Recruiting the Right People in the Digital Age: Advertising Trends & Best Practices 2015

TMP Worldwide October 2015

AGENDA

•  Introductions

•  Job Seeker Behavior •  Building your Talent Pipelines to:

- attract quality candidates at the right time - source candidates for hard to fill positions - tap into the local pool of talent

•  Doing more with less: Three things to focus on

INTRODUCTIONS

RECRUITMENT IS MARKETING JOB SEEKER DECISION MAKING CYCLE

TMP: OUR EXPERTISE IS THE MARKETING FOR TALENT

Attraction

I’m drawn to the company’s

exceptional reputation

Assessment & Selection

I’ve been chosen

Onboarding

My welcome

Performance Management

I’m a contributor

Training & Development

I’m growing

Off-boarding

I’m moving along

TMP

THE COMMUNICATION OF WHO YOU ARE AS AN EMPLOYER: MESSAGING OF CULTURE, BEHAVIOUR, VALUES, PURPOSE, INTENTION

SOME OF OUR CLIENTS

JOB SEEKER BEHAVIOUR

Current Online Landscape

MODERN WORLD OF JOB HUNTING

HOW CANDIDATES LEARN ABOUT YOU

CANDIDATES HAVE A MULTI-DEVICE JOURNEY

41% {25-65%}

Avg. % of Mobile Traffic

Range of Mobile Traffic % *2015-Q1-Q3 TMP review of 50+ TalentBrew customers

Leveraging 100% of the Internet

Top Jobs Boards vs. Internet Overall

77%

23%

Major Job Boards Pros:

•  Easy to use •  Low CPA but only as it pertains to print •  Brand (active seekers)

Cons: •  Less passive seekers •  Higher cost CPH •  High applicant per hire ratio

..........................

JOBSEEKER BEHAVIOR HAS CHANGED

UBC CAREER SITE – WHERE ARE YOUR VISITORS COMING FROM

•  50% of your candidate traffic is coming from Search (Google)

•  Referrals indicate other websites (ex. WorkBC, Aboriginalcareers.ca, etc.)

•  While social is just 1% of overall traffic this will increase substantially as social media plays a larger role in your recruitment efforts

GOOGLE – WHAT ARE APPLICANTS SEARCHING

BUILDING TALENT PIPELINES

Knowing your audience, knowing how to find them and knowing how to engage them

ATTRACTING QUALITY CANDIDATES

Finding quality candidates, particularly for hard to fill roles, is difficult for a reason: there are limited candidates and most often these candidates are passive - they are not seeking you out. You need to “court” these candidates and that requires a long term strategy. Media alone will not solve your problems. You need to build Talent Pipelines for your most critical roles.

BUILDING TALENT PIPELINES: THE PROCESS

Current State Assessment:

Competitive

evaluation, digital audit, KPI scores

Audience Research:

Online and SME research, Employee

Surveys, Persona Workshops

Message Development:

Creative and copy,

key messages, engaging

destination

Market Activation: Content Strategy, Media channels (owned, earned

and paid)

Ongoing Measurement: KPI reporting, metrics and

analysis

CURRENT STATE ASSESSMENT

•  Competitive analysis •  Career Site review and analysis

•  Social Media review and analysis •  Digital audit of candidate experience

•  Evaluation of current key performance indicators

•  Establishing the right KPIs

DIGITAL AUDIT - EXAMPLE

AUDIENCE RESEARCH

TYPES OF RESEARCH: *Online research *Targeted Employee Survey *Persona Workshop/Focus group

Understand your audience�

• Who are they • What do they like • Where are they • How can you reach them

Demographics�

• Sex • Ethnicity • Age • Education level • Salary range

Psychographics (work)�

• Career Aspiration • Job Stability • Must-have work

environment attributes

• Site they will go to for job search

Psychographics (personal)�

• Social media they prefer to connect with friends/family

• What they do when they are not working

• Key influencers

ONLINE RESEARCH – PROGRAM MANAGER, ATHLETICS AND RECREATION

ONLINE RESEARCH – PROGRAM MANAGER, ATHLETICS AND RECREATION

EMPLOYEE SURVEY – EXAMPLE OF DEMOGRAPHICS

EMPLOYEE SURVEY – EXAMPLE OF MOTIVATORS The top reasons respondents gave for joining the UBC were:

1. Long-term stability of the organization 2. Stimulating work 3. Opportunity for advancement 4. Quality of colleagues 5. Benefits

Top reasons respondents gave to stay at the UBC were:

1. Opportunities for advancement 2. Stimulating work 3. Compensation 4. Learning opportunities

Exit surveys also indicate a top reason for leaving is to advance their careers elsewhere followed by lack of recognition by their leaders/department

Opportunity for advancement and stimulating work

top attraction and retention drivers

FUND DEVELOPMENT MANAGER

•  Name: Kate •  Age: 36 •  Status: Married, 2 teenagers •  Location: North Vancouver, BC •  Experienced Fund Development

manager with the Red Cross •  Volunteers at her children’s high

school

“I’m a team player and want to feel valued for the work I do and know that I’m making a difference in people’s lives”

About me: •  I’m an overachiever and feel underutilized in my

current role but am apprehensive about making a change.

