Cems Business Project - Innovating The Recruitment Process

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Innovate the recruitment process at a major direct marketing cosmetic firm

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Cems Business Project - Innovating The Recruitment Process

  1. 1. Business Project - NaturaCarlijn Goossens, Jeanine Brockhoff, Vanessa Meyer26/05/2011
  2. 2. Agenda• The project• Research process• Problem identification and project objectives• Integral Model integration and interpretation• The Basics: Career Website and Application Tracking System• Value-based recruitment• Employer Branding• Talent attraction• Talent relationship building• Conclusions
  3. 3. The ProjectThe primary aim of the project is to research and propose an innovative recruitment process usingIntegral Theory as a basisThe project topics: 1. How to keep connected with potential Natura candidates despite the need of filling a specific position. 2. How to keep an “alive channel” with the most important stakeholders like sales force, partnership universities and cosmetic market consultants. 3. Suggest new tools or assessments that can support innovative way of recruitment selection using Integral Theory as main insight.
  4. 4. Our research process Ongoing literature research Primary research Secondary ResearchDefinition of Conclusion and Problem recommendationsproject scope Natura Job identification Experts and area Employees Seekers Desktop research Interviews Interviews Interviews Interviews Suvey Survey
  5. 5. Research Methods:• 1 external survey (151 respondents)• 1 internal survey (6 respondents)• 3 expert interviews• 10 interviews with Natura employees• Extensive desktop research• 18 case examples• 100+ (academic) documents
  6. 6. Our research revealed eight major problem areasProblem Identification:1. Difficulty recruiting candidates who are competent and aligned with Natura values2. Too many unfit and unqualified applicants with unrealistic expectations3. Difficulty attracting certain groups (I.T., Engineers, etc.)4. Lack of clear and consistent employer image5. Poor communication and feedback during recruitment process1. Weak talent relationships and network2. Ad-hoc and reactive recruitment3. Ineffective internal recruitment process
  7. 7. We established three objectives that would address all eight problems and grouped them into three categoriesProject Objectives:1. To find more effective ways of assessing ‘Person-Organization’ and ‘Person-Job’ fit using Integral Theory2. To find innovative ways of attracting the right talent so as to minimize major recruitment and retention problems3. To find innovative ways of building and maintaining a strong talent network in order facilitate proactive candidate sourcing Value-based recruitment Employer Branding & Marketing Talent Relationship
  8. 8. We based our analysis and suggestions on a holistic model which assessescandidate “fit” and helps identify target talent
  9. 9. Based on our research we indentified a need for a more holisticassessment of the individual
  10. 10. This model is a holistic reflection of a person and covers all quadrants of the Integral Model • What do you know? • Who are you? • What are your skills and • What characteristics do abilities? possess? Individual Personality Know-how Whole Interior Exterior person Experience Behavior • How do you exhibit• What have you done? your values and beliefs?• Where are you going? • How do you respond to• How have others Collective others?impacted your life?
  11. 11. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis A- Applicant Talent Candidate Talent playerprofili self- assessment Attraction selection & selection Relationship Job ng Application analysis
  12. 12. In order for our innovative suggestions to work, Natura must implement certain basicsThe Basics• An improved career website• A proprietary Applicant Tracking System (i.e. Talent Management System or ERP)
  13. 13. The career website is not only a key tool for companies to generate applicants, it also contributes to value creationThe company career website• The effectiveness of an organization’s website at communicating employment information is a crucial determinant of an organization’s ability to successfully generate qualified applicants (Cappelli,2001).• The perceived usefulness of content presented and ease of use of a company career website positively influences employer attractiveness (Williamson et al., 2003)• A study of college students reported that 26% of students rejected potential employers from job search consideration because of the poor design of their web sites (Karr, 2000)• The richness of an organization’s website is positively related to attitudes towards the organization and employment intentions (Allen et al., 2007)
  14. 14. Proactive candidate sourcing and time efficiency are key benefits of an Applicant Tracking SystemBenefits of an ATS:• Helps recruit, select and analyze traits that are most predictive of success (based A-Player Profile)• Provides feedback to applicant• Track current employees and have their records available for internal recruitment• Track recruitment needs, including the database of CV’s received and shortlisted, assessment results, reasons for rejection, list of interviewees and those selected AcquireBest ATS Providers:• SAP• GradWeb Talent• Taleo Assess management Develop Systems Align
  15. 15. The career website is the #1 source of employment informationOnline sources of employment informationSurvey sample: 16,000 Potentialpark Communications AB, Trend Studies 2011
  16. 16. Top employers are recognized for their career websites and ATS systemsTop ATS Systems and Career Websites Potentialpark Communications AB, TEWeB 2011
  17. 17. Great career websites are simple, informative, interactive and customizableFeatures of a great career website and ATS• It is easy to find the relevant content on the website• It is easy to print, send and bookmark the website content• Information about the company in general• The advantages, benefits and development opportunities when you work for this company• Details and examples of the work and the people• You can contact the recruiting team• Fast answers to questions that you send via email• Information about events and happenings where you can partake• Advanced tools that give you more insights than plain text, for example videos• Updates that make it interesting to visit the site more often• Social Media interaction• Information about jobs, positions and programs• Information that you need to plan your application• Room to leave an individual impression in your application• Personalized notifications about the recruitment process
