Hiring Manager Report

2015

The Hiring Process Report

of hiring managers agree that fast and efficient canddate

attraction aided by modern technologies will be of most benefit to the hiring process

over the next 3-5 years.

Technology and knowledge of how to engage candidates will make the hiring process easier

THE TOP THREE Recruitment priorities for hiring managers over the next 2 – 3 years will be:

When evaluating the success of the

hiring process, the quality of hire and

the length of time the hire stays with the

company are today considered to be

almost as important as the time it takes

to fill a vacancy

Candidate experience(47%)

Effective talent recruitment tools (42%)

hiring managers think that the growing knowledge of how to engage candidates will also make the recruitment process easier in future.

Efficiency of hiring process(43%)

81%

Social media is the most popular way to boost an employer brand

47%

The Hiring Process

of hiring managerscurrently utilise this tool

57%

62% 66% identify skill shortages as a major obstacle in the hiring process

cite talent shortage

as a problem

The Hiring Process: 4 Uncovering the truth 4

Background: 5 The Hiring Manager Survey 5

The Hiring Process: 6 Today’s perceptions 6 What helps and what hinders? 8 Benefits of Technology 9 A growing knowledge of engagement 10 An unskilled, inexperienced and unavailable workforce 11

Evaluation: 12 Evaluating the hiring process 12 Key Priorities for the Future 13 Measuring quality of hire 15 Profile of the perfect candidate 16 Top 5 soft skills for hires in 2015 17 Searching for perfection 18

Boosting Employer Brand: 19 A new focus 19 Communication techniques 20 Enhance and protect 21

Conclusions: 22 It’s a candidate’s world 22 Preparing for the future 23

Contents

The Hiring Process Report 2015 / Kelly Services

4

The Hiring Process: Uncovering the truth

The complex process of hiring workers

is constantly under review. And rightly

so. From sourcing and attraction to

candidate engagement and onboarding, the

multiple steps involved in hiring top talent are

interrelated and critical to the overall success

of any business. It’s therefore not surprising

that the hiring process is so closely monitored,

as it’s this kind of scrutiny that can help a

business to get ahead - and stay ahead, in the

wake of change or disruption.

The hiring process needs to be cost-effective

and efficient, balancing the speed of hire with

the quality of hire, but the multifaceted nature

of the process is continually affected by many

internal and external factors. Some have a

positive influence and assist the hiring process.

Some have a more negative impact and can

hinder successful recruitment.

In this report we delve deeper into the realms

of cause and effect; identifying the current key

factors that are influencing the hiring process

– some positively and some negatively - to

give us a better understanding of where we are

now - and why, as well as what we can expect

to see more or less of in the future. This way,

businesses can be better prepared to deal with

what lies ahead.

To help identify the main impacts, Kelly

launched the Hiring Manager Survey; exposing

the truth about the process from the hiring

manager’s perspective. The survey revealed

that skill shortages and shortage of talent pose

the biggest threat to the hiring process over

the next 3 - 5 years. Whereas technology and

knowledge of how to engage candidates will

have the most positive impact on the process.

In response to this, hiring managers revealed

that their top three recruitment priorities

over the next three years will be candidate

experience, hiring process efficiency and the

use of effective talent recruitment tools.

The Cause and Effect are Two Sides of One Fact

- Ralph Waldo Emerson - Essayist


5

Background: The Hiring Manager Survey

Knowing how important it is for businesses to

prepare for change in the hiring landscape, Kelly

Services’ new and innovative research study

looks at the future of recruiting from a hiring

manager’s perspective. The full study explores

talent acquisition, workplace and generations,

and the hiring process itself.

So who exactly did we speak to?

Between December 2014 and February 2015

data was collected from ten different countries,

covering both the EMEA region (Europe, the

Middle East and Africa) and the APAC region

(Asia Pacific).

5 in EMEA region: UK, Germany, France,

Russia, Switzerland

5 in APAC region: Singapore, Australia, New

Zealand, Malaysia, India.

