shows the most effective initiatives for companies are communicating career opportunities, values and culture. Job seekers prioritize career development opportunities and company values when choosing employers. Emerging practices like social media and virtual career fairs can help companies engage with candidates even during economic downturns.
The document discusses employer branding in the digital age. It summarizes Microsoft's new online employer branding campaign called View<myWorld>, which features real employee stories and profiles on their careers website. The goal is to attract technical talent by showing an authentic view of what it's like to work at Microsoft through interactive tools like employee blogs and videos. While maintaining consistency with its overall brand, Microsoft supplemented its image with a fresh tone focused on the employee experience to engage candidates in the online recruitment process through Web 2.0 features.
This document provides information and advice about different job search tactics and strategies. It discusses researching employers, networking, and managing your time effectively during a job search. Some key points include:
- Networking is often the most effective job search tactic, with studies finding that 50-80% of jobs are filled through networking.
- It is important to research potential employers to learn about their industry, values, growth opportunities, and how you could fit in. Sources of employer information include company websites, employees, publications, and directories.
- Effective networking involves maintaining contact databases, attending events to meet new people, and tapping your network to help others rather than just seeking help for yourself. Building relationships before needing a job is important
Using Social Media In HR & Recruiting - April 2012Jennifer McClure
Using Social Media in HR & Recruiting presentation delivered by Jennifer McClure - President of Unbridled Talent LLC at Apogee Enterprises April 11, 2012
The document discusses the results of "The 5 Second Test" which analyzed how people respond to business websites within 5 seconds. It found that 62% of B2B home pages failed to make a good first impression. The test identified 5 key things home pages must have to pass: 1) Look professional, 2) Clearly state what you do, 3) Use chunked text for readability, 4) Avoid stock photos, and 5) Maintain a modern, up-to-date design. Only 38% of sites made a good impression and 65% overall passed the test, showing much room for improvement. The document encourages businesses to use this test to evaluate their website from a visitor's perspective.
Ace Research - Change In Job Seeker BehaviourMatt Alder
Summary of the findings of ACE Research. ACE is a joint project between The Guardian and Barkers and stands for "Assessing the Candidate Experience"
You can read more at www.aceresearch.co.uk
Using Social Media In HR & Recruiting - Jennifer McClure - Oct 2012Jennifer McClure
Using Social Media in Human Resources and Recruiting - covers "Who, What & Why", "Developing a Social Media Strategy", "Choosing Your Tools", "Time, Content & Training" and "Social Recruiting".
To book Jennifer McClure to speak at your event - http://unbridledtalent.com/contact/
The document discusses common problems with websites, including readability issues, non-standard links, excessive scrolling, lack of unique content, and poor marketing. It provides tips to avoid these mistakes such as using standard fonts, underlined text links, limiting scrolling, articulating a unique selling proposition, and effectively marketing the site. The document aims to help businesses identify and address potential issues with their websites to make them more profitable.
The document discusses using social media for HR and recruiting purposes. It outlines five key areas: developing a strategy, choosing tools like LinkedIn, Facebook, YouTube and blogs, building an employment brand, using social media for recruiting, and allocating time, content and training. The focus is on attracting, recruiting and retaining talent through an active social media presence.
Companies are more empowered than ever to investigate, test, and quantify their talent brand. But how do you know if your efforts are paying off? Ed Nathanson, Founder of Red Pill Talent, will share research from LinkedIn’s new eBook, The Quest to Quantify: Measuring The Impact of Your Talent Brand. Get the ebook: http://bit.ly/1NX3N8F
Carlos Fernandez is a certified web creator, frontend/backend engineer, and UI/UX designer living in Tokyo, Japan. He has worked in various roles in the tech industry, including at Sony, as a freelancer, and at his own company. He offers advice on how to market yourself as a professional through personal branding, creating a portfolio, and networking. His tips include performing a SWOT analysis, attending seminars, and leveraging your connections to find job opportunities that match your desired career path.
