A talent cenric approach to HR
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The document discusses the importance of developing an authentic employer brand to attract and retain talent. It outlines that an employer brand framework can help companies take a brand-led approach to hiring aligned with their values and corporate brand. It also helps identify gaps between a company's current employee experience and future aspirations, and brings corporate brand messages to life in an employment context. The goal is to build understanding of what external talent values and define appealing messages to attract these candidates.
A talent cenric approach to HR
- 1. Abtech Partnership A Talent Centric Approach To HR 20 May 2015 Alan Whitford Managing Partner Abtech Partnership
- 2. ! 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-足line and o鍖-足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
- 3. 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 -足 2001
- 4. Candidate Perception of a Talent Pool Abtech Partnership
- 5. 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. Abtech Partnership
- 6. 2015 Global Recruiting Trends Source: LinkedIn 2015 Global Recrui>ng Trends Abtech Partnership
- 7. 1. Recrui>ng/sourcing highly-足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 Abtech Partnership
- 8. Organizational Priorities - 2015 Abtech Partnership
- 9. 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 Abtech Partnership
- 10. Recruitment Hasnt 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 Abtech Partnership
- 11. 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 Abtech Partnership
- 12. Having A Recruitment Plan Is Critical Abtech Partnership
- 13. What Is Your Recruitment Process?
- 14. 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 LocalizationCareer 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
- 15. Abtech Partnership Setting The Scene What we thought in 1997-2002..
- 16. Can We Change the Way We Work?
- 17. CVs File CVs Requisitions Review & Categorise Review Retrieve CVs Review & Match Photocopy & Distribute Manager Review Select Candidates Internal CVs Traditional Recruitment Processes Are Antiquated
- 18. 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 clients strategies/goals- Predict future workforce needs driven by market demands
- 19. 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 companys requirement ≒ Deliver a cost-effective means of finding and retaining the key resource of the company - its people!
- 20. Sophisticated Technology Provides the Framework to Handle Recruitment Challenges
- 21. 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
- 22. It Looked A Bit Like This..
- 23. WHAT HAPPENED?
- 24. 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 2013 Internet 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
- 25. Business Faces Barriers and Distractions Budget Pressure Want a Holiday Time Pressure Sold To Want a Quick Solution Confused
- 28. Abtech Partnership The Candidate Scene
- 29. 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) Abtech Partnership
- 30. Where Are The Candidates Coming From - 2012?
- 31. Where Are The Candidates Coming From - 2014?
- 32. Youve Got To Fish Where The Fish Are Job seekers are spending time on social media sites, search engines and mobile devices, so its important to reach them in these places.
- 34. Researchgate.net
- 37. 1. Engagement = Satisfaction = Retention 2. Stay close to your best performers and candidates 3. 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 Abtech Partnership
- 38. Abtech Partnership Employment Brand Messaging And Its Significant Impact
- 39. The Employer Branding War Is In Full Swing Competitive Threat Competitive Advantage Believe employer brand has a signi鍖cant 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. Abtech Partnership
- 40. 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 Abtech Partnership
- 41. 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 organisations values, people strategy and HR policies and link to the company brand Source: CIPD Guide on Employer Branding Abtech Partnership
- 42. 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 Abtech Partnership
- 43. 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 Abtech Partnership
- 44. Abtech Partnership 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. ≒ De鍖ne messages that encourage these people to chose our company by con鍖dently 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 re鍖ects 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..
- 45. 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 cant find what they need, the brand is damaged ≒ You cant 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 Abtech Partnership
- 46. Who Is In Control Of Your Brand? Edwins Lament = Bad Employer Brand ≒ Why doesnt the recruiter (agency) just inform the candidate when a prospective employer rejects their application? ≒ Id 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
- 47. Abtech Partnership Data and Analytics
- 48. 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. ≒ Thats why HRs 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
- 49. Key Data For Recruitment
- 50. 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%
- 52. 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 doesnt come ≒ The automation and engagement of get referred should improve referral pipelines
- 53. 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
- 54. Mobile
- 55. 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
- 56. Candidates Never Leave Their Mobile Phone
- 57. 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.
- 58. + Within 4 years 71% of the worlds literate population will have a smartphone Source The World Bank, Via MetaShift
- 60. + 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)
- 61. + Need for Access to Highly Targeted Information 70% of mobile searchers act within an hour; only 30% of PC searchers do Source Mobile Marketer
- 62. Enjoy The Journey Abtech Partnership
- 63. 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 Abtech Partnership