We gathered the opinions of over 2,000

managers in charge of hiring, including

Recruitment Managers

HR Managers

Decision Making Managers with Hiring

Responsibilities

The majority of those surveyed were responsible

for hiring on a local/regional level (73%). A

smaller percentage handled national and/or

international recruits (52%).

Most handled up to 50 hires each year (79.8%).

Only a few handled 51 - 1,000 hires (16.9%)

and just 3.3% dealt with more than 5,000 hires

a year.

We spoke to Hiring Managers from over 21 different industries, but the majority of our respondents came from either a manufacturing or communications background, followed by retail and finance.

60% considered their company to be either a niche player or a top 3 player in their field.

A hefty 81% of those surveyed were working in the private sector. All of which should be considered when interpreting the participant’s response.

By analysing the findings from this survey and aligning them with today’s global HR and recruitment influences, needs and solutions, we can gain a more detailed insight into the real key issues and common trends surrounding recruitment.

This puts us in a much better position to predict future developments, enabling businesses to respond to change appropriately, in preparation for what lies ahead.

One component of Kelly’s Hiring Manager Survey concerns the hiring process itself. Here we uncover what’s really going on from a hiring manager’s perspective.

By collating and analysing these findings, we can identify common trends which are likely to be significant in 2015 and over the next 3-5 years.As well as reviewing overall global trends, we will be looking out for any marked differences between countries and considering why this could be.

Respondents Aim A Closer Look

No Change

Easier

No Change

Easier

More difficult


6

The Hiring Process: Today’s perceptions

As part of our 2015 Hiring Manager

Survey, we wanted to find out how the

hiring process of today is perceived by

the people who are most heavily involved – the

hiring managers themselves; the findings of

which will help us to identify what’s working and

what’s not. Looking at hiring manager’s opinions

and experiences over the last five years will help

us to make more informed predictions about the

future.

We found that the highest proportion of hiring

managers do consider recruitment to be more

difficult today than it was over the past five years and expect it to become

even more so over the next 3-5 years

More difficult

Do you consider recruitment today to be easier or more difficult then it was

before(previous 5 years)?

Do you believe recruitment will become easier or more difficult within the next 3-5 years?

18%

36%

45%

21%

42%

36%

Recruitment more difficult today than previous five years

Recruitment easier in next 3-5 years

Recruitment more easier today than

previous five years

Recruitment more difficult in next 3-5

years

Malaysia

United Kingdom

SingaporeAustralia

GermanyFrance

SwitzerlandRussia


7

The Hiring Process: Today’s perceptions

Figures suggest that out of the ten countries

we spoke to Switzerland and Singapore are

currently experiencing the most difficulties

and expect it to continue. It also seems that the

majority of hiring managers in Russia expect

recruitment to become more difficult in the future

as well.

There is, however, a difference of opinion in

Malaysia and India, where recruitment is now

perceived to be easier than it was before and is

expected to become even easier in the future.

This is most distinct in India where a majority of

67% consider recruitment to be easier now and

expect it to become easier in the future (66%).

This is an example of how different economic

and social factors affect businesses in different

geographic locations and the differences

between developed and developing countries

become apparent.

81%

9%

1%

Modern technologies enable faster and more efficient candidate attraction

Growing knowledge of how to engage candidates

Impact of economic/environmental factors on candidate availability

Increasing sourcing capabilities of recruiters

More candidates with specific skills open for flexible work

Better employer benefits in offer

Improvement of candidate experience with the recruitment process

Shifting recruitment responsibilities between HR/recruitment and hiring management

All of the above mentioned answers

Other

57%

47%

45%

40%

38%

38%

31%

Why recruitment will become easier in the next 3-5 years


8

The Hiring Process: What helps and what hinders?

Discovering what people think is useful,

but finding out why they think it is even

more important. So identifying the most

influential factors affecting the opinions of hiring

managers will give us a clearer idea of where the

focus needs to be.

The Hiring Manager Survey reveals that the most

common factors perceived to be making recruitment easier are modern technologies and a growing knowledge of how to engage candidates; which are themselves interrelated


9

The Hiring Process: Benefits of Technology

As new software and tools enter the

market, new candidate attraction

methods are born; we are able to

communicate more effectively and candidate

engagement is strengthened.

