opportunities in staffing · the 2015 opportunities in staffing guide was published based on...

© 2015 CareerBuilder and Inavero© 2015 CareerBuilder and Inavero

United States – Research Findings

May 2015

OPPORTUNITIES IN STAFFING

© 2015 CareerBuilder and Inavero

TABLE OF CONTENTS

1 |

Page

HOW TO USE THIS REPORT 2

SURVEY METHODOLOGY 3

NET PROMOTER SCORE® BENCHMARKS 4

STAFFING FIRM AWARENESS AND UTILIZATION 10

SATISFACTION AND LOYALTY DRIVERS 13

HOW A STAFFING FIRM IS CHOSEN 19

SOURCING CLIENTS 25

HOW STAFFING FIRMS USE DATA/TECH TO MAKE BETTER DECISIONS 27

WHAT HAPPENS WHEN A CONTRACTOR IS A DETRACTOR 29

REHIRING – THE UNTAPPED GOLDMINE 31

THE IMPORTANCE OF MOBILE OPTIMIZATION 33

ONLINE REVIEWS – ARE YOU READY? 37

PERCEPTION VS. REALITY – GAPS IN SERVICE 40


HOW TO USE THIS REPORT

2 |

Each page of the report has 1 or 2

charts that visually display key

findings from the 2015 study.

Individual charts or study findings can be used with proper citation.

SOURCE: © 2015 CareerBuilder and Inavero

A short description of the

findings is provided to aid

the reader’s interpretation

of the research.

Each page includes a

summary of why the

research finding is

important for the staffing

industry and how to apply

the lessons to your firm.

Research summaries, on-demand webinars and other tools: www.opportunitiesinstaffing.com


SURVEY METHODOLOGY

3 |

The 2015 Opportunities in Staffing guide was published based on responses from:

• 3,020 staffing industry clients completed the survey

• 2,051 responses from an independent online panel

• 969 responses from CareerBuilder’s database

• 9,525 job candidates completed the survey

• 301 responses from an independent online panel

• 9,224 responses from CareerBuilder’s database

• 864 staffing industry internal staff from CareerBuilder’s database completed the

survey

The survey was fielded between March 24th, 2015 and April 19th, 2015 using

CareerBuilder and independent 3rd party panels to ensure data validity.


NET PROMOTER SCORE® BENCHMARKS

4 |

® Net Promoter, NPS, and Net Promoter Score are trademarks of Satmetrix systems, Inc., Bain & Company, and Fred Reichheld


NET PROMOTER SCORE® METHODOLOGY

5 |

A Net Promoter Score (NPS®) is an easily understandable

metric based on likelihood to recommend using a

company, product or service to a friend or colleague

Staffing firms see a direct correlation between:

Net Promoter Score, retention, & revenue growth.

Is a Net Promoter Score?

WHAT

Use a Net Promoter Score?

WHY

HOWIs Net Promoter

Score calculated?

0 1 2 3 4 5 6 7 8 9 10

Detractors PromotersPassives

% Promoters % Detractors NPS

Promoters: Your firm’s strongest allies; most

likely to promote your firm to others

Detractors: At risk of

switching firms



56%

47% 50%

39% 35%

32%

27% 15%

14%

20%

21% 27%

24%

30% 41%

33%

30%

18% 8% 8%

-3%

-10%

30%

70%

2009 2010 2011 2012 2013 2014 2015

Clients: Likelihood to Recommend Working with Primary Staffing Firm

Promoters (9-10) Detractors (0-6) Net Promoter Score®

CLIENT SATISFACTION DROPS SHARPLY TO A

NEW LOW OF -3% NPS®

6 |

What this means: After remaining steady for the previous year, client satisfaction has again resumed the negative

trend and dropped to a new low of -3% NPS.

Why it matters: For the first time, there are more client detractors than promoters, resulting in all-time low client

satisfaction scores. With industry-wide satisfaction at such low levels, there is now more opportunity than ever to use world-

class client experience as a differentiator in the marketplace.


