srtech13 - may 16th presentations

Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13

Richard BunkhamE-Recruitment Specialist

14 September 2010

Empowering line managers to become virtual recruiters

http://www.ox.ac.uk/

• The University recruitment environment is complex, consisting of 163

departments, 38 colleges & 6 Permanent Halls

• 12,500 staff

• Approximately 2200 recruitment activities 2011/12

• Recruitment is devolved - 256 recruitment administrators

• Main university jobs page, additionally 76 departmental web pages where

jobs are advertised

http://recruit.mandchost.com/wp-content/uploads/2013/02/Bodleian-Libraries-banner.jpg

Evidence based approach to recruitment

Candidate Centred Recruitment

Management Information Tracking Innovation and Pilots

Involvement from Line Managers

Informed RecruitmentAdvice

Aggregators

Social Media

Segment your applicant pool


Candidates are central to the recruitment process

Understand your applicants journey. How do they approach their job search?

Where do they spend time online? How do they communicate with their peers?

What information are candidates receiving during the recruitment process and from who?


What we have achieved at the University of Oxford over the last 2 years

Recruitment Advertising Spend 2009 - 2010 2010 - 2011 2011 - 2012

Total number of jobs advertised 1754 1911 1945

Year on year reduction in recruitment advertising spend

55% 38%

Total number of paid adverts 836 388 248

By value online advertising 14% 35% 51%

By volume online advertising 20% 48% 74%


How have we done this?Advertisement source 2011 2012 Percentages

% Applied % Shortlisted % Appointed

Agency 0.1% 0.1% 0.1%

Job Centre 0.7% 0.5% 0.1%

Press 0.4% 0.6% 0.4%

Social media 0.9% 1.5% 0.9%

Unknown 1.6% 1.4% 2.7%

Online 11.4% 11.3% 6.9%

Jobs.ac.uk 30.0% 23.5% 16.3%

Word of mouth/referral 4.9% 8.6% 13.2%

University website 50.0% 52.5% 59.3%

Grand Total 100.0% 100.0% 100.0%

Understand your applicants, their job search behaviour and go where they are going.

£105k


Recruitment from social media sources 2011- 2012

Source Facebook.com Linkedin.com Twitter.com Blogs

Applied 54 331 26 10

Shortlisted 12 51 8 3

Offer Accepted 1 3 3 1


What prompted the changes in our approach?

Changes in applicant behaviour• The majority of applications and appointments come from unpaid sources

• Referral, word of mouth and social media account for 14% of appointments: our 3rd most successful source of appointments

• What we wanted to do is broaden this route out and make it easier for staff to share jobs and applicants to share jobs with their professional networks


Which social media are we using?

Social Media Activity Levels LinkedIn 3,333 followers February 2012

14,996 followers April 2013

[email protected]@juliansavulescu@ethicsinthenews @Oxford @OxHumanities @Politics Oxford @Oxford shop @MedSci_Oxford @oxmartinschool @said@oxfordalumni

Followers 5011,545 1,50044,0005001191,500903,3978503,315

Facebook Departmental Facebook

635,478 followers: lots of overseas studentsApproximately 25


Main Social Media Channel LinkedIn

• 4,646 registered users list Oxford University as their current employer

• Number of members in higher education (UK and globally Dec 2012)• 82K UK 9M ROW

40% of followers of the Oxford company page list research as their sector

Six main ways we use the product but focusing on sharing

1. Post a job like any other job board

2. Sharing jobs with managers professional network

3. Managers and specialists posting the job in groups relevant to the roles

4. Mine the database for skill matches and make direct approaches

5. Passively - using an algorithm LinkedIn matches and suggests suitable jobs

6. Building our company followers


Other Social Media Channels

Twitter

• Set up Jobs @ and automate tweets – main use is for others to re-

tweet

Facebook

• More than one account for the University

• Staff interact with jobs on their own personal Facebook pages

ResearchGate

Online community only open to researchers, academics and Pharma

Blogs and forums

• Ask academics and researchers where they hang out online – ask

them to contribute information about jobs


Implementing a new approach to recruitment

• Recruitment marketing not just job adverts • Recruitment administrator needs to understand the job

and meet the line manager • Constructive challenge / evidence with line manager• Line manager allocate time to recruitment activities • Monitor recruitment activity while the recruitment

campaign is open and adapt approach if needed • More communication with applicants • Peer to peer recruitment marketing


