Source of Hire 2015One last time - because no one “gets it.”

Gerry Crispin | Chris HoytCareerXroads | www.careerxroads.com

2016 Colloquium Members

chris.hoyt@careerxroads.com | gerry.crispin@careerxroads.com

AARP AbbVie ADP Amazon AstraZeneca

Avery Dennison BASF Buffalo Wild Wings Campbell’s CapitalOne

Cargill CDK Global Cigna Citrix Comcast

Corning Davita Dell Deluxe Disney

Edward Jones Eli Lilly Enterprise Holdings Ernst & Young FedEx Office

Fidelity Fifth Third Bank GE Genentech Highmark Health

IFF Informatica Ingersoll Rand Intuit Johnson & Johnson

JP Morgan Chase Keysight Kimberly-Clark Lockheed Martin Macy’s

Manulife Marriott International Merck Nationwide Nike

Northwestern Mutual Ortho Clinical Diagnostics PepsiCo Pitney Bows PNLL

QVC RSM Schneider Electric Scotia Bank Shaw Industries

Shell Southern California Edison Sprouts State Farm Stryker

Target Thermo Fisher Scientific Time Warner Time Warner Cable Two Sigma

Verizon Wireless Waste Management Wegmans Wells Fargo Whirlpool

Yum! Brands

The Back StoryEvery year since 2001 we have published a ‘lab report’ on Source of Hire.(They are all still archived on our site)

The point of it is that the quality of the data currently found within ALL ATSs is still, and especially today, too ugly to use for effective decision making. Vendors who bolt on other solutions to cherry pick internet candidate movement collect equally flawed data. They [mostly] embarrass themselves with their hype over their claims to be measuring ‘best source of hire data’.

The online debate only confuses small and medium size firms.Larger firms know better or simply confuse themselves.

We are happy to chat [briefly] with any employer and will offer in early January a discussion of these slides for employers. We will happily make time or, support the efforts of any consultant or vendor striving to build a practical strategy that realistically integrates SOH data (click here to schedule) but, we are sun-setting the annual CareerXroads SOH Lab Report with this last deck

The Back Story“Source” is meaningless. It’s how you play your hand that counts.

GI = GO is as constant as E-MC2

Slices by Job Family, Geography, Level and Industry that correlate time, cost, quality and yield are almost too obvious…

and yet no one does it well.

Sources are interdependent and therefore cannot add up to 100% (They add up to at least 200%!)

Analysts and researchers who misrepresent that 100k hires by 10k firms = 100k hires by 10 firms (by hiding their demographic data) have never recruited. And THAT is the nicest thing we say about them.

Strategy trumps tactics EVERY day.

How many Full-time US positions did you fill in the last year with internal movement OR external hires?

Total:255,750Weighted Avg:

6,912

What % of your total hires were filled by internal transfers and promotions of F/T employees?

Weighted Avg:

37.1%

Assume the average recruiter filled 105 positions annually. If total time to fill is 60 days then recruiters would have 17.5 requisitions open at any one time.

How many recruiters AND sourcers (equivalent F/T, contract or RPO) did it take to fill ALL of the hires - external and internal excluding admin and

support personnel?

2,444

What % of your total hires were exempt positions?

46.1%

What % of your US workforce consists of Flexible (Contract, Contingent & Part-Time) workers?

Weighted Avg:

16.3%

“Our models vary by business unit. In the West, we are wholly outsourced for transactional recruiting, but lead sourcing strategy and administration. Corporate HQ is totally insourced, other units have contractors onsite, and still others have different RPO setups. There are many different RPOs across the company.”

“We do not use any traditional RPO providers. Global hiring is supported by combination of company Recruiters and HR Generalists. Some report to centralized US Corp. Talent Acquisition and some do not.”

“The majority of our hires are in retail and most of those are done by store managers. About 25% done by RPO globally.”

“RPO Vender hires all Retail P/T positions.”

“As a general rule, Recruiters handle Exempt positions, and Store Managers handle non-exempt.”

