hire and inspire – a new approach to graduate recruitment

Hire and Inspire

A New Approach to Graduate

Recruitment

David J Edwards

Head of Solutions Middle East

© 2014 CEB. All rights reserved. 2

Why a New Approach?

Why can’t employers

find the graduate talent

they are looking for?

Why are graduates

failing to find jobs

that engage them?

What are employers

looking for?

Why can’t graduates

navigate the jobs

market effectively?

Do employers know

the competitive space

they occupy?

How can organisations

size and manage

the investment

choices they have?


Here Is Another Reason

4.5

million1 The number of students

studying overseas 1 in 51

The number looking

for employment in

the country of study

1OECD (2013) Educational Indicators in Focus

2CEB (2013) 2007-2013 Global Labour Market Survey


Putting HR On The Front Foot

Clarity around competitiveness and HR investment choices

• What are employers looking for?

• What strategic space does an organisation occupy?

• What does that say about the trade off between upstream

recruitment spend (investing in buy) and downstream

development spend (investing in build)?


• What really makes today’s graduates tick?

• How does that intelligence relate to the supply of graduate

talent?

• What does that say about the levers through which

organisations can manage the upstream and downstream

premiums for acquiring and retaining graduate talent?


Future proofing of EVP impact



Proactive delivery of intelligence

• Organisations are asking HR and recruitment to step up

• In a world of Big Data and analytics, that means bringing data

to the conversation and demonstrating value

• Why is this a challenge for HR and recruitment, and what can

HR and recruitment do to address it?



Clarity around competitiveness

and HR investment choices




Let’s Start With The Symptoms


The Symptoms On The Demand (Employer) Side

Employers are struggling to find the graduate talent they want

US 1 in 6 hiring managers think

students have the skills

and knowledge they need

UK 7 in 10 employers think that

students need to do more to

prepare themselves for work

Middle East Graduate hires lack soft

skills in areas such as

communication and teamwork

Canada 1 in 4 graduate positions

not filled

South Africa Students with technical

degrees in short supply and

many emigrate

China & India Only 1 in 6 employers say

graduates have what they

are looking for

CEB (2012) Rethinking University Recruitment


Graduates are struggling to navigate to the right

job and the right employer

Symptoms On The Supply (Graduate) Side


Returns On Current Investments Are Questionable

Jobvite (2013) Social Recruiting Survey & CEB (2013) Recruiting Forecast Survey

Are investments in attraction paying off?


What Are Employers Looking For?


What Are Employers Looking For?

“When it comes to recruitment,

it can feel as though young

people and employers are

on completely different

planets. Too many young

people are struggling to find

their first job, whereas many

employers are finding it

difficult to get the skills they

want.” 1

1Peter Cheese in the press release for CIPD (2013) - Employers are from Mars, Young People are from Venus 2National Association for Colleges and Employers (2013) Job Outlook 2013

2


A Validated Model Of Employability

Can they get things done?


Can they bring people with them?




The examples given are selected dimensions from CEB’s Universal Competency Framework (UCF). In practice, the CEB Employability Model draws

on all UCF dimensions to provide a holistic view of graduate talent


Employability And Payback Through Job Performance

This segmentation of employability… … translates into these likelihoods of job performance


Employability And Graduate Talent Supply

This segmentation of employability… … translates into these likelihoods of recruitment


The Payoff Versus Supply Problem

Performance Supply

Combining the off diagonals

gives odds of 1 to 2

Buy &

Build

Buy &

Build

Buy

Build


The “Buy” Versus “Build” Tradeoff

What Strategic Space Do You Occupy?


Four Strategic Spaces

Buy Buy &

Build

Buy &

Build Build

Buy Strategy Effective Either Strategy Works Buy & Build More Effective Build More Effective


Which Space Do You Occupy?

Australia

Belgium

Canada

China (Hong Kong)

China (Mainland)

China (Taiwan)

Denmark

Egypt

Finland

France

Germany

Greece

India

Indonesia

Ireland

Italy

Malaysia

Netherlands

New Zealand

Norway

Philippines

Poland

Portugal

Singapore

South Africa

Spain

Sweden

Saudi Arabia

Turkey

UAE

UK

US


These Numbers Do Not Add Up

How do you know

your EVP is having

the right impact?


