SRTech13 - May 16th Presentations
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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Richard BunkhamE-Recruitment Specialist
14 September 2010
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Empowering line managers to become virtual recruiters
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• 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
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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
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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?
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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%
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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
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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
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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
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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
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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 Page 11
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Other Social Media Channels
• Set up Jobs @ and automate tweets – main use is for others to re-
tweet
• 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 jobsPage 12
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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
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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
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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
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CONTACT DETAILS
RICHARD BUNKHAM
E-RECRUITMENT SPECIALIST
M:07961 102 481
LINKEDIN GROUP
SOCIAL
MEDIA IN UNIVERSITY AND HIGHER EDUCATION REC
RUITMENT
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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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]
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Could you purchase one of these for your organisation without a business case ?
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But..have you recently hired these people ?
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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
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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
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“...He was rattled. This was not the usual interview format, this was not cut-e...”
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Expanding the Online Toolbox
Online Candidate
Management System
cut-e
Assessment
Hub
• Ability tests• Personality questionnaires• Situational Judgement Questionnaires
• Skills / Language Tests
•Video Interview
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Psychometrics
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Situational Judgement Questionnaire
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Knowledge & Technical Skills
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Colour Vision Test – Pre Medical
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Automated Video Interview & Assessment
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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.
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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
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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
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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.
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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
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Recruitment Output
Interview Guide
• Customisable• Standardized• Indicators• Consistent Scoring
• Put in mock guide section
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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
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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Don’t forget the candidateRussell Beck
Head of Consulting
26 April 2013
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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
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What have we done to recruitment?
PricesVolume
The job went on-line
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What have we done to recruitment?
LabourVolume
We put the CV on-line
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What have we done to recruitment?
EffortVolume
We put the application on-line
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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”
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What do candidates really want…?
Contact in
formati
on
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’
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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
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Why isn't it easy?
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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
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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
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When we have them, how do we treat them…?
The Application Process
30 mins?
Test Videoi/view
Data
Data
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Once in the process what do we do…?Why can’t we add value…?
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What do we select on?
Intellect
Values
Motivators
Behaviours
Experience
75%accurate
25%accurate
Hard tochange
Easy tochange
Potential
Capability
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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.
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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Recruitment Crowdsourcing:Super-charge your supply-chain
Marc Williams
Founder & COO
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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
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58
Crowdsourcing platforms that we all use
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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 finding talent
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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
A new approach to finding talent
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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
A new approach to finding talent
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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
A new approach to finding talent
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Employer - Posts a job asking for engagement
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Recruiter - Reviews the vacancy market by sector
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Recruiter selects the job & pays to engage
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Review applications & feedback
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Employer/Recruiter – Easy on-going communication
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We deliver excellent results for these companies
A new approach to finding talent
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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
A new approach to finding talent
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Super-charge your supply-chain
A new approach to finding talent
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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The Power ofMobile to Retain Talent
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From mobile banking to m-commerce, we help 1 in 5 of the UK’s top 50 brands transform their businesses
About Us
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The Connected Revolution
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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
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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
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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%
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Acquired for $1bn
Filed for Bankruptcy
In 2012: Turning Point…
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Mobile In Recruitment
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Key principles for a successful Resourcing App
1Position
Discovery
2 Streamlined Application
3 Talent
Retention
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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.
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Search Criteria
Candidates can narrow their search using pre-defined Job Sectors to list areas of interest and expertise.
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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.
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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).
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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.
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Key Benefits of Retaining Talent
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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
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Return on Investment
In Year 1
6 Internal Moves
Each Year After
1 Internal Move
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Case Study
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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
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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
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Thank youRyan EdwardsCommercial Manager
07812 076 177020 7952 [email protected]
www.grapplemobile.comtwitter.com/grapplemobile
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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SEEING IS BELIEVING: AUTOMATED VIDEO INTERVIEWING CHANGING THE FACE OF RECRUITMENT
By: Daniel Richard and…
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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…….
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Recognise any of these faces?
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Seeking an opportunity
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How we boiled the frog!
