mena recruiting trends 2015

MENA Recruiting Trends 3 Must-Know Talent Acquisition Trends for 2015

1st Annual Report

Introduction To win in 2015, talent acquisi4on and business leaders need to stay ahead of the latest recrui4ng trends. Companies and ins4tu4ons are under pressure to find top talent at lower costs while compe4ng with big brands and promising start-‐ups. The recrui4ng industry is undergoing pockets of disrup4on. Social media and digital marke4ng are becoming the new norm in how we recruit. With innova4ve recrui4ng technologies and techniques emerging almost every day, we are witnessing the democra4za4on of recrui4ng. Any company – big or small – can now find high quality talent at scale with the right tools and strategy. Read on to understand how you can get ahead of these recrui4ng trends in 2015. !

About this survey We surveyed more than 4,125 talent acquisi4on decision makers in 31 countries across 14 industries, of which 184 were based in MENA, to understand what’s keeping them up at night and where they see the industry going in 2015. Get a head start on 2015: tap into our insights on the largest survey of talent acquisi4on leaders in the world and chart your course for success. !

02 Introduc4on

03 Execu4ve summary

04 Part 1: The recrui4ng industry in 2015

10 Part 2: Sourcing

20 Part 3: Talent brand

26 Part 4: The future of recrui4ng

30 Epilogue: More interes4ng data

2 MENA Recrui4ng Trends

Executive summary: MENA recruiting trends

3 must-know talent acquisition trends and predictions for 2015

1 Priorities: MENA recruiting leaders’ top priorities for 2015 include improving quality of hire and recruiting highly skilled talent.!

2 Sourcing: Social professional networks skyrocket are the number one source of quality hires for MENA companies!

3 Future trends: MENA recruiting leaders predict the top long-lasting recruiting trends will be upgrading employer branding, utilizing professional networks and recruiting globally!


“What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?”!

“Think about the key quality hires that your organization (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?”!

17%

25%

28%

33%

42%

Diversity recrui4ng

Workforce planning

Improving sourcing techniques

Improving quality of hire

Recrui4ng/sourcing highly-‐skilled talent for the company

“Think about your (talent acquisition organization's/ firm's) top priorities for the next 12 months. Which of the following choices would you consider to be the most important and least important areas of interest for your organization?”!

44%

34% 34% 31%

38%

32% 30%

42%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Social professional networks

Recruitment process

outsourcers, con4ngency agencies or execu4ve

search firms

Company career website

Internet job boards

MENA Global

26%

37%

33%

21%

32%

34%

Finding be]er ways to source passive candidates

U4lizing social and professional networks

Upgrading employer branding

MENA Global

Part 1: The recruiting industry in 2015

ü  Technology context and catalysts

ü  Organizational

pressures and priorities

ü  Competitive threats

Part 1: The recruiting industry in 2015 Hiring volumes and budgets buck the trend of stagnation, heating up for the first time. With the widening gap between budgets and hiring, talent acquisition leaders must be poised to scale their operations. Doing more with less is more important now than ever before. Competition and compensation continue to be the top obstacles for attracting talent, forcing recruiting leaders to get smart and use data-driven techniques in their pursuit of top talent. Companies small and large face their own unique challenges in recruiting, and therefore must play to their own competitive advantages. Broader technology advancements have also begun to disrupt the talent industry, setting the stage for a dynamic and exciting future for recruiting.!

Advancement! Implication for Talent Acquisition!

Social Media!The accessibility and connectedness of personal and professional profiles online has made talent more findable than ever – and is leveling the playing field.!

Digital Marketing!

Targeted advertising based on profile demographics and online behavior is trickling from marketing into recruiting. With pin point accuracy, companies can find the right talent faster by segmenting and targeting talent with the most relevant job opportunities.!

Mobile!With the meteoric rise of mobile device globally, job candidates are increasingly researching opportunities and companies in a mobile-optimized format.!

Machine Learning!

Adaptive algorithms can now match jobs with job seekers based on real-time behavioral feedback (i.e. viewing a job, clicking to apply). !

