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Talent attraction for the modern recruiter


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Talent attraction for the modern recruiter

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Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on investment for your organisation.

Learn some simple methods to develop a strong talent attraction brand that attracts the "right fit" candidates for your company. Also how to retain key staff and provide a positive return on investment for your organisation.


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Talent attraction for the modern recruiter

  1. 1. Talent Attraction For The Modern Recruiter Soraya Lavery Joint CEO of Presents CPG Executive Consulting Ltd
  2. 2. CPG Executive Consulting Ltd We work with ambitious companies who want to grow We are Talent Management Specialists who repurpose the HR Department. Attract Retain And Develop Champions We provide a return on investment turning HR into a profit making division.
  3. 3. Agenda Explore the current talent management trends for recruitment. Who are HR really. The marketing and sales cycle of talent attraction and recruitment. How to build an effective talent attraction and recruitment model that gets the right results – with case studies. Pre-selection methods. The current recruitment and talent trends. Summary. Working with your RPO providers.
  4. 4. The War for Talent
  5. 5. Talent Management is one of the biggest challenges facing organisations this century. The demand for superior talent far outweighs supply, and more and more companies are feeling the impact as they compete in the global market (Frank & Taylor, 2004). HR Directors Globally report their priorities for 2013 are Bring in High Quality Staff Keep costs down 16% Retain new hires Build business cases for Stronger Selection Strategy Prove Value of Selection Strategy Ensure Legal Defensibility for selection strategy Globalisation of Selection Strategy 9% 13% 22% 29% 46% 48% 64% 86% Create a strong Candidate Pipeline For future 16% Stay ahead of business needs
  6. 6. Market Statistics New hires don’t know enough about their new job (only 51% confidence). Decisions on who to hire are only 48% effective on average. Delays reported in company growth due to missing talent (73%). *DDI report of Global selection forecast 2012). Organisations outperforming their competitors on key performance indicators were more than 4x more likely to have better-quality hires. A 2009 Corporate Executive Board study found the total cost of poor selection (i.e., turnover costs + performance loss) = $11,400 per hire (Loss).
  7. 7. Expectations for employees and organisations are soaring. In a survey (*DDI) 62 % of staffing directors say they expect hiring volume to increase in the coming year, particularly at the professional level. The Society for Human Resource Management state the cost of turnover is 50 to 150 % of an employee's wage. Yet, less than 1 in 5 organisations claim to have a talent acquisition strategy designed to beat their competition.
  8. 8. The top 93% of companies employ talent attraction and keep their staff longer. Talent Attraction Benefits Its about only engaging the right staff, with the right skills, right attitude and who have the same values as the company and who want to be part of your organisation. 71% of employees join an organisation based on the talent brand, while 75% of employees base their decision to stay with an organisation on the talent brand. Companies that attract and employ the right staff are on average 60% more successful than their peers. Take The Guess Work Out Of Hiring *DDI report of Global selection forecast 2012).
  9. 9. Each year the average company loses 20-50% of its employee base. 56-60% of workers reported that they search for a new job “all the time” or “frequently.” Aligning individual and company goals creates ownership in the organisation’s success, resulting in more engaged employees and increased retention rates. To succeed, organisations need a workforce that is engaged, clearly understands the organisation’s strategic objectives and can quickly adjust course as the business’s needs evolve. Having highly loyal employees is not a secret, its science – combined with the right solutions and best practices. Retention
  10. 10. Smart Companies Make The Best Hires
  11. 11. HR do a lot of negotiation and convincing Convincing people to go. Fire fighting. Convincing people to join or stay. Once your in convincing your in sales and marketing.
  12. 12. That’s a lot of time, a lot of effort, and a lot of expense.
  13. 13. How can we minimise all this time, effort and cost?
  14. 14. By putting in place an effective Talent Attraction Strategy to attain the best staff. Its about thinking proactively rather than reactively The people who decide what they want for the business and who choose the talent are the ones deciding the success of the company, or not….