This document provides information on how to get a private equity job. It discusses that competition is high as firms are selective and hire a small number of staff based on their needs. It recommends networking, having an Ivy League education, and work experience in investment banking, management consulting, or as a senior executive to gain relevant skills and experience for private equity roles. Recruiters and professional networks account for the largest sources of private equity job opportunities. Experience in mergers and acquisitions or as a portfolio company executive can also help position candidates for these roles.
This document provides information on how career development practitioners and their clients can use social media for job searching and career development. It discusses that networking is very important for finding jobs, with up to a 95% chance of getting an interview if you know someone at a company, especially at the executive level. It also outlines that LinkedIn is the number one recruitment tool used by employers. Employers are increasingly using platforms like LinkedIn, Indeed, and Glassdoor to find and screen candidates. The document emphasizes that clients should focus on developing their online presence and professional social media profiles to help them connect and be found by potential employers.
This document discusses strategies for social recruiting, particularly targeting college students and Generation Y. It outlines four approaches to recruiting according to a Michigan State University study. It also provides data on how human resources departments are increasing their use of technology and social media for recruiting. The document recommends focusing recruitment efforts on the communities and interests of candidates, leveraging search strategies, and emphasizing peer relationships rather than treating candidates as prospects.
The document outlines an agenda for a presentation on internet marketing. It includes multiple sections on topics like inbound and outbound marketing, search engine optimization, social media, securing a job after college, and interview preparation. The document provides an itinerary of topics to be covered, including presentations from various speakers on strategies for online media, the Google Panda update, using social media to brand yourself, and anticipating common interview questions.
Adding voice of customer to your analytics toolkitiperceptions
At the eMetrics Tour event in Montreal, Lane Cochrane, VP research @ iPerceptions, introduced the audience to Voice of Customer (VoC). Digital analysts attending the event were presented examples of how attitudinal and behavioral data integration can lead to actionable insights. Learn more at http://www.iperceptions.com.
Using Social Media In HR & Recruiting - March 13 2012Jennifer McClure
The document discusses using social media for human resources purposes such as recruiting. It begins with an introduction of the presenter and their experience. The bulk of the document then addresses concerns around social media usage, why companies should get involved with social media, how to implement 'social recruiting' strategies, the importance of employment branding, and best practices for using major social media platforms like LinkedIn, Facebook, and Twitter. Key points emphasized include using social media to enhance traditional recruiting methods, giving employees guidelines for appropriate social media usage, and engaging candidates through meaningful dialogue on their preferred networks.
Presented by Doug Berg, Founder & Chief Innovation Officer, Jobs2Web, Inc. and Lou Adler, President, The Adler Group.
In this exciting webinar, Doug Berg of Jobs2Web and Lou Adler will show you what it takes to understand how top performers will think, act, and decide once the recovery gets some traction. Doug will show you how to pull all of your existing relationships – whether they’re in Outlook, your CTS, or some resume database – into a centralized and automated talent community using a centralized platform. This “talent community” provides employers with a direct and automated way to market opportunities to their own private supply chain of talent resulting in decreased recruiting costs and an increase in recruiter efficiency.
Here are some of the key topics you’ll learn in this action-packed session:
• Why the best are different than the rest
• The importance of targeted messaging
• Talent Hubs vs. Talent Communities
• The competitive advantage of the Jobs2Web platform
Social Media & Your Talent Strategy - April 2012Jennifer McClure
Presentation by Jennifer McClure - President of Unbridled Talent LLC at The Conference Board's Social Media Strategies for HR Conference - April 2012, NYC
The Five-Second Rules: Ensuring a Healthy Five-Second TestUXPA International
UXPA 2013 Annual Conference Wednesday July 10, 2013 4:30pm - 5:30pm ET by Paul Doncaster
Online five-second testing tools promise valuable response data that that can inform UX designs, but that value can be compromised by ignoring the restrictions of the method and designing the tests accordingly.
An analysis of more than 300 "crowdsourced" five-second tests showed that most tests are designed to encourage responses like "I don't recall" or "I cannot answer this".
From this analysis, rules and guidelines were developed and tested to increase the likelihood of obtaining useful data.
