2. ‣ VP of Client Inbound Marketing, DHI Group, Inc.
‣ 31 years sales and marketing experience
‣ Passionate about helping employers and HR and talent
acquisition professionals master the rapidly evolving
employer branding and recruitment marketing ecosystem
Scott Cone
3. Today We Will Cover
A new digitally
empowered method to
employer branding and
recruitment
Exclusive research on
what attracts industry
professionals
to your company
What’s not working in the
traditional talent
acquisition approach
4. 338
396
534
755
831
861
Rigzone is a DHI service and part of a growing network
of specialized careers sites. A business built on people,
tailored to specific professions and industries.
Financial Services
Technology
Oil and Gas
Healthcare
Security-clearanceHospitality
About Us
2015DHI growth by team members
2010
2011
2012
2013
2014
5. Empowering you to reach and engage with the world’s
largest audience of financial professionals
Global statistics as at June 2016
1.9 million industry
professionals’
resumes
Rigzone platform
96,000+ followers
6. Active Job Seekers Career Managers
• Actively looking
for a new job
• Frequent site usage
• Searching for current
jobs, changing their
profile, adding a resume,
researching companies
• Happy in their role
but are in tune with their
industry and career
• Consuming career-
related content
• Looking at the most
relevant / interesting
jobs advertised
SOURCE: Aberdeen Group
Reaching Active Job Seekers and Career Managers
of talent prospects
actively seeking jobs
25
%
7. Active Job Seekers Career Managers
• Actively looking
for a new job
• Frequent site usage
• Searching for current
jobs, changing their
profile, adding a resume,
researching companies
• Happy in their role
but are in tune with their
industry and career
• Consuming career-
related content
• Looking at the most
relevant / interesting
jobs advertised
SOURCE: Aberdeen Group
Reaching Active Job Seekers and Career Managers
of talent prospects
not actively
seeking jobs75
%of talent prospects
actively seeking jobs
25
%
8. Source: Recruiter Sentiment Study 1st Half 2016 MRI Network
86%
HR professionals say the market is
now candidate-driven
Candidates Are Now in the Driver’s Seat
9. Source: Recruiter Sentiment Study 1st Half 2016 MRI Network
86%
Candidates Are Now in the Driver’s Seat
Scarcity of
Quality Talent
Information
Transparency
HR professionals say the market is
now candidate-driven
10. The war for
talent is over.
The talent won!
-Josh Bersin
Bersin by Deloitte
Candidates Are Now in the Driver’s Seat
12. Among Americans who have looked for a new job in the last two years, the % who…
79%
66%
63%
55%
32%
32%
28%
0% 20% 40% 60% 80% 100%
Online resources and information
Connections with family / friends
Professional / work connections
Acquaintances or friends of friends
Employment agencies (public / private)
Print ads
Job fairs, conferences, events
34%
20%
17%
7%
5%
4%
5%
0% 10% 20% 30% 40%
Source: Pew Research December 2015
Used in most recent search for a job Was most important resource
Online Dominates Job Search
14. Online Talent Attraction: Reactive, Active Candidates, Transactional
Journey Start Awareness
Consideration
Apply
Hire
Promote
Job Board
Job Ad
Career
Site
15. Online Talent Attraction: Reactive, Active Candidates, Transactional
Journey Start Awareness
Consideration
Apply
Hire
Promote
Job Board
Job Ad
Career
Site
60% of HR professionals
- Express low
confidence in
current efforts
- View efforts as
innovative
17. Talent Relationship Acquisition Journey
Hires
Influencers
LinkedIn
Facebook
Search
Company
Reviews
News Site
Articles
Alumni
Twitter
Job Boards
Career Sites
Email Lead
Nurturing
Personal
Network
Niche Sites
(Rigzone)
Talent
Prospects
Candidates use average of
18 sources* and read 7-8
reviews before applying
23. 52%
30%
11%
4%
3%
0% 13% 25% 38% 50% 63%
5- A great deal
4
3
2
1- Not at all
A Strong Company Brand and Reputation Attracts Talent
Source: Rigzone Employer Brand Survey May 2016
Q: If a company has a good reputation compared to its peers how much does this increase your likelihood to apply for a job there?
