Research. Better Hires, Better Business LHH Recruiting and Hiring Practices Study

Transcription

1 Research Better Hires, Better Business LHH Recruiting and Hiring Practices Study

2 ,, The quality of an organization s workforce determines their ability to innovate, lead and deliver. With so many qualifi ed candidates in the job market both active and passive what are the most effi cient methods for fi nding the ones that are the best fi t for your company and its goals? Table of Contents At a Glance Key Findings Sourcing & Hiring Talent Acquisition Perceptions of Job Seekers Challenges Ahead Looking Forward Big Data Illuminates Talent The War for Talent Has Gone Social The New Employment Model is Here What Matters Most When Assessing Job Seekers Conclusion About This Study

3 At a Glance The performance of any workforce and the ability of an organization to achieve business goals hinges on good hiring decisions. Good hiring decisions begin with finding the right people, quickly and cost effectively. There are millions of job seekers. Hiring Managers and Recruiters face a daunting task as they sift through piles of resumes and online information to find the best candidates. Doing this right is especially important today, as companies confront increasing competition for highly skilled workers. We know that the best and brightest are being aggressively sought out by those companies focused on their talent strategy. The quality of an organization s workforce determines their ability to innovate, lead and deliver. With so many qualified candidates in the job market both active and passive what are the most efficient methods for finding the ones that are the best fit for your company and its goals? How do you quickly identify the people with the specific skills you need? How has sourcing talent changed? And what does the future of recruiting look like? Lee Hecht Harrison recently conducted a research study with HR and recruiting professionals to gain insight into sourcing and hiring practices. Our report identifies trends and shares best practices in finding talent. The results offer a guide to organizations as they seek to capitalize on the strong talent market by leveraging new technologies. For job seekers, the results of the study should be used to inform a job search strategy that will help them quickly identify career opportunities and effectively capture the attention of Recruiters and HR Managers. Newer Methods in Recruiting and Hiring Practices Taking Hold Both HR Managers and Recruiters view tried and true methods such as referrals, internal job postings, traditional in-person networking (particularly recommendations) and job boards (led by CareerBuilder and Monster) as being the most effective ways to source candidates. Recruiters are more positive toward newer methods of sourcing candidates such as corporate-sponsored LinkedIn pages, Search Engine Optimization (SEO) and social networking sites (most commonly LinkedIn, followed distantly by Facebook). Key to Success: Finding Top Talent Faster Overall, both HR Managers and Recruiters view technology as having transformed their industry, and both expect this revolution to continue. Technology and social networking change the dynamics of the hiring process remarkably enabling an accelerated and highly targeted approach that promises to yield not only significant cost and time savings, but a greater talent pool that will drive more informed and successful hiring decisions. The Shift Away from Traditional Employment Continues Both groups strongly agree that candidates tend to seek out traditional, full-time employment over temporary or part-time work. In general, agreement levels with the propositions that candidates are open to these types of positions and that there will be growth over the next few years in these types of positions. This perception is higher among Recruiters as compared to HR Managers, and higher within both groups among those who work for larger organizations. Competition Spurs Need for Increased Candidate Preparedness About half of our respondents feel that candidates who have been through outplacement service come across as more prepared and professional. And approximately one-quarter say that they are more likely to hire or place a candidate who has been through an outplacement program. 3

4 Key Findings This study was conducted to gain insight into candidate sourcing and hiring trends among HR Managers and Recruiters. The main topics addressed in this research include practices in sourcing and hiring candidates, talent acquisition and perceptions of job seekers. These key fi ndings reveal which practices are most effective and identifi es important trends. Sourcing & Hiring 1. Referrals Deliver the Best Results Referrals are typically defi ned as an opportunity for an individual to connect with someone who s been told about them by a mutual friend, colleague or associate. Referrals are considered the most effective method for sourcing candidates among both HR Managers and Recruiters. Aside from referrals, HR Managers consider the most effective methods of sourcing candidates to be internal job postings and traditional, in-person networking; whereas Recruiters cite in-person networking, recruiting/search fi rms and job boards as highly effective in sourcing candidates. Recruiters consider referrals, in-person networking, recruiting/search fi rms, corporate LinkedIn pages, SEO and social networking sites to be highly effective, more so than HR Managers. In contrast, HR Managers feel more strongly about the effectiveness of internal job postings and corporate Career sections on websites compared to Recruiters. EFFECTIVENESS OF METHODS IN SOURCING CANDIDATES How effective are each of the following methods when sourcing candidates? Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very effective) 4 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