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How I did it
•Trial it•Use every opportunity•Showcase•Share results•Training sessions
52 Sent
36 completed
16 A/C
10 offers
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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?
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Where we are now
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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Integrating leading recruitment technology for maximum efficiency
Mark BrittonMarketing Manager
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www.crimson.co.uk
Introduction
The leading recruitment solution for Microsoft Dynamics CRM
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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
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www.crimson.co.uk
How important is integration?
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www.crimson.co.uk
The impact of new platforms
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www.crimson.co.uk
2012 Quarter 4 Sales
0.7m 2.6m 2.7m 6.2m
7.3m 43.5m 144.7m
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www.crimson.co.uk
Integrating recruitment solutions
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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?
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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
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www.crimson.co.uk
Platform solutions vs. Recruitment software
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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
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www.crimson.co.uk
Questions
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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chris_brown_uk
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Criticalmassof data
Relevant and valuable
products and services
Technologyplatform
Member growth and engagement
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Identity Insights Everywhere
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inmaps.linkedinlabs.com
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Identity Insights Everywhere
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Like (13,620) • Comment (5,712) • Share
1,700,000 followers
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Insights About You
Most Popular Most Endorsed
Earliest Adopter Most Connected
MichelleCoventry
ChrisJoseph
JohnPaulCaffery
JenniferCandee
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Identity Insights Everywhere
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Identity Insights Everywhere
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+
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Changing the way
companies work.
Market. Sell. Recruit.
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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
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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
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Senior swimwear designer
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Connecting talent with opportunity at massive scale
+
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How many people dream of
working at your company?
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16%
Talent Brand IndexHow attractive is your companyto prospective candidates
36%
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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%
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23%19%16%15%13%
34%24%
19%18%17%10%
by Job Function by Geographic Location
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Mar
ch-1
2
April-
12
May
-12
June
-12
July-
12
Augus
t-12-3%
3%9%
15%
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Follow company
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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?
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chris_brown_uk
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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INTRODUCING BROADBEANRichard Essex, Corporate Sales Director
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Bit about Broadbean
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agency posting stats
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corporate posting stats
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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…
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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!)
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That means it takes on average…1 experienced recruiter
55% of their typical working week just to post job adverts.
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ADVERTISE
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eg: a ‘best practice’ workflow
ATS
job board
1
job board
2
job board
3
Career Site
(ATS)
Source appended to candidate application automatically
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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?
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INTEGRATION
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THANK YOU, ANY QUESTIONS?
COME & TALK TO US TAKE A LOOK AT BROADBEAN FOR YOURSELF.
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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CV RadarUnlocking the power of LinkedIn‘Find active candidates fast’
www.theitjobboard.co.uk 192
Alex Farrell, MD, The IT Job BoardMay 16th 2013
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www.theitjobboard.co.uk 193
Agenda
• Introduction
• Video
• Current Situation
• What’s the problem
• The solution - CV Radar
• How does it work?
• Key Benefits
• Conclusion
• Q+A
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www.theitjobboard.co.uk 194
Introduction
Pan European network of IT Job Boards
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www.theitjobboard.co.uk 196
Current Situation
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www.theitjobboard.co.uk 197
What’s the problem?
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www.theitjobboard.co.uk 198
The Solution: CV Radar
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www.theitjobboard.co.uk 199
How does it work?
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www.theitjobboard.co.uk 200
How does it work?
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www.theitjobboard.co.uk 201
How does it work?
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www.theitjobboard.co.uk 202
How does it work?
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www.theitjobboard.co.uk 12
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
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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
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www.theitjobboard.co.uk 14
Q+A
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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Future of Talent, Technology, Mobile & Social Recruiting #SRTech 13
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How to Attract and Select the Best
Graduate Talent (and the Importance
of Conversation)
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Recruiting graduates is all about attracting and spotting talent
• Lack of experience
• Lack of relevant networks
• A different approach is required
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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
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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
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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
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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!
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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
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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
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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
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Future of Talent, Technology, Mobile & Social Recruiting
#SRTech 13