  18. 18. An improved career website and ATS will help address many of Natura’s weaknessesIn your opinion, what are the major weaknesses in the Natura recruitment process?Poor feedback and ability to contact recruiter directly.When I applied for an internship at Natura, the company they had hired to conduct the processwas very inefficient: group dynamics were superficial, ambiguous and badly conducted.Website failures and no response to the email they supplied to report any technical issues!lack of clear communicationpoor feedbackNatura says they focus on relationships yet provide no feedback during recruitment processThe majority of survey respondents who have participated in the Natura recruitment processwere…• dissatisfied with the quality of the online application forms• dissatisfied with the quality of the career website• somewhat dissatisfied with assessment tools used
  19. 19. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis A- Applicant Talent Candidate Talent playerprofili self- assessment Attraction selection & selection Relationship Job ng Application analysis
  20. 20. We based our analysis and suggestions on a holistic model which assesses candidate “fit” and helps identify target talent Traditional approach Value-based approachFocus on knowledge, skills and abilities (KSAs) Focus on knowledge, skills and abilities (KSAs) AND personality, values and interestsPerson-Job fit Person-Job fit AND Person-Organization fit“Hiring new hands or heads” (parts of people) “Hiring people” (the whole person)
  21. 21. Jobseekers care about values too and are also looking ways to assess value “fit”Jobseeker perspectivePrior research suggests that job seekers to a large extent base their job choice decisions on perceivedvalues congruence (Cable & Judge, 1996).Importance of company values when selecting an employer Degree to which “fit” with Natura’s values influences decision to apply Source: CEMS Business Project Survey 2011
  22. 22. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis A- Applicant Talent Candidate Talent playerprofili self- assessment Attraction selection & selection Relationship Job ng Application analysis
  23. 23. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis Applicant Talent Candidate A-player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
  24. 24. Drawing up a values blueprint is the first step towards hiring culturally aligned employeesThe values blueprintA values blueprint (Rhoades, 2011):• Is a profile that defines an organizations values in terms of actionable behaviors.• Provides a basis for hiring, rewarding, recognizing and managing employees.How to create your blueprint:• Identify the company’s strategy and vision and define and assess work-environment in terms of organizational characteristics.• Identify the company’s core values and establish a set of key behaviors that exemplify each value in action.• Involve senior management as well as key individuals inside the organization that are knowledgeable about the company culture .Establishing a values blueprint is very important as this will allow the company to assess the degree ofcultural fit and values-congruence in later stages of the process
  25. 25. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A-player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
  26. 26. A job analysis is as important as any other step in the value-based recruitment processThe purpose of a job analysis is to define the competencies required for success in order to selectappropriate candidates (Prient et al., 2009).Identify:• Knowledge, skills & attitudes (KSAs)• Roles & responsibilitiesMany job analysis techniques are avaiable: task inventories, position analysis questionnaires...The job analysis is as important as any other step in the value-based recruitment process anddeserves an equal amount of attention when hiring new employees.
  27. 27. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
  28. 28. A profile of success helps to identify A-players and to keep them once they are hiredProfile of success• Provides an image of the ideal employee for a specific position (A-player)• Includes knowledge, skill and ability requirements AND personality and behavioral aspectsAdvantages (Harris&Brannick, 1999):• Helps to maximize fit between the person, the job and the organization• Helps the company to know better the type of person it is looking for and to keep that person after he or she is hiredImportant:• Stick to the profile of success; only hire A-players  Do not hire “the best available” to quickly fill positions if there are no A-players  Do hire A-players (even) if there is no specific position available forthem• Let A-players hire A-players
  29. 29. CASE STUDY: Employee Success Profile at EMC2The challengeHow to significantly increase staff levels without losing losing corporate identity?The solutionEMC2 developed an Employee Success Profile (ESP) – a detailed definition of who succeeds at thecompany. Their ESP is based on seven critical factors: Technical competence Customer responsiveness Goal orientation Cross-functional behavior A sense of urgency Integrity AccountabilityThe resultBy focusing on these seven attributes, EMC2 managed to remain the same company that it was severalyears ago, even though it has thousands of new employees.
  30. 30. Eight steps will help you to recruit, retain and engage ideal employeesThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
  31. 31. Self-selection tools assist in reducing the number of unsuitable candidates applying and thereby help to save money, time and effortSelf-selection tools:• Offer a possibility for applicants to perform an initial check on their fit with the company before they enter Natura’s application process.• Should discourage candidates that do not match Natura’s values and requirements from entering the recruitment process.• Help a company to save money, time and effort. Online self-selection test
  32. 32. An online self-selection test allows candidates to perform an initial check of their fit with Natura before entering the formal application processFocus on Natura’s values and corporate cultureQuestionnaire:• Short and sharp questions• Values, interests, working style, working conditions and relationshipsTwo reports:• Candidate feedback report  Candidate’s preferred behaviors and preferred working styles  Profile representing “ideal Natura employee”  Candidate checks degree of fit• HR report  Areas of fit and misfit (sent to HR, can be stored in ATS)  Background info on candidate that decided to apply  Tool to proactively approach candidates that showed alignment but did not applyPoorly suited candidates will refrain from applying whereas well-suited candidates are encouragedto apply by positive feedback
  33. 33. CASE STUDY: Online Personality Assessment at KPMGThe ChallengeKPMG wanted new recruit to more feel comfortable in the KPMG businessenvironment and possess the values and competencies requiredThe solutionKPMG developed an online personality assessment that enables job applicants to understand theirpersonality according to the most important value dimensions.The resultBy providing individuals with insights into their personality, the assessment is proving a fast and efficientself-selection measure.