“Big Data” Analytics!

As data storage, processing, and transmission become cheaper, talent acquisition leaders have begun to use this data for both strategic and tactical business decisions.!

MENA Recrui4ng Trends 5

Part 1: The Recrui4ng Industry in 2015

Organizational pressure

Hiring volume and budgets increase

Global hiring volumes and budgets heat up for the first time in four years. As the gap widens between hiring volume and budgets in 2015, recruiting leaders must scale their operations, do more with less, and invest wisely. !

71% of MENA companies have increased their budget for recruiting and talent acquisition from 2013 to 2014!

“Considering only full and part-time professional employees, how do you expect the hiring volume across your organization to change this year?”!

“How has your organization's budget for recruiting solutions changed from last year?”!



51%

42% 46%

63%

40%

32% 31%

46%

0%

10%

20%

30%

40%

50%

60%

70%

2011 2012 2013 2014

Hiring Volume

Hiring Budget

Organizational priorities: MENA recruiting leaders agree on top 4 in 2015

Sourcing is top priority MENA and Global talent acquisition leaders agree that sourcing skilled talent is essential for any successful organization. Improving sourcing techniques is a bigger priority in MENA than peers in the global survey pool.!

28%

11%

20%

19%

Workforce planning

Training employees as ambassadors of the

company

Small businesses Large companies

20%

25%

34%

46%

25%

28%

33%

42%

4.Workforce planning

3. Improving sourcing techniques

2. Improving quality of hire

1. Recrui4ng/sourcing highly-‐skilled talent

MENA Global

“Think about your talent acquisition organization's top priorities for 2014. Which of the following choices would you consider to be the most important areas of interest for your organization?”!

“Think about your talent acquisition organization's top priorities for 2014. Which of the following choices would you consider to be the most important areas of interest for your organization?”!



Small and large companies differ Small companies are significantly more likely to prioritize training employees as ambassadors of the company than large companies. Large MENA companies are significantly more likely to prioritize workforce planning than small businesses do. We define small businesses as organizations with 500 or fewer people.!

Competitive threats: Biggest obstacle to landing talent in 2015 is compensation

Compensation is top obstacle to hiring Compensation will continue to be the number one obstacle companies face in attracting top talent, outstripping competition.

Compensation is especially hot in MENA Compensation pressures are more of a threat to MENA companies than to global companies. Companies need to step up their recruiting game to win in a competitive market for talent in MENA.!

“What are your company's biggest obstacles to attracting the best talent?”!

52%!46%!

20%!

40%!

60%!

80%!

Compensation!

MENA! Global!

“What are your company's biggest obstacles to attracting the best talent?”!



52%

46%

38%

46%

21% 25%

0%

10%

20%

30%

40%

50%

60%

MENA Global

Compensa4on

Compe44on

Loca4on

Competitive threats: MENA companies are nervous about retention and employer brand

“What are the things that your compe3tors have done or may plan on doing that would make you most nervous?”



18%

29%

29%

17%

26%

33%

Increase focus on passive talent

Invest in their employer brand

Improve employee reten4on

MENA Global

Retention considered top competitive threat!!The top 3 things that make MENA companies most nervous heading into 2015 are their competitors’ improvement of retention, investment in talent brand and passive talent recruitment. Companies can turn these competitive threats into a competitive advantage by finding ways to retain their own top employees, getting smart about recruiting passive talent, and beefing up their talent brand so it’s a place people love to work.!

60%! of MENA companies recruit passive talent.!

Part 2: Sourcing

ü  Top sources for quality and quantity of hires

ü  Passive candidate

recruitment ü  Recruiting Success

Metrics ü  Mobile recruiting

Part 2: Sourcing !Just as a championship sports team is defined by its players and coaches, a successful company is defined by its talent. But where are companies finding talent today?!!In 2015, sourcing just isn’t what it used to be. Recruiters’ use of social professional networks skyrocketed to become the number one source of quality hires. Passive candidate recruiting is popular not only in MENA, but also in economic powerhouse countries like China and India. MENA small businesses have also figured out how to poach passive talent. For many, it’s central to their recruiting strategy. Passive talent accounts for 75% of all professionals worldwide.!!As candidates become increasingly mobile, companies are also embracing mobile recruiting. The mobile revolution is in full swing in the talent industry, and will continue to be a big theme in 2015.!


