sources of hire -- channels of influence

Mark Mehler & Gerry Crispin 732-821-6652

Gerry Crispin & Mark Mehler CareerXroads

www. CareerXroads.com, [email protected]

732-821-6652

Print is paper a candidate might read. College is a location employers target. Referral might be evidence of an employee connection. . Walk-in suggests where a candidate will work. Monster is an online place a candidate might search. Linkedin is an online place a recruiter might search . ALL of these are SOURCES firms attribute to a hire. NO ONE source is mutually exclusive. A cross-section of any ‘channel’ will surface several influences.

2,139

25-50 competitive firms respond-

each with 1500 to 10,000+ North American Employees.

150k-300k F/T openings are filled

we ask 200 staffing leaders for their SOH data.

by 1,000-3,000 Recruiters and Sourcers.

200

36

1,229,750

213,375

Source: CareerXroads, 2/2012, Source of Hire Whitepaper

Figure 1

During 4 weeks each year (January) 2012

2007 2006 2005 2003 2004 2008 2009

36% 38% 32% 34% 28% 39% 51% 50%

Source: CareerXroads, 2/2012

41%

2011 2010

Figure 2

Career Fairs

Print

3rd Party

Temp/Contract-to-hire

Rehires

Recruiter Initiated

College

Career Site

Other

Walk-ins

9.8%

6.6% 9.1%

4.3%

2.1% 2.2% 2.8%

1.9% 0.8%

8.8%

28.0% Job Boards

Referrals

20.1%

2011 (as reported) External

Sources of Hire

Social Media 3.5%

18.8%

7.2%

5.0%

2.8%

2.4%

2.0%

2.3%

1.8%

0.7%

27.5% 24.9%

26.7% 27.3%

23.2%

13.2% 20.1% 12.3%

Figure 3

NA

Source: CareerXroads SOH, 2/2012

New

2011

2010

2009

2008

1997 Sources of Hire 28.7% - Newspaper ads 19.7% - Employee Referrals 10.4% - Agency (Contingent) 8.7% - Contract Recruiters 8.3% - Job Fairs 5.0 % - Other advertising 4.6% - Image advertising 4.2% - Trade journals 2.9% - College 2.9% - Resume services 2.1% - Agency (Search) 2.1% - Internet 1.5% - Radio

Figure 4

How do Sources combine to influence candidate action?

Referrals

Social Media Job Board


Referrals

Career Site

Recruiter/Sourcer Initiated Contact

Job Boards

Social Media

Figure 5

Company Career Site

Social Media

Company

Recruiter/Sourcer Initiated Contact

Referrals

Stand Alone

Figure 6


Company Career Site

Social Media

Job Boards

Recruiter/Sourcer Initiated

Boomerangs

(Rehires)

76.7%


Figure 7

Company Career Site

Recruiter/Sourcer

Initiated Contact

Job Boards

Referrals

College


Figure 8

O% - We don’t hire interns

1-5%

6-10%

11-25%

26-50%

51-75%

76-85%

86-90%

81-95%

96-99%

100% - Everyone we want.

3.0% 15.2%

9.1%

21.2%

18.2%

3.0%

6.7%

6.7%

18.2%

Q: What % of the INTERNS (that you want) do you convert?

37.3%

COLLEGE hires are drawn In part from a pool of Interns 50% larger than their employer’s F/T requirements… but only 37.3% accept an offer from where they interned.

A:


Figure 9

A:

Figure 10

*Source: CareerXroads, 1/2012, Referral Practices

Nearly 1/2 of all companies* make at least 1 hire for every 5 referrals they get.

Q: How many Referrals does it take to make one hire?

10.4


Figure 11 Q: What impact

does Social Media have?

(Linkedin)


Figures 12, 13 Q: What impact does Social Media have?

(Facebook)

Q: What impact does Social Media

have? (Twitter)


Figure 14 Q: What impact

does Social Media have? (Other)

45.7%

5.7%

22.9%

22.9%

2.9%

Q: How do you use major, niche and aggregate Job boards?

Most Job board hires from Posted Jobs not Resume Searches

Posted Job hires are slightly ahead

of those from Resume searches

Hires are pretty much balanced between Posts and Searches

Resume Search hires are slightly ahead of those from Posted Jobs

N/A. Recruiters aren’t posting jobs

or searching for resumes .

Most Job board hires are predominantly from Resume

Searches not Posted Jobs


Figure 15

Q: What % of your Job Board hires come from each site?


Figure 16

66.7%

38.9%

33.3%

25.0%

22.2%

19.4%

16.7%

5.6%

2.8%

Q: How do you collect Source of Hire Data?

Self-Report

During interviews

Job dist. service reports

IP address reports

Other

New Hire Surveys

After offer is accepted.

Pure Guess

Onboard- Focus Groups


Figure 17

Q: Do You Oversee Everything Related to Recruiting?

65.5%

10.3%

24.1%

3.4%

3.4%

10.3%

10.3%

We touch every hire

We don’t hire hourly at the plant

We don’t hire Union

We don’t hire hourly

at the Store

We don’t hire for every function i.e. Sales

We don’t hire for every

location

We don’t hire for every division


Figure 18

What Do You Plan To Change In 2012?*

-  Improve Employee Referral Programs (ERP) -  Increase Social Media and Linkedin SOH Channels -  Invest in Sourcing- internally as well as contract - Decrease the dependency on job boards. - Equip our recruiters with better tools -  Develop talent community/talent pool Channels -  Sharpen Branding efforts particularly with Diversity

*see appendix Source: CareerXroads SOH, 2/2012

Figure 19

Gerry Crispin & Mark Mehler

[email protected] 732-821-6652

Good Hunting!