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[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
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New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
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Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
1. Does Your Website Attract
or Frustrate?
How to Turn Your Recruiting Website into
a Best-in-Class Performer
NACE Annual Meeting
May 31, 2006
Steve Pollock
President, WetFeet, Inc.
spollock@wetfeet.com (415-293-7313)
Agenda
How Candidates Use Corporate Recruiting Websites
Four Building Blocks of a Great Website: Navigation,
Branding, Content, Functionality
Applying the Lessons to Your Website
Q&A
Page 2
Slide 2
•1
2. Methodology
WetFeet annual surveys and qualitative
research with students since 1999
In-depth online focus groups conducted
over 4 days
Undergrads, MBAs and young professionals,
–
representing 23 schools
Actively seeking jobs in consulting, finance,
–
consumer products, and/or accounting
Reviewed 10 highly rated corporate
recruiting websites
Bain, Banc of America, BCG, Deutsche Bank,
–
Ernst & Young, Kimberly-Clark, Merrill Lynch,
Procter & Gamble, Thomson, UBS
Page 3
Slide 3
How Candidates Use Corporate Websites
Candidates visit dozens of corporate websites in the course of a
job search
Once interested, they may visit a specific company site 3-12 times
or more
Candidates visit all sections of the company website and do not
view the recruiting section as separate from the rest
Candidates like to access sites at all hours from the privacy of
their home/dorm environment
Most candidates (except some young professionals) have high-
speed access
“I usually go to corporate websites as soon as I’ve developed
“I usually go to corporate websites as soon as I’ve developed
some level of interest in the company itself.”
some level of interest in the company itself.”
Page 4
Slide 4
•2
3. Company Website an Important Influence
Q: Which resources are most influential in deciding which companies to apply to?
41%
Friends & personal contacts
35%
Word-of-mouth reputation
33%
Company presentation on campus
32%
People working in the company/industry
32%
Career center
22%
Company websites
16%
Alumni working in the company/industry
14%
Previous work experience
11%
Internet job boards
10%
Job fairs
9%
Former/Current interns at company
8%
Family
5%
Other career-related websites
13%
Other factors
Source: WetFeet Student Recruitment Report 2005
Page 5
Slide 5
Corporate Websites Have Big Impact
Candidates use first visits to the site as a way to screen
employers in or out of consideration
“Company seekers” use the site to evaluate fit with the employer
–
“Position seekers” look to find available positions of interest
–
Candidates return to the site to submit an application and
prepare for interviews
Candidates view the corporate website as a direct reflection of
the company and workplace
Well-executed sites suggest success, order and efficiency
–
Poor sites indicate backwardness and a lack of concern about
–
employees
“If I Igo to aawebsite and it’s hard to find the application link or it’s
“If go to website and it’s hard to find the application link or it’s
deeply hidden or broken, I Ibecome discouraged because it seems
deeply hidden or broken, become discouraged because it seems
they don’t put much value on finding new employees.”
they don’t put much value on finding new employees.”
Page 6
Slide 6
•3
4. Reviews You DON’T Want to Hear
“I'd give the site itself aa C- for bad presentation, little concrete information,
“I'd give the site itself C- for bad presentation, little concrete information,
awful videos that were weak pitches -- all fluff and no substance about the jobs,
awful videos that were weak pitches -- all fluff and no substance about the jobs,
and difficulty in finding anything interesting.”
and difficulty in finding anything interesting.”
“Two that stuck out as being really bad were E-Trade and Geico. E-Trade had aa
“Two that stuck out as being really bad were E-Trade and Geico. E-Trade had
non-functioning jobs section for months. What message does that send? Geico
non-functioning jobs section for months. What message does that send? Geico
has descriptions of several management programs, but then filters you into an
has descriptions of several management programs, but then filters you into an
application process that is obviously designed for hourly workers.”
application process that is obviously designed for hourly workers.”
“I had aabad experience. I Icould not even get my resume to upload and it was
“I had bad experience. could not even get my resume to upload and it was
40kb. When it rejected it, it deleted all of my data and I Ihad to start the entire
40kb. When it rejected it, it deleted all of my data and had to start the entire
process over. I Idid not submit it because I Idid not want to take the time.”
process over. did not submit it because did not want to take the time.”
