1. Abtech Partnership
A Talent Centric Approach To HR
20 May 2015
Alan Whitford
Managing Partner
Abtech Partnership

2. ! Founder
of
Abtech
Partnership
! Founder
of
RCEURO,
web
portal
for
the
European
recruitment
industry
! Founder
and
Opera>ons
Director
of
Direct
Employers
Associa>on
Europe
! 25
years
Global
recruitment
industry,
focused
on
talent
challenges,
candidate
experience,
employment
brand
! Published
in
a
number
of
on-­‐line
and
off-­‐line
media
covering
technical
and
strategic
issues
around
HR,
technology,
social
media
and
business
! Leader/chair/speaker
at
over
300
HR/Recruitment
events
worldwide
! Author
of
XpertHR
Good
Prac/ces
Guide
to
Candidate
A6rac/on
Alan Whitford
Abtech Partnership

3. Abtech Partnership
The Importance of Talent
80% of executives surveyed globally believed
that "the ability to attract and retain the best
people" will be the Primary Force influencing
business strategy
Source:
DeloiPe
-­‐
2001

4. Candidate Perception of a Talent Pool
Abtech Partnership

5. The Global Recruiting Landscape at a Glance
1
5
most
important
trends
shaping
the
future
of
recrui3ng
2
3
4
5
Social professional networks are increasingly impacting quality of hire
Employer branding is both a competitive threat and a competitive advantage
Data is used to make better hiring and branding decisions
Companies are investing in hiring internally to stop top talent from walking out the
door
Companies are figuring out the mobile recruiting terrain
LinkedIn conducted its 3rd Annual Global Recruiting Trends survey in 19 countries.
We surveyed over 3,300 talent acquisition leaders to capture their thoughts on what keeps them up at night, hiring and budget
trends, and key sources for high-quality hires. We distilled all this and more into 5 key trends you need to know as a Strategic
Talent Leader, to be on the cutting edge and be effective to candidates, your team, and your company.
Abtech Partnership

6. 2015 Global Recruiting Trends
Source:
LinkedIn
2015
Global
Recrui>ng
Trends
Abtech Partnership

7. 1. Recrui>ng/sourcing
highly-­‐skilled
talent
44%
Germany
2. Improving
quality
of
hire
30%
India
3. Employer
brand
25%
Nordics
4. Pipeline
talent
25%
SE
Asia
5. Improving
sourcing
techniques
18%
Australia
What
is
at
the
top
of
your
peers’
list
for
2013?
Talent
leaders
are
most
focused
on
improving
the
basics
–
how
to
source,
pipeline,
and
hire
the
best
talent
“Think about your talent acquisition organization's top priorities for 2013. Which of the following choices would
you consider to be the most important and least important areas of interest for your organization?”
2013 Top 5 Priorities Priority is #1
Abtech Partnership

8. Organizational Priorities - 2015
Abtech Partnership

9. Recurrent Themes
• Improved or emerging technology
• Candidate communications
• The War for Talent - Workplace talent shortages
• HR has no budget
• Cultural changes
• Managing your employment brand
• Candidates as customers (and vice versa)
• Big Data
• Social Media changes everything
• This xxxx will change Recruitment As We Know It
Abtech Partnership

10. Recruitment Hasn’t Ever Really Changed
• Identify your target audience
• Select the channel/media that
reaches that audience
• Develop the messaging that suits
the channel and the audience
• Deliver the message
• Ensure that you have in place the
procedures and systems to manage
and measure the response
• Communicate throughout the
process with the candidates and
your hiring managers
Abtech Partnership

11. 1. Your ability to attract and retain quality workers
2. Diverse cultures
3. Speed of change – technology quicker than people
4. Managing this change
5. Technology to support the change
6. Vision, talent planning and creativity (skill gaps)
7. HR & Recruitment Executives with necessary skills
Abtech Partnership

12. Having A Recruitment Plan Is Critical
Abtech Partnership

13. What Is Your Recruitment Process?

14. Strategic & Operating Business
Plan
WORKFORCE PLAN
“the right people in the right place at the right time doing the right job”
Labour Supply Forecasting (Internal / External) Labour Demand Analysis (Internal / External)
“Media & P.R.
Strategy”
- Advertising
- Media Exposure
- Website
- Tradeshows
- University
Interaction
Intern / Coop
- New Grad.
- Experienced
- Contract
- Advertising
- PR
- Web Ads
Referral
- Social Career
Fairs
Economic & Market Influences
“MOVE IN” “MOVE AROUND” “MOVE OUT”
Succession
Planning
INTERNAL MOBILITY & DEVELOPMENT
RESOURCING INFRASTRUCTURE
Systems Tools Metrics Tracking & Reporting Processes Policies
Other
Development
Initiatives
Business Drivers
LocalizationCareer
Net
Leadership
Edge
Internship
Program
RECRUITING
TALENT
MARKETING
Repatriate
Redeploy
Retrain
Re-skill
Move Out
A/P Career
Transfer Policy
Outsource
Enterprise Resourcing “MAP”
Source:
Nortel
Networks
Abtech Partnership

15. Abtech Partnership
Setting The Scene
What we thought in 1997-2002…..

16. Can We Change the Way We Work?

17. CVs File
CVs
Requisitions
Review &
Categorise
Review
Retrieve
CVs
Review &
Match
Photocopy &
Distribute
Manager
Review
Select
Candidates
Internal CVs
Traditional Recruitment Processes
Are Antiquated

18. Evolution of Recruitment Technology
• Ground Zero: Paper Based Systems
• Level 1: Rudimentary Staffing Tools- Recruiter has database
• Level 2: Beginning of paper based systems being transferred into two tiered
networked databases
• Level 3: Staffing transactions and information become automated or web
enabled
• Level 4: Productivity increasing applications and integration with internal
and external business processes and systems (E-Staffing)
• Level 5: Business enabling applications and integration with client’s
strategies/goals- Predict future workforce needs driven by market demands

19. Technology Supports Recruitment
• Fundamentally change the supply chain by capturing data at
source
• Enable the candidate/employee to drive and own the cost of
inputting data
• Support the HR function to manage workload and workflow
• Support the line manager to accurately define and meet the
company’s requirement
• Deliver a cost-effective means of finding and retaining the
key resource of the company - its people!

20. Sophisticated Technology Provides the Framework
to Handle Recruitment Challenges

21. How Automation Will Improve Your
Recruitment and Retention Processes!
• Provide a more efficient and quality service
• Qualified candidates identified immediately
• Time to fill requirements is reduced
• Recruiters spend more time “Recruiting”
• Reduce administration
• Find the best candidates ahead of your
competition
• Fill open requisitions internally - Job
Progression
• Building a database of candidates for future
openings

22. It Looked A Bit Like This…..

23. WHAT HAPPENED?

24. Tons of New Channels Emerged
Top 10 most important places to find quality hires
“Think about the key quality hires that your organization made in 2012. Which of the following were the most
important sources for those key positions?”
2011 2012 2013
Internet job boards 36% 39% 38% -1%
Social professional networks 20% 26% 37% +11%
Recruitment agencies 41% 36% 35% -1%
Employee referral programs 35% 31% 35% +4%
Internal hires 32% 32% 34% +2%
Company career website 28% 31% 30% -1%
Internet resume databases 14% 13% 16% +3%
Company ATS/internal candidate database 12% 12% 13% +1%
College recruiting programs 12% 10% 11% +1%
General career fairs 4% 4% 5% +1%
Increase (+)
Decrease (-)
Recruiters are relying more and more on professional social networks to engage top talent. Stay
ahead of the competition by training your team and employees how to be effective.
Sources of Quality Hires
Figures exclude China & Southeast Asia from average

25. Business Faces Barriers and Distractions
Budget Pressure
Want a Holiday
Time Pressure
Sold To
Want a Quick Solution
Confused

28. Abtech Partnership
The Candidate Scene

29. Marketplace and Societal Challenges
• The War For Talent is now over 18 years old
" The Candidate Won 17.9 years ago
• Everybody knows
" Not enough skilled workers
" Too many unskilled workers
" They are all in the wrong place
• 5+ Generations in the Workplace
• Our brand is what ‘they’ say about us
• Recession (or “economic correction”)
Abtech Partnership

30. Where Are The Candidates Coming From - 2012?

31. Where Are The Candidates Coming From - 2014?

32. You’ve Got To Fish Where The Fish Are
Job seekers are
spending time on
social media sites,
search engines and
mobile devices, so it’s
important to reach
them in these places.

33. Topical Communities

34. Researchgate.net

35. Qualified Scientists

36. ResearchGate Jobs

37. 1. Engagement = Satisfaction = Retention
2. Stay close to your best performers and candidates
3. Deepen the recruiter understanding of your business
and human capital needs and their alignment to
candidate needs
4. Rapid labour movement and redeployment of
resources requires a consistent plan for replenishing
and updating pipelines while developing new referral
sources
Dealing With Candidate Challenges
Abtech Partnership

38. Abtech Partnership
Employment Brand
Messaging And Its Significant Impact

39. The
Employer
Branding
War
Is
In
Full
Swing
Competitive Threat Competitive Advantage
Believe
employer
brand
has
a
significant
impact
on
ability
to
hire
great
talent
83%
Top
3
Threats
1. Invest in their employer brand
2. Improve employee retention
3. Learn to use social
networking and social
media more effectively
“What are the things that your competitors have
done or may plan on doing that would make
you most nervous?”
Understand your employer brand and how it can set you apart from the competition. Take
the opportunity to engage not only candidates, but employees as well.
Abtech Partnership

40. Competitive
Threats
What are the things that your
competitors have done or may plan
on doing that would make you most
nervous?
Source: LinkedIn 2015 Global
Recruiting Trends
Abtech Partnership

41. What is Employment Brand?
• How an organisation markets what it has to offer to potential and
existing employees
• A set of attributes and qualities, often intangible, that makes an
organisation distinctive, promises a particular kind of employment
experience, and appeals to those people who will thrive and perform
best in its culture
• A strong employer brand should connect an organisation’s values,
people strategy and HR policies and link to the company brand
Source:
CIPD
Guide
on
Employer
Branding
Abtech Partnership

42. Employment Branding
• Branding is “the new black”
" Branding is a more pronounced effort by the employer to declare
themselves exactly who they are or are trying to be
• Branding can not overcome the reality
" What do we do well?
" What do we do badly?
" Impressions we make to the candidate?
" What was the first disappointment for an employee?
" Do employees reflect the employer self image and branding efforts?
• Branding is an investment in the long term
Abtech Partnership

43. End To End Employment Branding
• Employment brand is defined by the candidate and employee
experience
• Research to develop a true employment value proposition
• Deliver the complete brand experience
" Attraction
" Selection
" Onboarding
" Career Progression
" Leaving
" Returning
Abtech Partnership

44. Abtech Partnership
Employer Brand: Purpose and Outcomes
• As part of our recruitment transformation we have committed to the development of an authentic employer brand
promise which people can connect with and which motivates them to want to be part of and remain with our company.
• We have ambitious growth and change plans and to achieve this we need to attract and retain great talent.
• An Employer Brand framework will equip us to:
• Take a brand-led approach to hiring, linked to our Values and corporate brand.
• Make choices about what we do to close the gaps between the employee experience of ‘today’ and our aspirations
for ‘the future’.
• Supports the external talent connection to the corporate brand messages by bringing those messages to life in an
employment context
Why
Come?
• Build
an
understanding
of
what
is
valued
by
the
external
talent
we
want
to
aPract.
• Define
messages
that
encourage
these
people
to
chose
our
company
by
confidently
ar>cula>ng
what
is
unique
about
our
business.
Why
Stay?
• A
roadmap
to
support
our
journey
to
embedding
this
consistent
employee
experience.
• A
shared
view
of
the
consistent
employee
experience
that
reflects
our
corporate
brand
and
delivers
for
our
leaders
and
employees
Stories
• A
compelling
storyline
to
underpin
the
‘now’
and
‘future’
that
makes
up
our
employer
brand
to
help
current
and
future
employees
understand
what
they
can
expect
to
both
give
and
get
whilst
at
our
company..