Part 2: Sourcing

Top sources for quality hires: Social professional networks are #1 in 2015

Social professional networks top source for quality Social professional networks are now the most important and fastest growing source of quality hires in MENA, reaching 45% in 2014. Get ahead of this trend by tapping into social professional networks for quality hires.!


MENA companies heavily reliant on social recruiting Compared to other countries in the global study, MENA companies source quality hires significantly more from social professional networks, and significantly less from internet job boards. As international markets evolve, this trend is one worth watching.

31%

44% 42%

38%

Internet job boards Social professional networks

MENA Global

12

Part 2: Sourcing


MENA Recrui4ng Trends

44%

34% 34% 31%

29%

38%

32% 30%

42%

33%


Recruitment process

outsourcers, con4ngency agencies or

execu4ve search firms


Internet job boards

Employee referral programs

MENA Global

Top sources for quantity of hires: Company career sites are #1 in 2015 Career sites produce highest quantity of hires Company career websites currently produce the highest quantity of hires in MENA companies. However, quantity doesn’t always equal quality, so recruiting leaders need to manage the application process to ensure they get both quantity and quality.!

“How significant were each of the following as a source of white collar professional (candidates placed by/hires for) your organization in the past 12 months?”!

How MENA channels for quantity of hire differ Social professional networks, diversity recruiting programs and general social media are more popular for quantity of hires in MENA than globally. !

How Global channels for quantity of hire differ Globally, internet job boards and internal hires are sources for significantly larger quantities of hires than in MENA.!

13

Part 2: Sourcing

18%

20%

22%

27%

30%

33%

36%

Internal hires

Recruitment process outsourcers, con4ngency agencies…

Your ATS/ internal candidate database

Internet resume databases


Internet job boards


9%

6%

27%

13%

10%

30%

General social media

Diversity recrui4ng programs


MENA Global

29%

50%

18%

33%

Internal hires

Internet job boards

MENA Global MENA Recrui4ng Trends

Sourcing: There are a handful of sources that provide both quality and quantity

“How significant were each of the following as a source of white collar professional hires for your organization in the past 12 months?” (>15% quantity of hires)!

5 sources of hire for quality and quantity

“Think about the key quality hires that your organization (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?” !

64% of global talent leaders believe they’re not doing a great job tracking return on investment on sources of hire. There’s lots of room for improvement.!!As the gap between hiring volume and budgets widens, it’s time to invest and optimize the sources that return both the best quality and quantity of candidates.!

Part 2: Sourcing


Company career website!

Company CRM system!

Diversity recruiting programs!

Employee referral programs!

General career fairs! General social

media!

Internal hires!

Internet job boards!

Internet resume databases!

Print/trade journals

Staffing/RPO!

Social professional

networks!

Student recruiting programs!

ATS/internal candidate database!

0%

20%

40%

0% 20% 40% 60% 80%

Impo

rtant

Sou

rce

for K

ey H

ires!

Major/Minor Source for Hires!

Sourcing passive candidates: MENA climbing the ladder in 2015 Passive candidate recruiting: The global breakdown 59% of hiring is focused on passive talent for MENA companies.!

Why passive candidate recruiting works

75% Passive

25% Ac6ve

Global Candidate Breakdown

Active candidate definition:!ü  Actively looking!ü  Casually looking a few times a week!!Passive candidate definition:!ü  Reaching out to personal network!ü  Open to talking to a recruiter!ü  Completely satisfied; Don’t want to move!

