It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
It’s all yours. You can help yourself to any of the job descriptions or letter templates in this guide. They’re available in PDF form or if you prefer there’s a link to a downloadable Word doc. Enjoy, customize and never face a blank page again!
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Access MBA Guide, the organisers of the Access MBA tours, interviewed me for the 2013 edition of their global publication for the MBA and Executive MBA students
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
The need for high-quality IT workers is increasing at a rapid pace, but the pool of potential candidates is smaller than ever – which goes a long way towards explaining why nearly 60% of companies are reporting that open IT positions are currently going unfilled. But that’s not the whole story - the challenges in this candidate-driven employment market are many. And some of the moves being made by candidates to leverage the situation (and by companies to try and control it) are only contributing to the ever-increasing complexity of the hiring process. - See more at: http://pages.xtglobal.com/Addressing-Top-IT-Hiring-Challenges-Download-Page.html#sthash.LmOl81b4.dpuf
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in High Tech want.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
This key global insights report from Kelly Services explores the concept of fostering a work environment that provides flexibility for various life stages of critical employees. Content creator Kathy Fawcett brings proprietary Kelly research to life with practical applications for organizations of all sizes.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Access MBA Guide, the organisers of the Access MBA tours, interviewed me for the 2013 edition of their global publication for the MBA and Executive MBA students
Addressing the Top IT Hiring Challenges | WhitepaperACTIVE Network
The need for high-quality IT workers is increasing at a rapid pace, but the pool of potential candidates is smaller than ever – which goes a long way towards explaining why nearly 60% of companies are reporting that open IT positions are currently going unfilled. But that’s not the whole story - the challenges in this candidate-driven employment market are many. And some of the moves being made by candidates to leverage the situation (and by companies to try and control it) are only contributing to the ever-increasing complexity of the hiring process. - See more at: http://pages.xtglobal.com/Addressing-Top-IT-Hiring-Challenges-Download-Page.html#sthash.LmOl81b4.dpuf
In the world of performance job advertising, the ROI of your spend is attained when a vertex between applicant volume and efficiency is reached. With the various performance models available in the market, knowing how and where to spend your job advertising dollars to get the outcomes you need is no easy task. Read the guide to optimize your pay-for-performance job advertising media.
Every year, Kelly Services conducts a comprehensive survey of talent issues in many industries the world over. It is one aspect of an aggressive campaign to help the world’s companies understand what attracts, engages and motivates workers. This report is covering our findings about what workers in Finance want.
9 Salary Surveys A Snapshot Market data obtained from salary surv.docxsleeperharwell
9 Salary Surveys: A Snapshot Market data obtained from salary surveys create the foundation for a viable compensation strategy. When combined with economic statistics and business strategy, they create the infrastructure of an organization’s salary practices. Just as DNA provides information used to construct, identify, and operate the human body, market data obtained from salary surveys are used to construct and operate organizations’ pay programs. Market data evolve from salary surveys that are compiled and analyzed periodically to determine how well the company pays relative to the market. How the company statistically analyzes, charts, and uses the data is a function of its corporate compensation strategy. Then, pay is delivered to employees through base salary and bonus/commission programs and maintained using salary administration guidelines and other pay delivery systems. Critical to this effort is effective communication of all components of pay to earn the most satisfaction from employees, and, ultimately, high productivity and success for the company. THE BIG PICTURE Where do salary surveys fit in? Why do we use them? An organization has many resources to achieve its goals. Even though these resources include land, material, capital, and people, it is only people who make decisions about and do things with the land, material, capital, and the people. An organization’s goals are accomplished only through people. Hence, the major challenge of any organization is to attract, retain, motivate, and align the types and numbers of people it needs to achieve its goals. This is accomplished through a value exchange—a situation in which the company and the employee give value to the other in exchange for value received to achieve their respective self-interests. This notion can be summarized by the phrase, “Value given for value received.” Figure 9.1 shows some of the items involved in the exchange. FIGURE 9.1 Value exchange pie charts. Many items given by the employee to the employer are not quantitatively measurable, but they are present and are very important to the company. The items from the employer to the employee may differ from one employee to the next with regard to what is of value. Indeed, even the relative size of the pieces differs among employees and individuals during a lifetime. For example, a relatively new employee may value growth opportunities more than an employee near retirement. Likewise, an individual might feel pay is very important today but tomorrow, when a new baby joins the family, benefits become more important. This shows that pay is just one component of the exchange. When an employer decides how much to pay an employee, several factors usually are considered: Business strategy. Internal value of job/skill. Market pay. Individual factors. Experience. Education. Performance. Contribution. Skills. Balance with benefits, stock, work environment, etc. What the company can afford. Compensation philosophy. Desired m.