Challenges

• Radical change in approach • Educating staff involved with recruitment

activity and line managers • Planning realistic time frames • Links with the marketing department • Allocate time to proactive searches • Budget• Push back not for Higher Education • Resource intensive


Key Points

• Recognise that line managers understand the job better than anyone else

• Encourage line managers and team members to become more involved in

the marketing of job opportunities to their professional networks

• Understand the recruitment needs of your applicant pool

• Clear applicant pathway and landing pages fit for purpose

• Engage with talent, within social media communities and attract them to

the most relevant part of your web site

• Continually evaluate your success and adapt as sites and technologies

change


CONTACT DETAILS

RICHARD BUNKHAM

E-RECRUITMENT SPECIALIST

M:07961 102 481

[email protected]

[email protected]

LINKEDIN GROUP

SOCIAL

MEDIA IN UNIVERSITY AND HIGHER EDUCATION REC

RUITMENT

mailto:[email protected]


http://www.linkedin.com/groups?home=&gid=4642242&trk=anet_ug_hm



INTEGRATED & SIMPLE:

PSYCHOMETRIC ,SKILLS ,VIDEO INTERVIEW ASSESSMENT FASTER, USER FRIENDLY ASSESSMENT PROCESSES, DRIVING DOWN COST AND IMPROVING NEW HIRE QUALITY

David Barrett MSc Occ PsychManaging DirectorE-Mail: [email protected]


Could you purchase one of these for your organisation without a business case ?

But..have you recently hired these people ?

The Bottom Line: Retention & Performance

More Green & Less Red & Some Yellow

Strong Performer – But Leaves At Approx 2 yrs or earlier

Strong Performer & Stays 2yrs +

Weaker performer and leaves or stays at any time

OK performer and stays 2yrs +

Length Of Tenure

Per

form

ance

Who are Cut-e Talent Solutions

- Professional talent process and legal advisory services on screening and assessment

- Assessment platform with tools 38 Asian & European & Arabic languages

- Over 7 Million Candidates Per Annum Assessed

- Fully integrated with all ATS providers – Taleo / Lumesse / SAP e-recruit Advorto / JobLink / AMRIS

- Full time consulting teams in 24 countries with UK offices in Old Street London

- 200 staff world wide – combination of Psychology , Technology , Talent & Recruitment Specialists

Integrated Screening & Assessment Solutions

Online psychometric & competency assessment systems

Full suite of technical knowledge tests MS Office / IT / Call Centre / Aviation / Accounting / Health

Online automated video interviewing systems

Some Clients……

http://www.google.ie/url?sa=i&source=images&cd=&cad=rja&docid=UqyTc65vM4VdNM&tbnid=h8GMTvNiwzM63M:&ved=0CAgQjRwwAA&url=http://www.cartype.com/pages/387/bp&ei=HgwYUbP1D8XPhAfNjIH4Aw&psig=AFQjCNFjw5xb7BAo6P605mFOblCK29RqSA&ust=1360616862313316

“...He was rattled. This was not the usual interview format, this was not cut-e...”

Expanding the Online Toolbox

Online Candidate

Management System

cut-e

Assessment

Hub

• Ability tests• Personality questionnaires• Situational Judgement Questionnaires

• Skills / Language Tests

•Video Interview

Psychometrics

Situational Judgement Questionnaire

Knowledge & Technical Skills

Colour Vision Test – Pre Medical

Automated Video Interview & Assessment

4 Cases - Clear Communication Of ROI

• Dell - European Technical and Sales Consulting– Through use of cut-e shapes behavioural styles questionnaire connected with a custom risk management interview guide. New hires in model against 5 core behaviour areas achieve 36% more revenue and 42% more profit than alternate hiring methods

• Siemens – Though use of cut-e logical tests and interest inventories 7% improvement from 88% to 95% in successful completion of apprenticeship training. This equates to approx €4,200,000 ROI per annum in wage and training costs.

