2015 Recruitment Trends & Best Practices

Transcription

1 2015 Recruitment Trends & Best Practices

2 SIMON PARKIN 20 YEARS Online Practice Leader HR, Recruitment & Talent Solutions, The Talent Company Former global leader of Talent Acquisition - partners with organizations across North America providing consulting advice and support for their HR, Recruitment and

3 MAURA DYER 15 YEARS Online Talent Acquisition Director, Rogers Facilitating the recruitment, engagement, and development of top talent at leading Canadian organizations across various ca.linkedin.com/in/mauradyer/

4 AGENDA 1 The Market & The Impact on Recruitment 2 Candidate Engagement 3 Developing Hiring Leaders 4 Recruiter Capabilities 5 Social Recruitment

5 1 The Market & The Impact on Recruitment

6 Recruitment Today: The State of the Union

7 The Labour Market From a Recruitment perspective, many organizations have enjoyed a large pool of active talent to recruit from over the past 6+ yrs. Talent Supply vs. Talent Demand

8 The Labour Market But the labour market in Canada continues to heat up going into 2015 and beyond. Talent Supply vs. Talent Demand

9 The Canadian Labour Market So where is the Canadian labour market headed in 2015 and beyond: More jobs and smaller pools of active and qualified talent in the market. Continued changing generational & workforce demographic pressures. Heightened regional labour market differences across the country.

10 From our HR Pulse Study What are the biggest HR/people challenges facing your organization? Response Chart Percentage Retention of staff 21% Attrition and retirement of skilled employees 14% Succession planning 49% Ability to recruit new, skilled employees 47% Obsolete/dysfunctional HR systems 19% HR staff not skilled enough to support the needs of the business 18% Other, specify: 18%

11 Generational Workforce Impacts

12 The Biggest Impact & Your Organization s #1 Priority in 2015: Retention of your own Talent And don t forget about the retention of your great Recruiters!

13 2 Candidate Engagement

14 It s no longer an Employer Centric Market where You are lucky to work for us!

15 It s now a Candidate Centric Market Stop playing games with candidates. Sell your EVP throughout the recruitment process. Your Recruitment process needs to be candidate warming. Have a game plan for multiple and counter offers what are you prepared to do? Also pay attention to your other great candidates (the medalists) - you might need them.

16 Your Organization s Employee Value Proposition And how does it translate for candidates? But the Employer Branding landscape has changed dramatically..

17 An Inside Look at Your Organization.in

18 An Inside Look at Your Organization & EVP.Now

19 Candidate Engagement 64% of candidates never hear back from a company 80% will share their poor experiences with their friends & family and 20% will share it on Social Media (and increasing)

20 3 Developing Hiring Leaders

21 Hiring Leaders & Their Biases Top Influencing Factors in Hiring Candidates* 1. Candidate s Sense of Humour: 27% 2. Involved in Community: 26% 3. Candidate who is Better Dressed: 22% 4. Candidate with whom the Hiring Manager has more in common with: 21% 5. Physically Fit: 13% *survey by Harris Interactive

22 Developing your Hiring Leaders Educate, train and build their confidence in making hiring decisions

23 Developing your Hiring Leaders Today more organizations are investing in programs to develop their Hiring Leaders Recruitment Capabilities: - Talent Scout (Source) - Talent Ambassador (Candidate Experience) - Talent Assessor (Peer Interviewer)

24 Developing your Hiring Leaders Integrate recruitment & hiring into their leadership accountabilities

25 Timeliness of your Hiring Decisions According to Glassdoor, the average interview process takes about 25 days How many of your top candidates will still be available when you finally make the decision?

26 4 Recruiter Capabilities

27 The Role of the Recruiter Continues to Evolve

28 but the top 2 recruitment functional challenges remain the same Capacity Effectiveness

29 Many Different Recruitment Models to Choose From. Which is best for you? Traditional End-to-End Recruiters ocentralized odecentralized Specialized Focused Roles ocentralized Sourcing othe POD Model Outsourced Hybrid

30 What to Consider when Building Capability within Recruitment Capacity vs. Effectiveness

31 What to Consider when Building Capability within Recruitment Business Relationship vs. Candidate Hunting..or Both

32 Candidate Sourcing Must Evolve Many organizations are still Posting & Praying

33 Candidate Sourcing Many are integrating a dedicated candidate research and sourcing approach into their recruitment practices

34 Candidate Sourcing Constantly Aligning Sourcing to the Business Goals Talent Pipelines

35 Big Data within Talent Acquisition It s not just about the data it s about what the data tells you!

36 Use Outcome Focused Recruitment Metrics Quality of Hire and Service Delivery Excellence

37 5 Social Recruitment

38 The Social Media Recruitment Challenge Everyone is using different social media platforms for very different reasons. The key for an organization is understanding which is the right platform and the proper messaging/branding for the targeted talent. - where s your quality talent coming from?

39 The Other Social Media Recruitment Challenge Candidate Flow before Social Media Candidate Flow now with Social Media Is the quality lost in the quantity?

40 Is the higher volume of candidates straining the capacity of recruitment to find quality talent?.and hurting your reputation with candidates in the market?

41 Using Social Media to Screen Candidates 91% of Recruiters use Social Media to screen candidates. 76% 53% 48%

42 Using Social Media to Screen Candidates 69% of Recruiters have rejected a candidate because of what they saw on social media: Lied about Qualifications Inappropriate Pictures Inappropriate Comments Poor Grammar & Communication Skills

43 The most disturbing Trend? Where have all the interviewers gone?

44 That s great but where do I start?

45 #1 - Understanding where your organization is today Key Factors: Capacity Capabilities Investment Challenges Org Reputation Business Engagement

46 #2 Define where you are going/ where you want to go Business Plan Workforce Plan Talent Plan Developing the plan for your organization Recruitment Strategy

47 But don t try and boil the ocean!

48 Invest in Your Recruitment Function Recruitment must be an organizational focus not just an HR focus!

49 In Summary The best candidates aren t available for long Candidate engagement matters: they are Customers Know what your brand is as an employer Understand what you do well.and not so well Have a plan - baby steps Don t forget the retention of your best Recruiters

50 Questions? Contact Simon Parkin directly at: