2015 Global Recruiting Trends

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Meet your CEB and LinkedIn presenters

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LinkedIn’s findings are based on the largest survey of talent acquisition leaders in the world

4,125 recruiting leaders

31 countries

14 industries

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4 years

300 Million members

89% of the Fortune 500

85% of the FTSE 100

76% of the Dow Jones Asian Titans

CEB By the Numbers

Human Resources

Finance Information Technology

Innovation & Strategy

Marketing & Communications Sales & Service Procurement

& Operations Legal, Risk & Compliance

30+ Years of Experience

110+ Countries Represented

200+ Unique Studies Published Annually

10,000+ Participating Organizations

300,000+ Business Professionals

100,000,000+ Data Points

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CEB is the world’s leading member-based advisory company. We have a unique view into what matters — and what works — when capitalizing on drivers of business performance. With 30 years of experience working with top companies to share, analyze, and apply proven practices, we begin with great outcomes and reverse engineer to help you unlock your full potential.

 Based on LinkedIn and CEB research

Top sourcing & employer brand trends to build into your 2015 plan

2 Employer brand: Priorities, proactive management, budgets

1 Recruiting & sourcing: Top sources, passive candidate recruiting

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 Based on LinkedIn and CEB research

Top sourcing & employer brand trends to build into your 2015 plan

2 Employer brand: Priorities, proactive management, budgets

1 Recruiting & sourcing: Top sources, passive candidate recruiting

#hiretowin

 Percent ranking as a ‘long lasting’ trend

These recruiting trends are here to stay

Trend Percent

1) Using social and professional networks 37%

2) Upgrading employer brand 33%

3) Sourcing passive candidates 26%

4) Being a strategic talent advisor to the business 19%

5) Boosting referral programs 17%

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64% Of global talent leaders believe

they’re not doing a great job tracking ROI on sources of hire

#intalent

 % ranking as top metric for tracking recruiting team performance Quality is the most valuable hiring metric

18%

25%

44%

0% 10% 20% 30% 40% 50%

Hiring manager satisfaction

Time to fill

Quality of hire

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College recruiting

Company career website

CRM system Diversity recruiting programs

Referral programs

General career fairs

General social media

Internal hires

Internet job boards

Internet resume databases

Other

Print/trade journals

RPO’s, contingency & staffing agencies

Social professional networks

ATS/internal candidate database

0%

10%

20%

30%

40%

50%

0% 10% 20% 30% 40% 50% 60% 70% 80%

‘Career-centric’ online media are the best sources for hiring quality and quantity

Quantity of hires: top sources

Qua

lity

of h

ires:

top

sour

ces

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College recruiting

Company career website

CRM system Diversity recruiting programs

Referral programs

General career fairs

General social media

Internal hires

Internet job boards

Internet resume databases

Other

Print/trade journals

RPO’s, contingency & staffing agencies

Social professional networks

ATS/internal candidate database

0%

10%

20%

30%

40%

50%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Quantity of hires: top sources

Qua

lity

of h

ires:

top

sour

ces

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‘Career-centric’ online media are the best sources for hiring quality and quantity

Social professional

networks

Job boards

Employee referrals

RPO's/Staffing

20

25

30

35

40

45

2011 2012 2013 2014

 % ranking each source of hire in top 4 for ‘quality hires’

Professional networks grew to become a top source of quality hires

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75% of the talent pool is passive yet only 61% of companies recruit passive candidates

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61% 39%

Recruit passive candidates

75%

25%

Pasive Active

Professionals

Companies

Get value from your online sources in 2015  Next steps for your strategic planning

1.  Focus on ‘career-centric’ online sources rather than broad-appeal sources

2.  Measure ROI across sources of hires to inform your investment strategy

3.  Define quality hires for your company (i.e. top performers, retention, hiring manager satisfaction)

4.  Structure and train your team for both outbound sourcing and inbound job application management

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EX

EC

UTI

VE

Employees Foresee Strong Job Opportunities Globally

Q3

2013

Q4

2013

Q1

2014

Q2

2014

Q3

2014

CO

MP

EN

ATIO

N

ATTR

ITIO

N

ATTR

AC

TIO

N

TREN

DS

OU

TLO

OK

Job Opportunity Barometer a

Global Employed Labor Force

Europe

Asia

50.9

54.3

46.3

50

Q3 2014 n = 4,475 (Asia); 3,309 (North America); 1,201 (Latin America); 17,974 (Global); 1,505 (Australia/ new Zealand); 6,487 (Europe). Source: CEB 2010–2014 Global Labor Market Survey. a

The global JOB is an indexed score calculated from a battery of five questions posed to survey respondents. These answers are combined and converted to a 100-point scale, with higher values indicating stronger perceptions of job opportunities.

