a talent cenric approach to hr
TRANSCRIPT
Abtech Partnership
A Talent Centric Approach To HR 20 May 2015
Alan Whitford Managing Partner Abtech Partnership
! Founder of Abtech Partnership ! Founder of RCEURO, web portal for the European recruitment industry
! Founder and Opera>ons Director of Direct Employers Associa>on Europe
! 25 years Global recruitment industry, focused on talent challenges, candidate experience, employment brand
! Published in a number of on-‐line and off-‐line media covering technical and strategic issues around HR, technology, social media and business
! Leader/chair/speaker at over 300 HR/Recruitment events worldwide
! Author of XpertHR Good Prac/ces Guide to Candidate A6rac/on
Alan Whitford
Abtech Partnership
Abtech Partnership
The Importance of Talent
80% of executives surveyed globally believed that "the ability to attract and retain the best people" will be the Primary Force influencing
business strategy
Source: DeloiPe -‐ 2001
Candidate Perception of a Talent Pool
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The Global Recruiting Landscape at a Glance
1 5 most important trends shaping the future of recrui3ng
2 3 4
5
Social professional networks are increasingly impacting quality of hire
Employer branding is both a competitive threat and a competitive advantage
Data is used to make better hiring and branding decisions
Companies are investing in hiring internally to stop top talent from walking out the door
Companies are figuring out the mobile recruiting terrain
LinkedIn conducted its 3rd Annual Global Recruiting Trends survey in 19 countries. We surveyed over 3,300 talent acquisition leaders to capture their thoughts on what keeps them up at night, hiring and budget trends, and key sources for high-quality hires. We distilled all this and more into 5 key trends you need to know as a Strategic Talent Leader, to be on the cutting edge and be effective to candidates, your team, and your company.
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2015 Global Recruiting Trends
Source: LinkedIn 2015 Global Recrui>ng Trends Abtech Partnership
1. Recrui>ng/sourcing highly-‐skilled talent 44% Germany
2. Improving quality of hire 30% India
3. Employer brand 25% Nordics
4. Pipeline talent 25% SE Asia
5. Improving sourcing techniques 18% Australia
What is at the top of your peers’ list for 2013?
Talent leaders are most focused on improving the basics – how to source, pipeline, and hire the best talent
“Think about your talent acquisition organization's top priorities for 2013. Which of the following choices would you consider to be the most important and least important areas of interest for your organization?”
2013 Top 5 Priorities Priority is #1
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Organizational Priorities - 2015
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Recurrent Themes • Improved or emerging technology • Candidate communications • The War for Talent - Workplace talent shortages • HR has no budget • Cultural changes • Managing your employment brand • Candidates as customers (and vice versa) • Big Data • Social Media changes everything • This xxxx will change Recruitment As We Know It
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Recruitment Hasn’t Ever Really Changed • Identify your target audience • Select the channel/media that
reaches that audience • Develop the messaging that suits
the channel and the audience • Deliver the message • Ensure that you have in place the
procedures and systems to manage and measure the response
• Communicate throughout the process with the candidates and your hiring managers
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1. Your ability to attract and retain quality workers 2. Diverse cultures 3. Speed of change – technology quicker than people 4. Managing this change 5. Technology to support the change 6. Vision, talent planning and creativity (skill gaps) 7. HR & Recruitment Executives with necessary skills
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Having A Recruitment Plan Is Critical
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What Is Your Recruitment Process?
Strategic & Operating Business Plan
WORKFORCE PLAN “the right people in the right place at the right time doing the right job”
Labour Supply Forecasting (Internal / External) Labour Demand Analysis (Internal / External)
“Media & P.R. Strategy”
- Advertising - Media Exposure - Website - Tradeshows - University Interaction
Intern / Coop - New Grad. - Experienced - Contract - Advertising - PR - Web Ads Referral - Social Career Fairs
Economic & Market Influences
“MOVE IN” “MOVE AROUND” “MOVE OUT”
Succession Planning
INTERNAL MOBILITY & DEVELOPMENT
RESOURCING INFRASTRUCTURE Systems Tools Metrics Tracking & Reporting Processes Policies
Other Development Initiatives
Business Drivers
Localization Career Net
Leadership Edge
Internship Program
RECRUITING
TALENT MARKETING
Repatriate
Redeploy
Retrain
Re-skill
Move Out A/P Career Transfer Policy
Outsource
Enterprise Resourcing “MAP”
Source: Nortel Networks Abtech Partnership
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Setting The Scene
What we thought in 1997-2002…..
Can We Change the Way We Work?
