TechRec13

Tony Goodwin 12th February 2013@TonyGoodwin

1. Scaling the business

2. Increasing Shareholder Value

3. Developing an Internationally recognised brand

@TonyGoodwin

Scaling the business

PlanThere is always the need to plan.

Business ModelLet's look at our Information memo for Russia.

PLAN

Pro-FormYou need to have a view on market demographics, competitors, sector or skill base focus, size of market, GDP etc. Even if you are running your business more on intuition and instinct, investors need to see that you have some macro understanding of what you are doing.

@TonyGoodwin

RUSSIAN INFORMATION MEMORANDUM 2007/2008

@TonyGoodwin

Increasing Shareholder Value

Structure, direction and purpose are evident in this document - that all increases shareholder value.

Continuity, consistency of revenue streams and depth of business model also gives comfort to the investor that this is not just a bunch of chaps having had a good idea that can't be sustained or replicated.

@TonyGoodwin

Increasing Shareholder Value

Business Model

There are hundreds if not thousands of ways of doing recruitmentThis is our way!

Rising Star

MPM

Quality Volume

@TonyGoodwin


@TonyGoodwin

Developing an Internationally recognised brand

Doing a good job, repeatedly and then once again.

Telling people you are doing a good job - Trade Press PR.

Surveys or other interactions with clients.

1.

2.

3.

@TonyGoodwin


@TonyGoodwin

Developing an Internationally recognised brand

4. Direct marketing tools that also get business.

Direct Marketi

ng Tools

Phone Marketing

Mailing – Direct, E-mail, Fax

OnlineSMS & MMS

Customer Group

N.B. Don't try to become a consumer brand like Coca Cola, Mars, Unilever or Nestle. Their single country marketing budgets are

bigger than most SME's world-wide turnover, you will never do it!@TonyGoodwin

THE POWER OF CONTENT TO ENGAGE

Ecom Digital

A complementary mixture of experience and youth

Natural Publishers who understand engagement through technology

A network of over 150 freelance writers

A Creative Team With 34 RAD & CIPD Awards

Our clients – wide-ranging stakeholders.

Our client work - Content

The War for Talent

The War is for Ownership of Talent

and The Candidate Won

The Competition for Talent

• Job Boards want to resell candidates to you and direct employers

• Recruitment Consultancies want to resell candidates to direct employers

• Direct Employees want the candidate to come direct.

Engagement

When to Engage Candidate Attraction

• Your Career Site• Your Social Channels• Your Advertising/Job Post• On the phone and email

When to Engage

Candidate Relationship Management

• Your Career Site• Content led Email Marketing• On the phone or via email

Things to Think About

• Defining your Communications Objectives – what is it for?, who is your audience?

• Where is your target audience(s)? LinkedIn, Twitter, Facebook + blogs + your database etc

• What content will engage them?• How will you create this content? Originate or

Aggregate.

Your Communications

Your Communications

Things to Think About

• Where do you find good content that others have created that you can share with your audience?•How do you share your content smartly and effectively?•What are you success KPI’s

Content Sources

Types of Content to Share OnYour Social Networks

• Tell people about you, the company and your role.• Use video, interviews with staff, supplier, customers,

candidates and “industry thought leaders”.• Share your sector expertise.• Share the views of other “industry thought leaders”• Conduct polls, surveys, seek expert opinions and share• Create Top 5 or 10 tips for candidates.

Top Tips

• Today we are all publishers – think and plan like one.

• Relevant Content is King.• Build an RSS Content Library• Google love content• Email is alive and well• Protect your database – seed it

• Marketeer• PR Specialist• CRM specialist• Mobile and Video channel manager• Content aggregator, curator and distributor• Channel Manager

The Recruiter of the Future

Thank You

[email protected] @siteadvisor.www.recruitmentbuzz.co.uk

mailto:[email protected]

http://www.recruitmentbuzz.co.uk/

PS

Don’t Forget to Engage on the 14th Feb... Or else

Why and how aspects of the recruitment process are

likely to change

Belinda Johnson - WorkLab Ltd – 12th February 2013

37

Today…

Why some changes to the process of recruitment are inevitable.

Fragmenting Workforce.

Enabling Technologies.

How those changes are likely to play out.

Conclusions for Hirers, Candidates and the Recruitment Industry.