“Bad websites make me think the firms are too bureaucratic and are places
“Bad websites make me think the firms are too bureaucratic and are places
where I Imight not learn, and I Imight feel smothered.”
where might not learn, and might feel smothered.”
“The job application process was horrible. I Iscrewed up and hit save, and then
“The job application process was horrible. screwed up and hit save, and then
couldn’t go back to edit it. Would have been VERY stressful had it been aareal
couldn’t go back to edit it. Would have been VERY stressful had it been real
application. I Ihit refresh and my started application was gone! Tried using the
application. hit refresh and my started application was gone! Tried using the
application help tips, but the suggestion didn’t work. Closed out and kept trying
application help tips, but the suggestion didn’t work. Closed out and kept trying
to reload, and it still isn't letting me back to the application site.”
to reload, and it still isn't letting me back to the application site.”
Page 7
Slide 7
Reviews You DO Want to Hear
“I really liked BCG's website. I Ifound the recruiting portion of the site to be very
“I really liked BCG's website. found the recruiting portion of the site to be very
useful in determining how to approach the interview process. I I also got aa
useful in determining how to approach the interview process. also got
strong sense of how the company differed from its competition and what to
strong sense of how the company differed from its competition and what to
expect when I Imet some of the firm's representatives.”
expect when met some of the firm's representatives.”
“I really, really like the Merrill career site. It is very clean. It is interactive. I Ilike
“I really, really like the Merrill career site. It is very clean. It is interactive. like
how links lead me to other links pertaining to that category only. There is no
how links lead me to other links pertaining to that category only. There is no
non-essential information on any page, and I Ireally like that. It is not too busy.
non-essential information on any page, and really like that. It is not too busy.
It is pleasing graphically. A great job overall.”
It is pleasing graphically. A great job overall.”
“The resume post section was fantastic! Easiest one I’ve ever used.”
“The resume post section was fantastic! Easiest one I’ve ever used.”
“I believe they explain the working experience well: the travel, the culture, the
“I believe they explain the working experience well: the travel, the culture, the
personal development, the professional development, the positions, etc. I I
personal development, the professional development, the positions, etc.
believe this aspect of the website is very strong because it paints aa
believe this aspect of the website is very strong because it paints
comprehensive picture of the lifestyle, the responsibilities... the total
comprehensive picture of the lifestyle, the responsibilities... the total
experience.”
experience.”
Page 8
Slide 8
•4
5. Top Ranked Company Websites
Rank Company
Goldman Sachs
1
McKinsey & Co.
2
The Boston Consulting Group
3
Bain & Co.
4
Microsoft
5
Citigroup
6
Procter & Gamble
7
Johnson & Johnson
8
JP Morgan
8
Credit Suisse First Boston
10
General Electric
11
Morgan Stanley
12
IBM
13
Lehman Brothers
13
Merrill Lynch
13
UBS
13
Source: WetFeet Student Recruitment Report 2005
Page 9
Slide 9
Agenda
How Candidates Use Corporate Recruiting Websites
Four Building Blocks of a Great Website: Navigation,
Branding, Content, Functionality
Applying the Lessons to Your Website
Q&A
Page 10
Slide 10
•5
6. Four Building Blocks of a Great Site
Navigation Branding
Simplicity, clarity, Clear and compelling
consistency value proposition
Intuitive menu Consistency with
structure and links corporate branding
Effective search tools Show, don’t tell
Content Functionality
What do you do? Simple process that
works
What jobs do you
have? Flexible search tools
How can I get one? Treat candidates like
customers
Why should I take it?
Page 11
Slide 11
N
Navigation
Candidates want to find (and find their way back to) relevant
information easily
Hallmarks of excellent navigation include: clarity, simplicity and
consistency
Navigational components include:
Menu structure (primary and secondary)
–
Search tools
–
Links
–
Terminology
–
“Websites that are hard to navigate and don’t show me where the application
“Websites that are hard to navigate and don’t show me where the application
materials are get booted from my list for that reason alone. I Ihave aaton of
materials are get booted from my list for that reason alone. have ton of
things to look at and not much time to look at them.”
things to look at and not much time to look at them.”