5 2. Come Recommended A recommendation is an endorsement. The tone is typically one that confers advocacy and support. Both HR Managers and Recruiters cite personal recommendations as the most effective traditional networking method for sourcing candidates. Compared to HR Managers, Recruiters more often consider networking meetings to be second most effective, whereas HR Managers more frequently cite professional associations as the second most effective method in relation to identifying talent. 3. Not All Job Boards are Created Equal HR Managers and Recruiters tend to view CareerBuilder and Monster similarly in terms of their effectiveness when sourcing candidates, with just under half reporting these job boards as extremely or very effective. The big job boards are a good starting place for getting open positions in front of a large audience. For the job seeker, job boards can help to quickly identify open opportunities. TRADITIONAL NETWORKING METHODS Indicate how effective the following traditional networking methods are when sourcing candidates. Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very effective) EFFECTIVENESS OF JOB BOARDS IN SOURCING CANDIDATES Indicate how effective the following job boards are when sourcing candidates. Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very effective) 5

6 4. LinkedIn Dominates Social Recruiting When assessing effectiveness defi ned by our study as sourcing that results in a successful hire LinkedIn is considered the most effective social networking site for hiring or placing candidates by both HR Managers and Recruiters. It is interesting to note that twice as many Recruiters rate LinkedIn as extremely or very effective compared to HR Managers. EFFECTIVENESS OF SOCIAL NETWORKING SITES IN HIRING/PLACEMENT OF CANDIDATES How effective are each of the following social networking sites in terms of resulting in the successful hire/placement of candidates? Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very effective) 6 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

7 5. Social Media Poised to Eclipse Other Methods for Sourcing and Placing Candidates The use of social media has been the biggest change in the candidate sourcing and hiring process over the past two to three years according to HR Managers. And, looking forward, the use of social media is expected to continue to impact the sourcing and hiring process over the next two to three years. When we look at the effectiveness ratings given by Recruiters to each method in the sourcing and hiring process, we see the largest gap in social networking sites. But, when we look at the bigger picture, we see that net effectiveness of social networking sites is up 51% over the past 2-3 years. And, net effectiveness is expected to jump another 68% over the next 2-3 years, an increase that leads all other methods for souring and placing candidates. AMONG RECRUITERS EFFECTIVENESS OF SOURCING AND PLACING How effective are each of the following methods when sourcing candidates? Base: 200 Recruiters How effective are each of the following sourcing methods in terms of resulting in the successful placement of candidates? Base: 200 Recruiters *Top 2 box scores shown (extremely/very effective) 7

8 AMONG RECRUITERS CHANGE IN EFFECTIVENESS OVER PAST 2-3 YEARS Over the past two to three years, please indicate how you feel each of the following resources has changed in relation to candidate sourcing and placement. Base: 200 Recruiters AMONG RECRUITERS EXPECTED CHANGE IN EFFECTIVENESS OVER NEXT 2-3 YEARS Over the next two to three years, please indicate how you feel each of the following resources will change in relation to candidate sourcing and placement. Base: 200 Recruiters 8 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