• Harveys Furniture – Second Largest Furniture Retailer In Europe – 14% sales gain in new hires using cut-e shapes and situational Judgment tools .

• easyJet Airline - use simple verbal test and situational judgment questionnaire to achieve. 40% reduction in interview volumes across EU to complete hiring 2,500 cabin crew per annum. Approx. 6,000 less interviewing hours cost and logistical expense.

A low score on the SJQ is associated with a low

performance or low process efficiency score

A high score on the tool is associated with a high performance or high

process efficiency score

Cut-e assessment ScoreLOW

LOW

HI

HI

Organisational Performance

Metric

Results – How This All Works

Revenue• Using a ‘job match’ score based on the traits identified as

critical for success... • Average Revenue Target Attainment of ‘High Job Match’

Group = 133%• Average Revenue Target Attainment of ‘Low Job Match’

Group = 97%

Profit• Using a ‘job match’ score based on the traits identified as

critical for success...• Average Profit Target Attainment of ‘High Job Match’

Group = 136%• Average Profit Target Attainment of ‘Low Job Match’

Group = 92%

Dell Case Study

shapes – Personality Questionnaire

• shapes is an adaptive, computer-based questionnaire. It provides a detailed assessment of someone's key preferred personality and behavioural style and competencies on an interactive, operational, intellectual and emotional level.

• The Questionnaire measures 18 key dimensions

• Shapes only takes 12- 15 minutes to complete, is reliable and provides highly differentiated profiles. User-friendly reports allow you to understand the behaviour and thinking style of a person and do not require expert knowledge or interpretation.

Recruitment Output

• A customised report for each role will become available to present the basis for interview

• Different Sections:– Competency Fit– Values Fit– Aptitude Results (Optional)– Interview Guide

Recruitment Output

Interview Guide

• Customisable• Standardized• Indicators• Consistent Scoring

• Put in mock guide section

An Overview of our Solution = Sourcing Speed & Secure Selection

Talent Pool Building / Sourcing / Advertise /

Agency

Online Application System

Online psychometric, skills, language Assessments

Online Automated Video Interview

Final In Depth Assessment & Selection Process

Hiring Decision / Offer

A Cost Efficient, High Quality Process

Don’t forget the candidateRussell Beck

Head of Consulting

26 April 2013

Who are Impellam?

• Possibly the largest recruitment services company you have not heard of!• Multi-band strategy• Global business; 5th largest staffing company in the UK• 271 outsourced contracts• £1.6bn of recruitment spend under management• 55,000 placements weekly

What have we done to recruitment?

PricesVolume

The job went on-line


LabourVolume

We put the CV on-line


EffortVolume

We put the application on-line

What does this mean…?

• Sourcing activity dropped and recruitment became reactive

• We loved the benefit without realising the inefficiencies

• Recruitment consultants became “rejection consultants”

• We created haystacks and then complained about not finding needles

• We implemented technology to help; and put distance between us and the candidates

• And so today we use even more technology to bridge that gap and to “engage”

What do candidates really want…?

Contact in

formati

on

Email

job al

erts

Job searc

h by postc

ode

Details o

n the pro

cess

Real time ap

plication tr

acking

Informati

on about c

ompany

Industry N

ews

Mobile sit

e/Smart

phone App

Links

to So

cial n

etworks

Blogs an

d socia

l conte

nt20%

30%

40%

50%

60%

70%

80%

90%The irony is, they want to engage with you…

…. to get a job

…. and to know more about you

BUT, on their terms

Impellam candidate survey; % respondents who scored ‘features as very important or somewhat important’

How do we help candidates…?

40%Of traffic to a

FTSE corporate web site is

career related

139:1Application to hire ratio via

job boards

56:1Application to hire ratio via

corporate web site

Why isn't it easy?

Where does the time go…?