  34. 34. CASE STUDY: Online Personality Assessment at KPMG
  35. 35. CASE STUDY: Online Personality Assessment at KPMG
  36. 36. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A-player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
  37. 37. A strategy of multiplicity takes the task of candidate self-selection forward and reduces the risk of “cheating”A strategy of multiplicity:• Involves multiple screening methods• Involves multiple assessorsWhy?• Recommended by researchers as the best approach to hiring (Bowen et al., 1991)• Takes the task of the candidate self-selectionforward (provides applicants with more information about the work environment)• Reduces the risk of “cheating”Percentage of respondents who adapt their values during the Degree to which applicants would adapt their values if theyapplication process to better “fit” with those of the company knew “fit” with company values was key to getting the jobSource: CEMS Business Project Survey 2011
  38. 38. There are various value-focused assessment methods that can be implementedValue-focused assessment methods: Organizational Culture Profile Situational Judgment Tests Job Simulation Exercises
  39. 39. Use the Organizational Culture Profile (OCP) to assess P-O fitOrganizational Culture Profile (OCP)The OCP is a widely used tool to assess P-O fit and has been advocated to investigate P-O fit inorganizational entry contexts (Cable & Judge, 1996).How does itwork?• 54 value statements• 9 categories, ranging from  “most desirable” to “most undesirable” (applicant)  “most characteristic” to “most uncharacteristic” (company)• Specified number of cards in each category: 2-4-6-9-12-9-6-4-2• Incumbents familiar with the organization sort the value statements into categories (refer to Organizational Analysis and A-player Profiling phases)• Applicants sort the value statements into the categories• P-O fit is calculated by correlating the profile of organizational values with the profile of the applicant’s preferences
  40. 40. The OCP contains 54 value statements that can generically captureindividual and organizational values Source: O’Reilly, Chatman & Caldwell, 1991
  41. 41. The OCP is a sound value-focused assessment tool and can also be used to test the level of internal crystallization of your valuesAdvantages:• Breadth and complexity of values are captured• Personal relevance of values is reflected (the ordering of the items reflects the relative importance of values for a specific applicant or for the organization).• Comparisons between profiles are made possible (main focus: extremes).Additional use:• Test the level of internal crystallization of Natura’s values.Natura could even make a customized version of the OCP by including value statements that areparticularly relevant to the company.
  42. 42. There are various value-focused assessment methods that can be implementedValue-focused assessment methods: Organizational Culture Profile Situational Judgment Tests Job Simulation Exercises
  43. 43. SJTs tap into a wide range of skills, abilities and personality traits and provide a cost-effective way to deal with many applicantsSituational Judgment Tests (SJTs)How does it work?SJTs present an applicant with a number of hypothetical scenarios reflecting situtions they may face inthe job. It is the applicant’s job to chose which is the most effective course of action.Advantages:• SJTs tap into a wide range of skills, abilities and personality traits (responses are drawn from previous experience, knowlegde and training, personality and innate abilities)• Applicants gather more info about work environment as they are provided with sample of realistic scenarios• High volumes of unsuitable applicants can be filtered out early on in the process• Cost-effective and convenient in dealing with many applicants
  44. 44. There are various SJT formatsMost and least effective Likely to doRated responses Ranked responses
  45. 45. There are various value-focused assessment methods that can be implementedValue-focused assessment methods: Organizational Culture Profile Situational Judgment Tests Job Simulation Exercises
  46. 46. Job Simulation Exercises (JSEs) are powerful assessment tools as they force applicants to demonstrate critical behaviors that reflect your valuesJob Simulation Exercises (JSEs)JSEs are high-involvement tests in which an applicant performs a task that closely resembles thosethat are performed in the real organizational environment.Advantages:• Allow organizations to assess a person’s KSAs, personality traits and actual behavior• Give applicants a realistic job preview• JSEs help both the applicant and the organization to assess fit
  47. 47. CASE STUDY: Job Simulation at MarsThe challengeMars places great emphasis on finding individuals who have the potential togrow and develop within Mars over the long term. The company wants torecruit people who have what it takes to fulfill a successful career within thecompany, and not just recruit individuals for a specific job.The solutionMars designed assessment materials and exercises that would ask candidates to demonstrate criticalcompetencies within situations that mirrored working life in the company and which reflected the fiveprinciples of Mars: Quality, Responsibility, Mutuality, Efficiency and Freedom.The result• Enabled Mars to select better quality candidates• Selected candidates are better able to integrate themselves within the company and cope with a steep learning curve when appointed.• Through the different selection stages, the company is acquiring valuable quantitative information that will be used to further analyze and improve the recruitment process (again: multiplicity).
  48. 48. Summary:• Establish a values blueprint that defines critical organizational values in terms of actionable behaviors• Perform job analyses to identify the KSAs, roles and responsibilities required for success in specific jobs• Establish a profile of success that reflects the characteristics of an A-player• Create an online test that allows candidates to perform an initial check on their alignment with Natura’s values and gives them the opportunity to self-select out of the recruitment process• Use a strategy of multiplicity to further inform candidates about the organizational environment and to prevent candiates from “cheating”• Use a combination of OCP, SJT and JSEs to evaluate a wide range of skills, abilitities, personality traits and behaviors and to assess “fit”This will allow Natura to hirepeople that are culturally and technicallysuitable, leading to long-termemployment contracts.