9 Talent Acquisition 6. Non-Traditional Employment Opportunities on the Rise Approximately eight out of ten HR Managers and Recruiters agree that candidates seek out traditional, full-time employment more often than temporary or contract jobs. Recruiters tend to agree more strongly than HR Managers that candidates are open to temporary/contract jobs as well as full-time employment. Further, Recruiters are more likely to agree that they place candidates into temporary/contract jobs more often than they did three years ago and expect to continue to place more temporary/contract jobs than they do today. Both HR Managers and Recruiters at larger companies tend to agree more strongly than those at smaller companies that the rate of temporary/contract placement and the openness of candidates to this type of employment are increasing. TRADITIONAL VS. TEMPORARY/CONTRACT JOBS Indicate how strongly you agree with the following statements regarding traditional vs. temporary/contract jobs, where 5 is strongly agree and 1 is strongly disagree. Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (strongly/somewhat agree) HR Managers Recruiters Company Size Analysis Candidates seek out traditional, full time employment more often than temporary/contract jobs 79% 78% #Employees HR Managers Recruiters <1,000 74% 78% 1, % 80% Candidates are open to temporary/contract jobs as well as traditional, full time jobs 49% 64% #Employees HR Managers Recruiters <1,000 38% 59% 1, % 78% I expect my company to offer more/place more andidates into temporary/contract jobs in two to three years time than it does today 40% 59% #Employees HR Managers Recruiters <1,000 31% 54% 1, % 71% My company is offering more/placing more candidates into temporary/contract jobs now than it did two to three years ago 34% 53% #Employees HR Managers Recruiters <1,000 27% 47% 1, % 66% Note: Signifi cance test for company size analysis compares ranges within each quota group, not across groups (i.e. HR <1K is signifi cantly higher than HR 1K+) 9

10 7. Pursing Passive Candidates a Significant Component in Talent Acquisition Strategy HR Managers report their talent acquisition strategy is largely split between pursuing employed and unemployed active job seekers, with one-fi fth of their strategic efforts dedicated to the pursuit of passive job seekers. Recruiters report their talent acquisition strategy is evenly split between pursing active job seekers (both employed and unemployed) as well as passive job seekers. Recruiters spend more time, on average, pursuing passive job seekers than do HR Managers. 8. Turnover Not Expected to Change Significantly While many studies have found that employees would like to change positions, most are not doing so. Turnover has remained low compared to pre-recession levels. Looking back, half of HR Managers report the amount of talent leaving was the same as usual, with just under one-third reporting lower than normal levels of attrition and one-fi fth reporting higher than normal levels. In contrast, Recruiters are nearly evenly split in regards to turnover levels. Half of both groups feel that talent turnover levels will be the same as usual in the year ahead, although HR Managers are more likely to expect lower levels, while Recruiters are more likely to anticipate higher turnover levels. TRENDS IN TALENT ACQUISITION STRATEGY Indicate how large of a role each of the following approaches plays in your overall talent acquisition strategy. Base: 203 HR Managers; 200 Recruiters TALENT TURNOVER: THINKING FORWARD What do you expect to see in terms of talent leaving your organization/client organizations? Base: 203 HR Managers; 200 Recruiters 32% 33% 35% 10 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

11 9. Globalization Driving Trend Toward International Team Composition Over the next two to three years, 27% of HR Managers and 55% of Recruiters expect to see a trend at their organization (or at their clients organizations) towards teams composed of members in different countries. At these organizations, doing business globally and expansion into other countries or markets are most often cited as reasons behind the movement towards international team composition. TOP REASONS DRIVING INTERNATIONAL TEAM COMPOSITION Why do you expect to see a trend at your company towards teams composed of members in different countries? Base: 54 HR Managers; 109 Recruiters Top Reasons Expect International Trend HR Recruiters Globalization/global economy/we do business globally/expanding 52% 47% in other countries or markets Increase in applicants from other countries 13% 1% I already see a trend and it s not slowing down 11% 4% Quality of international applicants 7% 7% Importance of diversity/diverse cultures 6% 15% Less expensive overseas/diverse cultures 2% 9% Lack of local resources/domestic talent shortage 4% 5% Access to global talent pool 2% 6% Ability to work remotely/accessibility across countries 0% 10% 11