  15. 15. The Basic Marketing Cycle 4: Sales Implementation – Set up your recruitment process, after placement review, candidate success analysis, induction programmes Talent Attraction is about Marketing and Sales 1: Market Research - Who What, When, Where and Why and How Much? 2: Product Plan - How will your message look and what is your sales cycle for recruitment? 3: Sales Communication - Where you place your candidate message. Your job specs and specific branding for individual jobs and levels. Once you have all this in place then you move on to the sales cycle
  16. 16. The Sales Cycle 8: Account Management - Induction training and career development. 1: Prospect for leads / candidates. 2: Qualify the prospect / candidate - pre selection. 3: Set up an appointment / interview. 4: Sales Pitch - Interview and sell the company to the candidate. 5: Address the prospects objections - convince the candidate that this is the right company for them. 6: Close the Sale - The candidate accepts the offer. 7: Ask for referrals - Who else can the candidate recommend?
  17. 17. By branding your company the right way you can start to attract the right fit staff and advertise you unique company culture that your own staff will start to sell. The basic marketing is always completed on the product(s) of the company. Taking this marketing and looking as the company as the product you will start to find unique areas that are very sellable. The company IS The Product NOT the product(s) of the company.
  18. 18. Where do we start? Step 1- Getting clear on what you really need - Market Research By knowing what you’ve got and comparing it to where you want the business to go, you can start to identify the gaps, personality traits and necessary soft skills. Are you aware of everything happening in the business that might change your staffing needs? True talent attraction starts by drilling into the core of the business and truly understanding what your business is looking to achieve. This means HR must understand the company vision, the company culture, the management style, the business goals and the company USP’s.
  19. 19. How you address different audiences? - Junior recruits to a senior executives Candidates have a choice of employers, They will chose the best branded company with the best career prospects. Become a true experts in at least the following The company culture - internal / external Company vision Company goals Products / Services - Differentiators? Current marketing / branding for products / services - online and off line Current leadership – Staff support / management style? Competitor positioning – external / internal Location / sSize - current / future Growth plans Your financial stability Company track record Public / staff perception of the company
  20. 20. Differentiation Differentiation is a common challenge for companies, as they struggle to stand out from the crowd. Forty-five per cent of all professionals working with their organisation’s employer brand say this is a major concern and will continue to be until 2015. Developing a global employer brand Thirty-nine per cent of employers are focusing on building a global employer brand now until 2015. Where are companies currently struggling Funding & Co-operation Gaining funding and co-operation across the organisation, to meet employer branding objectives, is difficult for respectively 39% of companies. Metrics Defining metrics, measuring and following up on employer branding work seems to be hard for 41% of the respondents. *Human Resource Management survey 2012
  21. 21. Ask your staff why they chose you More often that not it has nothing to do with pay and benefits By understanding why they joined and why they stay, or not, you can start to understand how to frame your branding to attract the right type of candidates. What does your company look like from the eyes of your staff? Why are staff leaving / not successful? What would your staff have found helpful to have known when they joined the company? Do you know what a “real” typical day for your staff is for each role? Its probably different to what you think. How are your managers really managing staff?
  22. 22. How are your staff performing in comparison to what you have set? There will always be High Performers, Mid Performers and Low Performers. What is it that makes the high performers, mid performer, and low performers? Benchmark your staff Mid and low performers are a massive drain on company’s resources and HR’s time. By understanding what makes your top performers perform, their skills, personality and motivations you can start gearing your talent attraction towards those specific candidates. What are their traits, their habits, their background, their motivations?
  23. 23. Case Study A Financial Fund Services group was looking to hire Fund Accountants for their team. They currently had a staff of 200 and needed to increase the Fund Accounting numbers by 30 over the year. Based on what the managers decided, from previous high staff turnover experience, they hired dynamic, high performing strong minded staff with 1 – 3 years experience. They were creating a number of new funds and their Fund Accounting Managers did not have the product Investment Instrument expertise. They hired staff who did. New hires were told that their systems were being upgraded from a manual to more automated, taking away a lot of the repetition. In reality this project was far behind and the hours the staff worked were long, a lot of work was duplicated and mistakes were common. The staff started leaving quickly and management didn’t understand as they thought they had described the environment and had hired strong, tough players. Cost of hiring “non-fit” employees.
  24. 24. What happened A consultant was brought in to review their talent management and recruitment process. Workshops with current staff were set up to identify the true working day. The current staff were benchmarked based on the KPI’s they were expected to hit. A review of current working practises was conducted to understand where the duplication and mistakes were coming from. A review of the recruitment process was conducted to understand how the candidates were being tested and how they were being sold the company. Managers were benchmarked as to their management style and their level of expertise in the current and new investment instruments. The business leaders were asked to expand on their company vision and business goals.
  25. 25. The Findings It was discovered that what was happening in the company and what candidates were told at interview did not match. Due to the long hours staff were complaining amongst themselves which soured the vision the candidates had been set. As the working processes were not automated or efficient enough it made the Fund Accountant’s daily life laborious, adding additional time pressures. Though system improvements were on-going they were not given the priority they deserved. During the recruitment process a standard 2 interview process was being used, however the questioning was very general and required product knowledge was not being tested which led to on the job mistakes. As management was not familiar with the new investment instruments they were not able to properly guide staff.
  26. 26. The Result Changes were made to the staff requirements hiring only Managers with the required product knowledge. As a priority, outside IT project managers where brought on to upgrade the system and procedures, reducing any duplication, decreasing errors and reducing hours worked. All staff was given training on the system changes and on the required product knowledge to effectively deal with the Investment Instruments. The recruitment process was changed to include numerical skills and a psychometric was introduce to match the performance metrics of the top performers. At interview candidates were pre warned about on going changes and that hours would initially be long however they would be compensated and they had an opportunity to get involved in project work. Staff became happier and settled down, clients were happier as the results were better and there was a reduction in the cost of recruitment.
  27. 27. Turnover and recruitment cost saving Average salary per hour $20 41 people left within 90 days of starting within a 9 month hiring period Average cost per hire was $5,744 Training and induction cost was an average of $3,582 per candidate Through the assistance of the Talent Management Consultant a goal of turnover reduction was set to 60%. Actual results were 65% within the following year. Cost saving on staff turnover was $512,906
  28. 28. Loss of sales due to poor Sales Performers Based on a sales force of 10 average sales size of $230k Bottom performers of 2 staff members Potential sales loss by having these low performers on staff of $2,288,572 E.G. The sales department of a mid sized Engineering company
  29. 29. Staff analytics is a key part of the measurement of top firms worldwide
  30. 30. Marketing cycle stage 2 - Product Plan How will you build your recruitment message and how can you brand it to appeal to your audience? Look at it from your candidates’ point of view.
  31. 31. What are our USP’s? What is it that makes you different from your competitors? Even if you are very similar to competitors; what are the positive aspects of joining your company? Community feel, real opportunities for growth, training, software systems, types of clients, etc. A larger company could say that as the organisation is large there are many options for a candidate in their career, international experience, have greater support, formalised training and the benefit of a large pool of experienced staff. This is not about your products. This is the information the candidate needs to make a good decision about your company. If you are small. Talk about personal family feel, greater scope in the day, less rigid processes flexibility, greater impact. Examples
  32. 32. You don’t want to appeal to everyone Candidates will discount themselves if the organisation is not right. This is a good thing stopping time wasting and resources on someone who will leave – probably quickly. By knowing exactly the type of people that work well in your organisation and telling the candidate about this they will not join unless they want that and you won’t hire someone unless they want you. Tell them the truth. If the work environment is frantic, or systems are manual or lots red tape to go through. Tell them. – Manage expectations. (Nicely!) Candidates being shocked when they arrive due to conditions will leave quickly even if they were the right fit.
  33. 33. Case Study Working with Staff to identify the “Real” company story An ambitious IT software firm specialising in the banking sector wanted to grow their sales by 50%. This meant bringing on 3 extra sales agents. Working out of London the company was in high competition with many other IT companies also battling for top sales candidates. Out of a large number of candidates they eventually whittled down to two candidates they liked and offered them both. Neither candidate accepted the role, choosing a competitor instead. When asked why the candidates said that in comparison to the other firms there did not seem to be the structure in place that could offer long term protection and that the company’s reputation was not as strong as some of the other companies they’d seen.
  34. 34. Annoyed that after all that effort and cost they had no new sales people; management wanted to know what went wrong and how they could improve. They felt they had an excellent reputation and could certainly provide long term stability. Through the medium of positive appreciation, several workshops were conducted to better understand what they could do to enhance their attractiveness and their USP’s. Open questionnaires were sent to and completed by every staff member anonymously. The questionnaire centred around their typical day, their engagement in the company, why they chose to stay and what they would have liked to have seen in place when they joined and for the future. Smaller department team meetings were held to understand their typical day and how they had progressed within the company. What Happened A talent attraction consultant was brought in to help.