NOTE: Net Promoter Score® (NPS® ) is calculated by subtracting Detractors (those rating a 6 or lower) from Promoters

(those rating a 9 or 10), on a scale from 0 to 10 of their likelihood to recommend working with the firm to others.


20%

12%

0% 1%

3%

-8% -10%

0%

10%

20%

30%

2013 2014 2015

Clients: Likelihood to Recommend Working with Primary Staffing Firm

Lead Contact NPS® Day-to-Day Contact NPS®

LEAD CONTACT CLIENT SATISFACTION

SCORES ARE DOWN 12 POINTS TO 0% NPS

7 |

What this means: Lead contact satisfaction scores have dropped for the second year in a row and are now at a 0%

NPS. Day-to-Day contact satisfaction scores have dropped at a similar rate, and are also at an all-time low of -8% NPS.

Why it matters: Following with the decrease in overall client satisfaction, both lead contact and day-to-day contact

client scores are at their lowest levels yet. The fact that staffing firms’ primary contacts are equal parts detractors and

promoters shows the need for industry-wide improvement in creating positive experiences for clients.





-48% -48%

-33% -34%

-26% -25% -27%

19% 16%

28% 30% 33%

22% 24%

-60%

-40%

-20%

0%

20%

40%

2009 2010 2011 2012 2013 2014 2015

Candidates: Likelihood to Recommend Working with Primary Staffing Firm

Overall (Placed and Unplaced) Candidate NPS® Placed Candidate NPS®

PLACED CANDIDATE NET PROMOTER SCORE®

HOLDS STEADY AT 24%

8 |

What this means: After a sharp decrease in NPS from 2013 to 2014, placed candidate satisfaction scores have

maintained since last year.

Why it matters: Placed candidate satisfaction fell significantly in 2014, and a very small increase in 2015 potentially

indicates a slow recovery. With candidate satisfaction being so key to gaining a referral, there is plenty of incentive to

enhance candidate experience and reach 2013 satisfaction levels and beyond.





66% 64% 59% 60% 60%

14% 15% 15% 16% 15%

51% 49% 45% 44% 45%

0%

40%

80%

2011 2012 2013 2014 2015

Staffing Employees: Likelihood to Recommend Working for Current Staffing Firm

Promoters (9-10) Detractors (0-6) Net Promoter Score ®

INTERNAL EMPLOYEE SATISFACTION REMAINS

STEADY AT A 45% NPS®

9 |

What this means: Internal staffing employee satisfaction remains steady for the second straight year, but is lower

than 2011’s high of 51% NPS.

Why it matters: While internal employee satisfaction is no longer in decline, there is still much room for improvement,

as 15% of employees are still detractors of their current firm. Employee satisfaction at work affects their engagement in

their jobs, which in turn directly impacts their performance and the satisfaction of clients and candidates they interact with.





STAFFING FIRM AWARENESS AND

UTILIZATION

10 |


TOP 7 FIRMS ARE RECOGNIZED BY AT LEAST

HALF OF CLIENTS

11 |

81%

72%

69%

64%

62%

53%

50%

45%

44%

36%

0% 50% 100%

Kelly Services

Robert Half

Accountemps

The Manpower Group

Adecco

Randstad

Aerotek

Office Team

Spherion

Snelling

Clients: Top 10 Recognized Staffing Firms - Aided

What this means: The top 7 firms are

recognized by at least half of clients

Why it matters: The staffing market remains

fragmented, with very few large firms being

recognized by a majority of clients. This stiff

industry competition makes it even harder to

stand out in the crowd. Is your firm creating an

exceptional experience that will make your clients

talk about you in a positive light?

• Unaided awareness of staffing firms is down

this year among clients, with 64% able to name

at least two staffing firm from memory

compared to 70% in 2014

One in three (32%) clients have hired a

temporary employee through a staffing firm

in the past year


More than half of job candidates have used

a staffing or recruiting firm. More than one

in six (17%) have used a staffing or

recruiting firm in the past 12 months.