12 Perceptions of Job Seekers 10. Outplacement Positively Impacts Hiring Opportunities Approximately half of HR Managers (and two-thirds of Recruiters) agree that candidates who have used an outplacement service are more prepared for their interviews. And both groups agree these candidates have a more professional approach to the job search process as a result. Recruiters agree more strongly that candidates who have used an outplacement service are more prepared for their interviews and also indicate a higher likelihood to hire such a candidate. THE IMPACT OF OUTPLACEMENT ON HIRING Indicate how strongly you agree with the following statements. Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (strongly/somewhat agree) 12 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

13 11. Communication Skills Will Make or Break an Interview When assessing whether to hire or place a candidate, both HR Managers and Recruiters agree that the most important aspect of the overall perception of a job seeker is the ability to communicate well during the interview. A candidate s computer skills, resume, job-related skills and cultural fi t tend to fall into a secondary tier of importance, with approximately two-thirds of HR Managers and Recruiters rating these aspects as important. CANDIDATE PROFILE ENHANCERS When assessing a candidate, how important would you rate the following aspects of the overall candidate profi le? Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very important) 13

14 According to HR Managers and Recruiters, the most detrimental issues for candidates have the potential to arise during the interview process itself. The top mistakes cited by both groups include poor communication during the interview, a lack of preparedness, arriving late, having poor interviewing decorum and wearing inappropriate attire. CANDIDATE PROFILE DETRACTORS Rate how detrimental you believe the following issues are to a candidate s chances to be hired/placed. Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very important) 14 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

15 Challenges Ahead 12. Finding and Placing Qualified Talent Quickly Will be Top Challenge Over the next two to three years, Recruiters expect to face the most challenges in relation to the speed of the placement process, sourcing a pool of qualifi ed candidates, connecting candidates with job opportunities that match their salary expectations and the speed of the sourcing process. Other areas of concern for Recruiters center on having the appropriate global contacts and access to available job opportunities in the marketplace to allow the successful placement of candidates. EXPECTED CHALLENGES IN SOURCING AND HIRING CANDIDATES How challenging do you see the following issues being over the next two to three years in relation to sourcing and hiring/placing candidates? Base: 203 HR Managers; 200 Recruiters *Top 2 box scores shown (extremely/very challenging) 15

16 Looking Forward Big Data Illuminates Talent Though social recruiting is still in its infancy, it is already credited with helping to fill tens of millions of jobs. Organizations are just beginning to understand and tap the full potential. Employers have access to a broader talent pool. Recruiters and HR Managers conduct targeted searches that return candidates with very specific skill sets. Richer information sources lead to more knowledgeable sourcing and hiring decisions. Mutual connections that leverage trust-based relationships contribute to speed and efficiency in the sourcing and hiring process. And at the heart of social recruiting is Big Data transforming the recruiting process by giving organizations access to vast amounts of data collected on every Internet user. Gathering and analyzing the data, Recruiters and HR Managers glean valuable insights into today s workforce: who they are, what they like to do, where they go, where their skills lay and what they are looking for. Identifying talent is no longer finding a needle in a haystack. The information collected enables Recruiters and HR Managers to be very competitive scouring vast amounts of detailed information to make data-based hiring decisions that are smarter, faster and more efficient. For some, the concept of Big Data conjures up fear. However, remaining invisible or keeping too much information hidden on social and professional networking sites will render an active or passive job seeker unfindable and, consequently, irrelevant. With vast amounts of information readily available, Big Data and social recruiting increases competition for jobs, while at the same time it is opening more doors to opportunities. The benefits are encouraging. Individuals are being found and pursued, whether active or passive in the job market. But the burden is on the job seeker who must create an Internet footprint that attracts the attention of Recruiters and HR Managers. Job seekers continue to move slowly to adopt social networking practices, often uncomfortable with how much information about them is publicly available, while at the same time lack confidence in their skills. Despite a small percentage of the workforce who are making bold forays, most are only peripherally engaged. They find themselves lurking in the shadows, reticent to participate or make themselves known. Social recruiting will only become more sophisticated, so it is increasingly important for today s workforce to create a professional online presence, expand the conversation, grow their sphere of access and attract new career opportunities. LinkedIn continues to introduce innovative ways to promote interactivity and foster community, including gamification to encourage completed profiles, regular prompts to engage, and features that support more networking. LinkedIn profiles give Recruiters and HR Managers a tool that can be used as a pre-validation process, allowing them to quickly weed out mismatched talent. Using LinkedIn needn t be a full time job, but the new reality is that networking isn t an event, but a continuous process of self-marketing and development that requires a regular investment of time. Today, many employees especially those in professional roles are fairly well versed in the where of social networking such as LinkedIn, Facebook, Twitter and Pinterest. We know the why personal branding, visibility, influence, credibility, trust. And the what is about conversation and sharing. But the how continues to stymie the efforts of a vast majority. Should I blog, tweet, pin or post? How often? What should I say? Will I say something wrong and damage my reputation? I don t have the time. I don t understand the technology. 16 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