  49. 49. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational Analysis Applicant Talent Candidate A player Assessment Talent self- profiling Attraction selection and Relationship Job Analysis Selection Application
  50. 50. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
  51. 51. The Employer Brand should attract those who will thrive in your culture, and retain and engage those who already doThe Employer Brand Defined : 50%• The package of functional, economic and psychological benefits provided by employment, “I’d love to be a part of and identified with the employing company Attraction that company” (Ambler, 1996)• Building an image in the minds of the potential labor market that the company, above all others, is a great place to work (Berthon et al., 2005) 50%• A set of attributes and qualities often intangible Retention and “I’m committed to my – that makes an organization distinctive, Engagement employer” promises a particular kind of employment experience, and appeals to those people who will thrive and perform to their best in its culture (CIPD, 2007).
  52. 52. Employer Branding has many benefits, but none more important than theloyalty, engagement and advocacy it creates • Pride of individuals expected from being organizational members (Cable & Turban, 2003) • Applicant pool quantity and quality (Collins & Han, 2004) • Stable and positive workforce attitudes and organizational performance (Fulmer, Gerhart, & Scott, 2003) • Higher valuation of human capital in financial markets • Loyalty, engagement and advocacy • Reduced recruitment & retention costs (Cable & Turban, 2003)
  53. 53. The Employer Brand will only be successful over the long term if the company alignsall its management systems and processes to deliver on its employment promises Culture Internal communications Employment Reward & Recognition Performance Appraisal Learning & Development Team Management Service Support Recruitment & Induction Measurement Systems Working Environment Purpose External Marketing Values / CSR Senior leadership The Employer Brand
  54. 54. Developing a strong Employer Brand requires a deep understanding of what drives attraction and engagement of top talent • Senior management workshops • Internal and external focus groups Discovery •Employee survey (A-Player Profiling) • Candidate journey audit • Involve Marketing/PR/communications Analysis, • Define brand attributesinterpretation and • Associate specific behavior with each brand attribute creation •Define attractive attributes for each A-player talent segment •Define employer value proposition • Set creative brief and creative brand expression Implementation • Test brand internally to ensure accuracy and •Apply brand to entire employee life cycle: communication • talent attraction programs/materials/website • interview/assessment process • orientation material Measurement, • On-going internal testingmaintenance and • On-going external testing optimization • Measure improvements in recruitment and retention
  55. 55. It is best to differentiate your Employer Brand based on symbolic dimensions of employer attractiveness Attraction is related to the envisioned benefits that a potential employee sees in working for a specific organization, factors include:• Interest Value: The extent to which an individual is attracted to an employer because of the excitement and creativity of the work environment. Interest Value• Social Value: Attraction based on a collegial work environment with good team atmosphere. Symbolic Social Value Value• Economic Value: Attraction based on salary and benefits. “People are most attracted to organizations whose attributes are congruent with Employer their own personal characteristics (e.g., values, personality)” (Schneider, 1995)• Development Value: Based on recognition of work and attractivenes s career-enhancing opportunities. Application Economic• Application Value: The employee’s ability to apply what Value Value they have learned to teach others and interact with customers in a way that is positive and humanitarian Developmen t Value* Symbolic Value: The employee’s need to maintain their self- identity, to enhance their self-image, or to express themselves Source: Berthon, P., Ewing, M., and Hah, L. L. (2005)
  56. 56. Define your Employer Value Proposition (EVP) using your target talent’s preferred dimensions of attractivenessThe Employer Value Proposition:•Whilst there is one Employer Brand, there are numerous Employer Value Propositions within anorganization, consistent with the number of jobs or roles within the organization.• The EVP answer the question: “What’s in it for me to work here?”•Using the dimensions of attractiveness, make a summary of everything employees experience andreceive while they are part of your organizationThe EVP must observe three factors, It must:1. Reflect reality - an EVP should not be excessively positive or leave out vital negative aspects.2. Ensure consistency - the information candidates receive about the organization from different sources must be consistent3. Enable self-selection - an EVP should enable applicants to self-assess whether they are a good fit with the organization.
  57. 57. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
  58. 58. Natura is experiencing many of the symptoms of a weak Employer Brand • Too many unqualified applicants • Some of the best employees are leaving after 18 months • Workforce lacks the balance and diversity desired, with too many applications coming from the same communities they’ve always come from • Recruitment agencies and consultants keep sending good on paper candidates but who don’t “fit” with Natura’s culture • Strong consumer and corporate brand image build unrealistic expectations of the employment experience • Current Employer Brand is not strongly associated with any particular attributes
  59. 59. A misappropriation of Natura’s dominant consumer brand image results in many applicants, but unrealistic and unfulfilled expectations Accurate 1. Communication Breakdown 4. Sustained success • Employees not attracted • Employees attracted •Psych. contract fulfilled • Psych. contract fulfilled AttractiveUnattractive 3. Long-term Disconnect 2. Strategic Mismatch • Employees not attracted • Employees attracted •Psych. contract unfulfilled •Psych. contract unfulfilled Aspirational Source: L. Moroko and M. D. Uncles, 2008
  60. 60. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
  61. 61. CASE STUDY – Developing the Philip’s Employer Brand Recruitment services were weak and needed to focus on proactive talent recruitment Identified inconsistent positioning of messages to prospective employees – not addressing them as “One Philips” They weren’t reaching targets they’d set to attract and retain the best talent They also wanted to find out how potential employees regarded the company as an employer