How to Land Your Dream Job Without Applying 'Online' - A Better PLAN For Stud...Ita John
Here are my practical ideas on graduates’ journey toward landing a job upon graduation and for those who have graduated already too. It’s the ROADMAP to follow to land your desired job quicker.
Strayer University - OnlineHRM-510 Business Employment Law .docxdarwinming1
Strayer University - Online
HRM-510: Business Employment Law
August 12, 2018
The Hiring Process and Managing a Diverse Workforce
As the HR Director of my association, I must utilize an assortment of business laws to build arrangements and techniques that help the advancement of a decent variety in the work environment. My present association is looking for an Executive Administrative Assistant who will work intimately with an answer to the Chief Legal Officer. My organization obviously, empowers everybody who is keen on the situation to apply as we are at last looking to enlist the best individual for the position. As the HR Director, I have seen a few episodes that finished with legitimate activity because specific business laws were not utilized while making the association’s enrollment strategies and application process. I must guarantee that I shield the association from lawful repercussions, as well as devise compelling strategies and plans that secure potential and existing representatives. The Civil Rights Act of 1964 and the Americans Disabilities Acts are just a couple of the fundamental laws that add to the work laws that are expected of bosses to use amid all phases of the enlisting procedure.
Enrollment or Employment Methods
Conveying the accessibility of business chances to work searchers is the initial phase in the enrollment procedure. It is critical that business laws are remembered when creating enrollment techniques for an association. As the HR Director, I have chosen that the best and best enrollment strategies for my association are 1) Social Media 2) Job Advertisements and 3) Employment/Recruitment Agencies.
Online networking has assumed control over this age and is associating individuals in more routes than one. Numerous associations are bouncing on the online networking fleeting trend and have begun their own Instagram, Facebook, and Twitter accounts. More professionally, there are internet-based life organizing locales particularly for job seekers like
LinkedIn, Monster, Indeed, among others. These can be utilized as incredible selecting apparatuses because they are not that costly, and they can achieve an awesome measure of individuals in a short measure of time. Notwithstanding publicizing work openings, web-based life gives the association another approach to check data given by the candidate. Being dynamic via web-based networking media administrations like Twitter enables you to 'meet' potential competitors from multiple points of view: through shared associations, through shared talk subjects, and because it's simple for work searchers to get in touch with you. A fourth of UK organizations are enlisting using expert systems administration locales like LinkedIn.
Your internet-based life movement likewise extends your boss image, indicating hopefuls what your authoritative culture resembles. That is incredible for drawing in top ability, accepting your way of life is great. It works the other much as ...
Developed a mobile application model for a Fortune 500 business to solve recruitment and retention issues in the IT department, a top loss in the business.
Whitepaper: Why Millennials Want Innovative Reward Strategies From EmployersIconixx
Millennial workers are a vital part of U.S. corporate culture, as they are the largest generation since the baby boom. They are already making their presence felt by introducing different ideas about the best ways to work and new sets of workplace values. Managers are quickly realizing millennials need to be managed and motivated differently than other generations. One of the most effective ways to make millennials feel appreciated is through incentive compensation.
Running Head COMMON BOND1COMMON BOND2Comm.docxtodd271
Running Head: COMMON BOND
1
COMMON BOND
2
Common Bond
Affiliation
Student’s Name
Companies have been relying on email marketing for a long time when it comes to creating awareness of their products and services. Email marketing has been highly successful. However, there are some aspects that organizations that wish to utilize the marketing technique must put into consideration before attempting to utilize it. Compilation of the different emails to send the advertisements to is the initial step in the development of an email marketing strategy. Some of the ways to gather these addresses are by requesting them directly from the potential customers as well as buying them from other organizations. Once a company has gathered the addresses, what follows is the composition of the email. The composition must be done in the most suitable and simple way. Effective and appropriate content enhances the chances of a client response. Besides, when sending the email, it is also pertinent to ensure that the email lands in the right folder for the recipient to see it.
Common Bond is one of the companies that have adopted email marketing strategy. The firm found it favorable because it could easily reach its target audience. The firm targeted college going students particularly those who were pursuing their MBA. The company’s marketing strategy focused on the particular target market for different reasons. One of the reasons for the decision to select a specific audience was to effectively handle customers’ responses. Effective communication is one of the aspects of a good customer service. The efficient management of responses from the customers enhances customer loyalty. Besides, focusing on a specific target made it easy for the company to thoroughly screen applicants. Concentrating on the targeted audience enabled Common Bond to build trust in the loan applicants, an effort that yielded good results. Through this strategy, the company attracted and retained many customers, a factor that contributed to its growth. The growth allowed the company to expand its client size from students undertaking MBA programs to undergraduates and also expanded to clients in different institutions of learning.