0.5 21

0.5

10

312

5

2

5

21 1

Role authorised

Book briefing

Take brief

Approve brief

Attract

Sift and screen

Submit CVs

Obtain feedback

Book (and wait for) 1st interviews

Interview feedback

Book (and wait for) 2nd interviews

Interview feedback

Offer approved

Verbal offer

28%Of Time To Hire is

spent sourcing candidates47%

Of HR respondents said “finding talent” is their #1 business concern

When we have them, how do we treat them…?

What do we tell them?

What do we ask them for?

What do we judge/select on?

Nice to havesor

Absolutes?

Good and

Bad?

The process

“Salary consummate with experience”

UsernamePassword

EmailName

AddressMobile numberHome number

AvailabilitySource of application

Killer questions…RTW

SalaryQualifications

ExperienceHobbies

Diversity statsAttachments

Etc

What do you actually judge them on?

74%Of data collected was not used to select the

candidates

When we have them, how do we treat them…?

The Application Process

30 mins?

Test Videoi/view

Data

Data

Once in the process what do we do…?Why can’t we add value…?

What do we select on?

Intellect

Values

Motivators

Behaviours

Experience

75%accurate

25%accurate

Hard tochange

Easy tochange

Potential

Capability

Even with great Social Media, you may not have great candidate experience.

Pretend to be a candidate; put yourself in their shoes.

Focus on the basics.

ThanksRussell Beck

07710 898904 [email protected]

Recruitment Crowdsourcing:Super-charge your supply-chain

Marc Williams

Founder & COO

First identified by Jeff Howe – Wired Magazine in 2005

Crowdsourcing is when a company takes a job once

performed by employees, and outsources it in the form of

an open call to a large group of people using the internet

A new approach to finding talent

A smarter way to solve complex problems

58

Crowdsourcing platforms that we all use

Recruitment: Perfect for Crowdsourcing

Crowdsourcing allows a company to involve large

groups of specialists to:

• Extend visibility and reach

• Leverage specialist knowledge and experience

• Improve speed and delivery


A new approach to sourcing talent

TheJobPost is a FREE crowdsourcing platform enabling

employers to access the UK’s entire

recruitment industry as one supplier


TheJobPost: Super-charge your supply-chain

• Add an extra dimension to existing sourcing channels

• Access the entire UK recruitment community through one contract

• Set the fee level

• Each vacancy presented to a focused selection of potential suppliers

• Only suppliers confident they can deliver will pay to access the role

• Once engaged, communicate direct and retain end to end control


Our platform is already delivering

• 34,000 specialist UK recruiters registered on the platform

• Over 300 UK employers users

• Average of 3 recruiters engaged per vacancy

• Current CV to interview ratio of 3:1

• Typical reduction in recruitment fees of 10-15%

• Salary range posted between £20,000 - £150,000


Employer - Posts a job asking for engagement

Recruiter - Reviews the vacancy market by sector

Recruiter selects the job & pays to engage

Review applications & feedback

Employer/Recruiter – Easy on-going communication

We deliver excellent results for these companies


A simple solution that offers real returns

• One contract– easy access to a network of 34,000 recruiters

• Set the fee– vary fee level by role, sector, urgency or versus your PSL

• Access new suppliers with fresh talent pools – trial a range of recruiters in a controlled manner

• Standalone or integrate with your ATS– dependent on volume


Super-charge your supply-chain


The Power ofMobile to Retain Talent

From mobile banking to m-commerce, we help 1 in 5 of the UK’s top 50 brands transform their businesses

About Us

The Connected Revolution

2012: The Post-PC World ArrivedGlobal shipments of PCs, smartphones & tablets

-6% +31%

+53%vs 2011

Laptops and desktops

341mTablets

116mSmartphones

639m

Source: IDC Worldwide Mobile Phone Tracker, May 2012 & July 2012 & October 2012 / Gartner April 2013

2013 Forecast: The Gap Will Widen Global shipments of PCs, smartphones & tablets

-8%vs 2012

Laptops and desktops

315m

Source: IDC Worldwide Mobile Phone Tracker, March 2013 / Gartner April 2013

Tablets

197m

+70%+44%

Smartphones

919m

Browsing BehaviourBrowsing behaviour of smartphone owners

Source: Experian Marketing Services January 2013. Mintel Smartphone Survey June 2012, eMarketer January 2013, Flurry Analytics April 2013

