the talent advantage

© 2014 CareerBuilder© 2014 CareerBuilder

THE TALENT ADVANTAGEPresented by Vina Dang, Managing Director

© 2014 CareerBuilder

• How can we use data & workforce analytics to

drive talent strategy and tactics

• How do we target & pipeline more relevant and

qualified candidates?

• How do we retain who we currently have &

“steal” from competitors?

• How do we link our brand with great workplace

attributes?

• How do we remove friction in the apply process

for both candidates and recruiters?

HR CHALLENGES

1 |


HUMAN RESOURCE INVESTMENTS

2 |

Source: Talent Equation - CareerBuilder U.S. Jobs Forecast 2014

22%Mobile readiness

Where do companies

plan to invest

additional resources

into their recruitment

strategy for 2014?

22%Enhancements to

company career site

16%Front office tools

(ATS/CRM)

29%Workforce analytics/

Access to data

11%Other


ECONOMICALLY

SPEAKING…


HISTORICAL JOB LOSS

4 |

19811990 2001 2007


ECONOMY + UNEMPLOYMENT

5 |

1948 2014• Nationwide unemployment – 5.9%

• New York – 6.4% (29th lowest)

• Pennsylvania – 5.8% (22nd lowest)

• North Dakota – 2.8% (#1 lowest!)

DO YOU SEE A PATTERN?


WELCOME TO 2.8% NORTH DAKOTA!

6 |


LOCAL TRENDS


LOCAL ECONOMY TRENDS (GREATER NYC)

8 |Source: EMSI Talent Market Analysis & CareerBuilder’s Supply & Demand Portal – data pulled 6/3/2014

Greater NYC + 1.6%

Greater Philly – 1.9%

THE LAST 5 YEARS…


LOCAL OCCUPATION TRENDS (GREATER NYC)

9 |

Source: EMSI Talent Market Analysis & CareerBuilder’s Supply & Demand Portal – data pulled 6/3/2014

THE LAST 5 YEARS…


THE NEXT 5 YEARS…

10 |Source: EMSI Talent Market Analysis & CareerBuilder’s Supply & Demand Portal – data pulled 10/17/2014


COMPETITION FOR SKILLED TALENT

11 |

40%of employers say

they have

difficulty retaining

critical-skill

employees

70%of Americans are

not engaged at

the workplace

59%of hiring managers

are concerned

about the growing

skills gap.

5 in10H.R. managers say

they have open

positions for which

they cannot find

qualified candidates.

Source: CareerBuilder 2014 Skills Gap Study -http://careerbuildercommunications.com/skillsgapstudy2014/


DELIGHT NOT DOOM

2009 2010 2011 2012 2013

Gradually declining unemployment means increased competition for talent

Deflated

Empowered!

12 |


KNOW YOUR TALENT MARKETSTART WITH DATA + END WITH STRATEGY

13


SUPPLY & DEMAND – COLLEGE & DIVERSITY

14 | Source: EMSI College Analyst – data pulled 10/1/2014


MEANINGFUL DATA = KNOWING…

Which schools have the largest number of

graduates in the degree programs I needs?

Which schools have the most graduates near

my position location?

Which schools have the most graduates with

diverse candidates (gender, ethnicity) so I can

create a diversity recruitment strategy?

Which students have a home residency near

my open critical position to reduce relocation

costs.

19 |


SUPPLY & DEMAND – GREATER NYC

16 | Source: EMSI Talent Market Analysis & CareerBuilder’s Supply & Demand Portal – data pulled 6/3/2014



What is the talent landscape for software

developers?

Who am I competing with for this for this talent?

What is the current supply? Future Supply?

What is the competitive compensation for

software developers?

19 |


CONVERSATIONAL ANALYTICS

18 |



How is my team doing in regards to open and

filled jobs this year?

I have a new job to fill, where did my last great

hire come from?

My job board contract is up for renewal. How

are they performing for us in regards to job

functions?

Do I have any recruitment teams or individuals

that are currently struggling or performing

extremely well? 19 |


BE WHERE YOUR

CANDIDATES AREBRAND + SOURCE + RE-ENGAGE

20


TALENT SCARCITY IN A DIGITAL AGE

21 |

Significant Power Shift

from Employer to the

Consumer Candidate

© 2014 CareerBuilder22

THE 3 CONSUMER CANDIDATE

“GREAT EXPECTATIONS”

1. Easy 2. Transparent 3. Personal


THE CONSUMER CANDIDATE

23

search for jobs while at work.

different resources are used on average

before applying to a job.

