Mais conteúdo relacionado Semelhante a Sourcing Approaches Sharing (20) Sourcing Approaches Sharing2. Pe rsonal Information
E- HR System Steven’s Projects i n Exploring the New Educ ation: Master of Human Resource
World of Smart Rec ruitment Management and Industrial Relations,
IBM Application Tracking System University of Sydney, Australia
IBM E-onboarding System Location: Beijing, China
Talent Market Insight Language: Chinese, English
IBM E-separation System
China Software Talent Market Research Project Job Title: IBM GCG Recruitment Marketing
IBM LOA System Strategy Manager
IBM Contractor Renewal System Generation-Y Research
Core Competenc ies?
IBM Candidate Relationship IBM China Employer Branding Project
Management System (CRM) 12 Key Competitors Market Intelligence Research • Staffing Strategy & Planning
Project •Talent Sourcing and Recruitment Practices
IBM 3D Virtual World Learning Project
• Talent Market Research & Analysis
for New Employee Assimilation China Agency Market Research Project
• Employer Branding Research & Promotion
IBM Campus Recruitment System Geo Expansion 2nd/3rd Tier City Talent Market • E-HR System Design and Implementation
IBM Online Job Fair & Interview Research • Project Design and Management
System IBM China Talent Relocation Research • HR Consulting and Training
E-learning Portal and Profit Model China Paradox Research on Overseas Chinese
Design Project Graduates 主要职 业经 历
Strategic Sourcing & Selection
IBM Global Delivery City Study
• IBM全 球 咨 询 部 人 力 资 本 讲 师 及 专 业 顾 问 ,
全
Blue Pathway Internship & Campus Program IBM Employer Branding Research on Campus 服 务 客 户 :海 尔 , 韩 国 SK集 团 , 上 海 移 动 等
海 集
University Relations Collaboration Project IBM China Alumni Survey • IBM中 国 区 高 效 面 试 培 训 讲 师 及 Virtual
中
Diversity Hiring Market Research World Learning 项 目 负 责 人
Agency Management System Project
• IBM大 中 华 区 招 聘 项 目 经 理
大
Overseas Hiring Project Other Ad Hoc Market Research Projects for Critical • IBM大 中 华 区 雇 主 品 牌 运 营 经 理
大
Diversity Hiring Program Skills or Target Industries • IBM大 中 华 区 人 才 市 场 调 研 负 责 人
大
Other Recrui tment Projects • IBM全 球 科 技 有 限 公 司 全 国 招 聘 经 理
全
ERBP Re-engineering Project
• IBM全 球 招 聘 系 统 中 国 区 负 责 人
全
Next Generation Sourcing Channel Project IBM China Corporate Branding Project • IBM中 国 研 发 部 门 招 聘 负 责 人
中
IBM GCG Alumni Program • IBM中 国 全 球 咨 询 服 务 部 门 招 聘 负 责 人
中
IBM GBS Consulting Projects, e.g. Haier, SH
IBM China Employer Branding Project • IBM中 国 全 球 技 术 服 务 部 门 招 聘 负 责 人
中
Mobile, Korean SK Group, etc.
• IBM中 国 销 售 及 支 持 部 门 招 聘 负 责 人
中
IBM China Assessment Center Project IBM China Enterprise Risk Management Project • IBM全 国 校 园 招 聘 经 理 : 创建“蓝色之路”
全
BBSI Interview Workshop Program IBM Global New Employee Experience & Value 实习项目
Geo Expansion Sourcing Project Chain Project
High-volume Hiring Project Social Recruitment Project
Other Corporate & Global Recruitment Other Recruitment Marketing Programs
2 © 2009 IBM Corporation
Projects
3. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
3 © 2009 IBM Corporation
4. Welcome to the new digital ecosystem
The media landscape is more fragmented than ever before
Explosion of channels (web, blogs, RSS, instant messaging, virtual world…)
Boom of connected devices (iPhone, iPod, video games…)
The consumer is now always-on, immersed in a digital pool growing every day
Four generation currently in the workforce
He’s now in control of communication and trusts more his friends and relatives than
traditional advertising when it comes to decision purchase
Web 1.0 was about connecting Web 2.0 is about connecting people,
computers and making and making technology efficient for
technology more efficient for collaboration, re-use, and end-use.
computers.