Preplanning is essential in email marketing. The process of preplanning entails deciding on the information to include in the advertisements. This is basically the creation of the content. A thorough knowledge of the target audience helps in the tailoring of the content. Lack of proper preplanning is not only costly in terms of finances but also time-wise. This is because if promotions are not done properly they will have to be repeated so as to attract the customers. The double work is also tiresome.
A celebration of success is something that every company looks forward to. The common Bond firm is one of those organizations that is celebrating the success of its email marketing. However, it ought to put in place the appropriate techniques so a.
[Appcast] 2018 Recruitment Media Benchmark ReportAppcast
In this report, Appcast analyzed 2017 pay-for-performance recruitment media from over 400 companies across every major industry.
What's in the Report?
-Apply rate by device, industry, and geography
-Average cost-per-click bid by device, industry, and geography
-Impact of device and length of job titles and descriptions on application conversion rates
-And much more!
[Report] 2017 Recruitment Media Benchmark ReportAppcast
In this report, Appcast analyzed 2016 pay-for-performance recruitment media from over 750 companies across every major industry. Learn the trends and results that 750+ leading employers are getting from their recruitment media.
What's in the Report?
-Click-to-apply rates by industry
-Average cost-per-click bids by device
-Impact of device and length of job titles and descriptions on conversion rates
Sign up for a free demonstration of Appcast to learn how you can improve the performance of your recruitment advertising. http://www.appcast.io/get-a-demo-of-appcast/
[Webinar] Talent Acquisition is Dead - Talent Attraction Takes RootAppcast
Discover why talent acquisition is being laid to rest, giving rise to a new game in town: talent attraction.
Tim Sackett's webinar presents simple strategies to start 'attracting' talent to your organization.
[Webinar] What is Programmatic Job Advertising?Appcast
Programmatic job advertising is the latest innovation in talent acquisition — the concept of using technology and big data to buy, place, and manage job ads. Read more: https://appcast.io/what-is-programmatic-job-advertising/
From this webinar featuring Chris Forman, CEO & Founder of Appcast, and Ryan Christoi, Managing Partner at KRT Marketing, you will learn how programmatic technology can help you:
-Optimize conversions. Advertise across a network of sites and let the technology programmatically optimize your campaign based on which sites deliver the highest conversion rate for your jobs.
-Find quality candidates. Target quality candidates with precision, leveraging big data to find candidates across the web.
-Get a better job ad ROI. Let software spread your budget effectively on jobs that need applicants and avoid the risk of runway jobs.
[Webinar] The Second Wave of Recruitment MarketingAppcast
The second age of recruitment marketing is here. After years testing the original nascent ideas that came to market, the industry is now shifting to the prevailing models that have proved successful, leaving less productive ones behind.
Innovation in technology has allowed recruiters to catch on to the tactics of marketers, and in today's competitive hiring scene, recruitment marketing is the driving force behind measurable outcomes and valuable business process changes. With its adoption, recruiting leaders are optimizing the funnel of talent that is brought into an organization and, on top of that, maximizing their ROI.
View this presentation from Chris Forman, CEO & Founder of Appcast, and Matt Singer, VP of Marketing at Jobvite.
[Webinar] How Contingent & Gig Recruiters are Generating New Talent SuccessAppcast
As sourcing talent continues to be a major challenge in business today, many companies are relying on contingent or freelance workers to reach organizational goals and objectives. The need for this type of talent, alongside the growth of the 'gig' or shared economy, is changing the landscape of talent acquisition: 32% of organizations have seen an increase in demand for contingent talent, and freelancers now contribute $1 trillion in annual earnings to our economy.
Does your business have an effective strategy in place for attracting top talent for these types of roles? This webinar presents best practices & tactics to incorporate into your talent acquisition and job advertising processes to quickly find and hire the best candidates for your contingent and freelance positions.
[Webinar for Job Sites] What Programmatic Trends Mean for Job SitesAppcast
Tom Chevalier, VP of Product at Appcast, discusses the growing trend of programmatic ad buying and what the implications will mean for the current landscape of job sites.
[Webinar] 7 Best Practices to Boost the ROI of Performance Job AdvertisingAppcast
Chris Forman's webinar presents 7 simple steps that can be taken to improve the results driven from performance job ad media.