CVs File CVs
Requisitions
Review & Categorise
Review Retrieve CVs
Review & Match
Photocopy & Distribute
Manager Review
Select Candidates
Internal CVs
Traditional Recruitment Processes Are Antiquated
Evolution of Recruitment Technology • Ground Zero: Paper Based Systems • Level 1: Rudimentary Staffing Tools- Recruiter has database • Level 2: Beginning of paper based systems being transferred into two tiered
networked databases • Level 3: Staffing transactions and information become automated or web
enabled • Level 4: Productivity increasing applications and integration with internal
and external business processes and systems (E-Staffing) • Level 5: Business enabling applications and integration with client’s
strategies/goals- Predict future workforce needs driven by market demands
Technology Supports Recruitment • Fundamentally change the supply chain by capturing data at
source • Enable the candidate/employee to drive and own the cost of
inputting data • Support the HR function to manage workload and workflow • Support the line manager to accurately define and meet the
company’s requirement • Deliver a cost-effective means of finding and retaining the
key resource of the company - its people!
Sophisticated Technology Provides the Framework to Handle Recruitment Challenges
How Automation Will Improve Your Recruitment and Retention Processes!
• Provide a more efficient and quality service • Qualified candidates identified immediately • Time to fill requirements is reduced • Recruiters spend more time “Recruiting” • Reduce administration • Find the best candidates ahead of your
competition • Fill open requisitions internally - Job
Progression • Building a database of candidates for future
openings
It Looked A Bit Like This…..
WHAT HAPPENED?
Tons of New Channels Emerged
Top 10 most important places to find quality hires
“Think about the key quality hires that your organization made in 2012. Which of the following were the most important sources for those key positions?”
2011 2012 2013Internet job boards 36% 39% 38% -1%Social professional networks 20% 26% 37% +11%Recruitment agencies 41% 36% 35% -1%Employee referral programs 35% 31% 35% +4%Internal hires 32% 32% 34% +2%Company career website 28% 31% 30% -1%Internet resume databases 14% 13% 16% +3%Company ATS/internal candidate database 12% 12% 13% +1%College recruiting programs 12% 10% 11% +1%General career fairs 4% 4% 5% +1%
Increase (+) Decrease (-)
Recruiters are relying more and more on professional social networks to engage top talent. Stay ahead of the competition by training your team and employees how to be effective.
Sources of Quality Hires
Figures exclude China & Southeast Asia from average
Business Faces Barriers and Distractions
Budget Pressure
Want a Holiday
Time Pressure
Sold To
Want a Quick Solution
Confused
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The Candidate Scene
Marketplace and Societal Challenges • The War For Talent is now over 18 years old
" The Candidate Won 17.9 years ago • Everybody knows
" Not enough skilled workers " Too many unskilled workers " They are all in the wrong place
• 5+ Generations in the Workplace • Our brand is what ‘they’ say about us • Recession (or “economic correction”)
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Where Are The Candidates Coming From - 2012?
Where Are The Candidates Coming From - 2014?
You’ve Got To Fish Where The Fish Are
Job seekers are spending time on social media sites, search engines and mobile devices, so it’s important to reach them in these places.
Topical Communities
Researchgate.net
Qualified Scientists
ResearchGate Jobs
1. Engagement = Satisfaction = Retention2. Stay close to your best performers and candidates3. Deepen the recruiter understanding of your business
and human capital needs and their alignment to candidate needs
4. Rapid labour movement and redeployment of resources requires a consistent plan for replenishing and updating pipelines while developing new referral sources
Dealing With Candidate Challenges
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Employment Brand
Messaging And Its Significant Impact
The Employer Branding War Is In Full Swing
Competitive Threat Competitive Advantage
Believe employer brand has a significant impact on ability to hire great talent
83% Top 3 Threats 1. Invest in their employer brand 2. Improve employee retention 3. Learn to use social
networking and social media more effectively
“What are the things that your competitors have done or may plan on doing that would make you most nervous?”
Understand your employer brand and how it can set you apart from the competition. Take the opportunity to engage not only candidates, but employees as well.
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Competitive Threats What are the things that your competitors have done or may plan on doing that would make you most nervous?
Source: LinkedIn 2015 Global Recruiting Trends
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What is Employment Brand? • How an organisation markets what it has to offer to potential and
existing employees • A set of attributes and qualities, often intangible, that makes an
organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture
• A strong employer brand should connect an organisation’s values, people strategy and HR policies and link to the company brand
Source: CIPD Guide on Employer Branding
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Employment Branding • Branding is “the new black”
" Branding is a more pronounced effort by the employer to declare themselves exactly who they are or are trying to be
• Branding can not overcome the reality " What do we do well? " What do we do badly? " Impressions we make to the candidate? " What was the first disappointment for an employee? " Do employees reflect the employer self image and branding efforts?
• Branding is an investment in the long term
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End To End Employment Branding • Employment brand is defined by the candidate and employee
experience • Research to develop a true employment value proposition • Deliver the complete brand experience
" Attraction " Selection " Onboarding " Career Progression " Leaving " Returning
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Employer Brand: Purpose and Outcomes • As part of our recruitment transformation we have committed to the development of an authentic employer brand
promise which people can connect with and which motivates them to want to be part of and remain with our company.
• We have ambitious growth and change plans and to achieve this we need to attract and retain great talent.