Interaction
Transaction
Conversation
Feedback
Contributions
4 © 2009 IBM Corporation
5. This new behavior influences the recruitment sector
Job portals still lead the way but they see the rise of new niche actors
They also face the threat of B2B social networks like LinkedIn, Facebook, Xing… and many
others
User-generated content impacts the reputation of your company and its attractiveness as work
place
Recruitment is getting more « social » to track talent and
attract the right profiles
Just like in many other sectors, Internet generates
« disintermediation » effects: companies
can bypass professionals to find people they need
5 © 2009 IBM Corporation
6. Reach Candidates : Spent Time
Avg. Recruiter’s Marketing Spend Individual Media Consumption
Going Online
The 14 hours per week
45% Opportunity
Temporary
Replacement Firms
Watching Television
10 Hours per week
35%
3 rd Party Staffing
Radio Listening
Firms & Headhunters
5 hours per w eek
16% of the time
11% All Reading Books, 3 hours
Newspapers
Reading magazines, 3 hours
7% Internet Reading newspapers, 1 hour
Source: Borrell Recruiting Report (January 2006)
6 © 2009 IBM Corporation
7. Typical web 1.0 online recruiting strategy
STEP 1 STEP 2
Career Site $$ Job
Boards
Corporate Career Site Job Search 51jobs, Chinahr
Apply Process Niche Job Board
Not driving direct traffic
STEP 3
Not capturing passive STEP 4
candidates
Not measuring sources
Candidates
Fragmented candidate
ATS Active People Only
databases/networks
=<1% Internet Users
Not marketing to applicants, Jobs
employees, search engines, social Machine Gun Apply
networks Applicants
Shared with others
7 © 2009 IBM Corporation
8. Recruiting Today – Pay to Post or Pay for Performance?
Niche Job Boards
Missing 70% of total Major Job Boards
Internet audience
Pros:
But some clients • Inefficient - GIGO
spend over 70% of • Low ROI – Pay to Post
• Brand (active seekers)
budget to reach 30% Internet Overall
70% vs.
30%
of audience Top Job Boards
Cons:
• Only active seekers
• Losing share
Candidate Behavior:
Throw it against the wall
Niche Job Boards
Trend: More recruiters abandoning the pay-to-post model
Source: ComScore
8 © 2009 IBM Corporation
9. Source of Hire 2008
Some key findings include:
Internal transfer and promotions has the
significant increase in the proportion of internal
to external fills in 2008 (38.8%) versus 2007
(28%) due to the deteriorating economic climate
during 2008.
Referrals (employee, alumni, vendor, etc.) make
up 27.3% of all external hires and is arguably the
number one external source. (Employee
referrals make up most of this category but
Alumni referrals are growing.)
Hires attributed to Job Boards (not including the
company site) represent 12.3% of external
hires. The trend predicts it will diminish in the
future.
Company web site is regarded as a destination
not a source.
Trends in 2009
Improve Direct Sourcing, Social Network
Source: CareerXroads 8th Annual Source of Hire Study (200
Companies, 5000+ employees, Named Brand), 02/09
Connections and SEM
Reduce Agency, Job Board and Print
Increase Referrals
9 © 2009 IBM Corporation
10. The New World of Recruiting
The bottom line is this: With
a wave of retiring Baby Boomers,
a wave of less experienced Generation Y workers coming into the market,
and the changing economic landscape, finding the right people for the right jobs at the right time
is more critical than ever.
“Recruiting is much more complex than it used to be. You can’t just post an ad on a site like
Monster and wait for candidates to come.