  62. 62. Research Objectives:1. How company is perceived by target talent2. What drives people to apply3. What motivates people to stay and be engaged 29 internal focus groups 18 external focus groups 3500 internal survey respondents 1000 external survey respondents Both Sales/Marketing and R&D people, different ages, length of service Netherlands, Germany, France, UK, Poland, USA, India, China
  63. 63. Research Results: Target talent often feel no strong desire to apply. When asked what Philips stands for as an employer, they see it as a large international technology company, but that’s all Philips could be too formal – there needed to be more personality in the way the brand was communicatedEmployees wanted Philips to be:1. One company – all working together, united in one purpose2. Proud and confident about what it does, passionate3. People and products could have equal and united prominence4. Offer great reasons for coming to work everyday5. An “icon of innovation”6. Global and diverse
  64. 64. Philips’ dimensions of attractiveness: Social Value: rewarding team-work, engaged and inspiring environment, depend on each other Economics Value: Competitive salary, pensions, medical insurance, housing allowance, scholarships for children or childcare support Interest Value: Contact with products/technologies of the future Development Value: Learning and development strategically important, Ideas are encouraged, Learning culture, on-the-spot recognition Application Value: Inspirational experiences, impact of actions is global Symbolic Value: Feelings of pride for creating great/innovative products that touch lives everyday
  65. 65. “touch lives everyday refers to the passion and pride of all of us working for Philips”Jo Pieters, Global Vice President Recruitment, Philips
  66. 66. Employee Value Proposition Website
  67. 67. Guide for Hiring Managers
  68. 68. Communication Toolkit
  69. 69. Philips Labor Market Ranking – EuropeEmployer Brand launched Dec 2003 Business Discipline 2003 2004 2005 Rank Rank Rank Familiar with Philips 24 14 9 Considered employer 6 5 3 Ideal employer 21 17 17 Engineering & Science 2003 2004 2005 Discipline Rank Rank Rank Familiar with Philips 25 32 12 Considered employer 16 11 8 Ideal employer 65 62 53
  70. 70. EMPLOYER BRANDING Why Natura’s Philips case What is it? Natura Employer study needs it Brand
  71. 71. Natura Employer Brand is attractive, but is it honest?
  72. 72. Job seekers do not strongly associate Natura with any particular attribute, but do moderately associate it with spirituality, team-work, and continuous education What Natura offers as an employer What Natura is associated with Job Mobility Quality relationships Infrequent overtime Sustainibility Secure employment Conservative working… Trainee programme Equality between the sexes Team-based work High ethical standardsIncreasingly challenging tasks Recruiting only the best… Managerial responsibility Diversity among the employees Variety of assignments Job Seekers A focus on spirituality Job Seekers International career… Employees Good reputation Employees Continuous education and … Good/ confidence-inspiring…Mentoring(coaching) program Financial strength Flexible working hours Innovative solutions Speedy advancement Market success Clear career path Guided by values Competitive compensation Exciting products/ services 0 1 2 3 4 5 0 1 2 3 4 5
  73. 73. Job seekers perceive Natura’s employment experience as balanced, unambiguous, relationship based, and transformativePerceptions of Natura’s employment experience A balanced environment with clear goals and tasks Ambiguous work and constant change Results are what matter most The purpose justifies the means Relationships as a basis for success Job Seekers Employees Emphasis on team work and shared decision making Not an employment experience, a life experience A company as a vehicle to transform society From heaven to hell seven times a day 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5
  74. 74. Natura employees value the increasingly challenging tasks and company culture above all other employment attributes What Natura employees value most about their career The influence of Natura’s values on decision to apply
  75. 75. Natura employees highlight values, care for others and innovativeness as reasons for joining NaturaO protagonismo da empresaNatura was my first choice in terms of companies to work. I believe that its values and purposesare alligned with mine.Pelo comportamento empresarial da empresa e pela descrição da vaga, bastante alinhada commeu propósito.we share the same values and beliefs, I was wanted to join a consumer goods company.eu admirava a natura como empresa inovadora e com atenção a seus colaboradores econsumidores.Alinhamento ao meu propósito de vida / crenças e valores.
  76. 76. Past applicants were attracted to Natura functional benefits as well as values, reputation and innovativenessalinhamento de propósito de vida for their focus on sustainability, which is nowadays a big competitive advantageOs valores da empresa me agradam muito, e modelo comercial Bom slario e oportunidade de crescimentoe a inovação.Company values and reputation. It sounds like a great company to work for (through case studies at uni and through reputation from Brazilian friends).Its a company that I admired as a consumer because of the successful growing business with inumerous challenges andproducts offered and because the way the company positioned opportunities.itself as very value-oriented and sustainably concerned.Empresa de sucesso com boa reputação no mercado e People always says good things about working for Natura.ambiente agradável de se trabalhar.core values, innovative company É uma empresa sólida e que gera resultados positivos.To work for a successful international company in Brazil. Social environment, open-minded company, sustainability.That`s a big company on cosmitics area in Brazil, maybe is good The industry that it operates in is very interestingenought to increase you CV for future employers.Alignement with company values such as sustainability, respect important brazilian company;ethic;great ideas andto diversity, deliver of high quality products, environment products;good career pathfriendly business model, inovation, etc. Plus competitiveremuneration and possible clear path for my career.Because it is a truly Brazilian company
  77. 77. Natura should differentiate its Employer Brand based on brand attributes and the attractive dimensions that appeal most to target talent Strong Transformative Team values work Challenging work Success Equality Great reputatio Unique Innovativenes Employer culture s Brand n