Watch the webinar to learn:
-How to set 'apply goals' and eliminate wasted spend
-Ways to experiment with your job ad media bidding strategies
-The key recruitment media metrics to track
[Webinar] 4 Recruitment Benchmarks to Measure ROIAppcast
This webinar, '4 Recruitment Benchmarks to Measure ROI,' features Chris Forman, CEO & Founder of Appcast and Matt Singer, VP of Marketing at Jobvite. They discuss which recruitment metrics are essential to track and optimize for ROI.
Watch the webinar to learn:
-The key benchmarks and metrics that leading employers track
-How to seamlessly track all benchmark data between your job advertising partners and ATS
-How to develop a data-driven approach to recruiting
[eBook for Job Sites] Expanding your Job Site to Include a Pay-for-Performanc...Appcast
This eBook provides a plan for helping your organization lay the groundwork for offering a pay-for-performance recruitment media model.
As more job sites are catching on to the trend of adopting a pay-for-performance recruitment media model, it may be a 'top of mind' topic at your organization, as well. While the concept may seem fairly simple, it is multilayered and requires a well thought-out implementation and go to market plan.
But with the right tools and roadmap, it will happen - and with remarkable benefits for your business.
[Whitepaper] The New Boardroom Imperative: Recruitment MarketingAppcast
Learn practical applications that can enhance your recruitment marketing strategy at the board-level, and throughout the rest of your organization.
Written by Dave Forman - Author, Fearless HR
[Whitepaper] Talent Decisions that can Make or Break your Business - Lessons ...Appcast
Read this whitepaper to learn why recruiting is an important function that serves to improve overall business results.
Written by David Forman | Industry Thought Leader & Author, Fearless HR
[Whitepaper] Talent Acquisition is Dead - Talent Attraction Takes RootAppcast
Learn simple strategies to start attracting the best talent to your organization.
Written by Tim Sackett - President, HRU Technical Resources & Industry Thought-Leader
[Whitepaper] Robots in Recruiting - The Implications of AI on Talent AcquisitionAppcast
Read this paper to learn how artificial intelligence is quietly changing the way recruiters find, engage, and screen candidates.
Written by Allan Schweyer | Industry Thought Leader & Founder of TMLU.org
Chris Forman, Appcast CEO & Founder, gave a presentation at the 2016 Jobvite Summit about the emergence of programmatic technology into the job advertising space.
Abstract:
In the last 7 years, programmatic 'ad tech' has revolutionized how companies brand, promote, and sell everything from paper towels to airplane tickets. Today, more than 80% of online ads are placed and optimized in milliseconds...each time we click on another web page. The lift in performance has been nothing short of staggering...often increasing ROI by over 500%.
Leading recruitment marketers have taken notice and are starting to use these technologies to optimize the performance of their job ads, attracting better candidates and getting a dramatically higher 'bang for their buck'. Join Chris Forman, the former CEO of AIRS and Founder of Appcast for an insightful, funny, and data-driven review at how companies are leveraging programmatic technology to radically improve recruiting outcomes.
[Whitepaper] Recruitment Analytics in a Programmatic Sourcing EraAppcast
Whitepaper Preview:
"Only twenty-five years ago jobs were posted on physical bulletin boards at job centers and listed in newspapers. Today, real-time, programmatic bidding engines and algorithms negotiate behind the scenes to determine who will see which job ads, and where and when they will see them.
As a result, the metrics, benchmarks, and KPIs used to measure recruitment advertising effectiveness have shifted. This whitepaper explores those changes and recommends a mix of revised and new measures based on the changing landscape of recruitment advertising."
Download this paper to learn the NEW metrics and KPIs for an age of programmatic recruitment advertising.
Written by Allan Schweyer - Founder, TMLU
Programmatic advertising is a critical part of any multi-channel recruitment marketing operation.
As the newest kid on the block in recruitment marketing, programmatic sourcing uses ad technology to continually buy, manage, and optimize job ads across the Web, allowing recruiters to get the highest conversion rates.
In this free white paper, we walk you through programmatic to educate you for this inevitable industry shift and explain its key benefits, including:
1. Improve 'apply rate' conversions.
2. Attract quality applicants.
3. Eliminate wasted spend.
Download this white paper to learn how you can start using programmatic to optimize your recruiting funnel for quality candidates and save time and money along the way.
[Whitepaper] Pay-Per-Applicant, Not Per-ClickAppcast
Pay-per-applicant recruitment advertising is the latest evolution in talent acquisition.