38

Research

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Research

REC - Recruitment 2022

A distillation of opinion from 40+ interviews + substantive 3rd party research

Contributors included:

Available free to REC corporate members: http://www.rec.uk.com/store/item/1547

RBS McDonald’s Steinhoff Group

Computacenter Recruiter Magazine Akamai

Centrica General Dynamic IT Lloyds

Fujitsu Autodesk Fieldglass

G4S Northgate Arinso Safe Screening

Freelance and Contractor Services Association (FCSA)

The Talent Board / Candidate

Experience Awards

Social Media commentators &

strategists

http://www.rec.uk.com/store/item/1547



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Research

Enabling informed decision making Improving the perspective of schoolchildren, FE & HE students on

the world of work Working with employers and those who affiliate talent to

understand how skill needs, capabilities and preferred means of engagement (hirer and candidate) are evolving

Mapping the impact of revolutionary emerging technologies, and supporting the determination of workforce strategies to capitalise upon/drive change

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Why? Workforce Fragmentation is increasing across the Extended Enterprise

collaborations

temps/

contractors/freelancers

full-

time, part-time & fixed-term employees

sourcing & recruiting

productivity & performance management

interims

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Why? European buyers plan to further fragment usage

Source: KPMG - Rethinking Human Resources in a Changing World – 2012 Survey

Off-sho

re*

Outso

urce

dSO

W

Agen

cy te

mps

Inde

p Con

tract

ors

FTE

-40

-20

0

20

40

60

80

European Buyers planning to buy more…

2012 2011

outcomes-based working

role-based working

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Why? Interest in working on a contingent basis is rising

“The world of work has changed… The intelligent individual is in control of his or her own market, while the rest still require patronage.”

Andreas GhoshPersonnel and Development Director for London Borough of Lewisham (and Policy Lead for Workforce Strategy at the Public Sector People Managers’ Association)

Source: Randstad’s Navigator Report 2012

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Why? Interest in working on a contingent basis is rising 1.65 million ‘temps’ in the UK – 6.5% of working population

Roughly the same number of ‘self-employed’ freelancers

The rise of ‘I-pros’ (study commissioned by PCG)

The rise in (European) I-pro numbers between 2000 and 2011 was +82%

Between 2008 and 2011 there was growth of 12.5% which was driven by four countries; Germany, France, Poland and the UK

In same time period, UK achieved double the European growth level – UK I-pros = 19% European total

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Why? Interest in working on a contingent basis is rising

PAYE: front-line operations

PAYE: operational support

Day rate: Under £500 per day

Day rate: over £500 per day

Average of all the categories

0% 10%20%30%40%50%60%70%80%90%

I choose to work on a temp/contract/interim basis

Additionally: • 46% of employed workers considered a freelance role when last looking

for work• 48% will consider it when looking next time

Source: Randstad World of Work Report 2011/12

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Why? Interest in working as crowd labour is rising Crowd workers

Nearly 60% of all crowd workers live in North America and Europe.

Almost 50% have a bachelor degree.

The number of crowd workers is growing in excess of 100% a year.

Crowd members work at least once a month; about half work as often as once a day.

Nearly 77% of all workers have a primary job.

Source: Massolution

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Why? Interest in deploying crowd labour is rising Crowd providers

Revenues grew over 75% from 2010 to 2011.

Share of revenues: Internet Services - 29% Media and Entertainment - 20% Technology sector - 18%

North America and Europe collectively hosting more than 90% of crowdsourcing clients.

Worker assessment is the most prevalent quality control method, offered by more than 92% of the providers; peer and expert review are also common and offered by 80%.

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oDesk – Projects completed in US – 165k

Source: oDesk “oConomy”

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oDesk – Projects completed in India – 293k

50

oDesk – projects completed in Bangladesh – 132k

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oDesk – projects completed in UK – 23k

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Why? The fragmentation of roles is increasing across the Extended Enterprise

collaborations

temps/

contractors

/freelancers

full-ti

me,

part-ti

me & fixed-

term employees

sourcing & recruiting

productivity & performance management

outcomes-based tasks

outcomes-based tasks

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Why? Crowd working in the UK has many drivers Underemployment:

“People in work wanting more work increases by £1m since 2008” - ONS

Over 3 million people - 1 in 10 workers - want/need more work

One of the key drivers for the introduction for Real Time Information (RTI) is to capture multiple income streams

2000

2002

2004

2006

2008

2010

2012

024

Number of under-employed workers in

Britain (m)

Want more hours in current job (2.33m)Want re-plcement job with more hours (0.46m)Want an addi-tional job (0.27m)

76%

9%

15%

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Why? Crowd working in the UK has many drivers Worker stagnation

Significant participation in crowd activities, around areas of passion/interest – it is likely that these crowds will eventually be monetized

45% 44%

The under-utilised

19%10%

The unidentified

2010 2011Source: Ranstad World of Work Report 2011/12

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Fragmenting workforce – generic conclusions It is not just the fragmentation of worker types that will

present greater challenges from a sourcing/resourcing perspective in the future – this will be further exacerbated by the fragmentation (micro-tasking) of roles. Workers will be increasingly become hired to deliver outcome-based

tasks rather than assume broad roles

With requisitions emerging for increasingly shorter-term skills requirements the concept of ‘permanent’ employment/roles will become obsolete.