40

50

60 Stronger Job Opportunity Perception

Neutral Job Opportunity Perception

Weaker Job Opportunity Perception

Australia and New Zealand

North America

47.5

Latin America

Q2

2013

Q1

2013

Q4

2012

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Active Candidates on the Rise

10%

30%

50%

Percentage of Employees by Degree of Job-Seeking Behavior a

Global Employed Labor Force

Perc

enta

ge o

f Em

ploy

ees

Passive

Neutral

Active

Quarter-Over-Quarter Change

(3.7%)

Q4

2009

Q2

2010

Q4

2010

Q1

2011

Q2

2011

Q3

2011

Q4

2011

Q1

2012

Q2

2012

Q3

2012

Q4

2012

Q1

2013

Q2

2013

Q3

2013

Q4

2013

Q3

2014

Q2

2014

Q1

2014

43.6% 37.8% 35.4%

26.9% 30.3%

26.1%

Q3 2014 n = 17,974. Source: CEB 2009–2014 Global Labor Market Survey. a

Active, neutral, and passive job-search behaviors are quantified based on the Active–Passive Score detailed on page 10.

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India 3.3% Increase

Australia 5.7 % Increase

Spain 8.6 % Increase

United Kingdom 5.6% Increase

Indonesia 5.9 % Decrease

Active Job Seeking Reaches Record High

United States 11.7% Increase

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 Based on LinkedIn and CEB research

Top sourcing & employer brand trends to build into your 2015 plan

2 Employer brand: Priorities, proactive management, budgets

1 Recruiting & Sourcing: Top sources, passive candidate recruiting

#hiretowin

Biggest obstacles to landing top talent in 2015 will be competition & compensation

20%

25%

30%

35%

40%

45%

50%

2012 2013 2014

Competition

Compensation

Lack of interest in our employer brand

Location

% g

lob

al c

omp

anie

s

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 % saying that ‘employer brand’ …

Employer brand is viewed as important, but resourcing and measurement are still catching up

75%

56%

43% 36%

0%

20%

40%

60%

80%

has significant impact on hiring

quality talent

is a top priority has enough resources

is measured

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 % ranking channel as most effective

Social & professional networks grow in importance as channels for promoting talent brand

30%

40%

50%

60%

70%

80%

90%

2012 2013 2014

Company website

Online professional networks (e.g., LinkedIn)

Friends/family, word of mouth

Social media (e.g., Facebook, Twitter)

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76% of job applicants viewed an employee’s LinkedIn profile 6 months prior to being hired

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Boosting employer brand investment in 2015  Next steps for your strategic planning

ü  Benchmark your employer brand budget against other HR investments — is employer brand funded in line with priorities?

ü  Craft tailored messages for different talent pools

ü  Leverage your employees as ambassadors;

their profiles are another brand touch point

ü  Partner with marketing to create content that will keep you top of mind with professionals

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2011 2014

30

Trend in Application Volume Median Number of Applicants per Open Position

Higher Applicant Volume, Poor Quality Applicants

40

Average Quality of Applicant Pool Percentage of Applicants for a Given Position Who Are Considered High-Quality (Likely to Become High-Performing Employees) by the Recruiter

28% High-Quality Applicants

Poor quality applicants lead to… … poor quality of shortlist …low quality of hire …more new hire turnover …reduced new hire productivity …lower business unit profitability

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 3

New Mindsets

New Generations

New Skills

New Locations 67%

.

Business Rational for New Talent Need

Applicants struggle to make the right decisions based on the information available to them about and from potential employers

New Talent Needs Drive Branding Urgency but

New Skills

New Generations

New Mindsets

“Compared to three years ago, I am more skeptical of what employers say about themselves.”

61% VS  

Applicant Uncertainty About Where to Apply

“If I wanted to leave my current employer, I know which other employers I would consider applying to.”

31%

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Branding for Influence 1

Customized Brands Focus

2 3 Messenger-Driven Outreach

Core Brand

Customized Brands

“Check out this company that

I didn’t know hires for…”

“Your work helps achieve our

mission by…”

“Given your interests, I think the right job for you will be…”

Source: CEB analysis.

Branding for Appeal

Core Brand Focus

Core Brand

Customized Brands

“See our career opportunities.” “Be challenged

every day.”

“Our culture is very collaborative.”