Advertising your open jobs has come a long way in the last 20 years, but getting a good ROI on your recruiting spend is still a common challenge. While pay-per-click advertising is hard to manage and can be expensive, a pay-per-applicant model, the latest evolution, lets you pay only for what you really want: a completed job application.
Download this free white paper to learn how this new model compares to prevailing models, answering: Which delivers a greater ROI?
1. Why pay-per-click is risky
2. How the pay-per-applicant model aligns the interest of employers & job boards
3. Learn how pay-per-applicant works
[Whitepaper] How to Improve your Mobile Device RecruitingAppcast
Mobile candidates will continue to have an impact on the recruiting process, cost, & outcomes.
98% of candidates who start an application on mobile don't finish it, causing you to miss out on quality candidates and waste your recruitment budget on attracting people to those job postings.
In this free whitepaper, we cut through the jargon and give a definitive assessment of what works for mobile recruitment, what doesn't work, and why. From our data-driven research on 250,000+ mobile applications, we will tell you:
-How to convert more mobile applies
-Industry benchmark mobile apply rates
-The optimal mobile application process
Download this whitepaper to learn how you can get your mobile recruiting model up to speed.
2. Contents
Introduction
Communication and ROI
Build a case for benefits
Return on recruitment advertising
Better conversion rates
Figure 1: Job Applications: Click-Through to Conversion Rate
Attract more applicants
Figure 2: Filling Jobs: Employer Experience, United States
Determining what candidates want
Even a good benefit may not benefit all
What millennials want
What working parents want
Generational priorities
Putting it all together
Advertising focus
Driving job seekers to the careers site
Figure 3: PwC Careers, Career Growth
Figure 4: PwC Careers, Career Growth
Talking about benefits
Making the connection
Visuals matter
Job seekers research prospective employers
Where to focus
Don’t forget ‘other’ employees
Endnotes
About the Author
2
2
4
5
8
9
11
12
1 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
3. 2 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
When it comes to employee benefits, the ideal talent attraction equation looks something like
this: Employer determines what benefits job candidates want; employer offers benefits that meet
candidate expectations; employer articulates these benefits — in job postings, at the corporate
careers site, via social media, and elsewhere.
The good news is that many companies today recognize benefits are an important component of
talent attraction and structure their offerings accordingly. But more can be done to communicate
these offerings to attract the right candidates.
There are several reasons to make benefits communication, at the point of recruitment, a
priority.
Build a case for benefits
Not only will doing so help with talent attraction. It will help justify the expense associated with
those benefits.1
According to the U.S. Bureau of Labor Statistics (BLS), on average, benefits add 34.1 percent to a
full-time employee’s salary — and BLS only includes paid leave, supplemental pay, health
insurance, retirement and savings, and legally required benefits in its calculation.2
It doesn’t, for example, take into account costs associated with education, training, and career
development, which fall under the big umbrella of employee benefits. When taken in totality,
benefits represent an even larger expense category for organizations.
Return on recruitment advertising
Effective benefits communication also has return on investment (ROI) implications for
recruitment advertising. By sharing benefits information that resonates with job candidates, the
likelihood of interest in a job opportunity increases, resulting in more applicants.
Better conversion rates
Consider that research from Appcast, a provider of programmatic recruitment advertising, finds
for every 100 candidates who click through from a job advertisement to a recruitment portal on a
desktop device, an average of eight will complete a job application.
Communication and ROI
Introduction
4. 3 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
Clearly, these numbers suggest there is a lot of room for improvement.
Attract more applicants
In an economic environment where talent attraction has become more challenging, every job
application matters. The 2016/2017 Talent Shortage Survey from workforce solutions provider
ManpowerGroup finds 46 percent of employers are having difficulty filling jobs in the United
States. The top reason? Lack of applicants/no applicants.4
Better conversion rates
Consider that research from Appcast, a provider of programmatic recruitment advertising, finds
for every 100 candidates who click through from a job advertisement to a recruitment portal on a
desktop device, an average of eight will complete a job application. That’s only 8 percent. On
mobile devices, the click-through to conversion rate is even lower: 1.5 percent.3
Figure 2:
ManpowerGroup surveyed more than 42,300 employers
in 43 countries.
Figure 1:
Appcast analyzed more than 250,000 job applications.
DifficultNot Difficult
60%
Desktop device
Job Applications: Click-Through to Conversion Rate
Per 100 Applications
Filling Jobs: Employer Experience, United States
Difficulty, by percentage
Mobile device
50%
80%
70%
90%
100%
40%
30%
20%
10%
0%
10%
54% 46%
1.8%
5. 4 / 12
Determining what candidates want
Yet, touting benefits in order to attract candidates is not as clear-cut as it sounds.