•  I want to work for an organization that values giving back; that is a leader in education and in the community

•  I am a multi-task master, well organized and know my objectives.

What’s important to me: •  Recognition for a job well done

•  Flexible: Flexibility to continue my volunteer work and spend time with my family

•  Strong team environment and a manager that is also a mentor

PERSONA WORKSHOP – EXAMPLE OF FUND DEVELOPER

Passive

•  Team: How does management support their team?

•  Environment: How does your organization allow for flexibility?

•  Technology: How is your organization a leader in education?

Active

•  Training: How will I get the onboarding I need to transfer from a small employer to a large institution?

•  Industry Position: Are you community minded?

•  Location: Where are you located and how much flexibility do you allow?

Consideration

• Culture: Is this an organization where I will fit and do my colleagues share similar values?

• Benefits: total compensation and rewards

Loyal

•  Onboarding experience: Getting a mentor on day one

•  Community first” company philosophy

•  Celebrate success and recognize good work

MESSAGE DEVELOPMENT Hard to find candidates won’t seek (pull) information about you. Rather you need to deliver (push) engaging content they will interact with. Examples of PUSH information: • Employee Spotlight/Profile • Employer awards • Event information • Infographics, Videos • Subject matter expertise Examples of PULL information: • Job descriptions • Company information sought only by job seekers • Employer reviews • Interview questions

ENGAGING CONTENT– YOU ALREADY HAVE A LOT OF GREAT INFORMATION

26

Think about your targeted audience. What do they want to see and how do they want to see it? Ways to further leverage the great content on your career site: •  links from job descriptions •  distribution through social

media •  targeted e-mail campaigns •  Search Engine Marketing

(SEM)

IMPACT OF INFORMATION

Here’s what we found: content is extremely important for passive candidates in harder to fill roles. Employers that provide relevant and engaging information often to their target audience have more success in finding the right candidates.

MEDIA ACTIVATION - RECRUITMENT ADVERTISING EVOLUTION

Scattershot

•  Traditional classified ads

•  Little to no targeting or measurement

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Job Boards

•  “Post & pray”

•  Measure expression of interest

Keywords & PPC

•  Ads targeted based on search behavior

•  Measure clicks and begin to look at truer ROI

Contextual Targeting •  Behavioral targeted ads

•  Cross-platform reach

•  Performance-based pricing

•  Native ads & content catered to target audience

•  Measure apps, hires & influence

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EVOLUTION OF RECRUITMENT MARKETING: INTELLIGENT REMARKETING

MEDIA PLAN – EXAMPLE FOR FUND DEVELOPMENT Media� Week One� Week Two� Week Three� Week Four�

Job boards Promote job ad on Career Site – link to engagement page

Advertise job ad on Charity Village – link to engagement page

Search Engine Marketing (SEM)

Sponsor on Indeed

Advertising Remarketing from Career Site via Google Social Media Share opportunity on

LinkedIn, Facebook and Twitter – drive back to engagement page

Share opportunity on LinkedIn, Facebook and Twitter – drive back to engagement page

Have hiring manager share through their networks

Have hiring manager share through their networks

Share through employee referral program

Share through employee referral program

Publisher Category CPA (cost per application) CPH (cost per hire) APH (applications

per hire) Major Job Boards $8 $1072 137 Job Aggregators $4 $378 99 Search Engines $4 $177 44 Social* $11 $1153 101 Niche $6 $434 75

*Social includes, but is not limited to: Facebook, Twitter, LinkedIn, Glassdoor.

In this example the highest quality of candidates are coming through search engines, these are also the lowest cost per application and cost per hire

ONGOING MEASUREMENT: UNDERSTANDING MEDIA ROI

ONGOING MEASUREMENT: UNDERSTANDING MEDIA ROI

Utilizing metrics to understand:

Audience•  Who are they

Acquisition•  Where did they come from

Behavior•  What information do your candidates engage with•  What information leads to conversion

DOING MORE WITH LESS

DOING MORE WITH LESS

What I would spend time, resources and budget on: 1.  Content generation specific to target groups - build stories

2.  Cost effective and measurable media – SEM, Google and Indeed

3.  Measure – establish the right KPI’s (track to hire)

LEVERAGE TMP EXPERTISE

Questions and Answers

CONTACT INFO & RESOURCES

Leah Sobering, Digital Strategist Leah.sobering@tmp.com 1-800-432-1848 x 766 Lisa Schwenk, RVP Lisa.schwenk@tmp.com 604-688-2441 Steven McGivern, Account Manager Steven.mcgivern@tmp.com 604-688-2441

If you would like to be notified about our monthly webinars, please contact Lisa and she will add you to our email list.

www.tmp.com http://meshworking.com/