If you would like to be informed about our SOH whitepaper, please Register for our monthly Update at CareerXroads

APPENDIX

Additional details of our Respondent Profile

Exempt, Contingent, International, RPO, Tools Sourcing, Top Influences, Plans

5.6% of the respondents were 100% Exempt / 0% N-Exempt









Distribution of EXEMPT / NON-EXEMPT Hires

(~ 2/3 Hires were Exempt)


Figure A1

% C

ontra

ct, C

ontin

gent

& P/

T

% Employers Responding

Distribution of Non F/T Workers

(Average = 17.9%)


2.9%

17.6% 26.5%

20.6% 14.7%

2.9% 2.9%

2.9%

2.9% 5.3%

Figure A2

We have a master contract with a vendor to supply contingent labor with

professional skills in areas such as Engineering, IT, etc.

We have a master contract with a

vendor for all hourly- P/T labor.

We stay out of this area as much as possible and have little or no

responsibility for it.

We have dedicated recruiters and sourcers for these areas.

We have bolted on vendor management modules to our ATS in

order to better manage contingent labor.

How Respondents Handle Contract/Contingent/PT Workers

51.7%

48.3%

31.0%

24.1%

3.4%


Figure A3

We hire Globally (in most countries) but have ,

no Breakdown of Sources

We Don't Hire Globally

We Hire Globally but have no data or, getting the data

would be a major undertaking

We have it all and can benchmark by country if the opportunity

presented itself.

21.6%

16.2%

24.3%

37.8%


Figure A4

ALL of the US F/T hiring is done

with our own Recruiters.

ALL or most of our GLOBAL hiring is done with a centralized TA Leadership team.

ALL or most of our GLOBAL hiring is done

In a decentralized TA Leadership.

We've outsourced SOME F/T US recruiting to an outside RPO vendor.

We've outsourced SOME F/T Global recruiting

to an outside RPO vendor.

We've outsourced MOST F/T US recruiting to an outside RPO vendor.

We've outsourced MOST F/T Global recruiting

to an outside RPO vendor.

We've outsourced ALL F/T US recruiting to an outside RPO vendor.

Something Other

54.3%

42.9%

14.3%

17.1%

17.1%

2.9%

5.7%

8.6%


Figure A5

Our CRM is integrated

with our ATS [20.0%]

We do not have a CRM

[50.0%]

Our CRM is independent of our ATS

[30.0%]


Figure A6

No Specialized Sourcing Roles

Full Life Cycle Recruiters do it as necessary

[48.4%]

No Specialized Sourcing Roles We Purchase what we need

[9.7%]

We have a separate F/T Sourcing Group

[41.9%]


Figure A7

Top 5 Influences on

Sources of Hire

Figure A8

Top 5 Influences on

Sources of Hire


Figure A9

Top 5 Influences on

Sources of Hire

Figure A10

Top 5 Influences on

Sources of Hire

Figure A11

What Do You Plan To Change In 2012? We rebuilt our entire US recruiting model for 2012 to enable stronger sourcing of candidates by our recruiters (to lower agency spend) We do feel good about our ERP %. We are implementing a sourcing RPO model in 2012. Update and re-launch employee referral program as it has been declining; ongong review of job board ROI; More emphasis on direct sourcing, bought some new packages with Linkedin, Ladders, Obtain CRM system More targeted, better management of ROI for channels WE would like to decrease the dependency on job boards in order to control costs a bit more. We would also like to equip our recruiters with better tools (CRM, LinkedIn Recruiter) to be able to source more effectively and proactively in client meetings. More data and analytics to drive decision making vs. Recruiter gut feel on sources Moving away from job boards, towards social media tools – increase in LI and newer sources like Branch Out Advertising on Social Media More Pay-per-click promotion, strengthening SEO strategy Adding more mobile capabilities Retargeting applicants who join our talent community We're adding intelligence information (Wanted Technologies) and video interviewing technology (Interview Stream ?) which, if successful, may change how we approach our current process.


Figure A12

Add more sources, developing new career site and increasing social media. We are going to pilot some sourcing around military. We continue to be focused on Diversity sourcing, focusing on employee referrals and social media Recruiters taking more of an advisory role in recruiting. We are looking to leverage LinkedIn more and be less reliant on CareerBuilder. We are also looking to leverage sourcing capabilities vs "post and hope". Use of more social media Launched a new Employee Referral Program in late 2011 that should drive referral % up for 2012. New program includes social media technology (TalentVine) as well as new promotional strategy. Leverage more social media and increasing recruiter's direct sourcing capability and time. Launch a web 2.0/social media strategy to recruit and retain candidates. Increased utilization of LI job posting slots / continued focus on building a talent network accessible via our CRM / enhanced utilization of our sourcing team Refocus on social media Implement more data and analytics that track from apply to hire. Hire sourcing team, ramp up social media efforts, greater mobile presence, less job postings and invest more in marketing to passive channels, maximize resume and sourcing databases such as our CRM More direct sourcing Less reliance on job boards, continue to wind down print, track everything. Find those things we do well and focus on them in each LOB, market, and niche. Source: CareerXroads SOH, 2/2012

Figure A13

More sourcing for our most critical roles Increase social media presence and Integrate CMR web based tools to Oracle More competitive intelligence, broader use of Linked In, passive candidate sourcing, pay per click campaigns, eliminating major job boards. Engage more - less 'post and pray' for the right candidate Increased use of RPO for high-volume jobs More branding sharpening Explore community building based on skill set/thought leadership We have dramatically shifted from major boards to LinkedIn, SimplyHired and Indeed. We are also focusing more effort on Facebook and LI recruiter license use. We are now in the redesign phase of our career center as well. Increase brand recognition with Diversity sources to increase pipeline of diversity candidates.


Figure A14

sources of hire -- channels of influence

Business