  35. 35. The result Through all of the workshops and inquiries the team came up with a number of differentiators with their products and company. Management and HR got a far greater understanding of how the role of each individual played in the success of the company and they appreciated their staff more. Through speaking positively about the company there was a notable improvement in team attitude and the team spirit. HR and management were able to better explain the typical day for the sales team and from the work done they made a number of changes to their branding and website, such as adding staff videos and how they talked about the company during the interview stage. At interview they became more focused on describing the career opportunities and how they were a great place to work. The next recruitment round yielded 3 suitable candidate and all three accepting and staying.
  36. 36. Marketing Cycle Step 3 - Sales Communication Where is your audience and how will you communicate your branding to them? Where are the most probable places your candidates are working and what job boards are they statistically visiting? Do you require executive search or agencies? Do you need to invite people from a different location? Should you import from that location or should you set up in that location? Based on your new criteria do you have CV’s in your database that now match? What is your website saying / not saying about you? Who can your current staff bring to the table?
  37. 37. How the candidates found their last job Social Media 1% Company website ranks low, however candidate may see the job elsewhere - They will always visit your website On line Job Board - 33% Work of Mouth / referrals - 22% Recruitment Companies 20% Direct approach from Employer - 14% Print Advertising 5% Company website 5% *Research released by Employer Brand International in October 2011.
  38. 38. Communicating your brand to your potential candidates “59% of companies leverage their career website for communicating their employer brand” and “44% of companies use social media to enhance their employer brand.” *Research released by Employer Brand International in October 2011.
  39. 39. Putting your branding into action Your biggest ambassadors to putting your brand out there is your staff. They will know other people in the industry, they will sell it daily in their job and they will be involved in the recruitment process. Train them how to sell the brand through community led development programmes. Give them a good story to tell and candidates will start to seek you out. Because they are human they will chat with team members, to their family, to their friends and to people they meet. Very often staff forget why their company is great and by starting to talk about it will lead to better staff morale, team cohesion and emotional loyalty.
  40. 40. Build simple community led initiatives that will help engage your staff A large global rental company built a community that had nothing to do with work. As an example they had a corridor dedicated to the diversity of their staff. They allowed staff to put apartment rental notices, create clubs, teach hobbies during lunch hours. They celebrated different national holidays and encouraged anything that was community driven. Salaries in the company were 20% below industry averages and was in a difficult to reach location. They had a 72% better staff retention rate than competitors. People loved working there
  41. 41. Your website social media and branding Take all the market research findings from Step 1 & 2 and put it online Make it personable, have videos of staff, make it easy to apply, show them the team spirit and internal initiatives. Put the same branding on your job specs and train your recruiters to use the branding at all times. Use the language of your target audience. Have a mobile website. Currently 55% of web traffic is through mobiles and tablets.
  42. 42. Those bold Recruiters The job of an external recruiter is to fill jobs – period. Rewriting CV’s and cover letters. Give candidates the questions. Sell the company’s best bits. Show them where to go to practice psychometric tests. Talk to the line managers to manage their expectations and sell in candidates. Manage candidates through salary negotiation. Expert Recruiters get placements by: Coach candidates for interview. Train on the personality of interviewer. Manage placed candidates to make sure they stay past the guarantee period. Persuade candidates based on highest fees. Headhunt candidates once the non-approach clause period is up.
  43. 43. For better talent and attraction results give Recruiters a different measure of success. Recruiters are target driven sales professionals. They work in a very competitive industry. Constantly racing against competitor organisations in a PSL. Fighting off all competitors for rare candidates. Managing as many similar jobs as possible to increase the probability of getting a placement. The External Recruiters View Point
  44. 44. The RPO Partnership view Building a strong relationship with your external recruitment partners is vital to your talent attraction and talent retention success Strong Relationship Means Internal Recruiters Have lots of face to face meetings with their managers. Receive the company induction training. Understand the company vision, mission and goals. Understand the WIIFM for candidates and employees. Are made to feel like part of the team and part of the company. Treating your RPO partners like you would treat your staff Your Recruiters should have an emotional buy-in into your organisation
  45. 45. Changing what targets your RPO Partners focus on The most common metric for recruitment is “Time to Fill”. Help them create candidate longevity with you. Train your recruiters (internal and external) as you have your staff. Spend time with your recruiters building relationships - Create loyalty to you and your organisation. Give them different measures of success Candidate placed w % Candidate stays 6 months x % Candidate stays 18 months y % Candidate gets promoted in 2 years z % • They will not headhunt your staff • They will work with you to keep your staff • They will properly sell in candidates as it is in their interest that candidates stay.