You really need to do your homework and think of recruiting as a marketing campaign – who
is my target market, and how can I reach them.”
- SHRM
10 © 2009 IBM Corporation
11. Recruitment 2.0 – Future Trends
The Past The Present Future Trends
Print, Print, Print
Internet has revolutionized the way Integrating
Newspaper Advertising we recruit Engagement Tools
Job Fairs/Event
Awareness and targeted
messaging (reach Active & Passive) into your recruiting plans
Recruiting
Word of Mouth
Content and visuals (blogs, videos, Online Marketing (SEO/SEM)
webcasts, etc..) Mobile Marketing
Headhunters
Networking and researching Gaming
capabilities (Linked In, Facebook, Interactive Videos
etc…) Blogs
Online Career Fairs Virtual World – Second Life
Corporate career website (drive Podcasting or Jobcasting
traffic) Social Networking e.g.
Facebook.com
3I = Integration, Interactivity and Innovation LinkedIn.com
11 © 2009 IBM Corporation
12. Attract Talent From Multiple Online Channels
Virtual World/Gaming
Second Life Searching Engines
Social Networks Google, baidu
Facebook, Linkedin Sourcing
Job Boards Tools
51job, Chinahr, Zhaopin
ATS / CRM
Alumni
Recruiting Job
Corporate Career Site Aggregators
Instant
Blogs, Industry Groups
messaging
E-mail & RSS Marketing
Print Advertising Mobile
Recruiting
12 © 2009 IBM Corporation
13. Benefits of Media Diversification
Reach passive candidates where they live on the internet
– Not just where they search for jobs
Diversification = increased exposure to message
Long term strategic direction for extending brand and building pipeline
Measurable and targeted
Broad range and flexibility of advertising options
– Pay Per Click (PPC)
– Rich media, banners, pages, linking strategies, etc.
13 © 2009 IBM Corporation
14. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
14 © 2009 IBM Corporation
15. Integrated Sourcing Strategy
- Integration, Interactivity and Innovation
We believe…
…your recruitment
strategy must be
integrated.
…each element
should compliment
the other.
…in a cohesive
and consistent
message.
15 © 2009 IBM Corporation
16. Talent Community Defined
A Talent Community is ……
An organized group (database/website) of individuals.
Where employers can interact with current and future prospective employees.
To communicate currently active or future job opportunities.
Using enhanced and /or automated technology
Which enhances both the employers ability to find/fill
opportunities with the best possible candidate.
And where candidates are aware of the best possible
opportunities to maximize their careers based on their specific
skills and interests.
16 © 2009 IBM Corporation
17. Who is in a talent community?
Talent Community Group
Prospective Past Applicants
Candidates
• Passive Candidates • Good Quality/ Wrong Fit
• Subscribers on Career Site • Import From ATS System
• Recruiter’s Contact • Increases Return
(Network) Applicants
Current Past Employees
Employee (Alumni)
• Working Within Company • Maintains Ongoing Contact
• Increases Referrals to • Invites Boomerang Hires
Friends • Amplifies Alumni Referrals
• Enhances Internal Transfers
17 © 2009 IBM Corporation
18. Building Talent Community
Job Marketing Job Boards
Marketing Platform
Sourcing Activities
Career Site
Talent Landing Page SEO/SEM/PPC
Job Search
Job Distribution Social Networking
Apply Process
E-mail/RSS Mkting Job Classifieds
Talent Community Employee Referral
Social Networks Past Applicant
Live Chat Alumni Recruiting
Candidate Mobile Recruiting
Tracking
ATS Dash Board RSS/Blog
Jobs
Join Talent
Applicants
Community
18 © 2009 IBM Corporation
19. Candidate Relationship Management
Analysis provided by system
Web and E-mail Analytics
Call Center Candidates
Relationship
Candidates Candidates Managemen
SMS Information t
Events Marketing
Service provided by vendor Marketing Campaigns conducted
Incorporated with CPO concept through joint efforts by
IBM and Vendor
19 © 2009 IBM Corporation
20. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
20 © 2009 IBM Corporation
21. IBM Strategic Sourcing Model
Talent Market Insight
Utilize internal MI agency to gain talent market
insight for guiding sourcing strategy and programs
to support IBM hyper-growth in China
Talent Attraction . Talent Selection
Define sourcing/branding strategy, cook creative Establish systematic assessment model/tools to
sourcing programs and build up effective channels to better Identify the best candidates and deliver
proactively meet hiring demands extraordinary values to clients
Sourcing Scorecard
City Segmentation
Segment cities of prefecture to track
Establish the management system level into 5 tiers,
sourcing effectivenessand performance
allocate sample and design assumptions.
21 © 2009 IBM Corporation
22. Talent Market Insight - Scope and Deliverables
Report Structure
Competitor Overview
Introduction Executive summary of major findings
– Scope and deliverables Overview of competitor’s global operations
– Core framework and models Overview of competitor’s domestic (China) operations
– Methodology Years of operation and developmental milestones
– Project approach Senior management and reporting structure to global business
Competitor Overview Organization and Business Structure
Organizational and Business Corporate organizational structure by function Y
Structure Corporate organizational structure by business unit Y
General Human Resource
Requirements
Location information and business type Y
Personnel Skill Sets
Detailed business structure by location Y
Workforce Management Practices
Turnover rates, general and by function Y
Compensation and Benefits General HR Requirements
Conclusion and Discussion
Overall size of workforce Y
Breakdown by location and function Y
Recent Turmoil and major issue updates Y
Recent Changes in business structure
Current job postings / openings (analysis by function & location)
22 © 2009 IBM Corporation
23. Scope and Deliverables (cont.)
Personnel Skill Sets Compensation and Benefits
Assessment of ‘Hot’ IT Skills (by location and initiatives) Salary and compensation, experienced employees
Assessment of the current skill profile of the company Salary and compensation, interns and recent graduates
Language Requirements (other than English) Benefits packages, bonuses, and rewards
English language requirements (how to test) Recruitment costs
Difficulties when expanding the workforce (examples & analysis) Evolution of labor costs
Projections for future salary costs
Workforce Management Practices
Conclusion and Discussion
Recruitment procedures and processes
Recruitment channels (types, names, contribution types) Major findings
Headhunters, agencies and universities Conclusions and recommendations
The recruitment cycle and interview process Next Steps
Difficulties encountered during recruitment
Contracts with employees
Contracts with agents and headhunters
Typical compensation packages
23 © 2009 IBM Corporation
24. How MI guides sourcing channel strategy
Xi’an Talent M arket Overview Xi’an Experienced Talent Mapping (2007)
High
Channel Skill matching Pool level
Local small SI/
Pipeline Number
MNCs High ≤150 channel
BP&SI High ≤500
R&/D
SOEs/Clients Medium ≤100 Institutions
Institutions Medium ≤500 SOEs/ BPs/SI
MNCs
Local SI/Channel Low ≤3000 Clients
Low
Low Skill-sets Matching High
Talent Supply Sourcing Strategy
Most of MNC IT providers, i.e. HP, Cisco, Dell, EMC Talent Mapping & Social Recruitment – conduct
etc. have office or local workforce in Xi’an with very talent mapping & social networking recruitment
limited talent size, most have less than 40 people Build Local HR Sourcing Capabilities
IBM equivalent MNCs sales workforce are less than Localize Your Sourcing Channels – special
150 people;
employee referral bonus program, local newspapers,
local big BP & SI have fairly large, estimated 500, IBM local niche portals, walk-in job fairs
equivalent sales talent pool, however less than 10% of
Agency Partnership – form strong partnership with
the pipeline can meet IBM hiring criteria;
local vendors
Due to the niche talent pool, most peer sales or client
rep. get well known to each other
Talent Mobility from 1st tier cities & other
locations - both internal & external
24 © 2009 IBM Corporation
25. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
25 © 2009 IBM Corporation
26. Case Study: Social Networks - Linkedin
The largest professional network Top 10 Industries on LinkedIn
• Collecting and connecting important professional (by membership)
contacts online
1. Information Technology & Services
• Users promote themselves and their achievements
2. Computer Software
• Gaining access to new people (sales leads, career
24.65% 3. Financial Services
opportunities, etc.)