• An Employer Brand framework will equip us to:
• Take a brand-led approach to hiring, linked to our Values and corporate brand. • Make choices about what we do to close the gaps between the employee experience of ‘today’ and our aspirations
for ‘the future’. • Supports the external talent connection to the corporate brand messages by bringing those messages to life in an
employment context
Why Come? • Build an understanding of what is
valued by the external talent we want to aPract.
• Define messages that encourage these people to chose our company by confidently ar>cula>ng what is unique about our business.
Why Stay? • A roadmap to support our journey to embedding this consistent employee experience. • A shared view of the consistent employee experience that reflects our corporate brand and delivers for our leaders and employees
Stories • A compelling storyline to underpin the ‘now’ and ‘future’ that makes up our employer brand to help current and future employees understand what they can expect to both give and get whilst at our company..
Experience = Brand • The experience is the Brand - it is no longer about just image alone.
" It is, today, the appreciation of the experience " No matter how “nice” the logo is - if the user can’t find what they
need, the brand is damaged • You can’t control the experience
" The user is now in control and will surprise you at every turn " They will ignore your headlines, not go to the home page
• BUT the experience they get is still based on the experience they have chosen
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Who Is In Control Of Your Brand? Edwin’s Lament = Bad Employer Brand • Why doesn’t the recruiter (agency) just inform the candidate when a
prospective employer rejects their application? • I’d like to hear from recruiters when my application is rejected - so I know
which job prospects are still active - and which are dead • I could learn to be more successful going forward
" What went wrong? " How do I improve?
• Maybe I finished 12th in a field of 10 – but is there another round coming in the future?
• What did the Employer really think of me? • What do I really think about the employer? • = Your Employment Brand Abtech Partnership
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Data and Analytics
What is ‘Big Data’? • There are a variety of different ways in which HR can use Big Data but it is
easy to become overwhelmed by the sheer volume of data out there. • That’s why HR’s first port of call should be to ascertain just what the
company needs to find out before looking in more depth for the data they will need. " Are you looking for a more cost effective way of hiring? " A better understanding of how to target candidates faster? " Do you wish to calculate the effectiveness of current job advertising efforts?
• Big Data can also refer to statistics from current employees. You have access to statistics around: " employee performance, " engagement within the company " absenteeism
Key Data For Recruitment
The Most Successful Employers Use Data To Measure Their Talent Brands Qualita>vely And Quan>ta>vely
Believe organization utilizes data well to make hiring decisions
Regularly survey new hires to understand brand position
Regularly measure employer brand in a quantifiable way
27% 44% 53%
23% 34% 33%
Survey new hires regularly to get a qualitative review of your talent brand. Use numerical metrics to measure your brand quantitatively over time and against competitors.
Brazil and India are leading the pack in using data for employer brand
52% 55% 48%
The PepsciCo Dasboard
Social Referrals • Social and business networks become the repositories of the Big Data • Candidates and employees becoming more pro-active in the hiring
conversation • “Get Referred” = How are you connected to the hiring company and
message the contacts there • Some solutions have ‘matching engine’ - matching social profiles of
employee connections - so employees can refer jobs out to potential candidates " Need Trust, Accountability, Review process, Reward on referral, Speed
• Why many social referral programmes fail " After 3 months, cease to be a priority (to employee), become a distraction,
rewards and/or recognition doesn’t come • The automation and engagement of “get referred” should improve referral
pipelines
Social Metrics and ROI • 2009
" Influence, not popularity " Traffic. Get eyeballs to your careers website and possibly, specific job postings. " Chatter. Related to both influence and traffic, how much engagement you have
with fans. " Intelligence + candidate experience. Qualitative measurements driving toward
quality of hire and candidate satisfaction. • 2013
" Increased applicant flow " Source of hire " Decreased time to fill
" Improved candidate quality or better yet, quality of hire " Brand preference
• Improved candidate experience
Source: Jessica Lee, Fistful of Talent
Mobile
The Impatient Generation • Eager to live “now” • Social networks are live, ongoing and
instant • One to one communication channels • Mobile is always on, always accessible • Mobile is live and interactive
Candidates Never Leave Their Mobile Phone
Always On - Always Locatable 1984: Big Brother is Watching You
2011: Person of Interest
“You are being watched. The government has a secret system, a machine that spies on you every hour of every day. I know because I built it. I designed the Machine to detect acts of terror but it sees everything.”
+
Within 4 years 71% of the world’s literate population will have a smartphone
Source – The World Bank, Via MetaShift
Mobile Traffic 2015
+Job Seeker Expectations
• 72% interested in receiving career information via their phone
• 63% have already searched for a job on their mobile • 79% would apply for a job on their mobile • 84% Thought companies should have separate mobile
recruitment sites
Conducted by Metashift, Educate and Reconverse in March 2012 with a sample size of 32,000 (UK, all demographics)
+Need for Access to Highly Targeted Information
70% of mobile searchers act within an hour; only 30% of PC searchers do
Source Mobile Marketer
Enjoy The Journey
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Contact Me At Any Time • Contact Information: • [email protected] • Tel: +44 (0)7971 864620 • Twitter: • @alanwhitford • @rceuro • Sites: • www.abtechpartnership.com • www.rceuro.com
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