81% of hiring managers agree that fast and efficient candidate attraction aided

by modern technologies will be of most benefit to the

hiring process over the next 3-5 years

The direct communication channels of social

media sites are a prime example of how

modern technologies are assisting the speed

and efficiency of the hiring process. The role of

social media is becoming more prevalent

when sourcing high-demand talent; with

LinkedIn currently being the most widely used

tool for social recruiting. Unlike 10 years ago,

direct communication tools like this are now

considered mainstream and are continuing to

gain in popularity as more and more people

realise the potential and embrace it.

94% of recruiters use, or plan to use social

media for recruiting in 2014, and those that

did so found a 49% improvement in candidate

quality. But although 94% of recruiters are

active on LinkedIn, only 36% of candidates

are1. This suggests that other social media

channels should also be explored as part of the

mix, as well as other attraction strategies.

Professionals who are not actively looking for

a job, typically don’t want to be found too

easily online 2, which suggests that additional

techniques should also be utilised.

1 Source: Jobvite

2 Source: Kelly Sourcing Paper

And this is where sophisticated sourcing

technology comes in.

So there’s no doubt that modern technologies

are enabling faster and more efficient

candidate attraction; allowing employers

to cast the net even wider to find the talent

they require. And as technology continues

to advance, we can also expect to see more

diverse engagement channels emerge and

become mainstream; such as gamification and

mobile apps for example.

The availability of smarter recruitment software

tools, sourcing technology and accessible

cloud-based management systems, like

the Fieldglass VMS - which offers countless

benefits to employers of a growing contingent

workforce – are also making the hiring

process easier. Processes can be centralised,

streamlined and monitored more effectively

than ever before.


10

The Hiring Proces: A growing knowledge of engagement

The growth in technology also has an

effect on candidate engagement, with

more tools and opportunities to reach

out and engage with a broader talent pool.

57% of hiring managers think that the growing knowledge of how to

engage candidates will also make the recruitment

process easier over the next 3 – 5 years

Information about how best to engage with

candidates - what is working, what isn’t,and

which new things to try - is more readily

available in the digital age. The growing ability

to access and share this information quickly

is improving our knowledge of candidate

engagement all the time, which hiring

managers see as being particularly beneficial

to the recruitment process over the next few

years.

Web content such as blogs, video tutorials

and online forums - accessed through search

engines and shared on social media links -

shows how technology and knowledge of

engagement can work together as a powerful

recruitment tool.

The rise of flexible working - which the Kelly

Global Workforce Index identifies as a growing

preference amongst candidates - is also

assisted by technological advancement, such

as online communication tools like Skype and

cloud-based storage facilities like Dropbox,

making it easier for people to work remotely.

And advances in technology allow businesses

to expand across borders more easily. So

it’s clear to see how technology will play

an increasingly important role in the hiring

process in many different ways, over the next

few years and beyond.

Economic influence

Economic and environmental factors also

have a huge influence on the hiring process.

In 2014, for example, we saw the end of a

major global recession and a state of economic

recovery ensued. In 2015 we’re seeing

businesses dusting themselves off and poised

for rapid growth. And this could explain why

47% of hiring managers also see economic

factors as having a positive influence on the

recruitment process over the next 3-5 years.


11

The Hiring Proces: An unskilled, inexperienced and unavailable workforce

When asked about difficulties in

the future, 66% identified skill

shortages as a major obstacle and

62% cite talent shortage as a problem, so it’s

clear to see that these are the factors posing

the biggest threat to recruitment over the next

3-5 years. Limited hiring budgets are also seen

to be a continuing challenge.

Key factors expected to make recruitment more

difficult in the future are skill shortages and a shortage of talent with

required experience

In the wake of economic recovery, critical

new skills are scarce. And if skills are scarce,

competition is high, so businesses have to

work even harder to recruit the talent they

need. The uneven distribution of skills around

the world is forcing companies to develop

innovative new ways of finding people,

developing capabilities, and sharing expertise.