Talent will be selected based on evidence that they can deliver against the required task – how they are engaged is of secondary interest.

Reward will become far more outcomes based, both for the worker and, potentially, for those involved in the recruitment process

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Why? The technology is available to manage people across the Extended Enterprise

HR Information Systems (HRIS)

Applicant Tracking Systems (ATS) + affiliations

Vendor Management Systems (VMS)

Employed workforce

Contingent workforce

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Why? Technology is ready to enable workforce optimisation The productive interoperability of the fragmented workforce is

critical to any organisation’s success

When technology-enabled real (global) workforce optimisation comes into view

Recruitment could finally become acknowledged as the most important HR/People process

The ability to measure productivity/efficiency = Quality of Hire - the only future recruitment metric.

Use of more flexible and virtual resource = less will be left to chance Integrity Cultural match Reputation – i.e. the ability to deliver outcomes

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Why? The connected world creates opportunity & challenge

With the social footprint we are all putting down, eventually – whether we like it or not – we will all be ‘found’

Hirers (and intermediaries) can use digital technology to facilitate a seamless and personal, multi-channel ‘dialogue’ with prospective candidates – from sourcing/selling to de-selection or shortlisting, to on-boarding into working and beyond – but few do.

59

Why? The candidate is also a consumer – and will increasing expect to be treated as such

40% had an existing relationship with the

company prior to applying, either as a

customer, advocate or with family/friends already

at the company

20% admit to being an actual

customers of the organisation

they applied to

74% say they would share a positive with their inner

circle - 61% would share a negative

one

27% say they would share a positive CE on social channels – 16% would share a

negative one Source: UK CandEs 2012 – www.thecandes.org.

one third of those surveyed admitted to receiving no response at all to an application

http://www.thecandes.org.uk/

http://www.thecandes.org.uk/

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Why? The candidate is also a consumer – and will increasing expect to be treated as such

Source: REC – Recruitment 2022

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Conclusions relating to the connected world The dynamic, competitive and efficient multi-channel

experience that is becoming an expectation within retail and consumer services will arrive at the door of HR services.

Time invested, from the candidates’ perspective, will become the currency that will fuel their expectations. Their key expectation/requirement will be timely, accurate and transparent communication.

A personalised experience, and all that entails, will become the norm.

The monitoring and influencing of brand sentiment (corporate and personal) will become an essential.

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What will change for hirers?

The need to continually innovate to remain competitive and the need for organisations to reflect the communities they serve efficiently will be key catalysts for ‘Hiring for Outcome’ ‘Hiring to Type’’

Additionally, technology will finally enable the main future recruitment metric to become ‘Quality of Hire’.

As requirements become increasingly transient, roles will increasingly become broken down into tasks. As a consequence. the concept of permanent employment/roles will become obsolete

The principle of candidate as potential customer, and vice versa, will be embedded across hirers in all industries. The rules of engagement of e-commerce will prevail. Social Media monitoring and influencing is a pre-requisite Legacy issues over poor customer service (aka the candidate

experience) will be eradicated as a consequence.

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What will change for the candidate? The need to demonstrate reputation and influence – the ability to

deliver outcomes. Demonstrating influence and results delivered - will become an

imperative. Evidence of this nature could morph into a passport/badge/pin – a

pre-qualification. Academic achievement/career history will become of decreasing

importance.

Work and reward will become more task orientated than role based.

Needs will become far more transient - the concept of ‘permanent’ employment will become obsolete.

Communication within the recruitment process will dramatically improve. Technology will enable it - candidates (i.e. as customer and

consumer) will demand it.