  78. 78. The need for honesty and accuracy should drive the Natura Employer BrandAccuracy: the Employer Brand Informs terms of mutual obligations and countersmisleading or misguided information conveyed by sources external to the firmHonesty: the Employer Brand expresses what you are – which is not all things to allpeople
  79. 79. Summary• Your Employer Brand is a promise – it should greatly appeal to those who will thrive in your organization, and less so to those who will not• Make sure all management systems, as well as the consumer/corporate brand are are aligned with and deliver on your Employer Brand promise• Identify your dimensions of attractiveness and build your brand on the most distinctive dimensions (often symbolic)• Answer the question: “What’s in it for me to work here” by highlighting the dimensions that are most attractive to your target talent• Ensure your Employer Value Proposition is realistic, consistent and allows for candidate self- selectionThe best Employer Brand propels ideal talent to apply, prevents A-Players from leaving and raises thelevel of engagement by all organizational members
  80. 80. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis Candidate Applicant A-player Talent assessment Talent self- Relationship profiling Attraction & selection Job selection Application analysis
  81. 81. Changes in jobseeker behavior will drive recruitment process innovationThe Future of Job Search1. Comprehensive: Job seekers will have access to every available position, including hourly or local jobs rarely found online2. Transparent: Job seekers will have perfect information—everything from office culture to industry trends—to decide on a job opportunity3. Social: Referral hiring will be streamlined as online social and professional networks converge with job listings4. Personal: Listings will be filtered by an individual’s job and lifestyle criteria, producing highly- personalized results5. Mobile: Mobile services will provide users with employment information based on their physical surroundings6. Efficient: Traditionally manual processes, such as filling out application forms, will become automated Source: Simply Hired, 2010
  82. 82. Recruitment marketing activities should reflect the Employer Brandpromise and highlight the firm’s most attractive attributes Word of mouth Media Referrals Events Workshops Website
  83. 83. Early recruitment activities affect job seeker’s application decisions through general attitudes toward the company and perceived job attributesRecruitment marketing: Preferred Recruitment activities• Low-involvement • Sponsorship • Advertising • Publicity • Career website • Social media • Mobile media• High-involvement • Career events • Company visit/presentation • Advertising On-campus sources of career information • Career website • Courses/workshop/case study • Contest/competition • Word of mouth • Social media • Mobile media Source: CEMS survey, 2011
  84. 84. DaimlerChrysler aligned the Employer Brand with the Consumer Brand to simultaneously communicate a promise of quality“As a successful car company there aremany things that make working for us anattractive prospect. In addition to adiverse range of career opportunities, wealso have 45 different company cars tochoose from…” Source: Berthon, P., Ewing, M., and Hah, L. L. (2005)
  85. 85. Google’s high involvement recruitment advertisement appeals to andelicits action by its target candidates Source: Universum Report, 2010
  86. 86. Mobile Media provides time, location and context to recruitment marketing SMS email MMS Short Code QR Code (Bluetooth) Mobile Media Beluga AB contacts Augmented Apps RealityJob compass Contact Capture GoldRun Mobile GPS Web
  87. 87. In 2010 there were 175 million mobile subscriptions in Brazil, and 12 million people regularly accessing the web via their mobile deviseMobile Media• More time on social networks is spent via mobile devices than on laptops• Mobile internet will soon account for half of all internet access (FOMR, 2010)• In one year, Jobsite.co.uk saw an increase of 390% in mobile access to their site• Nearly 11 billion mobile applications have been downloaded worldwide Source: JobSite Report, 2010
  88. 88. SMS campaigns have enormous potential and reach• SMS has a 94% open rate, versus15% for email• SMS has a 15-20% response rate,versus 1% for traditional media Source: “Mobile Recruiting –Are we there yet”, 2010
  89. 89. Social media allows candidates to participate in shaping your EmployerBrand by writing and sharing the message Social Networks Professional Microblogging networks Social Media Social Multimedia Bookmarking Sharing
  90. 90. There is no denying the growth and influence of social media, but activity isconcentrated on only a few platforms Global usage mio/ 2010 1,000 0.7
  91. 91. People spend significantly more time on social media than they do email
  92. 92. Professional Networks are the online community of choice for talent relationship buildingProfessional Networks: LinkedIn• 80% of Fortune 500 companies use LinkedIn for recruiting (Social Wave Length, 2010)• 51% of recruiters have successfully recruited through LinkedIn (Jobvite, 2010)• Features (Premium Recruiter Account): – Database access and candidate search engine – Sourcing and direct contact with talent – Project management and saved search
  93. 93. Facebook is great for building awareness of career opportunities and maintaining on-going communicationSocial Networks: Facebook• More than 500 million active users, 250 million accessing via a mobile device• Brazilians spend an average of 30.2 hours per month on Facebook (Many Eyes, 2008)• 60% of respondents use social networks to find reviews on employers (CEMS Survey, 2011)• 45% use social networks to follow news on employers (CEMS Survey, 2011)• Someusefulapplications: – ‘Work for Us’ – ‘Post jobs on Wall’
  94. 94. Social media is useful for recruitment marketing, Employer Branding and for building and maintaining the talent networkSocial Media summary Employer Talent Recruitment Branding relationship Candidate Employer Discussion Recruiter2JobSeeke sourcing Job ads Events r contact profiles groups & screening Best choice Alternative Limited
  95. 95. Eight steps will help you to recruit, retain and engage top talentThe value-based recruitment process Employer Branding Organizational analysis Candidate Applicant A-player Talent assessment Talent self- profiling Attraction & selection Relationship Job selection Application analysis
  96. 96. Natura needs to actively engage in talent networking to ensure a continuous flow of qualified applicantsNetworking• Refers to the way how an enterprise approaches, creates and maintains contact with various stakeholders.Networking = public relations + cross-fertilization of contacts x doing something that adds value to another person’s life.