4. Marketing & Advertising
• 12-25 minutes avg. length of time per session
5. Real Estate
6. Hospital & Health Care
LinkedIn Members by Region (%) 7. Telecommunications
(LinkedIn data as of Oct. 2008) 8. Education Management
9. Accounting
10. Banking
North American
Europe
Asia One of the fastest growing networks
Latin American • 384% growth in unique visitors from March 07 –
Australasia March 08 (ComScore)
Africa • 22 million registered users
Middle East
• 133 countries and 150 industries
Other
• Over 1 million people join each month
• China is the No.1 fast growing region of
LinkedIn’s membership (Nov, 2008)
26 © 2009 IBM Corporation
27. Keys to an Integrated Strategy
How does social media relate to other strategies?
Web Strategy
Having a solid website is the foundation.
It should be the baseline where
customers get their news about the
company and products.
Internet Marketing Strategy
Outreach with traditional affiliate
networks, advertising, PPC, search,
press and media online.
Social Media Strategy
Leveraging relationships and networks.
The power of networks, raw and open
feedback, existing social network tools
that people use.
27 © 2009 IBM Corporation
28. LinkedIn Talent Direct - InMails
Linkedin Talent Direct Inmails are an
excellent way to reach a narrow pool of
candidates and ensure that company’s
message reaches the most qualified
candidates ensuring that we get the best
return on investment possible.
Talent Direct emails are sent to the inbox
of a targeted set of LinkedIn users. This
group is narrowed down based on
Linkedin user date and can be targeted by
specific industry, job function, company
size, or geography.
The Talent Direct Message remains in the
user’s Inbox section (above the fold) until
an action is taken (user clicks or clears).
You only pay if the user actually opens the
message, further ensuring that you will
receive a high return on your advertising
investment.
The Talent Direct Message can link
directly to company career site.
28 © 2009 IBM Corporation
29. LinkedIn Talent Direct – InMails Target Audience
Cost: $10,000 USD
Member Types
• Targeted InMails to 3,750 professionals
SAP Consultants
Marketing Professionals (opened inmail count)
Sales Professionals • In-demand technology
Research and Development
Location: China
Total Count: 23,300
Competitor Count:
HP- 1015 EMC-285
SUN-794 Dell-911
Cisco-520 Symantec-209
Microsoft-1508 Oracle (BEA)- 949
Accenture-880 BearingPoint-337
Infosys-115 TCS-56
Wipro-32 Lenovo-503
NCR-147 Digital China-63
EDS-110
29 © 2009 IBM Corporation
30. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
30 © 2009 IBM Corporation
31. Search is a Highly Effective Hiring Tool
Search engine marketing ranks on a par with recruitment sites overall – and
ahead of executive, college, regional and diversity recruitment sites - as an
effective hiring source.
Employee referral programs
Effectiveness Rating by Recruiters
6%
Decline in job site
4.0
Recruitment sites overall 3.3 effectiveness since
Niche recruitment sites 3.4 2006
41%
National recruitment sites 3.2
Executive recruitment sites 2.7
College recruitment sites 2.6
Regional recruitment sitse 2.5 of recruiters plan to
Diversity recruitment sites 2.2 increase spending for
Search engine marketing 3.0 search engine marketing
Social networking sites 2.6 in 2008
Career fairs 2.5
Newspapers 2.2
0 1 2 3 4 5
Source: Classified Intelligence, February 2008.