Here Are Some Numbers That Talk To Value

The premium in compensation required to attract

candidates who view an EVP as unattractive 21%

The difference in levels of commitment after 12

months for those organisations where EVP

matches expectations of new hires

10x

The increase of employee discretionary effort for

every 10% increase in employee commitment 6%

The increase of in employee performance gained

from a 6% increase in employee effort 2%


What Makes Today’s Graduates Tick?


18 Motivational Drivers For People At Work


Motivational Profiles Do Vary by Geography

Top 5 motivational factors by geographical region


How Does Motivation Relate to

Quality of Graduate Talent?


Employability And What Makes Graduates Tick


Recruitment Is Being Asked To Step Up

67%1

15%2

CEO’s reporting a

greater need for

insight to inform

investment decisions

Senior leaders reporting

their recruitment function

providing proactive advice

needed to shape business

strategy

1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey

2CEB (2012) Realising Recruiting Success in a Global Environment



The typical ask

of recruitment

Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

67%1

15%2

CEO’s reporting a

greater need for

insight to inform






strategy





Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

How can we

improve our

sourcing strategies

to drive ongoing

competitive

advantage?

Are we

delivering against

the operational

needs of the line

and business

units?

Are we building

the talent pools

we need to

support our

strategy?

The new world of graduate recruitment

67%1

15%2

CEO’s reporting a

greater need for

insight to inform






strategy





Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

How can we

improve our

sourcing strategies

to drive ongoing

competitive

advantage?

Are we

delivering against

the operational

needs of the line

and business

units?

Are we building

the talent pools

we need to

support our

strategy?


The rise of the Talent Advisor

67%1

15%2

CEO’s reporting a

greater need for

insight to inform






strategy





Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

How can we

improve our

sourcing strategies

to drive ongoing

competitive

advantage?

Are we

delivering against

the operational

needs of the line

and business

units?

Are we building

the talent pools

we need to

support our

strategy?


The rise of the Talent Advisor The need for talent intelligence

67%1

15%2

CEO’s reporting a

greater need for

insight to inform






strategy




The Transformation From Reactive To Proactive

Why?

15% … that’s only … 1 in

7

… business leaders are getting

the proactive advice they need

from the recruitment function


There Are At Least 3 Reasons – Here’s One

1. Does recruitment have the talents in place to step up to

the role of talent advisor? Our data suggests it may

Benchstrength of HR across execution and indicative advisory competencies. 12,569

HR professionals. Graph shows % in top talent range as defined by CEB SHL Talent

Management analytics benchmarks. Data calibrated on a database of 6.6 million

globally


There Are At Least 3 Reasons – Here’s Another

1. Does recruitment have the talents in place to step up to the

role of talent advisor? Our data suggests it may

2. Is talent deployed effectively across all roles and levels in

the recruitment function? Our data suggests maybe not

1CEB (2012) Global Recruiting Effectiveness Survey

90%1 Proportion of overall influence seen as residing with

executives and managers in the recruitment function

1 in 41 The proportion of recruitment executives seen as

influencing business decisions effectively


There Are At Least 3 Reasons – Here’s a Third

1. Does recruitment have the talents in place to step up to the

role of talent advisor? Our data suggests it may.

2. Is talent deployed effectively across all roles and levels in the

recruitment function? Our data suggests maybe not

3. Is recruitment being effective in packaging up talent

intelligence for consumption by its organisational

clients? The impact is significant when it does


Recruitment Intelligence Driving Downstream Premiums


Leveraging The Small Window For EVP Impact

A little

investment in

behavioural

analysis …

… will yield a

premium


What I Hope I Have Shown in This Presentation






Thank you

hire and inspire – a new approach to graduate recruitment

Documents

ceb employability model

build build

buy build

supply graduate

social recruiting survey

supply of graduate talent

effective build

build tradeoff