Page 12
Slide 12
•6
7. N
Make the Career Site Easy to Find
Companies must provide a prominent link from the homepage,
and, ideally from all pages within the website
Page 13
Slide 13
N
Follow Naming and Location Conventions
Common locations for career links are: top, left side or bottom
Terminology should be straight-forward and easy to understand
Page 14
Slide 14
•7
8. N
A Good Menu is the Backbone of the Site
Page 15
Slide 15
N
Non-Standard Locations Disrupt Access
“I totally missed the jobs section when I Ifirst visited HP. Typically, I Iexpect the
“I totally missed the jobs section when first visited HP. Typically, expect the
jobs section to be located either at the top or the bottom of aawebpage—never
jobs section to be located either at the top or the bottom of webpage—never
in the middle, and definitely not on the right side!”
in the middle, and definitely not on the right side!”
Page 16
Slide 16
•8
9. N
Candidate-Centric Information Appealing
Sections focused on specific candidates help users find relevant
information and make them feel wanted
Page 17
Slide 17
N
Company-Focused Structure Confuses
Page 18
Slide 18
•9
10. B
Branding
The website = personality of the firm
Candidates use the website to assess their fit
Every company has a “context” which influences credibility
A clear and compelling brand inspires consistent interpretation
“[The main message from the Bain website was] that the company was aa
“[The main message from the Bain website was] that the company was
fun place to work, and that it was aavery good opportunity for newly minted
fun place to work, and that it was very good opportunity for newly minted
college/MBA/PhD graduates. That they have aavery positive corporate
college/MBA/PhD graduates. That they have very positive corporate
culture with aalot of vertical interaction. That there are opportunities for
culture with lot of vertical interaction. That there are opportunities for
change and growth through the externship program. All in all, seemed like
change and growth through the externship program. All in all, seemed like
aagood place to work. Sign me up!”
good place to work. Sign me up!”
Page 19
Slide 19
B
Many Site Elements Influence Brand
Navigation and ease of use
Intuitive and organized around candidate’s needs
–
Graphics and design
Color palette and design elements form a powerful first impression
–
Images should fit persona of firm and industry
–
“Flashiness” should not interfere with usability
–
Content and messaging
Friendly, candidate-centered content and images are appealing
–
Presentation and tone also has an impact
–
Context
Messages must ring true to candidates
–
Page 20
Slide 20
•10
11. B
Good Branding Sends Clear Messages
Employee-Oriented
Employee-Oriented
“P&G and BCG stand out because it was clear that they put aalot of
“P&G and BCG stand out because it was clear that they put lot of
emphasis on personal development of employees. It’s reflective of aastrong
emphasis on personal development of employees. It’s reflective of strong
culture that clearly has something to give back.”
culture that clearly has something to give back.”
Professional
Professional
“On the UBS site, all the people in the pictures look very professional, the
“On the UBS site, all the people in the pictures look very professional, the
colors on the site are gray, and the layout is very crisp and clean.”
colors on the site are gray, and the layout is very crisp and clean.”
Fun
Fun
“The Bain site attracted me in terms of values and culture. They gave the
“The Bain site attracted me in terms of values and culture. They gave the
appearance of being more laid back and fun to work with than the
appearance of being more laid back and fun to work with than the
McKinsey’s and BCG’s of the world. The Bain site mentioned the words
McKinsey’s and BCG’s of the world. The Bain site mentioned the words
‘fun’ and ‘laugh’ aalot.”
‘fun’ and ‘laugh’ lot.”
Friendly
Friendly
“Lehman Brothers actually has the school contacts’ and recruiters’ emails
“Lehman Brothers actually has the school contacts’ and recruiters’ emails
on the site. This highlights their ‘friendly’ culture and shows their
on the site. This highlights their ‘friendly’ culture and shows their
openness. No other site has personal email addresses on it.”
openness. No other site has personal email addresses on it.”