• Unaided awareness of staffing firms is down

significantly this year among job candidates,

with 56% able to name at least one staffing firm

from memory compared to 66% in 2014

72%

58%

52%

49%

48%

46%

46%

39%

34%

27%

0% 50% 100%

Kelly Services

Robert Half

The Manpower Group

Accountemps

Adecco

Randstad

Aerotek

Kforce

Office Team

AppleOne

Job Candidates: Top 10 Recognized Staffing Firms - Aided

12 |

What this means: Only 3 firms are

recognized by at least half of job candidates

Why it matters: With awareness being even

lower among candidates than clients, more focus

must be put into creating experiences that will

make your firm stand out. Is the candidate

experience from start to finish with your firm good

enough for candidates to proactively recommend

you to others?

TOP 3 FIRMS ARE RECOGNIZED BY MORE THAN

HALF OF CANDIDATES


SATISFACTION AND LOYALTY DRIVERS

13 |


Client NPS® if

“Yes”

Client NPS®

if “No”Statement About Staffing Firm

Difference in

Client NPS®

6% -53% "Follow up on your requests or issues within 24 hours" +59%

8% -51%"Set realistic expectations about any potential open

positions you had"+58%

2% -56% "Ask questions to clarify the needs of the position" +58%

9% -41% "Learn about your company’s culture" +50%

11% -36%"Respond to your email and/ or voicemail requests within

two hours"+47%

WHEN RELATIONSHIP IS STARTING, CLIENT

SATISFACTION INCREASES MOST WHEN

ISSUES ARE RESOLVED WITHIN 24 HOURS

14 |


What this means: When beginning a staffing firm relationship, client satisfaction is impacted most by quick follow up

to issues/requests, taking the time to clearly understand the needs of the open position(s), and setting realistic expectations

about those open positions.

Why it matters: Clients want to feel like your staffing firm truly understands their needs, and want that understanding

to be paired with excellent and prompt customer service. If your firm can establish a strong drive to understand a client’s

expectations from the very start of the relationship, satisfaction is greatly increased and problems can be avoided later in

the placement process.




Client NPS® if

“Yes”

Client NPS®


Difference in

Client NPS®

6% -63%"Candidates submitted matched the position’s

specifications"+69%

9% -55%"Candidates submitted were a good fit with the company’s

culture"+64%

7% -49%"Candidates were submitted within the expected

timeframe"+56%

11% -30% "Check in with you during candidate’s first week on the job" +40%

6% -33%"I was presented with more than one qualified candidate for

a position"+39%

WHILE TRYING TO FILL POSITION, LARGEST

DIFFERENCE IN CLIENT SATISFACTION

OCCURS WHEN CANDIDATES SKILLS MATCH

POSITION

15 |


What this means: While filling a position, the largest variance in client satisfaction happens when the submitted

candidates are a good skills match for the position and a good culture match for the company.

Why it matters: Not surprisingly, when your firm is filling a position, client satisfaction hinges most on the submitted

candidates themselves. Beyond simply providing high quality candidates, much of this perception can be improved by how

expectations are managed and how much your firm pushes to understand a client’s needs from the onset.




Client NPS® if

“Yes”

Client NPS®


Difference in

Client NPS®

4% -51% "Resolved any of your issues within 24 hours" +55%

3% -48%"Resolved any issues with the talent they placed within 24

hours"+51%

10% -29%"Debrief on placed talent’s performance after end of

assignment"+39%

9% -28%"Checked in with you during candidate’s first week on the

job"+37%

10% -23%"Checked in with you at least monthly throughout the

assignment on a recently placed candidate"+33%

QUICK RESOLUTION OF ISSUES RESULTS IN

BIGGEST DIFFERENCE IN CLIENT

SATISFACTION AFTER POSITION IS FILLED

16 |


What this means: After a position is filled, client satisfaction scores are most influenced by quick resolution of both

client and placed talent issues.

Why it matters: Clients expect prompt follow-up to both the client contact and the placed candidate after a position is

filled, and satisfaction suffers when this isn’t the case. Prompt and insightful follow-up on post-placement issues

demonstrates a continued interest in your clients’ success and greatly increases the likelihood they will tell others as much.




Candidate

NPS® if “Yes”

Candidate

NPS® if

“No”

Statement About Staffing FirmDifference in

Candidate NPS®

34% -27% "My recruiter worked to get to know me as a person" +61%

30% -26%"They set expectations about how best to communicate

with them throughout the process"+56%

19% -35% "Someone contacted me for an interview" +54%

25% -24%"They helped identify other positions that I might be

qualified for"+49%

14% -33%"They sent me confirmation they had received my

application"+47%

BIGGEST DIFFERENCE IN CANDIDATE

SATISFACTION OCCURS WHEN THE RECRUITER

GETS TO KNOW THEM AS A PERSON

17 |

What this means: Before being placed, the largest differences in satisfaction for job candidates happen when a

recruiter gets to know them on a personal level and is able to establish a solid communication process.

Why it matters: Recruiter actions impact how a job candidate perceives your staffing firm. If a recruiter fails to

understand a candidate as a person, the candidate can feel like their best interests are not in mind and satisfaction suffers

accordingly. During the placement process, recruiters must push to consistently perform all of the above actions in order to

ensure higher candidate satisfaction and loyalty.





Candidate

NPS® if “Yes”

Candidate

NPS® if

“No”

Statement About Staffing FirmDifference in

Candidate NPS®

36% -35% "Any issues were resolved in a timely manner" +71%

40% -21%"I had all of the tools and information I needed to be

successful"+61%

31% -16% "Any emails or phone calls were returned within 24 hours" +47%

36% -8%"Someone contacted me during my first week of the new

assignment"+44%

28% -16%"The position was accurately described to me prior to

starting"+44%

AFTER PLACEMENT, LARGEST DIFFERENCE IN

CANDIDATE SATISFACTION HAPPENS WHEN

ISSUES ARE RESOLVED IN A TIMELY MANNER

18 |


What this means: After being placed, the largest differences in satisfaction for job candidates happen when recruiters

resolve issues in a timely manner and provide candidates with the tools they need to be successful at their new position.

Why it matters: Follow-up actions taken by recruiters after a candidate is placed are important in maintaining a strong

relationship and ensuring candidate satisfaction. Candidates often feel as if they are suddenly less important or are outright

ignored after being placed in a position, and strong follow-up actions can help to improve this negative perception.




HOW A STAFFING FIRM IS CHOSEN

19 |


MORE THAN THREE IN FIVE CLIENTS RELY ON

REFERRALS WHEN FINDING STAFFING FIRMS

20 |

61%

43%

43%

32%

26%

7%

0% 40% 80%

Referral

Online Search

Past Experiences

Reputation

Direct Sales / Events

Advertising

How Clients Find and Select Staffing Firms

Significant Differences

• Compared to client-side executives and

managers, supervisors/coordinators are the

more likely to trust a referral (80%).

• Baby Boomer clients are much more likely to

trust their past experiences with a firm (53%)

and a firm’s reputation in the industry (38%).

What this means: Referrals, both personal

and professional, are the most commonly used by

clients to find and select which staffing firms to

work with. Advertising, on the other hand, is the

least used resource by far.

Why it matters: Creating positive

experiences for clients turns them into brand

promoters and makes them proactively generate

additional leads for your staffing firm. The

importance of client experience is emphasized

when the resources over which you have

complete control are actually the least likely to

generate leads.


THREE IN FOUR CLIENTS TRUST REFERRALS

WHEN DETERMINING STAFFING FIRM QUALITY

21 |

78%

35%

24%

21%

21%

20%

20%

4%

0% 40% 80%

A referral from a friend or colleague

Testimonials provided by the firm from other clients

Independent, third-party awards the firm has earned

The firm’s sales rep

User-generated online reviews

Their affiliation with a respected trade association

The firm’s website

An advertisement for the firm

Trusted Sources of Information Clients Use to Determine Staffing Firm Quality


• Gen Y clients are by far the most likely to trust

user-generated online reviews (37% compared

to 15% of Baby Boomers and 20% of Gen X).

What this means: Referrals are easily the

most trusted sources of information that clients

use to determine the quality of a staffing firm,

followed by testimonials about the firm provided

by other clients.

Why it matters: After initial discovery of your

firm, client referrals are also important to further

educate prospects on the kind of experience they

can expect. Having a client vouch for your brand

in the form of referrals or testimonials is the most

genuine and impactful way to generate new leads

and convince of the experience you provide.


32%

26%

25%

25%

20%

17%

15%

0% 20% 40%

They demonstrated they knew more about our industry than other

firms

I trusted them more than the other providers

They shared information with me that helped my company improve

our recruiting

They shared current hiring trends in my industry

They demonstrated they knew more about our company than

other firms

They presented me with credible testimonials from current clients

They were the lowest priced option we considered

Factors in Selecting Primary Staffing Firm

WHEN SELECTING A FIRM TO WORK WITH,

CLIENTS SEEK DEMONSTRATED INDUSTRY

KNOWLEDGE, NOT THE LOWEST PRICE

22 |

NPS®

11%

23%

29%

20%

25%

20%

-6%


• Gen Y clients are more likely to select

the lowest priced option (21%) than

Gen X (16%) and Baby Boomers

(11%).

What this means: The most

common thing clients look for in a

staffing firm is a demonstrated

knowledge of their industry, but clients

are most satisfied when they select a

firm that helps them improve their own

recruiting.

Why it matters: Although

demonstrating industry knowledge is

important, helping to improve your

clients’ own recruiting efforts and

demonstrating you know more about

their company than the competition will

result in the highest satisfaction levels.



RECRUITERS CONTACT JOB CANDIDATES 5.5

PER WEEK, CANDIDATES MOST OFTEN

DISCOVER FIRMS VIA RECRUITER CONTACT

23 |

Most Recent Job

Search Type

Average Contacts

per Week

Overall 5.5

Industrial 4.2

Office/Clerical 4.2

Tech/IT Services 10.2

Healthcare 4.0

Professional 5.0

Senior Manager/Executive 5.1

30%

25%

14%

11%

3%

3%

0% 20% 40%

Called by a recruiter

Online advertisement

Referral from friend or coworker

Emailed by a recruiter

Traditional media advertisement

Industry event or career fair

How Candidates Initially Learn About Staffing Firms

What this means: Candidates most frequently learn about staffing firms by being called by a recruiter or from an

online advertisement. Recruiters contact job candidates quite frequently, especially in the technology/IT services field.

Why it matters: As opposed to new clients, job candidates still rely much on your recruiters and advertisements for

initial discovery of your brand. With the overwhelming number of contacts from staffing firms per week, is your candidate

experience telling a story strong enough to break through the clutter?


80%

39%

38%

34%

27%

26%

15%

8%

0% 40% 80%

A referral from a friend or colleague

User-generated online reviews

The firm’s website

Independent, third-party awards the firm has earned

Testimonials provided by the firm from other talent

Their affiliation with a respected trade association

The firm’s sales rep

An advertisement for the firm

Trusted Sources of Information Candidates Use to Determine Staffing Firm Quality

CANDIDATES DETERMINE STAFFING FIRM

QUALITY USING REFERRALS, NOT A FIRM’S

ADVERTISING OR SALES REPRESENTATIVES

24 |


• Gen Y candidates are more likely to trust user-

generated online reviews (49%) than Gen X

(42%) and Baby Boomers (32%).

What this means: Job candidates are more

than twice as likely to trust a referral from a friend

or colleague than any other source of information

when in comes to determining the quality of a

staffing firm. Advertisements for a staffing firm are

trusted by less than one in ten candidates.

Why it matters: Your most powerful

salesperson continues to be somebody who

doesn’t work for you. Beyond the lead-generating

power of candidate referrals, online user reviews

are also trusted by job candidates and should be

readily available to showcase the unique

experience your firm can provide.