“How would you describe your job search status?” Source: LinkedIn’s Talent Trends 2014 study

“To what extent does your recruiting organization focus on hiring passive talent?”! 15

61% Global Average

Part 2: Sourcing

China 83% United States 72%

India 69% Spain 68% Brazil 67%

Southeast Asia 65% Mexico 63%

Hong Kong 60% South Africa 60%

MENA 59% Canada 58%

United Kingdom 57% Germany 54%

Italy 53% Nordics 51% France 51%

Australia 49% Netherlands 48%

Belgium 41%


Sourcing: Small businesses take a different approach

Small businesses highly focused on passive talent Small businesses are significantly more likely to focus on passive candidate recruitment than large companies are. With fewer resources and less time, smart small businesses get scrappy and strategic, identifying passive candidates with the right skills and cultural fit.!

“To what extent does your recruiting organization focus on hiring passive talent?”!

64%

57% Focus to some extent or greatly on passive candidate recruitment

Large companies Small businesses

Sources of quality hires differ for small businesses Small businesses are more reliant on general social media and less reliant on recruitment process outsourcers, contingency agencies or executive search firms than their large company counterparts are. With less time and fewer internal candidates, small business recruiting leaders need to find ways to help talent find them.


16

Part 2: Sourcing

16%

26%

5%

39%

General social media

Recruitment process outsourcers, con4ngency agencies or execu4ve

search firms



Sourcing: Quality of hire is the most valuable metric

17

Quality of hire most valuable performance metric Global and MENA recrui4ng leaders agree that quality of hire is the most valuable metric for measuring their recrui4ng team’s performance.

Epilogue: Talent analy4cs

“What is the single most valuable metric that you use to track your recruiting team's performance today?”!

18%

25%

44%

11%

27%

49%

Hiring manager sa4sfac4on

Time to fill

Quality of hire

MENA Global

Small businesses highly value quality of hire In MENA, small businesses value quality of hire significantly more than large companies do. Large companies value 4me to fill as a performance metric significantly more than small businesses do.

14%

15%

57%

10%

35%

44%


Time to fill

Quality of hire


“What is the single most valuable metric that you use to track your recruiting team's performance today?”!


Sourcing: Quality of hire measured mainly through new hire performance evaluation

18

New hire performance evaluation is top way to measure quality of hire Quality of hire is widely considered the holy grail of recruiting metrics. Today, Global and MENA recruiting leaders agree on the top 3 ways to measure quality of hire. MENA leaders lean toward new hire performance evaluation while, globally, companies favor turnover and hiring manager satisfaction.!


Company size impacts how quality is measured In MENA, small businesses favor new hire performance evaluation and turnover as a quality of hire metric.!

40%

51%

52%

34%

46%

52%


Turnover/reten4on

New hire performance evalua4on

MENA Global

“What metrics does your organization use to track quality of hire?”!

38%

49%

55%

32%

44%

49%


Turnover/reten4on

New hire performance evalua4on


“What metrics does your organization use to track quality of hire?”!


Sourcing: The continued rise of mobile

Candidate mobile behaviors rising globally Candidate mobile job seeking behavior is on the rise. We believe this will continue in 2015.!

Part 2: Sourcing


“To what extent do you agree or disagree with the following statements related to mobile recruiting?”!

20%!16%!

38%!

28%!

A lot of candidates learn about our opportunities on

mobile devices!

We have seen a lot of candidates apply for our positions through mobile!

2013! 2014!

90%! 75%!

42% of MENA talent leaders don’t know where to start with mobile recruiting. !!With the rise of mobile globally, companies in MENA should start prioritizing mobile recruiting to ensure a flawless candidate experience. !!Download the mobile recruiting playbook to learn more about how to optimize your mobile recruiting strategy: !h]p://lnkd.in/mobilerecrui4ngonlinkedin !