17 Tips for Stepping into the Spotlight It s quality, not quantity. While individuals need to continually and strategically grow their networks, it s not enough to collect contacts. It s social networking activity that will ultimately give access to and influence with someone who has what is needed, such as information, another connection, or a job lead. Be visible. Individuals must be willing to be in the public view, sharing and engaging. Keeping in mind the reciprocal nature of networking relationships, individuals should always be focused on adding value. Individuals should regularly update their status, as well as comment on posts and status changes within their networks. Access intelligence quickly. Following target companies via LinkedIn is a great way to learn who s recently been hired, promoted or let go. Following corporate Twitter and Facebook pages is a very effective way to stay up-to-date on company news and job opportunities. Individuals should also consider following thought leaders in social networking groups to hear the latest thinking on topics of interest. Create a bigger footprint. Individuals should also join active industry or functional social networking groups. By regularly participating in group discussions, they will be able to expand reach, demonstrate expertise and build credibility. workplaceinsights.lhh.com 17

18 The War for Talent has Gone Social Even with millions of job seekers actively seeking new positions, HR Managers and Recruiters reveal they continue to be challenged sourcing qualified candidates. One method does not fit all needs, so HR Managers and Recruiters continue to leverage multiple strategies for sourcing talent. While technology is a great enabler for finding talent, referrals and networking connecting with an individual who s been referred, endorsed or introduced by a mutual friend, colleague or associate remain two of the most effective methods for sourcing candidates. The most successful sourcing methods continue to capitalize on interpersonal relationships and connections whether on line or off line. The certainty: People hire people. Referrals and networking help to bring to the top those candidates with the skills, experience and results Recruiters and HR Managers want. Many companies also look within their own organizations for the talent they need to fuel growth. By tapping their internal talent pool to fill open roles, companies are able to capitalize on proven experience, institutional knowledge and cultural fit leading to quicker, less costly and more successful hires. To leverage their internal resources, companies need to create processes to develop employees, while using innovative social communication methods to prospect for talent within the organization and match candidates with open roles. By redeploying employees into new positions, companies can provide the internal mobility employees crave allowing them to grow and advance in their careers. Companies are better able to align the organization s talent needs with business needs, while at the same time increasing engagement and productivity. What s interesting to note is that referrals, internal job postings and networking the top three methods for sourcing talent all share an important commonality. That is, the individuals are known. Social media is a facilitator with online channels, such as LinkedIn, Twitter, Facebook, Pinterest, WordPress, Tumblr and Google+, giving individuals the opportunity to increase visibility and interactions with peers, colleagues and prospective employers making them known. Job seekers will need to look for opportunities to leverage social media channels in their efforts to be known by establishing new relationships, credentialing themselves, and engaging in meaningful activity that establishes rapport and trust. These efforts will drive access to the people, information and opportunities that will help them in their careers. Social media is proving to have a significant impact on finding jobs by leveraging relationships and connections between friends, peers, colleagues and the business community to connect people with opportunities. While LinkedIn remains the dominant player, Facebook launched a new job search app called the Social Jobs Partnership. It currently lists nearly two million jobs and is a collaborative effort between Facebook, the U.S. Department of Labor, and the National Association of Colleges and Employers. However, many people remain cautious about mixing their personal connections with business connections, highlighting a need to help people become more comfortable with privacy settings and better articulate the benefits. While Facebook is gaining ground as an effective method for sourcing talent, it appears unlikely they will unseat LinkedIn in this space in the near term. 18 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