Employers typically offer an array of benefits, and many simply include a laundry list, aiming for a
cumulative effect. But is this the best strategy? Isn’t it preferable to hone in on the benefits that
are most important to the candidates an organization seeks?
Even a good benefit may not benefit all
By way of example, professional services firm Deloitte recently announced it will offer up to 16
weeks paid time off for eldercare.5
It’s unlikely this benefit will resonate with 20-something job
seekers with young, healthy parents.
Deloitte has been promoting the benefit as part of a new, broader family leave program that
provides “support for eldercare, spousal care, and children beyond the birth stage.” 6
Family leave has been a hot-button issue recently, and is no doubt a valuable benefit. Still, is it a
priority for all job candidate audiences?
What millennials want
Deloitte’s own research shows family leave benefits aren’t even on millennials’ radar when
evaluating job opportunities. Millennials’ top five considerations when evaluating a potential
employer are good work/life balance; opportunities to progress/be leaders; flexibility, i.e., remote
working, flexible hours; sense of meaning from work; and professional development training
programs.7
What working parents want
Another survey, this one of parents with children age 18 or younger, conducted by career site
FlexJobs, finds work flexibility tops the list of factors most important when considering a new job.
A full 84 percent of working parents point to it as the most important factor. Meanwhile, 80
percent of working parents look for work/life balance when considering a new job.8
Generational priorities
Still another survey, conducted by research marketing firm Gallup, provides insight into what
different generations look for when applying for a job. It finds millennials’ most important
criterion is the opportunity to learn and grow. For Gen Xers, this is number four on the list; for
baby boomers, it is number five.9
The research suggests that a company should identify its candidate audience and target its
benefits marketing messages accordingly.
Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
6. 5 / 12
Putting it all together
PricewaterhouseCoopers (PwC), a provider of assurance, advisory, and tax services, has done
exactly that.
The firm’s global survey of millennials finds the top five factors that make an organization an
attractive employer are opportunities for career progression; competitive wages and other
financial incentives; excellent training and development programs; good benefits packages,
including pensions, healthcare; and flexible work arrangements available.
When looking at these categories more closely, it becomes clear that two of the top three
categories point to the same requirement on the part of millennial job seekers: they want
employment opportunities that will allow them to learn and grow.
PwC offers career development, and promotes it as a major benefit of working for the company.
This message is articulated in a variety of ways, and reinforced throughout the recruitment
process.
Advertising focus
In job postings, many employers include benefits of working for the organization below the
description of the job, as an afterthought. PwC puts career development first.
Here is how a job posting for a global mobility services professional assistant begins:
Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
PwC is a network of firms committed to delivering quality in assurance, tax and advisory
services.
We help resolve complex issues for our clients and identify opportunities. Learn more
about us at www.pwc.com/us
At PwC, we develop leaders at all levels. The distinctive leadership framework we call the
PwC Professional (http://pwc.to/pwcpro) provides our people with a road map to grow
their skills and build their careers. Our approach to ongoing development shapes
employees into leaders, no matter the role or job title.
Are you ready to build a career in a rapidly changing world? Developing as a PwC
Professional means that you will be ready - to create and capture opportunities to
advance your career and fulfill your potential. To learn more, visit us at
www.pwc.com/careers
7. 6 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
The job posting goes on to provide additional details about the company and then, and only
then, describes the position.
For millennials, as well as others who seek career development and career growth, the message
is clear: check out what PwC offers.
As important, the job posting provides multiple links where would-be applicants can find out
more.
Driving job seekers to the careers site
One of these links is to the section of the careers site that describes the company’s leadership
framework, PwC Professional. Visitors to this area of the site are immediately able to explore
career growth — it’s the first item on the right. A link leads to a page all about career growth at
PwC.
At the top of the page is the message that every career path is different. Below this message is a
video called “The story of Taylor.”
When viewing this video, a job seeker might expect to learn about someone named Taylor who
works for the firm. But the video isn’t one person’s story; it’s the story of five PwC associates,
three men and two women, who share the name Taylor. Each person speaks about aspects of
their PwC experience — and career development, coaching, and work-life balance have different
significance for their individual lives. The video ends with two screens. The first reads, “This is the
opportunity of a lifetime,” while the second reads, “Grow your own way.”
Figure 3:
PwC Careers, Career Growth.
http://www.pwc.com/us/en/careers/campus/why-pwc/career-growth.html
8. 7 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
The messaging may resonate with candidates other than millennials, but the messaging is
“taylored” for this audience. In the United States, the firm hires 11,000 college students annually,
and among its 49,000 U.S. employees, the average age is 28.