24. A Strong Employer Brand Means Lower Talent Acquisition Costs
5% less
26%
6-10% less
28%
11-20%
less
19%
20%+ less
12%
No
15%
Q: If a company has a good reputation compared to its peers, would you be prepared to be flexible about your salary?
25. Your Employer Brand Content Across Multiple Channels
Q: How important would you rate the credibility of content about employers from these sources?
Source: Rigzone Employer Brand Survey May 2016
64%
61%
57%
53%
52%
48%
47%
42%
41%
0% 18% 35% 53% 70%
Content from niche career sites (e.g. Rigzone)
My own network
Industry and Trade Publications
Articles from news sites (e.g. Business Insider)
Content from an employer's own career site
Events
Company review sites (e.g. Glassdoor, Vault)
Content from general job boards (e.g. Monster)
Social networks (e.g. Facebook, LinkedIn...)
26. Your Employer Brand Content Across Multiple Channels
Q: Please indicate which sources of information about employers you turn to first
Source: Rigzone Employer Brand Survey May 2016
21%
18%
18%
14%
14%
13%
13%
13%
11%
0% 6% 11% 17% 22% 28%
Employer's own career site
Search engines
Niche career sites
Industry and Trade Pubs
Articles from news sites
General job boards
Events
Social networks
Company review sites
27. Q: How important is this company-specific information to you when you are researching job
opportunities and potential employers?
85%
80%
75%
75%
74%
73%
70%
56%
0% 23% 45% 68% 90%
Financial stability of the company
Leadership
Rankings and reputation
Company initiatives around corporate…
Company innovation
Company culture
Company vision/mission statement
Geographic footprint
Your Employer Brand Goes Beyond Job Descriptions
28. Respondents asked to name
their top 3 ideal employers
Participants ranked important
employer attributes and
then rate their ideal employers
Global:
8,400 respondents,
over 100 countries
29. Top 12 Employer Brand Attributes
90%
88%
88%
88%
87%
87%
86%
85%
85%
83%
83%
83%
78% 80% 82% 84% 86% 88% 90% 92%
Commitment to health and safety
Competitive salary
Challenging / interesting work
Managed business with integrity
Strong training / development programs
Positive culture
Strong executive leadership
Health benefits
Opportunities for advancement
Financial performance of firm
Uses environmentally sound practices
Has corporate values I agree with
30. Top 12 Employer Brand Attributes for Millennials
90%
90%
88%
88%
88%
87%
86%
86%
85%
84%
82%
81%
75% 78% 80% 83% 85% 88% 90% 93%
Solid training and development programs
Commitment to health and safety
Competitive salary
Opportunities for advancement
Challenging / interesting work
Positive culture
Strong executive leadership
Manages business with integrity
Health benefits
Financial performance of firm
Industy innovator
Established leader in the industry
31. Factors of Importance to Women
Top 3 factors
93% 92% 91%
Manages business
with Integrity
1 2 3
Competitive salary
Challenging /
interesting work
32. Top 12 Employer Brand Attributes for Women
93%
92%
91%
91%
91%
89%
89%
88%
88%
87%
86%
86%
82% 84% 86% 88% 90% 92% 94%
Manages business with integrity
Competitive salary
Challenging / interesting work
Positive culture
Commitment to health and safety
Solid training and development programs
Strong executive leadership
Opportunities for promotion
Financial performance
Corporate values I agree with
Health benefits
Environmentally sound practices
33. 73
70 70 71
73 74 74 74 74 75 75
77 77 78 79 80
67
64
61
63
61 61
65
57
66
60
64
62
75
63
52
1313101063 31513159179 16 28
SOURCE: 2016 Edelman Trust Baramoter
Percent trust in own company within each industry by employees, and trust in that
industry sector among the general population
Trust in own
company
General
sector trust
