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#FIRMday Manchester 25th Feb 2016 - Carve Social Recruiting Index Results

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#FIRMday Manchester 25th Feb 2016 - Carve Social Recruiting Index Results

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Debbie Smith, Carve Consulting presents the insights from recent research in partnership with the FIRM on social recruiting strategies. This research looks further than the use of social platforms exploring ownership of social recruiting strategies and budgets within organisations, where investment decisions are made and how ROI is measured.

Debbie Smith, Carve Consulting presents the insights from recent research in partnership with the FIRM on social recruiting strategies. This research looks further than the use of social platforms exploring ownership of social recruiting strategies and budgets within organisations, where investment decisions are made and how ROI is measured.

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#FIRMday Manchester 25th Feb 2016 - Carve Social Recruiting Index Results

  1. 1. CSRI The Carve Social Recruiting Index
  2. 2. Emma Mirrington, The FIRM “It is encouraging to see that most organisations have now adopted the use of social recruiting yet interestingly it is only a minority that have a pro-active social recruiting or candidate CRM strategy in place. There appears to be a tendency for organisations to be tactical rather than strategic in their approach. It will be interesting to see how this changes over the coming years.”
  3. 3. The Survey
  4. 4. The Sample 79% respondents based in the UK 87% respondents in the private sector 60% 25% 15% UK-based employees in current company Under 1,000 1,000 to 10,000 More than 10,000 12% 30% 18% 8% 32% Primary job function Recruiter (in-house) Talent / Resourcing manager (in- house) Employer brand specialist Recruiter (agency) Other (please specify)
  5. 5. The Index
  6. 6. What is social recruiting best practice?
  7. 7. The Index Strategy: • Has a social recruiting strategy in place • Has a social content marketing strategy in place • Has a candidate CRM strategy in place
  8. 8. The Index Investment: • Has budget allocated specifically for social recruiting • Measures return on investment of all social recruiting efforts • Provides social media training to • Employees • in-house recruiters • hiring managers • leaders
  9. 9. The Index People: • Has leaders and hiring managers acting as ‘talent magnets’ • Empowers all of its employees to advocate the talent brand on social platforms
  10. 10. The Index 471
  11. 11. Insights
  12. 12. Strategy 52% 39% 9% Does your organisation have a social recruiting strategy in place? Yes No I don't know Despite high platform adoption rates, advanced social recruiting strategies remain the exception, not the rule 39% of organisations don’t have a social recruiting strategy in place Most don’t encourage senior executives (60%) or employees (55%) to become advocates. 60% don’t have a candidate CRM strategy
  13. 13. Strategy Social recruiting ownership remains an issue In organisations that do have a social recruiting strategy, strategy is owned by the talent acquisition or resourcing team in 50% of cases. Strategies are frequently owned by a team with different strategic priorities 16% 51% 10% 2% 21% Who in your organisation owns the social recruiting strategy? HR Talent Acquisition / Resourcing Marketing Corporate Affairs / Corporate Communications No single function owns the strategy
  14. 14. Strategy 0% 10% 20% 30% 40% 50% 60% 70% 80% has a content strategy in place for social recruiting actively encourages employees to engage on social networks for recruitment purposes ensures our senior executives lead by example and use social platforms to advocate our talent brand empowers our employees to advocate our talent brand on social platforms has a candidate CRM strategy / system in place needs to invest more in social recruiting My company...
  15. 15. Investment How do you measure your investment in Social Recruiting?
  16. 16. Investment Levels of investment will increase but tracking ROI is limited 56% don’t have a budget allocated specifically for social recruiting 46% do not track ROI for social recruiting 70% expect an increase in investment in the coming year 35% 56% 9% Is there a budget allocated specifically for social recruiting? Yes No I don't know
  17. 17. Do you provide training in social recruitment?
  18. 18. People There is still a significant social media skills gap 55% of in-house recruiters receive social media training, the majority of employees, including hiring managers and leadership teams, don’t 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Your in-house recruiters Hiring managers Leadership teams All employees Do you provide social media training for: Yes
  19. 19. Platforms – organisational use 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% LinkedIn Facebook Twitter Google+ YouTube Instagram Snapchat Whatsapp Pinterest Glassdoor Tumblr Viadeo Xing Which of the following social platforms does your organisation use... For Recruitment For Employer branding
  20. 20. Platforms Which social platforms do YOU use?
  21. 21. Platforms
  22. 22. Strategic buy-in is an issue Generating buy-in “lack of understanding from senior management” / “convincing senior management” / “lack of awareness and education” / “buy-in from certain managers” / “seeing a viable ROI” / “Time and engagement from senior leaders” / “need for change management” / “Convincing everyone that this should be invested in and a priority for the business” / “skepticism from execs on effectiveness to attract the right level of people”… Getting budget “so many options, not enough budget” / “limited budget” / “securing investment” / “financial resources” / “budget availability” / “Budget” (x7)… The two most recurring challenges faced by organisations in social recruiting are intrinsically linked: a lack of of buy-in at senior management level means organisations are unable to unlock the budget and resources necessary to deploy successful social recruiting strategies
  23. 23. Key Takeaways
  24. 24. It’s still early days for social recruiting
  25. 25. The need to move beyond tactical
  26. 26. An acknowledged need to build capacity
  27. 27. Increase personal use of social platforms
  28. 28. Recommendations
  29. 29. Social recruiting is a company wide strategy
  30. 30. The Connected Company
  31. 31. Increase YOUR use of social tools
  32. 32. Think beyond LinkedIn & throughout the candidate journey
  33. 33. Build a strategy around CRM
  34. 34. Measure, measure, measure
  35. 35. Thank you