“This generation is interested in more than just money,” says Alexa Merschel, U.S. campus talent
acquisition leader at PricewaterhouseCoopers. “Millennials ask about benefits.”
Talking about benefits
PwC communicates its benefit offerings through various channels, including job postings, its
careers site, and social media, among others.
At every touch-point, benefits are part of the conversation. At college job fairs and other
in-person meetings, the firm hands interested student candidates a print brochure.
Directly below the video are large colorful boxes that explain how this growth will take place. They
read: Training, Coaching, Flexibility, Career Mobility, and Total Rewards. To the right of each
category is a description of what these mean at PwC.
Figure 4:
PwC Careers, Career Growth.
http://www.pwc.com/us/en/careers/campus/why-pwc/career-growth.html
9. Making the connection
8 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
The cover reads, “PwC’s development programs,” while Page 1 leads with the message, “How will
you grow your own way?”
The company shares a different print brochure with experienced job seekers. But it too speaks to
millennials’ desire for career development and advancement. The brochure’s cover reads, “Grow
your own way at PwC.”
While the firm has been highly successful in offering benefits that its candidate audience seeks,
and articulating these benefits, it recognizes the importance of staying current and continuing to
evolve its offerings.
“We’re always looking to the next benefit to provide,” says Merschel.
This past July, that next benefit became student loan paydown (SLP). All U.S. associates are
eligible for up to $1,200 per year for up to six years, or until they become managers. The benefit
is being offered in response to research that shows relief from student debt matters to
millennials.
PwC is communicating this benefit via various channels. At the careers site, it is listed on the
homepage in a red box on the right. A job seeker can find out more by following a link that leads
to a CNN article titled, “This employer gives you $1,200 per year to pay off student loans.”
In order to promote SLP, the firm has also collaborated with rapper Dee-1, whose song “Sallie
Mae Back” is about his own student loan repayment experience. Merschel and Dee-1 were
recently featured on Cheddar, a video news network covering innovative products, technologies,
and services that broadcasts live from the New York Stock Exchange, where they talked about
student loans.
PwC seeks unique ways to reinforce an already well-known brand, Merschel explains. “On our
radar is how to better articulate our culture, benefits, and our opportunities,” she says.
Kasey Sixt, vice president for CKR Interactive, a recruitment marketing and employer branding
agency, finds that most companies understand the importance of articulating benefits in order to
differentiate themselves from the competition. Indeed, Sixt views articulating benefits as one of
the pillars of employer branding messaging.
10. Where to focus
9 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
What’s more, she finds that through social media and better job descriptions, even smaller
employers can effectively share information about the employee benefits they offer. “Social
media is really an equalizer because everyone has the same vehicles to tell their stories,” Sixt
says.
Visuals matter
Nevertheless, she recommends that employers do more than merely point to a benefit, no
matter how attractive it may be to a particular audience. Sixt strongly suggests including a visual
component, like an infographic, on social media, or bringing the benefit to life in video. “Tell the
story of your benefits,” she says.
She gives the example of a CKR client that offers flu shots for employees and their families as
part of a holistic approach to health and wellness, and tells how the client shares the experience
visually on social media. Showing benefits in action is powerful, Sixt says, noting “social media can
do that better than anything.”
Sixt also advocates for what she refers to as segmented user experiences to convey what’s
important to candidate audiences. Regardless of the message, though, she recommends less text
and more images. “Visual information is easy to digest,” she says.
Job seekers research prospective employers
Meanwhile, it’s important for employers to realize that, even as they intentionally communicate
with candidate personas through targeted messaging, job seekers are attempting to uncover all
they can on their own. “I think employees are very smart today, and they can research like we
couldn’t years ago,” Sixt says. She cites Glassdoor as a vehicle for learning about company
benefits.
The challenge, she says, “is how do you best utilize what’s important to that person you’re trying
to recruit.”
In an effort to attract candidates, some companies are dangling benefits like concierge services,
snacks, games, and other nice-to-have offerings.10
If these benefits sound familiar, it’s because in
the late 1990s, during the dot-com boom, similar benefits were used to try and lure talent.
However, such perks aren’t likely to matter all that much. “There’s more and more research out
there that all the cool perks might make the company sound cool, but they don’t always have real
impact,” says Sixt.
11. 10 / 12Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
Don’t forget ‘other’ employees
It’s likewise worth noting that when considering what benefits to offer, and subsequently which
to promote, the spotlight is usually on what will resonate with college interns and full-time,
salaried employees.