“We just started using RPO for Sourcing only.”

Which statement(s) best reflect your RPO situation?

How many employees were hired by your firm outside the US in the last year?

Do you think asking similar source of hire questions outside the US makes sense?

No. (77.14%)

Why not?!

Confidence in the data!

Total:148,075Weighted Avg:

4,777

What % of your total hires did you screen or interview candidates at some point by using digital video interviews?

6.8%

What % of your applicants use mobile devices to...

0% 1-5% 6-10% 10-25% 26-50% 51-75% 76-100%

Learn about your jobs 0% 6.45% 9.68% 19.35% 35.48% 29.03% 0%

Research your firm, culture, people, etc. 0% 3.33% 13.33% 16.67% 43.33% 20.00% 3.33%

Apply to your opportunities 16.13% 12.90% 16.13% 22.58% 19.35% 12.90% 0.00%

What proportion of hires come from “posting” a job via social media sites such as LinkedIn, Twitter, Facebook, Glassdoor, etc.?

What portion of your hires are sourced, contacted via or driven through SEM campaigns using social media?

What % apply as a result of what they learned after visiting your company career page?

WeightedAvg:

31.4%

What % apply as a result of referrals?

Weighted Avg:

22.2%

What % of hires were former employees?

Weighted Avg:6.5%

What % were hired via job boards and/or social media sites used as job boards? (not including aggregators like Indeed and Simply Hired)

Weighted Avg:

9.85%

What % were hired via “well known” job aggregators like Indeed andSimply Hired?

Weighted Avg:

17.3%

What % of your hires were sourced from target colleges, college fairs, intern conversions, etc.?

Weighted Avg:8.3%

What % of your hires do you attribute to sources and recruiters who directly identify, track down and communicate with prospects that eventually wind up

being hired?

Weighted Avg:

11.2%

What % of your hires in the last year do you attribute to contingent and search agencies?

Weighted Avg:3.5%

What % of your hires were a result of general and specialized career fairs?

Weighted Avg:2.9%

What % of your hires were a result of groups, communities, pipelines and other enhanced databases you’ve set up to communicate and share content

with prospects who had not applied or had not been hired previously?

Weighted Avg:2.8%

What % of your hires were a result of print ads and employment branding placed in newspapers, journals, magazines, etc.

Weighted Avg:1.8%

What % of your hires were a result of ads and employment branding placed on radio, tv, cable and other non-interactive (non-internet) media?

Weighted Avg:0.6%

What % of your hires were sourced from part-time employees, contractors or other contingent workers who were working for your firm?

(Does not include interns.)

Weighted Avg:8.9%

What % of your hires were walk-ins, i.e. applied in-store, in-facility, etc.?

Weighted Avg:1%

When all's said and done, what is your current relationship with each of these current and former “major” players?

Don’t Use Minimal Modest Contract

Significant Contract

#1 cost of the four

#2 cost of the four

#3 cost of the four

#4 cost of the four

Monster 59.46% 16.22% 10.81% 13.51% 5.41% 10.81% 5.41% 32.43%

Careerbuilder 27.03% 35.14% 24.32% 16.22% 0.00% 10.81% 35.14% 10.81%

LinkedIn 2.7% 0.00% 16.22% 78.38% 59.46% 8.11% 0.00% 0.00%

Glassdoor 30.56% 19.44% 38.89% 13.89% 2.78% 27.78% 5.56% 16.67%

When all's said and done, what will your relationship be with these current and former “major” players over the next year?

Not Use Minimal Use

Modest Contract

Significant Contract

Expect #1 ROI of the

four

Expect #2 ROI of the

four

Expect #3 ROI of the

four

Expect #4 ROI of the

four

Monster 55.56% 25.00% 5.56% 13.89% 2.78% 13.89% 5.56% 30.56%

Careerbuilder 36.11% 27.78% 25.00% 13.89% 2.78% 13.89% 16.67% 19.44%

LinkedIn 0.00% 0.00% 24.32% 72.97% 56.76% 2.70% 5.41% 0.00%

Glassdoor 17.14% 17.14% 48.57% 14.29% 2.86% 34.29% 11.43% 11.43%

Various ATS’s and other technology vendors are reporting SOH by studying the “big data” they’ve collected from hundreds of clients using their tools.