Notas do Editor


  • Emma Mirrington, Director of The FIRM, said “Social Media for recruitment has been identified by our members as an area where they lack confidence and capability. We are therefore delighted to partner with Carve Consulting on this research and we are greatly looking forward to the results.”
     
  • About Carve – working with EY, Manpower Group, RB, global fmcg,
    So organisations, large and small across varied sectors

    We are a social buisness consultancy we specialise social and digital transformation

    which essentially means we advise our clients on the use of social and digital technologies to drive business outcomes.
    Most organisations have some form of digital transformation agenda and we advise on the right technology but more importantly the behavrious and change required around the use of that tech.

    We work with in house recruiters, business leaders, recruitment consultancies. Corporate comms, marketing.

    And all too often the

    The focus all too often is on which platforms to use.
    Should I be using snapchat?
    How can Instagram help me find candidates?
    Which communties do developers use?


    But in our experince few are really unlocking the potential that social and digital platorms offer to directly drive positive business outcomes.

    The story is all too familiar……
  • Broadcast messaging

    But in today’s networked economy - every consumer is a digital consumer and every business is a digital business to some extent
    From taxi-driving to dating, from training to trading

    And recruitment has not been untouched by this digital transformation.

    Indeed, driven by the consumer-candidate, the HR / Talent function has been at the vanguard of organisational adoption of social business tools.

    Our research for the first time examines the global state of social recruiting.

    But in this research we are looking further than the use of social platforms by exploring who owns the social recruiting strategy and budget within organisations, where investment decisions are made and how ROI is measured.

    Organisational strategy:
    Use platforms
    ownership of strategy
    elements of strategy
    level of invesment
    ROI

    Personal uses of networks, challenges and confidence

  • The survey was:
    launched in November 2015
    distributed to members of the FIRM and shared with a range of other talent, resourcing and employer branding professionals
    Promoted to targeted audiences on social media - agency recruiters, in house talent specialists/ resourcers and employer branding specialists


    social platforms are now a core part of any recruiter’s toolkit.


    The online survey took just a few minutes to complete and was incentivised with a prize draw to win an Apple Watch

     exclusively released here today – copy of key insights in Recruiter magazine…..
  • 178


    Talent/ Resourcing manager (in-house) – 31%
    Recruiter (in-house) – 11%
    Recruiter (agency) – 8%
    Employer brand specialist – 18%
    Other – 31%
     
    Other includes related roles such as:
    Generalist HRD with recruitment in my remit
    Global Talent Acquisition
    head of HR
    Head of HR with responsibility across HR functions
    HR and Recruitment
    HR generalist with responsibility for recruitment
    HR Manager
    In house recruitment
    In house talent lead
    Marketing for recruitment
    project based resourcing specialist
    Recruiter tactical
    Recruiting strategy leader
    Recruitment marketing - social media, advertising, SEO
    other digital marketing
    management of careers site
    Recruitment solutions research
    RPO
    Talent attraction specialist for RPO
     
     
     
    Size of organisation
     
    over 50,000 4.6%
    10,000 to 50,000 10.3%
    1,000 to 10,000 25.9%
    100 to 1,000 28.7%
    under 100 30.0%
    don’t know 0.5%
     
     
    Sector
    Public 13.2%
    Private 86.8%
     
  • 12 key identifiers of best practice, 1000 is the highest possible rank.