Part 3: Talent brand

ü  How we prioritize

and act ü  Channels for

promoting talent brand

ü  Why companies

invest in talent brand

Part 3: Talent brand What’s a talent brand and why does it matter? It’s what talent thinks, feels, and shares about your company as a place to work. A strong talent brand reduces cost per hire by up to 50% and lowers turnover rates by 28%.1!!As recruiting evolves to be more like marketing, recruiting leaders are embracing the idea of talent brand. Their actions are now beginning to catch up to their beliefs. Recruiting leaders can get ahead of the competition by acting quickly to invest and create a proactive talent brand strategy. To learn more, check out LinkedIn’s Employer Brand Playbook.!

21

Part 3: Talent Brand

Marketing! Recruiting!

Segment! Determine the types of people that fit your open jobs!

Target! Prioritize and pursue high priority candidates!

Position! Create a narrative and message for the company’s talent brand to acquire and retain priority candidates!

Product! The job and work environment!

Price! Employee salary and benefits!

Promotion! Outbound: Job postings, public relations!Inbound: Build relationships with talent communities, social, digital, and content marketing!

Place of distribution! Job boards, social networks, email!

1Eda Gultekin, What’s the Value of Your Employment Brand?, http://lnkd.in/valueofEB (December 1, 2011) .! MENA Recrui4ng Trends

Talent brand: Companies prioritize it & their actions are beginning to catch up Talent brand prioritized with action to follow MENA recruiting leaders agree that talent brand is a priority that impacts their ability to hire top talent. Their actions are now beginning to catch up. Companies can get ahead of the competition by creating a proactive talent brand strategy.!

“Please indicate the extent to which you agree or disagree with the following statements as they relate to your company’s employer brand.”!

72% of MENA Talent Acquisition leaders say talent brand has a significant impact on their ability to hire great talent. !



72% 65%

61% 55%

75%

58% 56%

43%

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

Employer brand has a significant impact on our ability to hire great talent

We understand our employer brand strength across different

talent popula4ons

Employer brand is a top priority

Those responsible for our employer

brand have enough resources

to do it well

MENA Global

Talent brand: MENA companies are ahead in prioritizing it and acting on it

MENA companies ahead of the pack on talent brand MENA companies are pacing above average when it comes to prioritizing and proactively managing their talent brand. !

Talent brand is a top priority for our organization!

My

com

pany

has

a p

roac

tive

tale

nt b

rand

stra

tegy

!

23



US!

UK!Australia!

India!

Nordics!Germany!

Spain!

Italy!

Brazil!SE Asia!

China!

Netherlands!

France!

Canada!

MENA!

Belgium!

Hong Kong!

Mexico!

South Africa!

35%!

65%!

25%! 75%!

Talent brand: Online professional networks is the fastest growing promo channel

How large companies promote talent brand In MENA, large companies are using public relations efforts and their companies’ website to promote their talent brand significantly more than small businesses have.!

Fastest growing channel for talent brand In MENA, company website is the fastest growing channels for promoting talent brand, followed by online professional networks such as LinkedIn. !

“Which channels or tools have you found most effective in spreading your employer brand?”!

66%

29%

78%

44%

Company website

Public rela4ons efforts


24



73%

58%

44% 41% 38%

76%

61%

47% 49%

31%

0%

10%

20%

30%

40%

50%

60%

70%

80%

Company website

Online professional

networks (e.g., LinkedIn)

Social media (e.g.,

Facebook, Twi]er)

Friends/family, word of mouth

Public rela4ons efforts

MENA Global

Talent brand: What’s the return on investment? Reasons to invest in talent brand Global and MENA companies agree on the top 5 reasons for investing in talent brand. These reasons form the foundation of a good business case to secure talent brand resources.!

“For what reasons are you spending more on employer brand this year?”

25


50%

49%

39%

41%

42%

30%

35%

41%

43%

65%

Need to raise general awareness

Increased belief in the impact of employer brand

Difficulty recrui4ng quality candidates

Planned increase in hiring

Increased compe44on

MENA Global


3 Reasons to invest in talent brand:

1Eda Gultekin, What’s the Value of Your Employment Brand?, http://lnkd.in/valueofEB (December 1, 2011).!

50%

28%

75%

How much you can reduce your cost per hire1!