Giving  applicants  trusted    guidance    

to  make  be5er    decisions  about    whether  to  apply  

 

Promo:ng  the    organiza:on  as  a  great    

place  to  work    

Three Steps to Branding for Influence Messages That Sell Channel-Driven Outreach

Messages That Consult

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 Based on LinkedIn and CEB research

Top sourcing & employer brand trends to build into your 2015 plan

2 Employer brand: Priorities, proactive management, budgets

1 Recruiting & sourcing: Top sources, passive candidate recruiting

#hiretowin

3 Future of recruiting: Top up and coming trends

 Top ‘up-and-coming’ recruiting trends for selected geographies Different countries see a different future

Australia, India, South Africa Improved candidate & job matching

USA, Canada, Mexico & Brazil Improved candidate & job matching

Germany, Italy, Netherlands Recruiting becoming more like marketing

Belgium Remote workforce options

China Using “big data” to predict future talent needs

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…but matching candidates to jobs has global appeal

Improved candidate and job

matching

Improved candidate and job

matching

Improved candidate and job

matching

Recruiting becoming more like marketing

Recruiting becoming more like marketing

Improved candidate and job

matching

Improved candidate and job

matching

Improved candidate and job

matching

Improved candidate and job

matching

Using "big data" for

predicting future talent needs

Recruiting becoming more like marketing

Recruiting becoming more like marketing

Recruiting becoming more like marketing

Improved candidate and job

matching

Using "big data" for

predicting future talent needs

Using in-house

marketing to advertise

our employee

experience

Recruiting becoming more like marketing

Focusing on referrals

as a primary

source of talent

Using "big data" for

predicting future talent needs

Improved candidate and job

matching

Defining and

measuring the quality of our hires

Defining and

measuring the quality of our hires

Proving ROI for our recruiting

tools

Defining and

measuring the quality of our hires

Improved candidate and job

matching

Proving ROI for our recruiting

tools

Defining and

measuring the quality of our hires

Proving ROI for our recruiting

tools

Proving ROI for our recruiting

tools

Recruiting becoming more like marketing

Upcoming Trend #1

Upcoming Trend #2

Upcoming Trend #3

USA UK Nordics Germany France Spain Australia India Brazil China

#hiretowin

Improved candidate and job

matching

Improved candidate and job

matching

Improved candidate and job

matching

Recruiting becoming more like marketing

Recruiting becoming more like marketing

Improved candidate and job

matching

Improved candidate and job

matching

Improved candidate and job

matching

Improved candidate and job

matching

Using "big data" for

predicting future talent needs

Recruiting becoming more like marketing

Recruiting becoming more like marketing

Recruiting becoming more like marketing

Improved candidate and job

matching

Using "big data" for

predicting future talent needs

Using in-house

marketing to advertise

our employee

experience

Recruiting becoming more like marketing

Focusing on referrals

as a primary

source of talent

Using "big data" for

predicting future talent needs

Improved candidate and job

matching

Defining and

measuring the quality of our hires

Defining and

measuring the quality of our hires

Proving ROI for our recruiting

tools

Defining and

measuring the quality of our hires

Improved candidate and job

matching

Proving ROI for our recruiting

tools

Defining and

measuring the quality of our hires

Proving ROI for our recruiting

tools

Proving ROI for our recruiting

tools

Recruiting becoming more like marketing

Upcoming Trend #1

Upcoming Trend #2

Upcoming Trend #3

USA UK Nordics Germany France Spain Australia India Brazil China

#1 Improved candidate and job

matching

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…but matching candidates to jobs has global appeal

Better candidate & job matching with LinkedIn: 2015 Fit-based search in LinkedIn Recruiter

THE ECONOMIC GRAPH

Recru i ter Search

Fi t -based search

Fit-based search Prioritizes candidates based on: 1.  Similarities to your

employees 2.  Behavioral interest in your

company

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Five practical steps for 2015 planning

Optimize your job posts using industry-standard keywords to ensure they match to the right candidates 1

2 Identify attributes in your quality employees so you know which quality hires to prioritize

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Five practical steps for 2015 planning

3

4 Use smart sourcing tactics to triple your sourcing yield and improve quality of slate up to 22%

5 Become a strategic Talent Advisor to the business ̶ Earn the right to influence through firm-specific business acumen and labor market expertise

Brand for influence, not appeal, to improve applicant quality by more than 50%

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Newly Released: 2015 Global Recruiting Trends 4th Annual report based on the largest survey of recruiting leaders in the world

http://lnkd.in/2015recruitingtrends

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