SOURCING CLIENTS

25 |


40%

27%

7%

0% 20% 40%

Personal/ professional network

Cold calling

Online job site aggregators

Staffing Employees: Most Successful Sources of New Clients

86%

77%

62%

58%

52%

52%

43%

38%

30%

17%

0% 50% 100%

Cold calling

Personal/professional network

Online job site aggregators

Local online job boards

Events/tradeshows

Company hiring sites

Associations or trade groups

Niche focused online job boards (Dice.com,

Craigslist

Online lead generation websites

Staffing Employees: Most Common Sources of New Clients

STAFFING EMPLOYEES RELY MOST ON COLD

CALLING TO SOURCE NEW CLIENTS, BUT FIND

THEIR NETWORKS THE MOST SUCCESSFUL

26 |

What this means: The two most common and

successful sources of clients are cold calling and an

employee’s personal and professional network.

Why it matters: While sourcing job candidates has

shifted more heavily to online-based network models,

sourcing new clients remains more traditional in the use

of cold calling and relying on personal/professional

networks. While online job site aggregators and job

boards are increasing in use, they have not started to

challenge the success rates of traditional methods of

sourcing.


HOW STAFFING FIRMS USE DATA/TECH

TO MAKE BETTER HIRING DECISIONS

27 |


42%

58%

83%

17%

MORE THAN FOUR IN FIVE EMPLOYEES USE AN

ATS, MORE THAN TWO IN FIVE USE AN HRIS

28 |

ATSApplicant

Tracking

System

73%

27%

Currently utilize Do NOT currently utilize

Most Common ATS Currently Used:

1. BullHorn (19%)

2. Internal Proprietary System (13%)

3. PeopleSoft (5%)

Reasons for Not Using ATS/HRIS:

1. Organization is too small

2. Don’t have control over the decision

3. Don’t have the budget

33% of staffing employees are

not comfortable using

recruitment software/technology

52% using an ATS claim that

lack of user-friendliness is

their biggest pain point

86% of staffing employees use

data to help recruit top talent

86% of staffing employees use

data to aid the sales process

What this means: A large majority of

staffing employees are using an ATS, and use

data to help recruit top talent and aid in the

sales process.

Why it matters: Using data helps many

staffing firms, especially large ones, make

better hiring decisions. Recruitment

technology such as an ATS or HRIS is

becoming increasingly important to stay

competitive, and can greatly aid in your firm’s

decision-making.HRISHuman

Resources

Information

System


WHAT HAPPENS WHEN A CONTRACTOR

IS A DETRACTOR?

29 |


CANDIDATE DETRACTORS ARE 3 TIMES MORE

LIKELY TO THINK STAFFING FIRMS HAVE

SELFISH MOTIVES

30 |


Compared to Promoters, Detractors are…

5x More likely to not take a temporary assignment in the future

3x Less likely to be proud of a temporary assignment they were placed on

3x More likely to think staffing agencies have selfish motives

2x Less likely to believe staffing firms help them get hired quicker than searching on their own

2x Less likely to believe staffing firms are a good bridge to permanent employment

What this means: When a candidate is a detractor of their staffing firm, many of their perceptions of their prospects,

the staffing industry, and temporary work in general are much more likely to be impacted in a negative way.

Why it matters: Candidate detractors of a single staffing firm are likely to become detractors of the industry as a whole

and perpetuate their negative perceptions of motives and position quality on others. Providing exceptional candidate

experience will limit the number of detractors of your brand, creating additional placement opportunities for you and leading

to a healthier industry overall.


REHIRING – THE UNTAPPED GOLDMINE

31 |


What this means: The largest percentage of staffing firms define talent being “rehired” as placing them in another

assignment within 30 days of their prior assignment ending. Surprisingly, only one in four talent are rehired, by any

definition.

Why it matters: With three in four talent not being rehired, a real opportunity exists to stay in contact with the best

placed talent since they have already been deemed worthy to place originally. Granted some talent you won’t want to place

again, for a variety of reasons, but an untapped source of talent who have already been vetted is at every firm’s fingertips.

THREE IN FOUR PLACED TALENT ARE NOT PUT

ON MORE THAN ONE ASSIGNMENT

32 |


Only 1 in 4 Placed

Talent are Rehired!