How much you can reduce your employee turnover1!

% of talent acquisition leaders say talent brand significantly impacts their ability to hire great talent!

3 Reasons to invest in talent brand:

Part 4: The future of recruiting

ü  Top long-lasting

trends ü  Top up-and-coming

trends

Part 4: The future of recruiting Now it’s time to test the wisdom of crowds. Looking in their crystal balls, talent acquisition leaders predict what the future of recruiting will look like. They also attempt to trend spot new, up-and-coming recruitment practices. !!Amazingly, both Global and MENA talent acquisition leaders are in sync on the future of recruiting. They believe that social professional networks and better matching of candidates with jobs will be the new norm in 5 to 10 years. Given how rapidly recruiting has evolved in only 4 short years, perhaps change will come sooner than we think.!

27

Part 4: Predic4ng the Future of Recrui4ng


The future: Employer branding and improved matching are in the cards Employer branding is here to stay Global and MENA recruiting leaders agree: upgrading employer branding is the most essential and long-lasting trend in recruiting.!

Trend spotting: Candidate and job matching Candidate and job matching could reshape the recruiting industry, especially in MENA.!

“What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?”!

“Which of the following new and upcoming trends do you think will play a significant role in shaping the recruiting industry for the next 5 to 10 years?”!

28

Part 4: Predic4ng the Future of Recrui4ng

12%

37%

33%

27%

32%

34%

Recrui4ng globally

U4lizing social and professional networks

Upgrading employer branding

MENA Global

46%

53%

46%

56%

Recrui4ng becoming more like marke4ng

Improved candidate and job matching

MENA Global


Epilogue: More interesting data 1.  Student Recruiting 2.  Data Driven Recruiting

Student and recent grad recruitment: Most global and MENA companies do it Most companies globally recruit students Although student and recent grad recruiting isn’t a top priority globally, most companies do recruit students as part of their overall talent acquisition strategy. Don’t miss out on this trend.!

“To what extent does your company recruit young professionals? We're defining 'young professionals' as anyone who is 0-3 years out of school.”!

30

Most large and small MENA companies recruit students The majority of large and small MENA companies also recruit students and recent graduates.!

68%

32%

Large MENA companies

Recruit students and young professionals!

Don't recruit students and young professionals!

Epilogue: Student Recrui4ng

79%

21%

Global companies

Recruit students and young professionals!Don't recruit students and young professionals!

76%

24%

Small MENA companies

Recruit students and young professionals!Don't recruit students and young professionals!


Student and recent grad recruitment: MENA companies are below average MENA companies recruit students at a lower rate than global average MENA is at the bottom of the pack when it comes to student recruiting. For Italian companies, student recruiting is practically essential.!

“To what extent does your company recruit young professionals? We're defining 'young professionals' as anyone who is 0-3 years out of school.”!

31

79% Global Average

Compensation is main obstacle to recruiting students MENA and global companies struggle primarily with compensation when recruiting students. No matter who you recruit, compensation will be a major obstacle so get ready to compete. !

“What are the biggest obstacles you face in attracting young professionals to your company?”!

Epilogue: Student Recrui4ng

Italy 90% Spain 87%

Mexico 87% Brazil 87% India 86%

France 85% Belgium 83%

South Africa 82% Southeast Asia 82%

Canada 80% United States 80%

Germany 78% China 78%

Nordics 76% Hong Kong 73%

United Kingdom 72% MENA 71%

Netherlands 71% Australia 64%

29%

20%

20%

36%

31%

17%

20%

22%

32%

36%

Lack of awareness of or interest in our employer

brand

I don't face any obstacles to recrui4ng young professionals

Loca4on

Compe44on

Compensa4on

MENA Global


Recruiting leaders are fairly aligned with what young professionals want in a job


What talent acquisition leaders think young professionals want in a job!

#Young Professionals value more than what recruiting leaders think!

#Young Professionals value as much as what recruiting leaders think!

#Young Professionals value less than what recruiting leaders think!