45. Experience = Brand
• The experience is the Brand - it is no longer about just image alone.
" It is, today, the appreciation of the experience
" No matter how “nice” the logo is - if the user can’t find what they
need, the brand is damaged
• You can’t control the experience
" The user is now in control and will surprise you at every turn
" They will ignore your headlines, not go to the home page
• BUT the experience they get is still based on the experience they
have chosen
Abtech Partnership

46. Who Is In Control Of Your Brand?
Edwin’s Lament = Bad Employer Brand
• Why doesn’t the recruiter (agency) just inform the candidate when a
prospective employer rejects their application?
• I’d like to hear from recruiters when my application is rejected - so I know
which job prospects are still active - and which are dead
• I could learn to be more successful going forward
" What went wrong?
" How do I improve?
• Maybe I finished 12th in a field of 10 – but is there another round coming in
the future?
• What did the Employer really think of me?
• What do I really think about the employer?
• = Your Employment Brand
Abtech Partnership

47. Abtech Partnership
Data and Analytics

48. What is ‘Big Data’?
• There are a variety of different ways in which HR can use Big Data but it is
easy to become overwhelmed by the sheer volume of data out there.
• That’s why HR’s first port of call should be to ascertain just what the
company needs to find out before looking in more depth for the data they
will need.
" Are you looking for a more cost effective way of hiring?
" A better understanding of how to target candidates faster?
" Do you wish to calculate the effectiveness of current job advertising efforts?
• Big Data can also refer to statistics from current employees. You have
access to statistics around:
" employee performance,
" engagement within the company
" absenteeism

49. Key Data For Recruitment

50. The
Most
Successful
Employers
Use
Data
To
Measure
Their
Talent
Brands
Qualita>vely
And
Quan>ta>vely
Believe organization utilizes
data well to make hiring
decisions
Regularly survey new hires
to understand brand
position
Regularly measure
employer brand in a
quantifiable way
27%
44%
53%
23%
34%
33%
Survey new hires regularly to get a qualitative review of your talent brand. Use numerical metrics
to measure your brand quantitatively over time and against competitors.
Brazil and India are leading the pack in using data for employer brand
52%
55%
48%

51. The PepsciCo Dasboard

52. Social Referrals
• Social and business networks become the repositories of the Big Data
• Candidates and employees becoming more pro-active in the hiring
conversation
• “Get Referred” = How are you connected to the hiring company and
message the contacts there
• Some solutions have ‘matching engine’ - matching social profiles of
employee connections - so employees can refer jobs out to potential
candidates
" Need Trust, Accountability, Review process, Reward on referral, Speed
• Why many social referral programmes fail
" After 3 months, cease to be a priority (to employee), become a distraction,
rewards and/or recognition doesn’t come
• The automation and engagement of “get referred” should improve referral
pipelines

53. Social Metrics and ROI
• 2009
" Influence, not popularity
" Traffic. Get eyeballs to your careers website and possibly, specific job postings.
" Chatter. Related to both influence and traffic, how much engagement you have
with fans.
" Intelligence + candidate experience. Qualitative measurements driving toward
quality of hire and candidate satisfaction.
• 2013
" Increased applicant flow
" Source of hire
" Decreased time to fill
" Improved candidate quality or better yet, quality of hire
" Brand preference
• Improved candidate experience
Source: Jessica Lee, Fistful of Talent

54. Mobile

55. The Impatient Generation
• Eager to live “now”
• Social networks are live, ongoing and
instant
• One to one communication channels
• Mobile is always on, always accessible
• Mobile is live and interactive

56. Candidates Never Leave Their Mobile Phone

57. Always On - Always Locatable
1984: Big Brother is
Watching You
2011: Person of Interest
“You are being watched. The
government has a secret system, a
machine that spies on you every hour
of every day. I know because I built
it. I designed the Machine to detect
acts of terror but it sees everything.”

58. +
Within 4 years 71% of the world’s literate
population will have a smartphone
Source – The World Bank, Via MetaShift

59. Mobile Traffic 2015

60. +
Job Seeker Expectations
• 72% interested in receiving career information via their
phone
• 63% have already searched for a job on their mobile
• 79% would apply for a job on their mobile
• 84% Thought companies should have separate mobile
recruitment sites
Conducted by Metashift, Educate and Reconverse in March 2012 with a sample size of 32,000
(UK, all demographics)

61. +
Need for Access to Highly Targeted Information
70% of mobile searchers act
within an hour; only 30% of PC
searchers do
Source Mobile Marketer

62. Enjoy The Journey
Abtech Partnership

63. Contact Me At Any Time
• Contact Information:
• alan@abtechpartnership.com
• Tel: +44 (0)7971 864620
• Twitter:
• @alanwhitford
• @rceuro
• Sites:
• www.abtechpartnership.com
• www.rceuro.com
Abtech Partnership