Definition of “Rehire”

44%

15%

17%

7%

0% 25% 50%

30 days

60 days

90 days

180 days

Staffing Firms define "rehire" as placing talent again within ________ after their

previous assignment


IMPORTANCE OF MOBILE OPTIMIZATION

33 |


LESS THAN HALF OF EMPLOYEES CLAIM THEIR

FIRM’S WEBSITE IS OPTIMIZED FOR MOBILE,

ONE IN FOUR HAVEN'T EVEN CHECKED

34 |


What this means: More than half of employees currently do either not have a mobile-optimized website or have never

even checked. Just over a quarter of clients report that their current mobile site navigates well.

Why it matters: Mobile optimization is becoming ever-important with the increased use of mobile devices, steadily

moving from a value added resource to a base expectation of many clients and candidates. If your firm does not have a

mobile-friendly site, or if your employees do not even know about it, you are missing potential leads and an opportunity to

better serve your clients and candidates.

48%

16%

10%

26%

0% 25% 50%

Site is mobile/tablet optimized

Site isn't currently mobile/tablet optimized, but will

be within a year

Site isn’t mobile/tablet optimized, and there are

no plans to do so

Haven’t checked to see if the site is mobile/tablet

optimized

Staffing Employees: Company's Mobile Website Optimization

28%

32%

11%

28%

0% 20% 40%

Navigates well

Navigates ok

Navigates poorly

Unsure/never tried

Staffing Employees: Company's Mobile Website Navigation


What this means: Only about a half of firms have a mobile optimized website despite the fact that the firms

themselves, clients and talent all think a non-mobile optimized website negatively impacts the firm’s reputation.

Why it matters: The first experience clients and talent have with your firm very well could be through their smartphone

or tablet. Is your firm making sure that experience is a positive experience, not frustrating one? Have you checked your

firm’s website on your mobile device? Smartphones and tables will only increase in popularity and utilization, be certain

your firm is prepared.

35 |


CLIENTS AND TALENT ARE MOBILE, ARE YOU?

Agree a non-mobile-ready site

negatively impacts the firm’s ability

to be competitive

Only

48%of all staffing

firms know they

have a mobile

optimized

website Perception of

company becomes

more negative if site

isn’t mobile ready

57%Clients

38%Talent

70%Staffing Firm

Employees

Even

Though


What this means: Rather than suffering through a non-optimal experience, three in four candidates will simply leave a

mobile website. Of those who leave, one in five will not come back, and one in ten will go to another company’s website.

Why it matters: Mobile optimization is an ever-increasing component of a job candidate’s job search. If your website is

not optimized for mobile/table use, opportunity is lost as candidates will most likely leave and may not come back in any

form. In fact, some will simply look for a competitor who does offer the quality experience they are looking for.

NEARLY THREE IN FOUR CANDIDATES WILL

LEAVE A SITE THAT IS NOT MOBILE OPTIMIZED,

ONE IN FIVE WILL NOT COME BACK

36 |


Candidates: Action Taken When a Website is Not Mobile/Tablet Optimized

Suffer through

the less than

optimal

experience

27%

Leave the Site

73%

80%

9%

11%

0% 50% 100%

Wait until I’m at a desktop or laptop computer to look at

the website

Leave the site and not return

Look for another company whose site is optimized for

mobile

Candidates: Action Taken After Leaving a Website That is Not Mobile/Tablet Optimized


ONLINE REVIEWS – ARE YOU READY?

37 |


Strategy in place 48%

Plan to have a

strategy

21%

No plans to have a strategy

32%

Staffing Employees: Online Review Strategy

What this means: Currently, less than half of employees have an online review strategy. Additionally, even when a

strategy is place, nearly half of firms do not have a strategy for encouraging positive reviews or dealing with bad reviews.

Why it matters: With the ever-increasing importance of user-generated online reviews in purchase decisions, your firm

must position itself to take full advantage. Using positive reviews as a sales tool and negative reviews as a chance to

showcase quality recovery will put your company at a great advantage over those lagging behind this movement.