19 Underpinning a social recruiting strategy is the use of Search Engine Optimization (SEO). While viewed as very/extremely effective by just one-third of Recruiters and only one-fifth of HR Managers, it remains one of many tools used to source talent. A sound SEO strategy requires that job descriptions (or ads ) are written with key words job seekers use to find open positions. Recruiters and HR Managers receive specialized training to write job descriptions that are optimized for search. Job aggregators like Indeed and Simply Hired act like a search engine and crawl the Internet for these job postings. The objective is to have job postings ranked high on the job aggregator sites. High rankings on job aggregator sites can speed the time to filling an open position. And a well-written, optimized job description can help ensure a better match or fit for the role. While Recruiters and HR Managers are moving away from job boards, they are still viewed as an effective tool. Many organizations have begun to create career websites listing open positions, but job boards, like Monster and CareerBuilder, offer more traffic, more eyes, and more candidates. The shift to Social recruiting offers tremendous opportunity in terms of speed, fit and cost. Highly targeted searches via professional and social networking sites enable Recruiters and HR Managers to pinpoint talent possessing unique skill sets with an incredible degree of alacrity and precision. But, there is nothing as effective when sourcing talent as a personal connection. The objective is to be known on line and off line. workplaceinsights.lhh.com 19

20 The New Employment Model is Here The shift away from traditional full-time employment continues, as organizations look for more flexibility in their workforce model, allowing them to closely align staffing needs with business needs ushering in an on-demand employment paradigm that is changing the way we view work. Job seekers formerly unwilling to consider temporary or contract staffing positions can expand their opportunities by including this growing sector of the job market, leveraging inherent advantages, including the ability to exercise more control over the projects or work assignments they accept, new perspectives, learning and development, and networking opportunities, as well as gaining an inside track on full-time jobs. A growing trend in international teaming underscores the reality that geographic boundaries no longer exist. People are not limited to the jobs available within commuting distance. Eleven percent of HR Managers are already seeing a trend in international teams, while 52% of HR Managers and 47% of Recruiters expect to see more international teaming in the next 2-3 years. Globalization is cited as the top reason, but the quality and volume of candidates, along with the importance of diversity, are driving this movement. 20 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

21 What Matters Most When Assessing Job Seekers When assessing candidates, experience and cultural fit are viewed as important or extremely important by the majority of HR Managers and Recruiters. However, communication skills were selected by both as the top factor when evaluating candidates, followed closely by interview preparedness. What does this mean? While aptitude and attitude are important, it s even more important how a candidate talks about himself and his experience projecting confidence while making a clear business case for hiring. Not surprising, poor communication and lack of preparedness were reported as top detractors. And while much is written about work/life balance, only 8% of HR Managers and Recruiters felt a lack of activities outside of work was detrimental to a candidate s chances of being hired. About half of HR Managers and Recruiters reported that inappropriate posts on social media profiles can be detrimental, while three-quarters were more concerned with candidates who show up late or dress inappropriately. Again, this speaks to how a candidate shows up for an interview, reinforcing the importance of paying attention not only to the skills a candidate brings to the table, but to the perception a candidate creates as a complete package. When assessing interview preparedness, 64% of Recruiters reported those job seekers who were using outplacement services were perceived as more prepared, while nearly half of HR managers reported the same. Weak job growth coupled with persistently high unemployment makes it increasingly important for job seekers to take advantage of tools and resources available to boost preparedness, increase self-confidence and improve self-marketing skills. Because job seekers may lack awareness regarding weaknesses in their communication and interviewing techniques, access to a career coach as part of an outplacement program can make a big difference. A career coach spends time with a candidate assessing these skills, identifying weaknesses and strengths, and working with the individual to improve critical job search skills. 21