  97. 97. Networking will preemptively put you in touch with your ideal candidates • Maintaining relationship with current and ex-employees • Meeting a new employee or colleague • Good employees will become more selective and harder to find • Getting referrals to new perqualified prospects • Creating ambassadors who will tell about you and connect you with the right prospects • Door openings to people you won’t be able to reach on your own • Receiving more visibility as an organisation • Attracting the right organisations to form partnerships with • Getting new ideas, new insights and new wisdom • Insight into new trends Source: Networking Coach (2011) and Sirona Consulting (2011)
  98. 98. Choose the appropriate media for your networking purpose Mobile Event Newsletter Career Referral website Online Social Online/Offline Media
  99. 99. The career website and business related networks are the preferred media for networking Interactingwithemployers online Advantages of interactingwithemployers online•Company’s career website and business related networks are popular among respondents• The interaction mainly serves to meet recruiters and get information about interesting careeropportunities Source: CEMS Business Project Natura (2011)
  100. 100. Onsocial media, jobseekers look for contact details, links to company/career websites and a realistic impression of a workdayRequested content for online communities Source: Potentialpark Communication AB, Trend Studies (2011)
  101. 101. THE NATURA NETWORK
  102. 102. Natura’s current situation complicatesproactive and effective networkingMajor Issues:• Basics are missing• No database to track, find and keep in touch with applicants• Natura’s focus: filling positions, not keeping in touch• 3rd party sites are main contact for potential candidates• Recruitment is not a continuous effort => Ad-hoc hiring syndrome• Weak coordination between HR department and hiring manager• Naturaseems to take a passive attitude towards talent relationships
  103. 103. Natura is present on many different media, butthey are notlinkedorintegratedeffectively NATURA’S ONLINE MEDIA Currently used NameCompany website (1) www.natura.net(Micro) blogs (2) www.blogconsultoria.natura.net www.twitter.com/naturanetCommunities (2) www.naturaconecta.com.br www.wikihistorias.com.brCareer sites (3) www.vagas.com.br www.jovenstalentosnatura.com www.proximoslideres.com.brSocial Network (2) Orkut FacebookProfessional Network (1) LinkedInMultimedia (1) YouTube
  104. 104. Natura’s current talent network lacks integration, consistency and a clear focus on building talent relationshipsStrengths: • Some of the networks link different stakeholders and function as a collaborative platform to exchange ideas and to improve the world (NaturaConecta). • Variety of media (blogs, discussion boards, podcasts, videos) • Possibility of input by third parties (NaturaConecta) • Having to become a member to participate in discussions • The usage of Twitter as Q&AWeaknesses: • No clear focus on recruitment and talent sourcing • There is no proper Natura career website • Social media activities are all dispersed among unlinked websites • No central page as link among the others • Contact information is difficult to find • Not all media are used to their full potential, e.g. LinkedIn • No standardization of the websites and no technical coordination • Some websites are better developed than others
  105. 105. The networking media used is numerous and varied,but unfortunately is also dispersed and not optimally used
  106. 106. LinkedIn and Facebook are the best platforms for maintaining strong talent relationships Talent relationship Recruiter2JobSeeker Discussion groups Events contact Best choice Alternative Limited Source: Potentialpark Communication AB, Trend Studies (2011)
  107. 107. For talent networking, Facebook and LinkedIn offer the most diverse features • Not all platforms are suitable for Talent Relationship purposes • Identifying the strengths of each platform is critical to successfully catering to job seeker preferences★= feature is available and can be used effectively Source: Potentialpark Communication AB, Trend Studies (2011)
  108. 108. There are four levels of employer profiles on Facebook, level four being the most effective for building and maintaining a successful talent network 1. Corporate profile: general company profile without a careers-focus, but might include some career-relatedLevel 4: Versatility & Full informationInteraction 2. Basic employer profile: careers-specific profile with updates about job offers and company activityLevel 3: Multimedia & Integration 3. Multimedia & Integration: includes multimedia, job search section or discussions between fans and theLevel 2: Basic employer profile employer 4. Versatility & Full Interaction: offers interactive content,Level 1: Corporate profile applications, embedded content from many sources, like Twitter feeds, YouTube channel, career website Source: Potentialpark Communication AB, Trend Studies (2011)
  109. 109. Microsoft’s Facebook page is a great example of a professional profile, making good use of the available featuresMicrosoft FACEBOOK PROFILE Fans:35,289 Highlights: • High interaction with Fans • Links to employee blogs • Job search embedded from the • Interactive career FAQ career website • YouTube channel embedded Profile analysis: Basic Profile information Update Contents Link to career website ★ News about the company ★ Link to corporate website Employee testimonials ★ Basic information about company Hints and tips ★ Interaction Possibility to post on the wall ★ Jobs Employer-job-seeker discussions ★ Posts ★ Comments on posts ★ Job search/dedicated section ★ Recruiter contact details Multimedia Event section ★ Posts/embedded ★ Event updates and the wall ★ Video section ★ Other social media links ★ ★ Photo album Potentialpark Communication AB, Trend Studies (2011) Source: Applications/interactive tools ★
  110. 110. Regarding networking with employers, candidates prefer professional networks compared to social networksCareer-related activities on networking platforms Source: Potentialpark Communication AB, Trend Studies (2011)
  111. 111. LinkedIn is the most powerful professional networking tool online
  112. 112. There are three levels of employer profiles on LinkedIn, level three beingthe most effective for building and maintaining a successful talent network 1. Basic corporate profile: offers general information about the company and its Level 3: Integration and employees and allows discussions. community Driven 2. Customized profile: includes customized content, such as videos and statements Level 2: Customization about the working environment, or has the form of a discussion group. 3. Integrated and community-driven: delivers Level 1: Basic corporate both space for community discussions and profile customized content, with advanced look and feel Source: Potentialpark Communication AB, Trend Studies (2011)