  • An organisation achieving this score would meet the following criteria:

    social recruiting strategy in place
    social content marketing strategy in place
    candidate CRM strategy in place

    budget allocated specifically for social recruiting
    Provide social media training to all employees including in-house recruiters, hiring managers and leaders
    Have leaders and hiring managers acting as ‘talent magnets’
    Empower all of its employees to advocate the talent brand on social platforms
    Measure return on investment of all social recruiting efforts

    WE HAVE SPLIT THESE INTO 3 AREAS….
  •  
    12 key identifiers of best practice, 1000 is the highest possible rank.

    An organisation achieving this score would meet the following criteria:

    social recruiting strategy in place
    social content marketing strategy in place
    candidate CRM strategy in place

    budget allocated specifically for social recruiting
    Provide social media training to all employees including in-house recruiters, hiring managers and leaders
    Have leaders and hiring managers acting as ‘talent magnets’
    Empower all of its employees to advocate the talent brand on social platforms
    Measure return on investment of all social recruiting efforts
  •  
    12 key identifiers of best practice, 1000 is the highest possible rank.

    An organisation achieving this score would meet the following criteria:

    social recruiting strategy in place
    social content marketing strategy in place
    candidate CRM strategy in place

    budget allocated specifically for social recruiting
    Provide social media training to all employees including in-house recruiters, hiring managers and leaders
    Have leaders and hiring managers acting as ‘talent magnets’
    Empower all of its employees to advocate the talent brand on social platforms
    Measure return on investment of all social recruiting efforts
  •  
    12 key identifiers of best practice, 1000 is the highest possible rank.

    An organisation achieving this score would meet the following criteria:

     Have a social recruiting strategy in place
    Have a social content marketing strategy in place
    Have a candidate CRM strategy in place
    Have budget allocated specifically for social recruiting
    Provide social media training to all employees including in-house recruiters, hiring managers and leaders
    Have leaders and hiring managers acting as ‘talent magnets’
    Empower all of its employees to advocate the talent brand on social platforms
    Measure return on investment of all social recruiting efforts

    SO WHAT DO YOU THINK IS THE MAGIC NUMBER. WHERE ON THE SCALE DO YOU THINK ORGANISATIONS ARE?


  • The 2016 rank is 471 out of a possible 1000.

    WHAT DOES IT MEAN?

    This industry-wide figure reflects the wide adoption of social recruiting, but the relative immaturity of most initiatives.

    For example, whilst a large majority use LinkedIn for talent attraction, many don’t have a coherent social recruiting strategy in place that addresses employer branding building, CRM or advocacy.
     
     
    We can provide an organisational index rank and benchmark to your organisation – if you’d like us to do that then let me know at the end of the session and we’ll be in touch.
    This can then be used by you to see how you measure up against the market, and highlight individual opportunities to improve recruitment and talent brand performance.

    UNFORTUNATLEY
  • You’ll be delighted to hear that I’m not going to go through each and every question and present the results to you in numerous graphs …

    If you’d like a copy of the full report, let me know and we’ll send you a copy next week.

    But I am going to run through the insights we have gathered from the results and take you through the key takeaways

    And more importantly our recommendations for best practice social recruiting…..

    THE FIRST AREA IS STRATEGY

    HOW MANY OF YOU WOULD SAY YOUR ORGANISATION HAS A SOCIAL RECRUITING STRATEGY IN PLACE?

    AND WHO OWNS THAT STRATEGY?

  • Strategy is what enables organisations to transform tactical initiatives into drivers of organisational impact.
     
    One of the striking observations from this first CSRI report is that only half of respondents described their organisation as having a Social Recruiting strategy in place.
     
     
    This in many ways help us understand why so much Social Recruiting is limited to tactical, localised impact. And why actionable strategy is a defining characteristic of those organisations who create the biggest impact through their social recruiting efforts.
     
     
    52% of organisations have a social recruiting strategy in place
     
    But influencing social recruiting strategy for senior leaders is less common with only 57% having a working group in place to influence this
     
     
    only 40% have a CRM strategy/system in place
     
     
     
  •  
    In 51% of organisations Talent Acquisition or Resourcing own the social recruiting strategy
     
     
    In 76% or organisations there is a working group in place to influence social media guidelines
     
    But influencing social recruiting strategy for senior leaders is less common with only 57% having a working group in place to influence this
     
      
     

  • When we look at what the strategy entailed we see…

    whilst a majority of organisations (58%) actively encourage employees to engage on social networks for recruitment purposes,

    less than half have either a content, leadership, advocacy, or candidate CRM strategy in place.

    only 40% have a CRM strategy/system in place
     
    SO WE’VE SEEN WHAT STRATEGIES COVER BUT HOW ARE THESE EFFORTS MEASURED?