Attracting from Outside the Industry: Trust Gap
34. 25
27
19
25
28
33
27 28
24
28
37
3132
30
48
24 25 26
21 21 22 23
20
16
19 19
14
19 18 18
8 9 8
13
10 11
Employees Are Trusted Brand Advocates
Innovation effortsFinancial earnings
& operational
performance
Employees Most Trusted
Company CEO
Senior executive
Employee
Activist consumer
Academic
Media spokesperson
SOURCE: 2016 Edelman Trust Baramoter
Views on
industry issues
Partnerships/
programs to address
societal issues
Treatment of
employees/
customer
Business practices/
crisis handling
General population
35. Three Pillars of Digital Talent Acquisition
Employer
Branding
Recruitment
Marketing
Employer
Brand Content
39. SOURCE: Content Marketing Institute 2016 B2B and B2C Content Marketing Benchmark Reports
90%
87%
83%
82%
81%
77%
73%
62%
52%
48%
46%
43%
41%
40%
0% 23% 45% 68% 90% 113%
Social Media posts
Illustrations/Photos
eNewsletters
Videos
Articles on Your Site
Blogs
Live Events
Infographics
Hub Sites
Online Presentations
Branded Content Tools
Mobile Apps
Magazines
Webinars/Webcasts
93%
82%
81%
81%
81%
79%
79%
76%
71%
67%
66%
65%
0% 25% 50% 75% 100%
Social Media posts
Case Studies
Blogs
eNewsletters
Live Events
Articles on Site
Videos
Illustrations/Photos
White Papers
Infographics
Webinars/Webcasts
Online
Presentations
Average Number
Used
12
Average Number
Used
13
Most Used Content Types
B2BB2C
40. Three Pillars of Digital Talent Acquisition
Employer
Branding
Recruitment
Marketing
Employer
Brand Content
41. Recruitment Marketing
Attract
Career Site
Employer Brand Content
Blogs and Social Media
Partner Sites
Promoters
Calls-to-Action
Landing Pages
Talent Conversion Forms
Email Campaigns
Talent Lead Tracking
Nurture Workflows
Reporting
Social Inbox
Smart Content
Engage Hire Retain and delight
Talent
Prospects
Visitors Leads Employees Promoters
42. Welcome to the brave new world
of talent acquisition in the digital age
43. 1. Who owns employer branding?
7 Questions to Ask
44. 1. Who owns employer branding?
2. Do we have a documented employer brand strategy and content plan?
7 Questions to Ask
45. 1. Who owns employer branding?
2. Do we have a documented employer brand strategy and content plan?
3. Do we have compelling employer brand stories to tell?
7 Questions to Ask
46. 1. Who owns employer branding?
2. Do we have a documented employer brand strategy and content plan?
3. Do we have compelling employer brand stories to tell?
4. How can we empower our own employees in helping us tell these stories?
7 Questions to Ask
47. 1. Who owns employer branding?
2. Do we have a documented employer brand strategy and content plan?
3. Do we have compelling employer brand stories to tell?
4. How can we empower our own employees in helping us tell these stories?
5. Do our career site and technology stack support a positive employer band experience?
7 Questions to Ask
48. 1. Who owns employer branding?
2. Do we have a documented employer brand strategy and content plan?
3. Do we have compelling employer brand stories to tell?
4. How can we empower our own employees in helping us tell these stories?
5. Do our career site and technology stack support a positive employer band experience?
6. Which partners can help us tell and promote our stories?
7 Questions to Ask
49. 1. Who owns employer branding?
2. Do we have a documented employer brand strategy and content plan?
3. Do we have compelling employer brand stories to tell?
4. How can we empower our own employees in helping us tell these stories?
5. Do our career site and technology stack support a positive employer band experience?
6. Which partners can help us tell and promote our stories?
7. How will we measure success and improve our results over time?
7 Questions to Ask