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What is likely to change for the recruitment industry?

sourcing / selling• Protocols will be

established to determine where and how within the hirer’s extended enterprise resource should ideally be deployed

• Scare skills/capabilities and worker choice may create a need to be completely flexible around means of engagement • Shift to capability

sourcing rather than engagement type preference

• Candidate acknowledged as /treated as customer – Industry to mirror

• Community identification and engagement will be highly prized skills – blurring with marketing• In-depth market

knowledge of sourcers – could/should mirror the emerging talent communities

• Content and context will be key

• Adoption of social media monitoring/influencing essential

• Effective community engagement will require a strategy for enabling individual conversation within corporate persona

• Outcomes-based screening starts here

recruiting on-boarding

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sourcing / selling

Recruiting • It is in all parties’

interest that fewer, more qualified people commence the application process• Filtration processes

to be added at the widest end of the funnel

• Shift towards outcomes-based screening, particularly reputation and integrity, continues to replace historical dependency on chronology of events• Candidates will

need support in developing a new form of outcomes evidencing

• Smaller steps in the recruitment process allow for candidate relationships with the hirer to build throughout the process – dramatically improving the candidate/consumer experience• Industry

could/should take ownership of aspects of generic profiling – integrity and reputation – and lead the way in pre-validated talent pools

• Increasing use of video – for two-way transparency

on-boarding

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sourcing / selling Recruiting

on-boarding

• Instances of fall-out dramatically reduced as relationships with the hirer are established much earlier in the process

• Post offer-acceptance screening reduced down to time- stamped information only, BUT

• The complexities associated with on-boarding , maintaining compliance and monitoring the required outcomes (the Quality of Hire) across the Extended Enterprise will require specialist skills/capabilities - sophisticated commercial offering

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What will change for the Recruitment Industry?

“The recruitment industry of the future will be very different to today’s – but whether that future is dull or bright depends on whether it can answer a key question: What are we being paid to do?”

Peter Whitehead – Financial Times

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Contacts

Belinda JohnsonOwner- Work-lab

e: [email protected]: 07771 534365

www.work-lab.co.uk

mailto:[email protected]

http://www.work-lab.co.uk/

Supplying the best talentKeith Robinson & John Paul Caffery

#TechRec13

Keith Robinson

Founder: Personnel TodayCOO: TotalJobsFounder: CandexFounder: ECOM Digital

The mantra of the CEO

“People are our greatest asset”

WHY?A move towards in-house recruitment

SAVE£££’s

A move towards in-house recruitment

A company’s goal should be to acquire talent at the best price not the

cheapest price…

Defining crowdsourcing

Crowdsourcing and mass collaboration allows a business to solve problems and tap

into talent via the internet using a single platform.

This technique enables a business to access information quickly and easily.

Crowdsourcing in action

How does recruitment crowdsourcing work

• One platform, one contract and a single set of terms to access 1000’s of new companies recruiting

• Access new vacancies of your choice immediately• Plug-in immediately to a company’s recruitment supply chain • Only engage on vacancies when you’re confident of delivering the

best talent (pay on access model)• Zero cost to view vacancies and then only pay on engagement• Retain 100% of the fee on offer• Build direct relationships once you deliver

Crowdsourcing specialists

• Top 10 Global Accountancy & Advisory Firm• Corporate Finance Director Vacancy • Direct sourcing undertaken but little success• 78 CF recruitment specialists notified of vacancy• 4 recruiters agree to engage and supply (pay on access model)• 8 CV’s submitted within 7 working days of vacancy posting• 5 candidates interviewed • 1 offer presented and accepted• 3 weeks to fill vacancy• £17,500 recruitment fee billed and a new relationship built

Current users

Powered by Talent

BIG DATA & ITS RELEVANCE IN RECRUITMENT

Dan Martin, Managing Director of Broadbean

“Everyone’s talking about BIG DATA, so I assumed I’d need a BIG

COMPUTER…”

Eric Schmidt

“There were 5 EXABYTES of information created between the

dawn of civilisation to 2003, but that much information is now created

every 2 days.”

Put another way…..

“Last year, the world created enough digital data to fill a stack of DVDs that would stretch from Earth to the moon

and back.”

MGI Research

“Data has swept into every industry & business function, and is now an

important factor of productivity, alongside labour and capital.”

“Idiot! He’s out chasing the herd again, while I have everything at my fingertips.”

TALENT SEARCH

“What do you see in my future?”

Measure RoI and you might just hit the jackpot!

REPORTING SUITE

SOCIAL MEDIA RESPONSE

“The following criticism is directed only at those among you who in the past 25 minutes, have not managed to

bring in at least one new client…”

ANY QUESTIONS?

The end, thank you

TechRec13

Business

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