Wha

t you

ng p

rofe

ssio

nals

want

in a

job!

A Co. with a long-term strategic vision!

Culture that fits my personality!

Excellent compensation &

benefits!

Strong career path!

Job security!

Flexible work arrangements!

Ability to make an impact!

Challenging work!A place I would be proud to work!

Strong employee development!

Values employees contributions!

Good relationship with your colleagues!

Good relationship with your superiors!

Internal transfer opportunities!

Good work/life balance!

0%!

10%!

20%!

30%!

40%!

50%!

60%!

70%!

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

Talent analytics: Currently not done effectively in most companies globally

33 “How well do you think your organiza3on uses data to understand (talent acquisi3on/recrui3ng) effec3veness and opportuni3es?”

MENA companies top the charts in data-driven recruiting Recruiting leaders need to strengthen their talent analytics capabilities to stay ahead.!

24% Global Average


India 53% MENA 43%

Southeast Asia 39% Brazil 32%

Mexico 30% United States 29% South Africa 25%

Canada 21% China 18% Spain 17%

United Kingdom 17% Italy 16%

Hong Kong 15% Australia 13%

Netherlands 12% Belgium 12% France 9% Nordics 9%

Germany 9%

Global companies use data mainly for workforce and expansion

39%

57%

49%

51%

Expanding to new markets or loca4ons

Long-‐term workforce planning

MENA Global

“In general, which of the following areas do you believe your organiza3on uses data effec3vely to beQer understand talent acquisi3on effec3veness and opportuni3es?”


34% of MENA recruiting leaders believe they are using data very well in their roles.!

34

Survey sampling and methodology Data Comparisons §  Global comparisons are reported as un-weighted averages

from the noted countries!§  Historical data comparisons are taken from 2011, 2012 and

2013 Global Recruiting Trends research, which had similar sampling criteria and methodology to 2014!

–  2014 survey fielded August-September 2014 with 184 respondents !

Survey Sample §  Survey respondents are talent acquisition professionals

who:!–  Work in a corporate HR department !–  Have at least some authority in determining their

company’s recruitment solutions budget!–  Focus exclusively on recruiting, manage a recruiting

team, or are HR generalists who spend more than 25% of their time recruiting.!

§  Survey respondents are members of LinkedIn who have opted to participate in research studies. They were selected based on information in their LinkedIn profile and contacted via email.!

Brazil: 198

USA: 406

Canada: 300

UK: 400 China: 201

Southeast Asia: 385 India: 304

Australia: 274

Spain: 203

Nordics: 71

Italy: 205

France: 200

Germany: 203 Netherlands: 182

MENA: 184 Mexico: 151

South Africa: 130

Hong Kong: 51

Belgium: 77


About LinkedIn Talent Solutions LinkedIn Talent Solutions offers a full range of recruiting solutions to help organizations of all sizes find, engage, and attract the best talent. !!Founded in 2003, LinkedIn connects the world’s professionals to make them more productive and successful. With over 300 million members worldwide, including executives from every Fortune 500 company, LinkedIn is the world’s largest professional network.!

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About the authors

Sam Gager Research Consultant LinkedIn Talent Solu4ons Sam is an experienced researcher on LinkedIn’s Insights team. He and his colleagues uncover data-‐driven insights from LinkedIn’s proprietary data.

Pascale Comaty MENA Marke4ng Manager LinkedIn Talent Solu4ons Pascale is helping companies in MENA find and recruit top talent. She enjoys hearing from customers about their success stories and sharing them with the industry.

Esther Cruz Insights and Content Marke4ng Manager LinkedIn Talent Solu4ons Esther is passionate about connec4ng people and opportuni4es. She enjoys crea4ng content and disrup4ve thought leadership for the talent industry.

Zeina Harmouche MENA Marke4ng Coordinator LinkedIn Talent Solu4ons Zeina enjoys planning events, webcasts and innova4ve online campaigns that introduce LinkedIn to poten4al customers in the MENA region.


mena recruiting trends 2015

Documents

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