Page 21
Slide 21
B
Consistent Messaging and Images
“‘Commitment is good. Passion is better’ appears on every page and gives the
“‘Commitment is good. Passion is better’ appears on every page and gives the
message that the bank is aapassionate and exciting place to work!”
message that the bank is passionate and exciting place to work!”
Page 22
Slide 22
•11
12. B
Messaging Reinforced in Many Ways
“I was impressed by
“I was impressed by
the stress on culture
the stress on culture
and people. It sounds
and people. It sounds
as if working there
as if working there
means you will be
means you will be
recognized as aa
recognized as
person, not as aa
person, not as
statistic.”
statistic.”
“How cool is aaBain
“How cool is Bain
World Cup?”
World Cup?”
Page 23
Slide 23
B
User-Oriented Messages Draw Interest
“Their ‘People First’ philosophy (means) they have aahigh regard for the
“Their ‘People First’ philosophy (means) they have high regard for the
individual. This is important for their target recruits.”
individual. This is important for their target recruits.”
Page 24
Slide 24
•12
13. B
Inconsistent Messages Hurt Credibility
Page 25
Slide 25
Content C
Candidates see one website
Candidates want answers to four questions:
What does the company do?
–
What jobs do you have (for me)?
–
How can I get one?
–
Why should I take it?
–
Accessibility as important as content
Tone and presentation communicate as much as the words
Candidates want the truth
“A site needs to be persuasive. It should clearly explain why I Ishould
“A site needs to be persuasive. It should clearly explain why should
choose their company.”
choose their company.”
Page 26
Slide 26
•13
14. Key Content Elements C
“Must-have” Content “Nice-to-have” Content
Company overview Compensation and benefits
Detailed job descriptions Interview tips
Required qualifications Contact information
Locations
Information about the
recruiting process Employee profiles (including
“day in the life” vignettes)
Diversity recruiting practices
“The best websites give aastrong image of the company, get me information
“The best websites give strong image of the company, get me information
for the interviews, describe their business style, and answer all the extra
for the interviews, describe their business style, and answer all the extra
questions I Imight have.”
questions might have.”
Page 27
Slide 27
A Good Company Overview Differentiates C
Page 28
Slide 28
•14
15. Leave History Texts in School C
Page 29
Slide 29
Qualifications Help Self-Selection Process C
Page 30
Slide 30
•15
16. Employee Profiles Extremely Powerful C
“Employee profiles are helpful because they allow me to see what people have
“Employee profiles are helpful because they allow me to see what people have
done before working there, what schools they went to, what they studied, etc.”
done before working there, what schools they went to, what they studied, etc.”
Page 31
Slide 31
Interview Tips Communicate Care C
Page 32
Slide 32
•16
17. Functionality F
Candidates now expect companies to offer job search tools and an
online application form
The online application is the most common aggravation
Many errors encountered
–
Poor usability
–
Time-consuming
–
Tedious and repetitive
–
Privacy concerns
–
Candidates have low confidence in “black box” process
“I didn’t like the application process at all… It took too long. By the end of the
“I didn’t like the application process at all… It took too long. By the end of the
process when I Ihad to fill in job experience, I Islacked off and didn’t put it all in
process when had to fill in job experience, slacked off and didn’t put it all in
because I Iwas just ready to be done with it.”
because was just ready to be done with it.”
Page 33
Slide 33
Key System Components F
Job listings search capability
Easy-to-use and flexible tool allowing search on multiple criteria
–
Accessible without requiring registration
–
Intuitive and clean display of results
–
Online application system
The system must work well for candidates
–
The simpler and shorter the application the better
–
Candidate-centered tools (e.g. allow resume upload)
–
Clear expectations management
–
Candidate relationship management (CRM)
Treat candidates like customers
–
Page 34
Slide 34
•17
18. Flexible, Powerful & Simple Search Tools F
Page 35
Slide 35
The Simpler the Application the Better F
“Simple and one-page only. That is aahuge advantage over some of the other
“Simple and one-page only. That is huge advantage over some of the other
banks [whose] online applications [were] long and tedious.”
banks [whose] online applications [were] long and tedious.”