The Hiring Manager Survey 2015 suggests

that Asian countries experience the most

recruitment challenges, but are also more

positive about the future. It could be that even

though skilled workers are unavailable locally,

Asian countries are more receptive to new

ways of working and are ready to embrace

positive influences, such as modern technology

and knowledge of candidate engagement.

As Malaysia and India currently face multiple

challenges when it comes to hiring, they

obviously see factors emerging that can

potentially help them overcome those hurdles.

An unskilled, inexperienced and unavailable

workforce sounds like every hiring managers

worst nightmare, but learning how to cope

with that scenario is essential for survival,

growth and success. In the tech industry for

example, some HR departments are trying to

overcome the skill shortage by collaborating

with local colleges and developing training

courses to help fill the required roles.

The recent surge in economic growth is also

a contributing factor. Now that the economy

is in recovery it’s understandable that more

businesses intend to expand and the problems

of supply and demand come into play. The

biggest challenge that businesses face appears

to be finding enough new talent to support the

growth.

Skill shortages

Shortage of talent with required

experience

General shortages of

candidates in the market

Shortage of talent with required soft skills or

educational background

Limited hiring budgets

66%

62%

46%

46%

44%

Time to fill a vacancy

Quality of hire

How long a hire stays with a company

Candidate experience survey

Number of applications per vacancy

Cost / investment per vacancy

Assessment results

KPIs used to evaluate the hiring process


12

Evaluation: Evaluating the hiring process

For businesses to maximise their hiring

potential, the current process itself

must be evaluated. Close monitoring

of the hiring process is essential for improved

performance and business development.

Hiring managers are currently using a number

of KPIs to evaluate the hiring process, such as

speed, quality, quantity and cost. Interestingly,

the quality of hire and the time that hire stays

with the company are today considered to be

almost as important as the time it takes to fill a

vacancy.

So rather than looking for a quick fix, it seems

that hiring managers are appreciating the

benefits of acquiring good quality hires who

are likely to be satisfied in their role; in the

hope of avoiding high staff turnovers and

ultimately saving the business time and money

in the future. As the emphasis shifts from

speed and cost to quality, businesses must

now embrace new and innovative ways to find

the perfect candidate.

46%

45%

41%

37%

35%

34%

31%

Can

dida

te e

xper

ienc

eEffi

cien

cy o

f hiri

ng

proc

ess

Focu

s on

effe

ctiv

e ta

lent

recr

uitm

ent t

ools

Inte

rnal

mob

ility

App

licat

ion/

adop

tion

of

new

tech

nolo

gies

Empl

oyer

bra

ndin

g

Cos

t red

uctio

n

Div

ersi

tyIn

tern

atio

nal r

ecru

itmen

t

Oth

er


13

Evaluation: Key priorities for the future

The Kelly Hiring Manager Survey reveals

the biggest recruitment priority for

hiring managers for the future.

47% of hiring managers identify candidate

experience as being their key priority over the next

2-3 years.

And the Kelly Global Workforce Index 2014

(KGWI) supports this finding; revealing that only

half of those who applied for a new job in the

past year were satisfied with their experience.

This suggests that employers still have a long

way to go to improve candidate experience.

Making it easy for candidates to submit

applications, improving communication lines

and paying more attention to onboarding will

all be of benefit.

47% 43% 42% 34% 31% 30% 27% 21% 16% 2%

All countries

Switzerland

France


14

Evaluation: Key priorities for the future

The survey further revealed that 8 out

of the 10 of the countries involved

identified candidate experience as

their biggest priority; with Russia and India

being the exceptions - focusing more on hiring

process efficiency and effective use of talent

recruitment tools.

So although candidate experience is only the

fourth most used KPI today, it’s expected to

become an even more important KPI in the

future; supporting the idea that monitoring

and enhancing the candidate experience can

help attract and retain top talent. This finding is

in-line with CIPD, the professional body for HR

and people development, and the Chartered

Institute of Procurement & Supply (CIPS), who

also identify candidate experience as being a

priority recruitment issue for 2015.