But, as Sixt points out, employers don’t want to overlook hourly candidates. “Think Starbucks
offering education benefits to all retail/hourly employees. Here, promoting those benefits to the
target audience can have tremendous impact at the attraction/apply phase,” she says.
Employers also don’t want to overlook seasonal workers when touting benefits. This year, 90
percent of retailers plan to hire seasonal employees, up 10 percent from last year.11
While many workers who take these jobs do so for the money, employee discounts are a big
draw during the holiday season. A seasonal associate interviewed by NBC Nightly News points to
the 40 percent discount cookie retailer Cheryl’s offers as the benefit that attracted her.12
Yet, in a Cheryl’s job posting for a seasonal full-time gift production associate, this generous
discount is not clearly communicated, and there are no specifics at the company’s website.
At the end of the job posting there is only this reference to the discount.
NBC reports that employers will struggle to fill seasonal positions this year.13
Better benefits
messaging may get more job seekers to bite — and allow companies to save time and reduce
recruitment advertising costs in the process.
We offer a casual work environment, competitive wages, and a tasty associate discount.
Pre-employment drug screen and background check required.
Additional Information:
12. 11 / 12
1
Steve Bates. “Making Benefits Measure Up.” HR Magazine, September 2016
2
“Employer Costs for Employee Compensation – June 2016.” U.S. Bureau of Labor Statistics,
September 8, 2016, http://www.bls.gov/news.release/ecec.nr0.htm
3
Chris Forman. “The Impact Of Mobile Recruiting On Click-to-apply Rates.” ERE, May 7, 2015,
https://www.eremedia.com/ere/the-impact-of-mobile-recruiting-on-click-to-apply-rates/
4
ManpowerGroup: 2016/2017 Talent Shortage Survey. ManpowerGroup, infographic,
http://www.manpowergroup.us/campaigns/talent-shortage/assets/pdf/2016-Talent-Shortage-Info
graphic.pdf
5
Rachel Emma Silverman. “Deloitte to Offer Paid Leave for Elder Caregiving.” The Wall Street
Journal, Sept. 8, 2016,
http://www.wsj.com/articles/deloitte-to-offer-paid-leave-for-elder-caregiving-1473336000
6
“Deloitte announces 16 weeks of fully paid family leave time for caregiving.” Deloitte, Sept. 8,
2016,
http://www2.deloitte.com/us/en/pages/about-deloitte/articles/press-releases/deloitte-announces-
sixteen-weeks-of-fully-paid-family-leave-time-for-caregiving.html
7
“The Deloitte 2016 Millennial Study.” Deloitte,
https://www2.deloitte.com/content/dam/Deloitte/global/Documents/About-Deloitte/gx-millenial-s
urvey-2016-exec-summary.pdf
8
Stephen Miller. “Show Me the Flexibility.” HR Magazine, October 2016.
9
Brandon Rigoni, Ph.D. and Amy Adkins. “What Millennials Want from a New Job.” Harvard
Business Review, May 11, 2016, https://hbr.org/2016/05/what-millennials-want-from-a-new-job
10
Susan Milligan. “The Royal Treatment.” HR Magazine, September 2016.
11
“Major Retailers Expected to Go on Holiday Hiring Binge.” NBC Nightly News, Oct. 12, 2016,
http://www.nbcnews.com/nightly-news/video/major-retailers-expected-to-go-on-holiday-hiring-bi
nge-784657987993
12
Ibid.
13
Ibid.
Talent Attraction: Touting Benefits that Resonate with the Candidates You Seek
Endnotes
13. About the Author
Paula Santonocito
Paula Santonocito is a business journalist and communications professional
specializing in employment issues. She is the author of more than 1,000
articles on a wide range of human resource and career topics, including
recruitment and hiring which she has covered since the early days of
Web-based employment advertising.
Her articles have been featured in many publications and information
outlets: HR Dive, Human Resource Executive, The Wall Street Journal, The
Florida Times-Union, Monster.com, and others. In addition, her work has
been posted at more than 100 websites, referenced in academic and legal
publications as well as books, and translated into several languages.
Paula has also served as managing editor of Recruiting Trends, U.S. features
editor of Online Recruitment Magazine, and AIRS News editor.
She brings a strong business background to her work as a journalist and
communications professional. She served as a vice president for a Fortune
500 corporation, and has management experience in a variety of work
environments.
Paula Santonocito holds an MFA in Writing from Vermont College of Norwich
University, a Workforce Career Coach Facilitator (WCCF) certificate from
Thomas Edison State College, and has been awarded the Global Career
Development Facilitator (GCDF) designation from the Center for
Credentialing and Education (CCE).
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