ONE IN THREE STAFFING EMPLOYEES REPORT

NO STRATEGY FOR ONLINE REVIEWS AND NO

PLANS TO HAVE ONE IN THE FUTURE

38 |


83%

54%

52%

0% 50% 100%

Active “listening” to alert us of new reviews

Strategy for encouraging positive reviews from

loyal clients and placed

talent

Strategy for dealing with bad reviews

Staffing Employees: Components of Online Review Strategy


What this means: Half of candidates and more than a quarter of clients will actively refer others to a staffing firm they

have had a positive experience with. An additional three in five clients will also refer others if specifically asked.

Why it matters: Nine in ten job candidates and four in five clients will reward you with additional leads for creating

positive experiences during their job search. Both clients and candidates not only trust referrals as a source of information,

they are more than willing to become referrals to your brand themselves.

HALF OF JOB CANDIDATES WILL ACTIVELY

ENCOURAGE OTHERS TO USE A FIRM IF THEY

HAVE A POSITIVE EXPERIENCE

39 |


27%

57%

16% Actively encourage people to use the firm

Encourage people to use the firm, but only if you are asked

Do nothing

50%

41%

9%

Actively encourage people to use the firm

Encourage people to use the firm, but only if you are asked

Do nothing

Clients Candidates

If you have a positive experience with your primary staffing firm, which action are you likely to take?


PERCEPTION VS. REALITY

GAPS IN SERVICE

40 |


What this means: Clients actually receive much less consistency in their interactions with staffing employees then the

employees report, specifically in the areas of sharing hiring trends, competitive salaries, and a quick response to requests.

Why it matters: Internal employees are not as consistent as they believe when it comes to interacting with their clients,

which negatively impacts client satisfaction levels. In order to close this gap between perception and reality, your employees

need to recognize that a client’s definition of consistent and quality service can be much tougher to attain.

Client Relationship ActionWhat Clients

Receive

What the Field

Reports DoingGap

“Discuss current hiring trends on the types of positions had open” 54% 74% -20%

“Respond to your email and/ or voicemail requests within 2 hours” 71% 91% -20%

“Educate you on competitive salaries for your open positions” 58% 77% -19%

“The candidates’ unique qualifications were shared with me” 77% 94% -16%

“Checked in with you at least monthly throughout the assignment

on a recently placed candidate” 67% 81% -14%

LARGEST GAPS IN CLIENT SERVICE INVOLVE

DISCUSSING CURRENT HIRING TRENDS AND

RESPONDING TO REQUESTS WITHIN 2 HOURS

41 |



What this means: There are large differences between the consistency in services candidates feel they receive and

the services staffing employees say they provide, especially regarding feedback/coaching and job search resources.

Why it matters: Candidates do not receive consistency in many key areas of their relationship with a staffing firm, even

though employees report high consistency in many of these areas. In order to improve your candidates’ experience with

your firm, listen to their feedback and consider that your employees are most likely overly optimistic about their consistency

in interacting with their job candidates.

Candidate Relationship ActionWhat Candidates

Receive

What the Field

Reports DoingGap

“I was given feedback and coaching throughout the assignment” 30% 85% -55%

“They directed me to additional resources to help in my job search” 25% 79% -54%

“My recruiter worked to get to know me as a person” 48% 95% -47%

“They set expectations about how best to communicate with them

throughout the process” 51% 97% -46%

“Someone contacted me prior to the end of my assignment about

the upcoming transition” 47% 87% -40%

LARGEST GAPS IN CANDIDATE SERVICE

INVOLVE RECEIVING COACHING AND

ADDITIONAL RESOURCES DURING JOB SEARCH

42 |



ADDITIONAL RESOURCES AND RESEARCH

CONTACTS

43 |

Full report, webinars and executive summaries can be found at:

www.opportunitiesinstaffing.com

Inavero Research Contact:

John Campbell

Senior Research Analyst

Inavero, Inc.

503.542.3338

[email protected]

CareerBuilder Research Contact:

Christie Phillips

Corporate Marketing Manager

CareerBuilder

312.698.0710

[email protected]

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