22 Conclusion With social recruiting poised to eclipse other methods for sourcing talent, one significant benefit is the ability to actively pursue everyone in the labor market with an Internet footprint, broadening the talent pool, creating a much more competitive job market and changing the dynamics of talent acquisition. Using the right key words, talent is found and pursued. Social profiles and Internet searches provide a wealth of information on skills, experience and accomplishments. Better informed with fact-based data, Recruiters and HR Managers are no longer constricted to big resume piles, but are proactively finding talent, accelerating the sourcing process and improving hiring decisions. Relying on older methods may render an organization too slow and uninformed to capture the best talent. But what s clear is that HR Managers and Recruiters continue to use an integrated approach to sourcing talent leveraging multiple channels to gain access to the largest possible talent pool, quickly and efficiently. However, the relevancy of some channels is shifting dramatically. Relationships still trump technology, but with the advent of Big Data and social recruiting, new doors are opening. Companies have access to more people. Job seekers have access to more opportunities. HR Managers and Recruiters are proactively looking for the best and brightest and finding them quickly and cost effectively. It s up to the job seeker to be found and be known. About this Study This study was conducted to gain insight into candidate sourcing and hiring trends among HR Managers and Recruiters. The main topics addressed in this research include trends in sourcing and hiring candidates, talent acquisition and candidate preparedness. Lee Hecht Harrison partnered with OCR and an online panel to target respondents who work in Human Resources or the Recruiting/Staffing industry. Respondents were then screened to ensure the following criteria were met in order to qualify for the survey: HR Managers work in the HR department and have responsibility for hiring candidates and Recruiters work in the Recruiting/Staffing industry and have responsibility for placing candidates with clients. A total of 403 online interviews were conducted (203 HR Managers and 200 Recruiters). Respondents were from all company sizes, across all major regions of the United States, and represented all major industries, including Recruiting/Staffing, Not-for-Profit, Professional Business Services, Healthcare, Financial Services, Retail & Wholesale, Hospitality, Manufacturing, Food & Beverage, Aerospace/Defense, Consumer Products, Energy, Mining and Natural Resources, Pharmaceutical, IT, Real Estate, Utilities, Telecommunications, and Media and Entertainment. 22 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study

23 ,, Organizations are just beginning to understand and tap the full potential of social recruiting. Recruiters and HR Managers have access to more talent. Mutual connections that leverage trust-based relationships bring speed and effi ciency. Targeted searches return candidates with very specifi c skill sets. Richer information sources lead to more knowledgeable sourcing and hiring decisions. 23

24 Lee Hecht Harrison Lee Hecht Harrison ( is the global talent development leader. We connect people to jobs through innovative career transition services and help individuals improve performance through career and leadership development. LHH assists organizations in supporting restructuring efforts, developing leaders at all levels, engaging and retaining critical talent, and maintaining productivity through change helping organizations increase profitability by maximizing their return on investment in developing people, while assisting individuals to achieve their full potential. Change Management Career Transition Global Talent Development Solutions Career Development Leadership Development Connect with Us facebook.com/leehechtharrison linkedin.com/company/lee-hecht-harrison twitter.com/#!/lhh google.com/+leehechtharrison 24 Better Hires, Better Business: LHH Recruiting and Hiring Practices Study LHH.com Lee Hecht Harrison LHHMK7021