Emails are opened on a mobile

68%Smartphone owners in the UK view job listings

per week

550k

Spent on average on a smartphone

per day

182 minsTime spent in app vs. 20% on mobile

web

80%

Acquired for $1bn

Filed for Bankruptcy

In 2012: Turning Point…

Mobile In Recruitment

Key principles for a successful Resourcing App

1Position

Discovery

2 Streamlined Application

3 Talent

Retention

Home

From the Home Page, candidates are able to search roles by:• Key Word• Current Location (GPS)• Manual Location• Job Sector• Job Grade (Internal)

Candidates can also access the Menu bar (Top Left) where they can change settings, view history and favourites.

Search Criteria

Candidates can narrow their search using pre-defined Job Sectors to list areas of interest and expertise.

Search Results

Job results are displayed in either List or Map format, allowing for easy browsing.

Candidates tap once on a job role of interest and are taken through to a more detailed explanation of the opportunity.

Job Role Detail & ApplicationOnce a candidate reaches their desired job role they can perform three major actions:

• Favorite the role – By tapping the star (Top Right), the job is saved to Favorites.

• Apply – The candidate can apply immediately, either by submitting an auto-created CV via Linked-In or by taking an entry test (Aptitude/Verbal/Numerate/Character).

• Share – Sending the role to a contact via email or SMS (to download app and view).

Custom Alert Notifications

Candidates have the ability to choose whether they would prefer to be alerted to new opportunities via email or push message by altering the settings within the application.

This then updates the Candidate database and alters the method of communication for job alerts.

Key Benefits of Retaining Talent

Key benefitsof retaining talent

Improve employee moral

Engagement Improve succession planning by

putting power in their hands

Succession

retention tool accessible ‘real-time’ to all

Pro-ActiveSignificant

reduction per hire

Reduce Cost

Return on Investment

In Year 1

6 Internal Moves

Each Year After

1 Internal Move

Case Study

Barclays JobsHelping Barclays become the first UK bank to enable job applications through mobile

Helping Barclays become the first bank to enable job applications on mobile, supporting talent acquisition & retentionA powerful tool to reach and communicate with frontline, in-branch employees who may not have intranet accessThe application seamlessly integrates with Taleo and other internal systems

20,000+Active Internal Users

Average Re-visits Per User Per Month

2-3

130,000Sessions Since Launch

18%Of Barclays Work Force Are Active

Barclays JobsConnecting jobseekers to job opportunities whenever, and wherever they are

Thank youRyan EdwardsCommercial Manager

07812 076 177020 7952 [email protected]

www.grapplemobile.comtwitter.com/grapplemobile

SEEING IS BELIEVING: AUTOMATED VIDEO INTERVIEWING CHANGING THE FACE OF RECRUITMENT

By: Daniel Richard and…

Who am I?

• Recruitment 6 years• Agency and in house• Morrisons 4.5 years

▪ Head office

▪ Logistics

▪ Manufacturing

• Moved in to current role 18 months ago

Here the Sonru journey truly began…….

Recognise any of these faces?

Seeking an opportunity

How we boiled the frog!

How I did it

•Trial it•Use every opportunity•Showcase•Share results•Training sessions

52 Sent

36 completed

16 A/C

10 offers

Dispel some of the myths

?

Will candidate complete?

89%63%

61% 8%What if we have a negative

reaction?What will candidates think?

What is the impression of the company?

What happens if they don’t pass the

screen?

Where we are now

Integrating leading recruitment technology for maximum efficiency

Mark BrittonMarketing Manager

www.crimson.co.uk

Introduction

The leading recruitment solution for Microsoft Dynamics CRM

www.crimson.co.uk

Integration

: ‘the act of combining or adding parts to make a unified whole’Collins English Dictionary

: ‘the whole is greater than the sum of its parts’

Aristotle

Synergy

Combining actions, systems or processes to give a much greater result than that of the individual elements.