Page 36
Slide 36
•18
19. Setting Expectations Alleviates Concerns F
“After submitting aaresume, you should receive aaconfirmation email, and when
“After submitting resume, you should receive confirmation email, and when
you will hear quot;somethingquot; - -even if it is just an email dinging you. If we take the
you will hear quot;somethingquot; even if it is just an email dinging you. If we take the
time to apply, they should have the courtesy to respond at some level.”
time to apply, they should have the courtesy to respond at some level.”
Page 37
Slide 37
Agenda
How Candidates Use Corporate Recruiting Websites
Four Building Blocks of a Great Website: Navigation,
Branding, Content, Functionality
Applying the Lessons to Your Website
Q&A
Page 38
Slide 38
•19
20. Lessons Learned
Your recruiting website is THE most important representative on
your recruiting team
All websites are NOT alike – and your mistakes will cost you
candidates
Identify your target candidates prominently and design your site
around their needs
Give readers the straight scoop – a good website should send
some people away!
Ease of access is far more important than quantity of information
The one question your site must answer: why go work for you?
Online applications are becoming more accepted – but they are
still job seekers’ most common aggravation
Page 39
Slide 39
What You Can Do…
Assess the site’s fit with your target market
Make two lists – candidate attributes that lead to success or
–
failure on the job
Check the site against these lists
–
Make sure your site has something for your most frequently
–
hired candidates
Understand the user experience
Conduct usability testing to identify critical problems early
–
Submit an application yourself
–
Wear the candidate “hat” and ask yourself the four questions
–
Page 40
Slide 40
•20
21. What You Can Do…
Compare yourself to others
Benchmark your website vs. your competitors’ (what are their 3
–
words?)
Submit an application to your competition
–
Look outside your industry for creative ideas
–
Invest before you go live – but recognize that it will always be a
work in progress
Conduct a “performance review” before making changes
–
Conduct external testing during development – or, at a
–
minimum, ask recent hires to review prototypes of new designs
Push your vendors to meet your needs, not theirs
–
Page 41
Slide 41
Final Thoughts
The corporate recruiting website should be a core component of
any company’s recruiting strategy today
When well-designed, the site will perform many functions:
Serve as the heart of an efficient and effective recruiting process
–
Help candidates gain a deep understanding of your firm—and select
–
themselves into or out of the process
Communicate and reinforce your employment brand
–
How well a site performs depends upon successful execution in
four areas: navigation, branding, content and functionality
The key is to conceive the site from the standpoint of the user
But the website can only go so far – an effective recruiting effort
requires solid execution across all elements online and in person
Page 42
Slide 42
•21
22. New WetFeet Recruiting Services
Website Review Recent Research Reports
Competitive Scorecard Analysis rates your Campus Marketing Report 2006
website in key areas as compared to your Trends in campus recruiting and best practices
top 3 competitors from leading employers. $1,995
The Competitive Strengths Summary Student Recruitment Report 2006
reviews the navigation, branding, content Comprehensive research on the competitive
and functionality on your website landscape, application trends, employer
rankings, offer data, compensation
Short and Long-Term Actionable expectations, diversity, effective marketing
Recommendations outlines an action plan tactics and more.$895-$3,500
that can be executed for immediate
results Internships Report 2006
Benchmark your internship program and learn
A Detailed Presentation by a WetFeet how to make it a best-in-class performer $2,495
analyst to your recruiting team
Student Compensation and Offers Report
2005
The only compensation report with detailed data
on specific offers from top employers to top
candidates $595
Campus Diversity Recruitment Report
2005
Research that identifies and explains new trends
in recruiting diversity candidates on campus
Corporate Recruiting Websites 2005
Guidelines for building a top corporate recruiting
site $2,495
Page 43
Slide 43
Thank You!
To discuss findings, future research, or other offerings in more
detail, please contact us directly:
Steve Pollock
President
WetFeet, Inc.
spollock@wetfeet.com
415-293-7313
•22