How confident are you that when you pull a report on source of hire from any single or combination of technologies tracking your data that you have

accurate information without considerable human effort being used to adjust the report results using data not yet integrated?

“We have source codes attached to our job postings on all job sources. This automatically translates as a prepopulated "How did you hear about this job" on the candidate's application. The recruiters then verify this when speaking with the candidates. A monthly report is pulled from [ATS] analyzing these application/source of hire sources. A quarterly report is pulled together for the Global Talent Acquisition team to review.” “We do use SOH data as an element of ROI when contracts are up for JBs. We also use it with applicant data to track SM site activity. (We have regional brand ambassadors and are aggressive in getting the Brand front and center.) For a big pic we know that about 40% of positions are filled internally - that leaves 60% for external - of that 60% roughly 35% are referrals, leaving 25% spread over SM and JBs. (Rehires, UR hires can fall under other sources) SOH data comes from candidate application - a candidate can have multiple sources across multiple applications in a given time period.” “Source of hire data is collected in our ATS, and is used to analyze recruiter usage of sourcing channels and sourcing channel investments. We have some concerns over the accuracy of our source data - correct source data is sometimes lost when moving a candidate from one req to another, and candidates often alter their source of hire during the recruitment process. Looking to improve our reporting this year.”

“Track SOH through our Recruiting Analytics team.” “We use [ATS] and we are implementing (recruiting marketing) platform to help us better capture source of hire.”

“Track all media and social performance and use to allocate where and how much to put our $” “Collect via self-ID by candidate in ATS but we have the Recruiter confirm actual source recorded in our data. We use SOH data to drive budget for best ROI.” “Information is taken from the ATS on a quarterly basis, reviewed, and analyzed.” “By the applicant identifying it on their application.” “We ask for a form to be completed by recruiter or staffing specialist at the end of the process to identify a set list of categories and sources. Our training has focused on looking at source codes, phone screen notes or applications to identify the best option for source.” “Through Applicant tracking, embedded source URL, LinkedIn metrics, etc. Challenge with questions above is that while the candidate may have heard about SCE through TV, Radio ads, they select our website for the specific job so accuracy is not there.” “We need to reset on how we report this b/c the belief is that it is nearly completely unreliable data from our ATS” 

Please describe briefly how you collect, analyze and use source of hire data...

“Third party vendor [name] collects all front end applicant tracking information. Monthly ATS extract is sent to complete the candidate pipeline. Our recruiters choose from a pick-list the general source of hire category when completing the offer letter information.” “ATS data capture and reporting.” “Work with our media firm, [name], to tag all sources and give them a feed of all hires to calibrate source.” “Directly from our Applicant Tracking System.” “Combine Google Analytics, [Vendor] and [ATS] data to come up with source of hire as well as source of influence. I trust the data but there is significant human intervention to create shareable reports.” “We rely on applicants to complete the source of hire option when applying; we are not currently tracking via hard coding on requisitions where the applicant comes from, therefore our data is only as accurate as what the applicant selects.” “We use our ATS but also query our hires directly.” “Pull ATS reports. Verify report data with Recruiters. Unable to track multiple sources. Candidates have the ability to self identify which is not always reliable/accurate.” 

“Reports from our ATS and reports from those we have contract with. Of course we look at ROI and also does the tool contribute to building pipeline.” “Through tracking codes in [ATS]. Create source effectiveness report to review applicants, interviews, offers and hires by source type. Use to determine ROI of investment, strategy for future investments and agency usage.” “We ask the candidates- we embed the source in the link etc…” “We don't currently. Our market has been mostly regional and people applying at our career site. Wi, IL, MI, MN.” “We collect from the candidate at point of profile creation and then on each job they apply to. We bundle our ATS sources into two levels - top level would be things like (internet, referrals, professional associations) and the second level would be granular within each level. Some of our vendors will supply candidate detail with their monthly metric summaries. However, we don't always agree with their methods. For instance, LinkedIn claims they are the source for more hires than we would attribute back to them.” “[ATS], company registration databaseOur SOH data is not very accurate. It is currently collected, analyzed and updated monthly by a Program Manager who has source reporting as one of his responsibilities.”