  • As we’ve seen, Social Recruiting is tactically delivering business benefit, but organisational impact is limited because of a lack of high-level strategy adoption. Mirroring this current low maturity level is the lack of associated budget and measurement: only a third of respondents report a dedicated social recruiting budget, and less than half track the ROI on there efforts in terms of impact on time and cost per hire.
     
    The authors’ expectation is that, following the adoption curve of other digitally-led business transformations (such as CRM and e-commerce), in the coming 12 months we will see the elevation of Social Recruiting from the fringes of the organisation (tactical, localised, isolated use) to the heart (strategic, systematised, widespread use). This is reflected by 70% expecting a budget increase in the coming year.
     
     
    With only 35% of respondents having a budget allocated specifically for social recruiting

     
    70% anticipate investment in social recruiting increasing in the next year
     
    46% do not track ROI for social recruiting

     
    We track how investment in social recruiting influences:
     
    Cost per hire
    recruitment agency – 55%
    in house recruiter – 47%
    in-house talent/recruitment manager -47%
     
    time to hire
    recruitment agency – 18%
    in house recruiter – 0%
    in-house talent/resourcing manager – 11%

    NEXT WE LOOKED INTO WHO IS RESPONSIBLE FOR SOCIAL RECRUITING
  • An organisation achieving this score would meet the following criteria:

    social recruiting strategy in place
    social content marketing strategy in place
    candidate CRM strategy in place

    budget allocated specifically for social recruiting
    Provide social media training to all employees including in-house recruiters, hiring managers and leaders
    Have leaders and hiring managers acting as ‘talent magnets’
    Empower all of its employees to advocate the talent brand on social platforms
    Measure return on investment of all social recruiting efforts

    WE HAVE SPLIT THESE INTO 3 AREAS….
  • Training is fundamental to driving wide-spread adoption, capacity building and therefore value creation. No matter how talented, one recruiter can only make a limited impact. Yet an organisation that places digital talent engagement at it’s core empowers every single employee as a potential social recruiter.
     
    Thinking in terms of organisational maturity, most organisations still exhibit relatively low levels of capability.
     
    Even today, with LinkedIn at the heart of the vast majority of direct sourcing programmes, still more than 40% of in-house recruiters don’t receive social media training. That figure soars to nearly 60% for hiring managers and leadership teams, and 70% for all employees. This represents the missed opportunity of peer recruiting and employer advocacy, two critical drivers of business value.
     
    43% in-house recruiters do not receive social media training
     
    70% of organisations do not provide social media training for all employees
    only 42% provide social media training for leadership teams
     
    Organisations provide social media training for:
    In house recruiters – 57%
    Hiring managers – 41%
    Leadership teams – 42%
    All employees – 29%
     

    NEXT WE ASKED ABOUT HOW VARIOUS CHANNELS ARE BEING USED……
  • Alongside, purpose (objectives, strategy), people (training) and processes (tactics, tools) a key consideration for organisations is which platforms to use.

    The CSRI survey looks in depth at this area, asking respondents to describe their use of these platforms for recruitment, for employer brand building, and in other ways (for example, social selling, marketing and so on.)
     
    There are some unsurprising results here: nine out of ten respondents use LinkedIn for recruitment, and nearly three quarters use LinkedIn to support employer branding objectives.

    What is surprising however is the relatively low levels of take-up of other platforms outside of LinkedIn.
     
  • AND A FINAL INSIGHT WAS ABOUT SENIOR LEVEL BUYIN…
  • Don’t get fooled by the fact that virtually every recruiter is on LinkedIn , or that most organisations have a career-dedicated Twitter account :

    social recruiting is still in its infancy.

    Most organisations don’t have a budget allocated to social recruiting and

    40% don’t have any form of strategy in place.

    Why? Because a lot of organisations fail to generate buy-in at senior level.
  • So what does all this mean – what insights have we gained from the research?
  • In conclusion, social recruiting is currently at a low maturity level within most organisations. But the scale of the opportunity - from employer branding and CRM to talent pooling and advocacy – is significant.