Integration and Synergy

www.crimson.co.uk

How important is integration?

www.crimson.co.uk

The impact of new platforms

www.crimson.co.uk

2012 Quarter 4 Sales

0.7m 2.6m 2.7m 6.2m

7.3m 43.5m 144.7m

www.crimson.co.uk

Mobile apps integration

http://www.android.com/

www.crimson.co.uk

Integrating recruitment solutions

www.crimson.co.uk

Your recruitment solution

What is it?

• A single solution or a combination of systems and websites?

• Does it support your processes or it used only when it must be?

• Is it a single source of your most up to date information?

Do you…

• Search multiple networks for candidates?

• Advertise your roles externally?

• Test candidates?

• Use electronic timesheets?

• Have strong real-time management information?

www.crimson.co.uk

Everything in one place

Register Vacancy Search

Candidate Networks

Advertise Positions

Test Candidates

Review Selections & Applicants

Submit only the best

Interviews and Offers

Create and issue

paperwork

Manage invoicing

www.crimson.co.uk

Platform solutions vs. Recruitment software

www.crimson.co.uk

Benefits of an integrated solutionSynergySpeed to candidate networksProductivityVisibility through Management InformationAdoption and simplificationProcess and complianceRecruitment applications

Data LossAdministrationDuplicationInfrastructure costsRisk of technology ageingDevelopment/IT budgetCapital Expenditure

www.crimson.co.uk

Questions

chris_brown_uk

Criticalmassof data

Relevant and valuable

products and services

Technologyplatform

Member growth and engagement

Identity Insights Everywhere

inmaps.linkedinlabs.com

Like (13,620) • Comment (5,712) • Share

1,700,000 followers

Insights About You

Most Popular Most Endorsed

Earliest Adopter Most Connected

MichelleCoventry

ChrisJoseph

JohnPaulCaffery

JenniferCandee

Changing the way

companies work.

Market. Sell. Recruit.

LinkedIn Confidential ©2013 All Rights Reserved

138

2.5XMore Engagement than Avg.

+23%Likely to Recommend

+32%Brand Consideration

83K+Total Members

Matching message to mindset

Professional Women’s Network

LinkedIn Confidential ©2013 All Rights Reserved

139

25%Increased leads to

opportunities

“LinkedIn Sales Navigator is the best tool that our sales team has for our social and target account selling initiative.”

Dennis Dresser

VP of Sales/ Americas

15%Increased sales reps

exceeding quota

20 daysDecreased average

sales cycle

Senior swimwear designer

Connecting talent with opportunity at massive scale

+

How many people dream of

working at your company?

16%

Talent Brand IndexHow attractive is your companyto prospective candidates

36%

PEERS

Airbus

BAE Systems

Bombardier Aerospace

GE

Jaguar Land Rover

Optimized Systems and Solutions

2 of7Talent Brand Index Benchmark

24%

16%14%

12%10%10%

8%

Rolls-Royce

Weaker employer brandEmployer of choice

24%

23%19%16%15%13%

34%24%

19%18%17%10%

by Job Function by Geographic Location

Mar

ch-1

2

April-

12

May

-12

June

-12

July-

12

Augus

t-12-3%

3%9%

15%

Follow company

Am I happy with my online professional identity?

Can LinkedIn help make my company better at what we do?

How does my company’s LinkedIn profile compare to my competitors?

chris_brown_uk

INTRODUCING BROADBEANRichard Essex, Corporate Sales Director

Bit about Broadbean

agency posting stats

corporate posting stats

Today, on average it takes 1 job advert

to be posted to 5 job boards &

at least 1 social media siteto make a hire.

Broadbean’s Corporate Analyst

Some statistics…

Some more…

It takes an experienced recruiter, on average 11 minutes to

post a pre-written job advert to a single job board.

= 66 minutes…(not including a comfort breaks!)

That means it takes on average…1 experienced recruiter

55% of their typical working week just to post job adverts.

ADVERTISE

eg: a ‘best practice’ workflow

ATS

job board

1

job board

2

job board

3

Career Site

(ATS)

Source appended to candidate application automatically

Why is accurate source tracking so important?

• Where did I get my best candidates from?

• How should I spend my advertising budget?

• Can I calculate my cost per hire?• Am I getting value from my ATS?