Please describe briefly how you collect, analyze and use source of hire data...

“Less money into traditional job boards, more money into social media and proactive sourcing capabilities. More money on diversity/inclusion initiatives.” “In general - don't think spending will change - just a general comment that as social media continues to gain strength as a means of branding - source of hire (as a direct line) becomes less clear.” “Significant investment in building and leveraging our new Talent Community. Continues focus on referrals. Decreased spend on traditional job boards and job aggregation sites.” “Will shift our spend based on data collected and tracked for each media and social campaign.” “No change.” “Have a broady set of tools, and not all in one basket, like LinkedIn. Continue to invest in social media, and sample more.” “Have recruiters complete SOH for every role they fill.” “Job Boards and Global Linkedin licenses.” “Improve source tracking.”

“The goal is to use less agency partners. In order to do this, we need more qualified applicants to apply on their own, or our internal sourcing team to be more effective. We have hired on an additional contractor for our sourcing team. We have made changes to our posting contracts, got rid of or changed the contracts with the lowest ROI, while keeping a presence in specialty markets (veteran disability, etc.).”

“Focus is on employee referrals this year.” “Look at replacing some LinkedIn spend with other engines (Gild, Entelo, etc). Will review Glassdoor price increase. Did not renew in 2014, used in 2013, will review difference. Continue to use Findly Smartbuy with media.” “Increase in Sourcing and Scouting within Target areas of need.” “Moving to Google Analytics as our source of truth for SOH data. Moving away from last touch attribution model that ATS' offer.” “Researching recruitment firm use; more focus with military, diversity and college recruitment. Plan to spend the same as this year.” “Increasing our brand awareness through Social Media and referrals” “New ATS with ability to track multiple sources. Force automated reporting of source and potentially limiting or taking away ability for candidate to self identify.”

What specifically do you plan to change about your recruiting strategy to strengthen or shift your sources of hire over the next year? Where will you

spend more or less money?

“This is not a high priority for us this year, but something we will look at in the future.”

“Implement HRIS so that we can determine what advertising means are the most effective, implement behavioral testing in the applicant phase and for all Match MG locations are on the same platform and can share data, advertising, cross exchange applicants, etc.” “We are looking to re-evaluate our vendor relationships and create a more robust campus recruitment strategy.” “Trying to identify ways to get administrative and non recruiting "stuff" off of the recruiters’ plates.” “More investment into Talent Community and targeted campaigns, ramped up internal sourcing team, using Wanted Analytics to determine where to focus sourcing activities, using Bounty Jobs to help track contingent agency performance indicators and explore the BountyJobs Marketplace of additional agents to consider.”

“Everything. Social Strategy tracking success as to where candidates are coming from.” “We are going to move to a functional recruiting model in our salaried hiring in 2016. Our goal is to always reduce our spend on job boards, however that is a huge cultural shift for our front line. We are also automating hourly hiring, so that will give us greater visibility into how the front line is hiring today. With the visibility and data, we hope to be able to re-direct their reliance on job boards into other channels.”

“Until their is a new disruptor in the space, LinkedIn will continue to get the lion share of this budget. Indeed and CareerBuilder will remain status quo unless they provide new capabilities. I am suspect of the data Indeed shares with us relative to their ROI.” “We are re-implementing SuccessFactors next year with many third party integrations which will help us better target spending and data capture in future years.”

What specifically do you plan to change about your recruiting strategy to strengthen or shift your sources of hire over the next year? Where will you

spend more or less money?

Source of Hire 2015One last time - because no one “gets it.”

Gerry Crispin | Chris HoytCareerXroads | www.careerxroads.com