    Whilst social has transformed direct sourcing…..
    Our research demonstrates how LinkedIn has radically changed the way the world recruits.
    Fully 90% of organisations use LinkedIn as a recruitment tool.
     
    But if the business case has been made for using social to identify and headhunt candidates

    the impact of social on the wider talent business eco-system is currently limited.

    Half of the organisations surveyed don’t have a social recruiting strategy in place.

  • The second take-away from the research therefore is that social recruiting today is tactical, not strategic. Initiatives tend to be localised and isolated. This means that only a fraction of organisations are realising the full potential of social recruiting in areas such as employer branding, CRM, and employee advocacy.

     To move beyond tactical, isolated impact, talent leaders should think in terms of the 5Ps.
     
    (Image = Carve Purpose, People, Process etc)


    In the majority of reporting organisations, social recruiting is limited in two dimensions:
    impact areas
    maturity
     
    In terms of impact areas, whilst most organisations are realising significant value from attraction (typically through corporate LinkedIn licences), few are creating or measuring value in other areas such as advocacy and employer reputation building.
     
    In regard to maturity, little activity goes beyond corporate social broadcasting (pushing jobs and employer brand messages) and limited training (typically restricted to recruiters.)
     
  • The third learning from the research is of the acknowledged need to build capacity.
     
    There is a recognition from leading employers that social recruiting has the potential to enhance end-to-end recruitment outcomes in the ways outlined above. But to achieve these gains and efficiencies, investment is needed.
     
    90% of respondents recognise the need for further investment.

    Individually, many talent leaders recognise the importance of senior management sponsorship.

    Beyond budget and buy-in, the research highlights the need for social media training and empowerment throughout the enterprise.

    With only 29% providing social recruiting training for all employees
  • And finally, the results demonstrate the need for talent and recruitment stakeholders to begin personally using the consumer social tools of today that will become the de-facto recruitment tools of tomorrow.
  • So what can YOU do to influence the social recruiting strategy in your organisaiton?
  • According to respondents, there is vast room for improvement in multiple areas:

    Making sure that the strategy’s objectives are clear and therefore measurable in order to build solid business cases

    Giving ownership (and budget) to a multi-disciplinary team composed of recruiters, HR leaders and employer brand specialists.

    Training not only recruiters but empower all employees, with a focus on senior leaders, to become employer brand ambassadors

    Diversifying the employer branding strategy, to reach talent audiences at different stages of the candidate journey (Glassdoor, Instagram…)

    Using social to enhance and automate managing candidate relationships, reducing administration, cost and time per hire.
    Yet the survey found that 60% of respondents don’t have a CRM strategy in place.

    Leveraging employees’ social networks to promote employer brand and specific vacancies, improving quality of hire, reducing time and attraction costs. Yet less than half of organisations empower senior executives (40%) or employees (45%) as advocates.
     


  • Even LinkedIn isn’t all about recruitment

    They see a much wider ecosystem

    Social recruiting strategies cannot be delivered in isolation by recruiters
  • demonstrate the need for talent and recruitment stakeholders to begin personally using the consumer social tools of today that will become the de-facto recruitment tools of tomorrow.

    If you don’t understand them you can’t build a business case to use them

    If you don’t use them, you are missing out on huge pools of candidates and significant brand reach
  • Don’t limit your employer branding strategy to LinkedIn, Facebook and Twitter but try out different networks,

    Glassdoor and Instagram really should be part of your strategy …… certainly if you are to stand out and reach talent at different stages of the candidate journey.

    Building digital talent brands, reducing marketing, attraction and retention costs. But less than a quarter of organisations studied are using Glassdoor for employer branding purposes (22%) and less than 5% are presenting their employer brand on Instagram.
  • I have no doubt you are identifying and engaging with potential candidates

    But what is in place to:
    keep those candidates warm
    ensure they have a positive experience of your brand
    Keep you front of mind when considering a career /job change

    There are lots of tools available to help eg. Avature
    But you can keep it simple – create a content framework to ensure you send regular, relevant, targeted messages =, even if it’s just to your LI connections.

    Engaging only when you have a role to discuss diminishes your efforts


    Using social to talent pool candidates, reducing attraction costs and time per hire.
  • Time to hire
    Cost per hire
    Quality of hire – a bit more complex but possible

    40% are tracking the impact of social recruiting on cost per hire and even fewer (14%) time to hire.

  • Jonny has a summary of the key results from the survey for you.

    If you’d like a copy of the full report or to discuss benchmarking your organsation using the index then let me or Jonny know…

    Thank you.

    D

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