INTEGRATION

THANK YOU, ANY QUESTIONS?

COME & TALK TO US TAKE A LOOK AT BROADBEAN FOR YOURSELF.

CV RadarUnlocking the power of LinkedIn‘Find active candidates fast’

www.theitjobboard.co.uk 192

Alex Farrell, MD, The IT Job BoardMay 16th 2013


Agenda

• Introduction

• Video

• Current Situation

• What’s the problem

• The solution - CV Radar

• How does it work?

• Key Benefits

• Conclusion

• Q+A


Introduction

Pan European network of IT Job Boards


Video

http://www.youtube.com/watch?v=1jU1ZJza8HE


Current Situation


What’s the problem?


The Solution: CV Radar


How does it work?


Key Benefits

• Easy to set up

• Product road tested by recruitment consultants

• Efficient – target active candidates only

• Time effective - instant contact details (no more InMail)

• View and access the full CV

www.theitjobboard.co.uk

• First to market product (exclusivity)

• Addressing a need in the resourcing chain

• Providing recruiters with a market edge

• Improved time to hire

• CV Radar is positively disrupting the online recruitment space

In Conclusion

13


Q+A

How to Attract and Select the Best

Graduate Talent (and the Importance

of Conversation)

Recruiting graduates is all about attracting and spotting talent

• Lack of experience

• Lack of relevant networks

• A different approach is required

James Herbert (Brightsparks Recruitment)

• Directly employ thousands of students and recent graduates every year (over 9,000 to date)

• Unique insight into their skills and strengths

• Launch them onto and help them climb the first c. 5 years of the career ladder

• Attract, support and invest in entrepreneurs who are students or graduates of the last 5-10 years

• World’s largest student business plan competition by entries

Attracting Talent… what are employers doing now?

• The average employer is actively marketing at 20 UK Universities– Careers fairs– Campus recruitment presentations– Online advertising

• Most graduate employers are increasing their emphasis on social media… many are getting it wrong!

• Screening applications is becoming increasingly difficult & time-consuming

• Is there a “Talent Shortage”? No… it is a disconnect between the employers and their desired candidates

How can we resolve this disconnect?

• Quality, not quantity of applications… unsuitable candidates should de-select themselves before applying

• Need to educate the target audience

• Stimulate conversation

• Social media is NOT where you start the conversation… the real world does not exist on Facebook and Twitter

• Jobs involve working with others face-to-face and building relationships in the real world

The importance of conversation• Students and graduates do not live their lives through Twitter and Facebook

– Clubs & societies– Peer and friendship groups

• People discover and discus their interests and careers in off-line, real world conversations

• Students “don’t know” the industry they’d like to work in and they are unaware of the range of opportunities

• You need to be part of the conversation…

• Students then turn to Google to research– SEO– Optimised landing and graduate pages

• Only after this will they engage with you via social media, attend campus career presentations and be more responsive to advertising and employer branding

• This is what we do: online and social media is merely a continuation of a conversation with our 9,000 employees and their wider network which began off-line… it works!

Captive Audience

• 82% of students arrive at university with no graduate career plans

• 73% of those decide where to apply during their studies

• Fantastic 3-4 year window to:– stimulate interesting conversation– build your employer brand – attract the best talent

• So… start that conversation!!!

When Students & Graduates Start Thinking About Their Graduate

Jobs

0% 20% 40% 60% 80%

Before University

During University

After Univer-sity

Understand the qualities you’re really looking for

• The personalities that will be most successful within your organization

• Communicate this through attraction campaigns

• Personality should form the basis of the screening process

• Look for complementary personalities (not clones)

• Encourage “wildcards” to be part of the shortlist – we have had success in doing so

To conclude…• A great opportunity exists

• Conversation holds the key to successful attraction

• Important to encourage self de-selection as well as promote applications

• Crucial to focus on the core soft and transferable skills… to recruit on personality, not experience

Future of Talent, Technology, Mobile & Social Recruiting

#SRTech 13

srtech13 - may 16th presentations

Business

traits identified

share jobs

social media

job opportunities

smartphones

mobile amp

conversation

identity insights