Russia

India

64%51%

Efficiency of

hiring process

43%

29%

27%

47%All countries

Candidate Experience

France &Germany

33%

29% Focus o

n effective

talent recruitm

ent

tools

All countriesIndiaSwitzerland

Russia

42%

52%

67%

Percentage of hires that stay with the company after a year

The percentage of hires that exceed expectations (outperform)

The percentage of hires with the highest scores during the annual evaluation

The percentage of hires that are offered a fixed contract

The percentage of hires that are promoted within one year

Other 2%


15

Evaluation: Measuring quality of hire

The survey reveals that 63% of hiring

managers use ‘time’ spent with a

company to measure the quality of

a hire; staying longer than a year seems to

suggest a good company fit. This is yet another

benefit of improving candidate experience.

The quality of hire is mainly measured by

outperformance and the time a hire stays with the

company

If a candidate has a positive experience right

from the start, it stands to reason that they are

more likely to accept the role if offered and

then stay longer with the company thereafter.

63%

56%

34%

29%

26%

54%

34%

30%

16%

Exactly fits the profile with regard to experience

Exactly fits the profile with regard to qualification(s)

Has high performance

Candidate with best price-for-hire rate


16

Evaluation: Profile of the perfect candidate

As businesses strive to find the right

talent, it’s worth considering what

really makes the perfect candidate.

The majority (54%) of hiring managers see

the perfect candidate as someone who exactly

fits the profile regarding experience. It’s also

someone with the right qualifications, high

performance scores and someone who stays

with the company for at least 3 years. Best

price-for-hire is no longer such an important

factor.

It’s interesting that hiring managers are putting

more emphasis on experience as opposed

to qualifications. Perhaps an experienced

individual seems the safest and most reliable

option, especially if the company has little

time to train and requires someone who can

hit the floor running, so to speak. Although

qualifications are important, it seems to be

experience that gives candidates the edge.

Communication skills

Self motivational skills / self starter

Result oriented

Team worker

Responsible / accountable


17

Evaluation: Top 5 soft skills for hires in 2015

By identifying the hiring manger’s most

desirable soft skills, we can get a better

picture of the ‘perfect’ candidate. Survey

results show that they are good communicators

who fit in well right from the start, seamlessly

and with little hand-holding.

So communication skills and self-motivation

give candidates extra appeal, but why are

these skills the most sought after? It could be

associated to an employee’s future potential

and advancement within company.

A company can avoid having to recruit for

top-level posts by monitoring the skill sets of

existing employees; the process of personnel

utilisation. Therefore candidates with multiple

soft skills will often be seen as a bigger asset

on a more long-term basis. Communication

skills and self-motivation gives candidates a

head start. As companies grow and expand,

the need to develop leaders becomes more

pronounced, so employing candidates with the

necessary soft skills is preferable.

54%

50%

43%

35%

31%

Talent availablity on local market

Money / budget

Time

Salary and benefits package

Severe competition

Top 5 challenges when hiring the perfect candidate

Top 5 countries that experience the most challenges when hiring the perfect candidate

57%

46%

43%

42%

27%


18

Evaluation: Searching for perfection

As many of us know all too well,

the search for Mr/Mrs/Ms Right

(delete as applicable) is not the

easiest of jobs. And perfection is a lot

to ask for! But that doesn’t stop us from

striving for it. No one wants to settle for

second best when perfection could quite

possibly be attained, so understandably

businesses want to, and should, aim high.

Talent availability in the local market is

currently the biggest challenge faced by

hiring managers on their search for the

perfect candidate.

This is a result of current economic

impacts on the job market, with some

industries struggling more than others.

In addition to that, hiring budgets are

limited, time is short, and working

patterns and compensation packages may

need adjusting to attract the perfect hire

in a new ‘candidate-led’ world

If the talent is hard to find or simply

unavailable, developing the soft skills of

existing employees through training is

one of the solutions for bridging the gap.

Soft skills are required so businesses can

utilise staff more readily and develop from

within.

Out of all ten countries who took part in

the survey, India and Malaysia stood out

as experiencing the most difficulties when

securing the perfect candidate. This could

be down to a lack of access to certain

talent pools and the fact that wages are

low in comparison to the same roles

elsewhere. Surprisingly, it was the hiring

managers in India and Malaysia that were

most positive about the future, expecting

the hiring process to get easier over the

next 3-5 years. Perhaps they see factors

emerging that can help them find the

perfect candidate.

