Stuart White Managing Director HRMC GENERATION Y NET NATIVES Wedded to mobile technology and social media 90 checking smart phones before they get out of bed 86 job hunters use mobile devices as primary search tool ID: 590879
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Recruiting in the Digital Age
Stuart White – Managing Director, HRMCSlide2Slide3
GENERATION Y - NET NATIVES
Wedded to mobile technology and social media
90% checking smart phones before they get out of bed
86% job hunters use mobile devices as primary search toolSlide4
TODAY’S DIGITAL TERRITORYSlide5
MOST IMPORTANT TRENDS FOR 2016
are investing
more in their
employer brand
compared to
last year
59
%
agree quality
of hire is the
most valuable metric for performance
39
%
say employee retention is a
top priority
over the next 12 months
32%
consider employee referral programs to be a long-lasting trend
36%
*Please indicate the extent to which you agree with the following as they relate to your company’s employer brand?*What is the single most valuable metric that you use to track your recruiting team’ performance today?*Over the next 12 months, which of the following would you consider to be the most important priorities for your organization?*What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?
Source: LinkedIn Talent Solutions Global Recruiting Trends 2016Slide6
MEASURING PERFORMANCE
Quality of hire (under 200 employees)
Time to hire (larger companies)
Satisfaction of the hiring managerSlide7
BUT LEADERS LACK CONFIDENCE IN MEASURING QUALITY
Talent leaders aren’t convinced that they’re measuring quality of hire effectively. Only 33% of
respondents feel that their methodologies are strong, and an even smaller 5% felt “best in class”.
Therefore, there’s a lot of opportunity to improve how you calculate and present quality of hire.Slide8
WHERE ARE WE FINDING TALENT?
Top Sources of Quality Hires
*Out of the quality hires your organization made in the past 12 months, which of the following were the most important sources?
Source: LinkedIn Talent Solutions Global Recruiting Trends 2016Slide9
FINDING TALENT
Impact of Social MediaSlide10
FINDING TALENT
Corporate Alumni and BoomerangingSlide11
FINDING TALENT
Top source of quality hires
Faster, perform better, stay longer
Employee ReferralsSlide12
SHIFT IN THE BALANCE OF POWER
…candidates will no longer tolerate weak employer brands, painfully slow application processes, death by interview, and a distasteful candidate experience.Slide13
EMPLOYER BRANDING
Focus on the Candidate Experience
defined by how well the interaction goes between the employer and job seeker in the recruitment process.
provide information on the interviewer and the type of interview that can be expected
ensure the interview is engaging
website and social platformsSlide14
ENHANCE THE CANDIDATE-CENTRIC EXPERIENCE
Most Candidate Dissatisfaction Reported From...
not hearing back after applications
slow recruitment processes
lack of feedback after interview
poor information around job content
nightmare assessmentsSlide15
GOODBYE CV
"Résumés will be displaced by constantly evolving representations of individual experiences, skills and aptitudes that exist purely in the digital realm.
Innovative tools that use social media, big data and other technologies to give tremendous insight into individual job seekers will [be] the primary screening method."
- Bob Myhal,
Director of Digital Marketing at CBC Advertising
and former CEO of NextHireSlide16
CV or VIDEO?Slide17
OTHER TRENDSSlide18
HIRING BY NUMBERS
Data-driven Talent Acquisition
Number-crunching can produce higher-quality hires than recruiter & hiring managers
Boosting objectivity in candidate assessment, reduced bias and the ability to identify applicants that are most likely to become productive employees with long tenure
Cloud-based hiring tools allow recruiters to easily and affordably find, evaluate and organize top job candidates, while innovative assessment and filtering techniques help provide a 360-degree holistic view of top.Slide19
ON-DEMAND WORKFORCE TO GROW
2020 as much as 40 percent of the American workforce will be
made up of contingent workers, which includes temp employees, independent contractors and project based on-demand workers.
Two key drivers responsible for the rise of the on-demand workforce are workers' demand for diversity and flexibility in their roles and a shift in organizational strategy from needing to hire a person to needing to complete a task
Determining the optimal workforce composition will be a core competency for the HR function going forward. HR will be asked to help determine which positions should be full time and which should be done by contractors.
Source: McKinseySlide20
SHAPE AN EFFECTIVE SOCIAL, DIGITAL & MOBILE
RECRUITMENT STRATEGY FOR YOUR ORGANISATION Slide21
EMPLOYER BRANDING
Creating Dialogue
with Candidates
and Potential
CandidatesSlide22
ADOPT A MARKETING PERSPECTIVE FOR CANDIDATESSlide23