Of full-time employed workers are actively looking

or open to new job opportunities.

Source: CareerBuilder and Inavero Candidate Behavior Study 2013

© 2014 CareerBuilder25

BRAND MATTERS

of candidates believe employment

brand plays a key role in their decision whether or not to apply.

Key components that make a company attractive:

for treating an employee well.

Source: CareerBuilder and Inavero Candidate Behavior Study 2013


CONSISTENT RECRUITMENT MARKETING

26


THINK LIKE A MARKETER

28


ATTRACT WITH A DYNAMIC STORY!

29


CULTURE VIA SOCIAL MEDIA – 62%

29


THE MOBILE EXPERIENCE

CareerBuilder HR Technology Survey 2014

30

Yes

31%

No

37%

Not sure

32%

Yes No Not sure


MOBILE: OPTIMIZED VS. FRIENDLY

vs.

31 |

45% of all of CB’s

traffic each

month comes

from mobile

devices – even

worse, when they

encounter a non-

mobile friendly

apply process,

40% will drop off.


SIMPLIFY YOUR PROCESSREMOVE THE FRICTION

32


CANDIDATE EXPECTATIONS

33

• Easy – “One click to buy online.”

• Transparent – “I know where my shipment is.”

• Personal – “I have a relationship with a company

brand.

Think CONSUMER experience...


DOES THE CANDIDATE EXPERIENCE MATCH?

34


TOLERANCE OR TALENTED?

35 |

Of employers feel a long process is positive because it

“weeds out” candidates, and only the best will survive.

CANDIDATES DROP-OFFOUT OF

Source: CareerBuilder “How Candidate Experience is Transforming HR Technology” Study, October 2014


GIVE CANDIDATES OPTIONS

36

© 2014 CareerBuilder► 37 ◄

TALENT NETWORKS – JOIN + RE-ENGAGE

37 |

of candidates would be willing to join a

talent network, even if they aren’t ready to apply.


SIMPLIFY THE PROCESS

38 |

What is continuous “req-less” recruitment?

The process of proactively

sourcing and connecting with

candidates even if there are

no current open positions that

suit their interests or abilities.

72% of employers said the

strategy reduces time to hire

41% say it reduces cost per

hire.

Source: Talent Equation


PERSONAL COMMUNICATION

39 |

Source: CareerBuilder “How Candidate Experience is Transforming HR Technology” Study, October 2014

Of candidates expect to receive an

auto-response after submitting an

application. 40% feel it’s impersonal.

expect a phone

call from a hiring

manager.

candidates want to know where they

stand either way…even if it’s to tell them

they’re not the right fit!


TRANSPARENT + PERSONAL

38 |


FOR RECRUITERS: SIMPLIFY WORKFLOW

41

PUBLIC RESUMEDATABASE CANDIDATES

PRIVATE RESUMEDATABASE CANDIDATES

MYSUPPLY(CLIENT ATS

CANDIDATES)

TALENT NETWORK(CLIENT CANDIDATES)

41%

19%

24%

16%

One

searchJava Developer


BRINGING IT ALL TOGETHER

42 |


Talent Market InsightEmployment Brand

(EVP & Design)

Media Strategy:Job Boards

Niche Sites

Natural Search

Campaigns

Campus

Video - Mobile

Social Media

Software ExperienceSite + Talent Network + ATS

First 3-6 months

Ongoing

Generates candidates flow to…

Capture recruitment performance data

Performance Data:

Feedback Loop. Ongoing

brand management of

Media

and Software Platform

Predictive Data Candidate Sourcing HR Software

THE MODERN RECRUITMENT ENGINE

43 |


HUMANIZE THE CANDIDATE EXPERIENCE

45 |

-Maya Angelou


KEY TAKEAWAYS

46 |

Understand your talent market

today and what will be required of your talent in the future

Determine how changes in the way candidates search online

and the increased use of mobile

will shift your recruitment

strategy

Leverage better technology to your advantage to manage

candidate experience

effectively, capitalizing on

interest and simplifying your

process.


Links/Resources:

http://careerbuildercommunications.com/candidatebehavior/

http://www.careerbuildercommunications.com/candidateexperience/

http://www.slideshare.net/cbforemployers/presentations

http://www.careerbuilderforemployers.com/

Vina Dang | [email protected]

CareerBuilder, Managing Director

Twitter: @vinadang

http://www.linkedin.com/in/vinadang

Questions?

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