Making engagement the central focal point of your future talent acquisition strategy

Stefan SawhGlobal Head of Account Management

9th March 2017

Agenda

• Introduction

• What does Great Engagement look like?

• Engagement Survey

• NBC Universal• M&S• British Transport Police

• Closing Remarks

Who we are

Founded in 1995 by Charles Hipps, CEO, and headquartered in London, UK

400+ most talented and respected employers

Growing team of 100-200 professionals

Helping to acquire the best talent globally

Offices in the US, Italy and Asia, and publicly traded on the London Stock Exchange (WOR)

Delivering talent acquisition solutions

20YEARS

Events Application

s and Selection

Interviews Offers / Accepts Onboarding

WCN ATS

Statistics, Data and Reporting

Award-winning Applicant Tracking Software

Statistics, Data and Reporting

Who we work with

Engagement Survey

What does Great Engagement look like?

Engagement Survey

Global lessons from recruiters:Engagement findings

Who we spoke to

WCN surveyed HR leaders covering almost 70 national and global employers including:

Main Recruiting Challenges

• 49% said stretched staff resourcing made engagementdifficult

• 40% admitted low brand awareness was an issue for them

• 21% struggled to engage with diverse communities tocomply with their organisational goals.

• 20% found they were losing out to market proliferation &competition – 14% also said reneging of offers was an issue

• 19% said low business engagement made winning over new talent difficult.

Successful methods currently used for engagement with candidates

• 72% valued events and social media outreach/forum chats for candidate engagement

• 64% said maintaining relationships with academics/executive directors helped with engagement

• 55% used newsletters and regular communications to deliver engagement

• 51% focused on dedicated careers pages and the use of virtual technologies to provide a form of engagement

• 44% used brand ambassadors/mentors to run engagement programmes

Most successful recruiting sources to help inspire candidates

• 70% said referrals were key to identifying top talent recruits who should be engaged

• 59% reported internships and placements were a good way to engage future leaders (entry level roles)

• 53% valued career fairs, open days and networking days as useful for finding and then engaging the best candidates

• 43% used mentoring programmes to aid recruitment practices.

Cost of poor engagement

Value of Events

• 92% consider meetings / events as an effective way to communicate their EVP *

• Over 90 organisations hosted their own campus presentations across the UK **

• Events are powerful recruitment activities for hiring at any level

• 65% companies experience difficulties attracting top talent *

• ‘Candidate Experience’ starts with Events & marketing

* 2014 Global Workforce and Global Talent Management and Rewards Studies by Willis Towers Watson.** HighFliers Report 2016

Events – typical challenges …

• Employers are marketing at an average of 20 UK universities *

• ½ of companies said a ‘few more’ or ‘considerably more’ students had attended their events compared to last season *

• 43% of graduate recruiters said that they had not enough resources in their graduate recruitment team *

• Maximising your time and resources at the events

• Measuring ROI

• Leveraging technology* High Fliers Report 2016

Standing out from the crowd…

Challenges of managing graduate roadshows at scale

• Clarity around branding

• Drive for Graduate vs. Young Professionals

• Harnessing events and awareness workshops

• Engage, Track and Maintain Relationships

• ROI

Candidates at the Centre

ROI

Offer/ Acceptance Marketing Spend Cost per HireNew York 32% $30,000 $4,286London 100% $28,750 $2,875

Hong Kong 79% $39,000 $3,545Sydney 84% $19,500 $722

Attended Offer Extended Offer Accepted Offer DeclinedNew York 48 22 7 15London 37 10 10 0Hong Kong 89 14 11 3Sydney 178 32 27 5

Results

• Stronger Candidate Experience

• Full management of events budget

• Time to hire impact

• 50% reduction in administration time

Engaging in Volume

Challenges of Store Recruitment

• Volume applications within stores

• 35-40,000 vacancies per year

• Requirement to turnaround quickly

• Duplicate management

• Response time

Streamlined Process

Results

• 1 application per role, per candidate avoiding store conflict

• Duplicate check at application stage using business rules

• No break in application flow- 1 hour from application to booking an interview

• Time to hire typically 3 days

• Greater conversion through robust testing and application flow

Engagement with target groups

Challenges of representing Diversity in the Forces

• 550 vacancies

• Drive to represent the local community

• Inclusion and Diversity Division

• Clarify misconceptions around a career in the police force

• Change in attraction approach

• Candidate friendly

• Workshop

• Simple application form – different to the norm

• Streamlined approach to recruitment process

• CRM for BME expressions of interest

• Exclusive vacancy links for attendees

Results

• ROI

• Marked increase in BME/Female student officers

Intake Confirmed Numbers Male Female

May 2015 20 15 (1 BME) 5

June 2015 20 15 (4 BME) 5 (2 BME)

July 2015 40 29 (13 BME) 11 (4 BME)

August 2015 40 27 (7 BME) 10 (3 BME)

August 2015 20 12 (2 BME) 8 (2 BME)

September 39 28 (7 BME) 10 (1 BME)

Summary

1) Have a great EVP2) Be coordinated and differentiated for all talent pools3) Engage early 4) Maintain effective engagement5) Bring EVP to life with stories6) Online approach complementary with face-to-face7) Clearly define what a great fit looks like8) Communication is simple, transparent and personal9) Update candidates frequently10)Use engaged candidates to be future advocates

THANK YOU

Feedback is a Gift

Join The Discussions

Future of Volume

17 March 2017

To join or to contact

E: Stefan.sawh@wcn.co.uk

Future of Emerging Talent

19 May 2017