  113. 113. General Electrics’sLinkedInprofile is a good example of a well-structuredpage designedspecificallyforrecruitmentpurposes LinkedIn Profile Highlights •Additional profiled page Profile analysis: •“Why work for us statements” Content Testimonials • Recruiter profiles Video ★ Link to career website ★ Link to corporate website Link to other platforms ★ Recruiter profiles Open jobs ★ Custom look and feel ★ Sponsored poll Additional information ★ Source: Potentialpark Communication AB, Trend Studies (2011)
  114. 114. Mobile Recruitment
  115. 115. With a 94% open rate, sms recrutiment campaigns are a great way to keepin close contact with your talent network Mobile Recruiting – SMS campaigns • Benefits of mobile recruitment by text campaigns: – Immediate – Cost efficient – Convenient – Reaching a receptive audience, since candidates opt-in (HR Technology, 2010) • Example: – Hewitt encouraged job fair attendees to SMS a certainnumber in order to beentered in the draw forprizes, eventually landing themon the company’scareer website
  116. 116. Hewitt used a contest SMS campaign to raised awareness of their diversity program and career opportunitiesObjective: Engage conference attendees via a Afer the “opt‐in”: Subscribersraffle‐give‐away. Conference attendees were were provided a link to view the Mobile URL:encouraged to participate by sending an SMS raffle‐giveaway details, as well as www.Hewdiversity.com(text‐message) with the keyword learn more about Hewitt’sHEWDIVERSITY to 77950. Diversity Program, and career opportunities. Source: Mobile & Recruitment: Are We There Yet? (2010)
  117. 117. With over 290 million smartphones sold globally in 2010, recruiting viamobile applications is where the “war for talent” will be won Mobile Recruiting – Job Apps • Benefits of mobile recruitment via job Apps: – Job seekers are looking for Apps – Provides relevant information based on location and preferences – Customizable – Fun and interactive – Convenient and low cost – Can be linked to other media (Facebook, LinkedIn) Example: • AT&T job application
  118. 118. AT&T lead the mobile trend by being one of the first companies tointegrate a job App. intro their recruitment communication strategy Features: •News feed on company • Location based search function • Look at job details • Forward to a friend • Location specific career events • Joining talent network for updates • Customized job alerts • Tweeter feed in application • Day in the life videos Source: All the top bananas (2010)
  119. 119. An ‘Instant Innovation Camp’ can link innovative talent and Natura through problem solving and networking Preferred Recruitment ActivitiesInstant innovation camp• University course + Company contact + Workshop• Solution to solve major challenges while getting to know potential applicants• Only students with innovative mindset for a sustainable world• Each group of students focussed during the course on one aspect of the topic and then had four weeks to find theoretical documentation and spend one day actively with the company on finding solutions. CEMS external survey, 2011
  120. 120. The ‘Instant Innovation Camp’
  121. 121. The AlumNatura Network links Natura with new talent through current and former employeesAlumNatura network• Referrals are regarded as the best source of quality candidates (Jobvite, 2010)• 41% of respondents believe it’s the best way for employers to assess candidate values and personality (CEMS external survey, 2011)• Facilitates re-hire and sourcing of new candidates• Facilitates internal recruitment and job mobility Preferred sources of employer and career related information• How? – Yearly social event to network – LinkedIn Group CEMS external survey, 2011
  122. 122. A Sourcing Manager is responsible for building a qualified talent pool so as to facilitate proactive candidate sourcingSourcing Manager• Uncovers universe of potential candidates• Employee specifically concerned with communication and networking with talent• Build database• Proactive approach• Provides pool of candidates• Client is the recruiter Acquire Talent Assess management Develop Systems Align
  123. 123. Natura should create and maintain fruitful relationships with its talent pool by choosing and optimizing the appropriate media• Natura needs to actively engage in talent networking to ensure a continuous flow of qualified applicants• Grow your network and strengthen your Employer Brand by treating your talent network like customers and maintaining awareness• Make sure your Employer Brand and EVP are realistic and don’t pass up on A-players• Suggestions for Natura’s talent relationships: – Optimize your recruitment and networking efforts with a recruitment-focusedLinkedIn and Facebook page – Consider job apps and SMS campaigns as innovative ways of networking with talent – The AlumNatura Network links Natura with new talent through current and former employees – A Sourcing Manager is responsible for building a qualified talent pool so as to facilitate proactive candidate sourcing – An ‘Instant Innovation Camp’ can link innovative talent and Natura through problem solving and networking
  124. 124. Changes in the recruitment landscape require Natura to adopt a more proactive approach to recruitment, assessment, attraction and engagementCONCLUSIONS AND RECOMMENDATIONS Investing in a career website and a proper ATS is a fundamental first step in innovating the recruitment process A profile of success, online self-selection test and value-focused assessment tools will enable Natura to hire its ideal employees Building Natura’s employer brand will help to attract, retain and engage only the candidates that will thrive and perform to their best in your organization The future of job search is changing, use employer brand advertising, social and mobile media to communicate your employer value proposition and attract the right talent Pro-active networking via social and mobile media, and face-to-face events will allow Natura to stay in touch with its talent pool in an effective and efficient way Employer Branding Organizational analysis A- Applicant Candidate Talent Playerprofili self- assessment & selection Relationship Job ng Talent selection Attraction Application analysis
  125. 125. Thank you!

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