As unemployment declines, job seekers have the upper-hand in the recruitment process. Organizations are struggling to fill critical roles and at the same time, competition is fierce for top quality candidates. Talent Acquisition leaders are challenged to hire better and faster while ensuring that the right talent lands in the right roles. In this SlideShare, learn how the following impacts not only the quality of your hire but their tenure in your organization: - Investing in the candidate experience, - Finding the right recruiting source, - Knowing the employee lifecycle, and - Incorporating diversity in the recruitment process

1. Why your
competition
is acquiring
and retaining
top talent
© 2016 Visier

2. They invest in the
candidate experience

3. 3
Strategic talent acquisition
is defined by the candidate
experience
Positive candidate experience enables:
•• Higher quality talent
•• Improved efficiency
•• An alignment of business objectives
They Invest in the Candidate Experience

4. 4
1 The Talent Acquisition Trifecta, Aptitude Research Partners, 2016
They Invest in the Candidate Experience
87% of organizations say a positive
candidate experience has a significant
impact on a candidate’s decision to
join the organization - second only to
compensation1
Putting the candidate first
87%

5. 5They Invest in the Candidate Experience
Result of a poor
candidate experience
•• Candidates unexpectedly drop out of the hiring process which
impacts the employer brand
Negative
employer
brand
Difficulty
attracting
great talent
Lower
efficiency
Loss
of sales

6. 6
Where to start?
You need data.
They Invest in the Candidate Experience
A: Hiring success and speed by
application source
B: The number of applicants at each stage
of the recruiting pipeline
C: Where candidates drop out of the
recruiting pipeline

7. 7They Invest in the Candidate Experience
Next step
Get the data and measure
Measure the impact of the
factors you can address:
•• Time since initial contact
•• Time between stages
•• Interviewer
•• Interview method

8. 8They Invest in the Candidate Experience
Use the data and adjust
•• Create strategies around the factors
attributing to the loss of strong candidates.
•• Regularly review the data, evaluate,
and adjust.

9. They find the
right recruiter

10. 10They Find the Right Recruiter
Average cost of a poor hiring
decision is 30% of the individual’s
1st-year potential earnings
Making the right choice,
the first time
30%

11. 11They Find the Right Recruiter
Why?
Poor hiring decisions lead to:
•• High turnover
•• Low productivity
•• Damaged employer brand
•• Lower employee engagement
•• Manager time spent in mitigating

12. 12They Find the Right Recruiter
Leverage the right
recruiting sources
Knowing when to use the right combination of external
and internal sources to find the right talent will:
•• Speed up the hiring process
•• Be more cost effective
•• Result in higher quality of talent
•• Help meet diversity and gender goals

13. 13They Find the Right Recruiter
Next step
Develop data-driven insights to
measure recruiter capacity
Data and insight to measure which recruiting
efforts drive long-term results:
•• Number of recruiters vs. number of requisitions
•• Number of hires completed and how long it took
•• Number of hires that stay beyond 3 months

14. 14They Find the Right Recruiter
Use data to understand
your team and organization

15. 15They Find the Right Recruiter
Use workforce data to identify high-performer metrics
unique to job, team, and department and identify trends
for each recruiter and recruiting source:
•• Which recruiters (or recruiting sources) help you meet
gender and diversity targets?
•• Is the rate of new hires keeping up with the organization’s
demand? Do you have enough resources?

16. 16They Find the Right Recruiter
Stay: How long did the person
stay with the organization?
Performance: What do the
employee’s probationary and
performance reviews show?
Progress: Did the hire
eventually move up to a higher
position? How long did it take?
Use data to tell the
employee story

17. 17They Find the Right Recruiter
Assess, adjust and test
Regularly review of pre-hire and post-hire data:
•• Take pre-hire and post-hire data on top
performers and assess and evaluate regularly
•• Data is not static; scenarios change.
Revisit data to test assumptions.

18. 18They Find the Right Recruiter
Test to learn what works,
and what doesn’t
Test theories and workforce planning scenarios:
•• Metrics on high-quality hires will help you to forecast
hiring time for new quality hires and develop predictive
hiring strategies
•• Test different scenarios—i.e., unexpected talent shortage,
poor financial performance impacting compensation

19. They know the
employee lifecycle

20. 20They Know The Employee Lifecycle
Quality of hire is the most valued recruiting
metric, yet most organizations areunable to
measure it effectively
Measuring lasting impact of the recruiting process
is challenging—workforce data (long-term and
performance) lives in disconnected systems.