31 © 2009 IBM Corporation
32. Microsoft SEM Practice – Key Words Optimization
Keywords: 20-30 tech-related keywords, click to switch to career site at Microsoft
:
SEM at Google.com and Baidu.com
Key words: wpf, windowsce, symbian, soap, qoe, multithread, directX, ajax, ado, adbot,…..
32 © 2009 IBM Corporation
34. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
34 © 2009 IBM Corporation
35. TMP’s “Work With Me” Facebook Application
‣ Employee referral and job broadcasting
application powered by the Facebook
platform
‣ Employees encouraged to download or
integrate into ERP to amplify passive
candidate reach
‣ Companies can push jobs to employees’
Social Network profile, drive applicants,
and collect metrics
‣ Excellent way to reach passive
candidates
35 © 2009 IBM Corporation
36. Blogging
http://blogs.MSDN.com/jobsblog
RSS aggregator
Registered directly from the
career blog site. RSS content
feature ideas:
‣Career opportunities relevant to
the user’s profile
‣Calendar of events
‣Employee Biographies/
Testimonials
‣Company news
‣Innovations and insights
‣Employee blogs
‣More …
36 © 2009 IBM Corporation
37. Mobile Marketing - Employee Referral Program
Concept
Utilize SMS and WAP as a way to drive employee
referrals.
Overview
Employee sees ERP marketing campaign that
asks them to refer their friends by texting a
message telling them to click on a mobile WAP link
When friend clicks on WAP it will take them to a
WAP enabled ERP site that talks about the
categories of jobs available.
The friend then submits their email address and a
more formal job description is sent to them with
details on how to apply.
If friend doesn’t have WAP they can access job
content via SMS.
37 © 2009 IBM Corporation
38. Virtual Job Fair
60,586 - unique visitors to NiW site.
1,876 - job seekers registered.
1,160 - job seekers requested interviews.
310 - job seekers accepted for interviews.
218 - job seekers interviewed.
741 - job seekers left contact information for employers
during the registration process.
38 © 2009 IBM Corporation
39. agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI
39 © 2009 IBM Corporation
40. Expected ROI
Will I see the same results I see from the job boards?
– New Media typically will not deliver the same volume of candidates, but will reach a
targeted, qualified candidate pool.
– By its nature, New Media reaches a passive audience where they spend time
online; not necessarily where they search for a job online.
– Most New Media strategies are long-term. It takes time to build awareness and
realize the full potential of the campaign.
– Use New Media to extend reach of employment brand and build pipeline.
What is expected ROI?
– Reach most qualified applicants for long term brand impact.
– Increased brand recognition within passive audience.
– Positive perception of being an early adopter and innovator.
– More frequent exposure to employment brand when part of integrated strategy.
– Control your own budget spending on target candidates.
40 © 2009 IBM Corporation
41. Be a Recruitment Marketing Expert
Branding Sourcing
and Creative
Employer Branding/ OnlineStrategyMedia Plans
& Offline
Research Search Engine Marketing
Campaign Development Web Development
Targeted Messaging Relationship Marketing
Online Creative Strategy Employee Referral Programs
Hiring
Retention & Employee
Events
Engagement
Online Resume Mining
Internal Communications Talent Market and Sector Expertise
Diversity
& Inclusion
Competency Student
Communications
Reporting and Implementation
Analysis Media Placement
Campaign Management
Job Posting Metrics Job Distribution
Website Analytics Advertising Design
Search Engine Optimization Email Distribution
ATS Data Integration Search Engine Management
Surveys/Research Campaign Optimization
Metrics reporting Geographic Coverage
System Development
Project Management
41 © 2009 IBM Corporation
42. For more information
Please contact me directly at:
[13911277586]
[chencw@cn.ibm.com
]
or visit my blog: http://blog.pincn.com
42 © 2009 IBM Corporation
43. 43 © 2009 IBM Corporation