Why you must evolve your ATS beyond applicant tracking22 September 2016 - The FIRM Manchester Autumn Conference

Introducing the speakersJulian Ladd - Global Head of Sales & Account Management, WCN

Ben Turner - Head of Learning, Resourcing & Talent, Well

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What we will cover in this session The importance of an ATS being more than just applicant tracking

for recruiters based on the views of leading firms

The importance of candidate experience in a volume recruitment environment – a case study from Well

The industry trends reshaping the needs of recruiters that an ATS must adapt to

How WCN is responding to industry needs with its ATS evolution.

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GLOBAL LESSONS FROM RECRUITERS ON RECRUITMENT CHALLENGES & SUCCESSES

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 engagement

difficult

• 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.

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.

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.

HOW IMPORTANT IS AN ATS TO DELIVERING GREAT CANDIDATE EXPERIENCES?

How Well and WCN are working together to deliver new recruitment approaches &

great candidate experiences

Well…… who?

Well…… who?

Our people

6000 store colleagues, inc. Delivery Drivers

1,000 Employed Pharmacists

c.200 HSC Colleagues c.100 Wardles Colleagues

c.230 Central Support Colleagues

3 Divisions

Field Support

33 Regions

Operations Wider Business

c.30 Bristol Hub Colleagues

Our vision, mission and values

Our People Plan

Our most sustainable competitive advantage is the talent of our colleagues and how they work together to serve our customers and drive business growth

How we do it…

• Transformational leadership

• Colleagues who care and contribute

• Recognising great performance

Who does it…

• Great welcome to the business

• Well trained colleagues

• Opportunity to get on

What we do…

• Organisational effectiveness

• Pay and benefits structure

• Managing change and risk

Our People Plan

Building a new approach to recruitment [From Sep 2015]

Resourcing operating as a separate shared service providing almost an agency service and accountable to fill vacancies – leading to a quantity over quality approach

Resourcing as a centre of excellence within HR, partnering the business and creating an effective framework that enables hiring managers to recruit great candidates

Limited candidate attraction options - reliance on two mainstream job boards

A more blended approach to attraction, utilising varied job boards, social media, CV databases & proactive attraction campaigns & building our own database

Minimal hiring manager involvement / ownershipHiring manager led working with the resourcing team with the candidate experience as the priority

No company-wide succession or talent planning [also leads to high external vacancies]

Working closer with HRBP’s/HRA’s & managers to build resourcing, talent and succession plans to enable us to better understand and meet future needs

Resourcing activity is almost always reactive and hardly ever proactive

More focus on anticipating future skills and roles required and attracting high calibre individuals for informal discussions to fill future needs

Historically Going forwards

Current recruitment system not fit for purpose with poor candidate experience, poor hiring manager experience and lots of manual workarounds

A new recruitment system fit for the future to enable effective and efficient ways of working

New resourcing strategy

Effective attraction

Simple and

efficient processes

Hiring manager

led

Great candidate experience

Robust candidate selection

Choosing WCN solution

WCN logoGreat candidate experience

Top 5 lessons learnt

Pic here??

Don’t be tempted to rush

Take time to choose right supplier to partner

Be completely happy with spec document

Understand & upskill on what you can configure in house

Don’t underestimate the engagement required

The Future

Effective attraction

Simple and efficient

processesHiring

manager led

Great candidate experience

Robust candidate selection

System links to core HR system & on-boarding

Full re-work of employer branding & proposition

Introduction of video interviews

More online testing / measuring

More proactive focus & talent campaigns

WHAT WILL BE THE STATE OF THE FUTURE TALENT MARKET IN WHICH YOU COMPETE?

There will be losers: increasingly competitive

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Fasteraccelerated offers

1 day recruitment

Earlier20% increase in

employers offering high

school programs

Tougher CloseNegotiated offers

There will be a surplus of candidates but a deficit of

suitable talent

22Sources: Mckinsey Global Institute- Talent tensions ahead a CEO briefing, Manpower

Deficit40m in university

educated workers by 2020

Surplus95m lack the skills for employment

Therefore, ATS systemsmust be highly engagingfor a rewarding and personalised experienceTransparent, simplified presentation of your proposition and user-friendly, mobile, social and engaging interfaces:

• Delivering successful candidates a job quickly.

• Providing unsuccessful candidates updates & insight in how to be more successful in their job seeking.

• Enabling & magnifying the impact of your internal advocates.

A great experience builds a talent community around you for future hires.

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Talent engagement technology

Engage your future leaders at every opportunity and enhance brand advocacy

Engage applicants as stakeholders at every opportunity with WCN

The possibilities are endless…

Capture hearts and minds of the best talent and keep them as advocates Ensure positive impressions are maintained throughout the recruitment

journey Ensure top candidates feel connected to development opportunities on

offer Strategically invite the best applicants to events to keep them engaged Showcase the best tips, case studies or videos relevant to your applicants Let candidates keep up to date with newsletters or other company

material Highlight how your company runs inductions and monitors performance.

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CONCLUDING THOUGHTS

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Winning requires a vision & a plan

0

5

10

Cost

Quality & Diversity

Speed

Performance

2015 2020 2030

Step 1:TechnologyProcesses

Performance

Ongoing

VisionStep 2:

TechnologyProcesses

Performance

Step 3:TechnologyProcesses

Performance

ANY QUESTIONS?

Feedback is a Gift…

Please fill out the questionnaire for a chance to win a bottle of champagne!

Thank you. If you have questions

julian.ladd@wcn.co.uk ben.turner@well.co.uk

Tel: +44 208 2965908 Tel: +44 7715 853366