India SingaporeMalaysia

Germany Australia

Platforms used to ‘boost’ employer brand


19

Boosting Employer Brand: A new focus

As the economy improves,

unemployment drops and

candidates are now in the driving

seat, with more choice and more access to

jobs, forcing employers to work even harder.

Improving employer brand is one way to

stand out from the crowd and is an area that

businesses need to pay particular attention to

over the next few years. The fact that 58% of

people consider corporate brand to be most

important when evaluating an employer1

(even more important than location) cannot

be ignored. Many go so far as to suggest that

HR recruiting will soon begin to resemble PR

and marketing jobs.

An employer brand speaks volumes and

should be utilised more than ever as a

route to attracting and securing top talent.

And as technologies advance there are

new effective ways emerging to create and

translate employer brand. Kelly’s Hiring

1 Source: Kelly Global Workforce Index 2012

Manager Survey reveals that social media is

currently the most popular way to boost an

employer brand, with 47% utilising social

media platforms with this intent. Social

media campaigns can reach out to new,

broader talent pools, boosting their reach.

And these direct communication channels

are particularly great for real-time candidate

engagement. It’s also an effective way for

recruiters to direct potential candidates to

their main brand asset – their website; which

69% of hiring managers use to communicate

their employer brand in more detail.

Most employer brand strategies also

incorporate up-to-date careers websites,

with 44% of hiring managers using these

to boost their brand. Online talent

communities, campus recruitment, careers

fairs and events are also often used as part

of the employer brand strategy, avoiding an

‘all-eggs-in-one-basket’ scenario with limited

reach.

Soci

al M

edia

Onl

ine

tale

nt

com

mun

ity

Boot

hs a

t car

eer f

airs

Spon

sorin

g an

d

spea

king

at e

vent

sA

ll of

thos

e m

entio

ned

47% 44% 30% 26% 6%30% 25% 25% 22%

Up-

to-d

ate

care

er w

ebsi

tes

Cam

pus

recr

uitm

ent

Ope

n da

ys

Hos

ting

sem

inar

s &

Con

gres

ses

69% 46% 34% 31% 31% 20% 18%

Communicating employer brand


20

Boosting Employer Brand: Communication techniques

In addition to websites and social media

campaigns, hiring managers are using

content creation, email, print, blogs and

videos as ways to communicate their employer

brand.

The majority of hiring managers favour websites or other online means for

brand communication (69%), followed by social media

campaigns which were used by (46%)

This supports the idea that the role of a

hiring manager is no longer solely focused

on traditional HR responsibilities, but also on

marketing strategy.

When looking at where employer brand

responsibility lies, our survey showed it

was fairly evenly split between HR and

Marketing, showing that hiring managers

are becoming just as involved in branding

as dedicated marketing teams. In today’s

landscape, a collaborative effort between the

two departments will draw on all of the skills

necessary to create and maintain a successful

employer brand.

Onl

ine/

web

site

Soci

al m

edia

cam

paig

nsC

onte

nt c

reat

ion

Emai

l cam

paig

ns

Prin

tBl

oggi

ng

Vid

eos

All

of th

ose

men

tone

d

Oth

er

6% 9%


21

Boosting Employer Brand: Enhance and protect

To enhance and protect employer brand

businesses need to listen to their

workforce and tailor compensation

packages appropriately. They should also

deliver on promises and communicate

effectively at all times. What was once

important to the workforce may not necessarily

be so anymore. Kelly’s 2014 Global Workforce

Index suggests that candidate satisfaction

can be achieved by offering flexible working

patterns and better training and development

opportunities if required, so it’s no longer all

about pay.

Improving candidate experience also

affects employer brand. If a candidate’s

experience is positive they are more likely

to praise the company and recommend the

company to others, further enhancing the

company’s reputation. Even if the candidate

is unsuccessful they may still be encouraged

to re-apply in future. It’s true that good news

travels fast, but bad news can travel even

faster! If a candidate’s experience of a company

is negative, word can spread quickly across

the talent pool, impacting employer brand

on a wider level and tarnishing a company’s

reputation.

