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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

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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: •  alan@abtechpartnership.com •  Tel: +44 (0)7971 864620 •  Twitter: •  @alanwhitford •  @rceuro •  Sites: •  www.abtechpartnership.com •  www.rceuro.com

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