21. 21They Know The Employee Lifecycle
What is the
employee lifecycle?
From moment they apply to moment they depart:
•• Which specific attributes will retain, attract,
detract, push candidates away?
•• Which recruiters/recruiting sources provide
quality hires that stay?
•• How has the employee moved within the
organization? How long do they stay?

22. 22They Know The Employee Lifecycle
Why know the
employee lifecycle?
Knowing the employee lifecycle allows you to make informed
decisions about your entire talent acquisition program:
•• Know which levers to pull in order to identify which recruiting
sources are best for your organization
•• Know in advance if you will meet business demands
•• Get a full picture of hiring costs, based on data—not
speculation

23. 23They Know The Employee Lifecycle
Results of knowing the
employee lifecycle
•• Remove hiring bottlenecks
•• Predict hiring speed
•• Improve candidate experience
•• Meet goals and targets
•• Optimize spend

24. 24They Know The Employee Lifecycle
Next step
Know what success looks
like for your organization
•• How do you determine success?
•• What is a quality hire?

25. 25They Know The Employee Lifecycle
Have hard data on the makeup
of your organizations
•• Who and where are the top performers?
•• Which departments and roles experience the highest
retention and highest turnover?

26. 26They Know The Employee Lifecycle
Next step
Quantify the “employee story”
•• Recruiting experience
•• Growth and movement
•• Department or manager changes
•• Recurring themes

27. They embed diversity into
the recruitment process

28. 28They Embed Diversity into the Recruitment Process
1 McKinsey, Why Diversity Matters, 2015.
Ethnically diverse companies are 35%
more likely to have financial returns
above national industry medians1
Ethnically diverse workforce
35%

29. 29
1 McKinsey, Why Diversity Matters, 2015.
They Embed Diversity into the Recruitment Process
Gender diverse companies are 15%
more likely to have financial returns
above national industry medians1
Gender diverse workforce
15%

30. 30
1 The Bottom Line: Corporate Performance and Women’s Representation on Boards, Catalyst, 2015.
Companies with more women on the
board statistically outperform their peers
over a long period of time1
.
They Embed Diversity into the Recruitment Process

31. 31
1 Deloitte Australia, 2013.
They Embed Diversity into the Recruitment Process
Inclusive teams outperform their
peers by 80% in team-based
assessments1
Inclusive workforce wins
80%

32. 32They Embed Diversity into the Recruitment Process
Next step
Know the numbers,
know the gaps
•• Current workforce population by gender,
rate, veteran status, etc.
•• Know the diversity of your hiring funnel
•• Conduct experiments with your interviewers
- Does the diversity of a job interviewer impact the likelihood
of hiring diverse candidates?

33. 33They Embed Diversity into the Recruitment Process
Know the numbers,
know the gaps
•• Quantify your goals by individual diversity group
•• Look at post-hire data
- How do diverse candidates fair in the long term?
Have the data on: tenure, promotions, movements, etc.

34. Summary
It all comes down
to the insights

35. 35It All Comes Down to the insights
Talent acquisition
has changed
•• Talent acquisition doesn’t stop at hire.
Talent acquisition = employee lifecycle
•• Deep data: Your ATS has limitations.
It can’t track post-hire.
•• You need insight into your current workforce
along with your recruiting process

36. 36It All Comes Down to the insights
Increase the quality of
hire for the long term
A powerful analytics solution will seamlessly connect
recruiting data with workforce data.
•• Meet business demands
•• Meet targets
•• Optimize recruiting process

37. 37
1 Annual Global CEO Survey, PwC, 2015.
It All Comes Down to the insights
73% of CEOs say availability of skills
is one of the top 3 threats to their
companies1
Your CEO is likely losing
sleep over attracting and
retaining top talent
73%

38. 38
Dr. John Sullivan, San Francisco State University
It All Comes Down to the insights
“If you ask CEOs what the biggest challenge is
that they’re facing, human capital turns out to be
No. 1. What’s not so good is that this has been
a challenge for four straight years... Something
needs to change. These same CEOs also said
they believe recruiting the right talent has a huge
impact on business success.”

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