So ensuring a positive candidate experience

is another way businesses can enhance and

protect an employer brand. It’s, therefore, not

surprising that hiring managers have identified

candidate experience as a key priority for the

next 3-5 years. Reputation is everything and

brand image can play a key role in winning or

losing talent.

A great way to develop and present your

employer brand effectively is by using an

Employer Value Proposition (EVP). This can

help to ensure your brand values are identified

and translated correctly. Candidates will be

able to learn more about your company culture

and business goals.


22

Conclusions: It’s a candidate’s world

As with all aspects of life, there are

challenges to overcome as well as

positive influences to embrace. And

just when we think we’re out of the woods,

new difficulties can arise. It’s how we deal

with each challenge that’s most important.

The better prepared we are, the more equipped we will be to deal with

challenges effectively and with minimal disruption

So taking into account opinions gathered

from the Hiring Manager Survey, what aspects

of the hiring process should companies

be focusing on in today’s candidate-led

recruitment arena?

Technology can assist candidate attraction,

engagement and process efficiency, which is

why we believe that technology will be the

major game changer for recruitment moving

forward.

Technology has a hugely positive impact on

the hiring process, enabling us to tap into

new talent pools, locate perfect hires and

streamline processes.

Channels of engagement are increasing with

innovative new communication platforms,

helping businesses connect with tech-savvy

Millennials and a more globalised workforce.

In addition, sophisticated recruitment

software tools continue to make the hiring

process easier to manage.

This can help to boost employer brand and

improve candidate attraction, but it’s an area

of the hiring process that is often neglected.

Now is the time to impress your candidates

by getting to know them a little better. Listen

to what they want and make the process as

enjoyable as possible. A great experience

goes a long way to increasing candidate

satisfaction, boosting employer brand, and

attracting top talent.

It’s true that the business of hiring is

becoming a job for marketers. So, invest in

marketing your employer brand to let the

world know how good you are and become

the business that everyone wants to work

for. Presenting your company culture and

ethos correctly should attract more ‘best-fit’

candidates and perfect hires with the desired

soft skills.

Embrace technology Improve candidate experience Work on boosting your brand


23

Conclusions: Preparing for the future

Of course what’s right for one business

is not always the best plan of action

for another, but our top tips are a

great place to start.

Businesses of different sizes and in different industries or geographic locations

will have different missions and goals, and experience different challenges along

the way

But having a greater awareness of the hiring

process - the key factors that influence it and

the solutions that can really make a difference

- will allow any businesses to manage the

process better, now and in the future.

By understanding and acknowledging the state

of today’s hiring process, businesses can plan

ahead and take appropriate action for a more

streamlined and efficient approach to hiring.

We hope that this latest report into the hiring

process goes some way to helping businesses

cope with difficulties and prepare for success.

ABOUT KELLY SERVICES®

Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing

workforce solutions. Kelly® offers a comprehensive array of outsourcing and

consulting services as well as world-class staffing on a temporary, temporary-

to-hire, and direct-hire basis. Serving clients around the world, Kelly provides

employment to more than 555,000 employees annually. Revenue in 2014 was

$5.6 billion.

Visit kellyservices.com for more information.

Connect with us on Facebook, Twitter, LinkedIn and YouTube.

ABOUT THE KELLY HIRING MANAGER SURVEY

The Kelly Hiring Manager Survey is an innovative new approach to uncovering the

truth about talent acquisition, the hiring process and workforce and generations.

Over 2,000 hiring managers across the Europe, the Middle East and Africa (EMEA)

and Asia Pacific (APAC) regions responded to the survey between December 2014

and February 2015. The target group was approached through Kelly Services’

International Network and an international panel. The survey was conducted by

Kelly Services. Data cleaned and structured by Intelligence Group.

http://www.kellyservices.com/Global/Home/

http://www.facebook.com/kellyservices

http://www.twitter.com/kellyservices

https://www.linkedin.com/company/kellyservices

https://www.youtube.com/user/kellyservices

Hiring Manager Report

Career

Transcript of Hiring Manager Report