  46. 46. Building an RPO Relationship like this takes time Yes it does so you will have to pick your RPO Partners carefully If you are using a PSL arrangement: Interview your RPO partners like you would an internal recruiter. The more partners there are on the PSL the more difficult it is to manage and less likely that the recruiter will work the roles as the probability of a placement decreases. Choosing your RPO Partner Limit the number of Recruiters on the PSL to 3 or chose just one.
  47. 47. Step 4 - Sales Communication / Recruitment Process Currently the average recruitment process is 2 stage interview, 25% also have a psychometric element. With this process HR is only 48% accurate in their candidate choice on average. From step 1 (Market Research) Step 2 ( Branding) Step 3 (Sales Communication) HR can start to devise a recruitment process that will work to hire the right staff. The aim is to cut out the unsuitable applicants quickly. Recruitment is time consuming and therefore costly. It is vital that a talent attraction campaigns bring the right staff, not just any staff. A strategic approach is necessary.
  48. 48. Show them the truth about working for you Developing the right recruitment process From the previous steps you now know Company culture Management styles Working environment Company limitations Why staff work out Why staff leave The right attitudes The required skills technical and soft Accurate pre-selection
  49. 49. Recruitment Process Tips On all your recruitment marketing / website and job specifications Tell them about the environment, the good and the challenges. Tell them if its pressurised, or micro managed, or strictly target driven. Talk about the management style. Talk about what it takes to be successful. Talk about your performance reviews, show how they will be measured. State: This environment is not for everyone – if that is the case. Strike a happy medium. You don’t want to scare everyone off, though you do want to only speak with candidates who work like you do.
  50. 50. Set up pre-selection tests for the candidate to complete Create a questionnaire that is based things like on the below Completing simple numerical task, excel knowledge, report writing, email writing etc. Testing soft skills such as time management, relationship management, dealing with staff etc. Test on required industry knowledge. Test them on the skills you really require for them to do the job properly. Have your top performers complete this first and use their results as the benchmark Create a questionnaire that is unique to what the candidate must demonstrate for their job . This is not a psychometric analysis
  51. 51. CV’s will only tell you part of the story. Initially candidates will not properly research the companies they are applying for. You want a certain proportion to discount themselves - saving time and cost. You want to encourage the “right” candidates to explore your opportunities and company further on their own. Why pre-selection? An interview can be too generic and does not have the success rate on its own to pick the candidates who will stay. It takes hours to vet candidates. Pre-selection is based on hard facts about your successful staff. Pre-selection is different to psychometric evaluations
  52. 52. Dealing with staff and time management Here at XYZ limited we have a very busy day with lots of distractions, meetings and very tight deadlines. As a manager you will have a team of 10 people reporting to you. They will need your support and guidance and will be seeking your assistance often. Show us by choosing your order of preference on the following answers how your would cope with these constant distractions? A: I’d lock my office door to cut out the distractions B: I’d organise my day to manage my time more effectively. C: I’d delegate non essential work to other people D: I prefer people to discuss their challenges during designated team meetings E: I’d share my outlook calendar and designate certain times where people could come and discuss challenges with me F: I’d help everyone I could while keeping on top of my own work load. Thank you for applying. So that you understand the role and the environment we would like you to complete this short questionnaire which will help you understand us better.
  53. 53. For larger companies a more global method with individual job branding is more efficient, cheaper and effective. Have you multiple staffing needs and higher volume? Virtual Job Try Out An online Software platform that does the staff benchmarking, the company and job branding, the candidate pre-selection and performs the analysis and expense reduction of standard recruitment. This means Get qualified candidates faster Reduce interview to hire ratio More accurate hiring decisions Creating highly engaging on the job scenarios Two way information exchange Self-selecting process
  54. 54. Picking the right talent An mid sized accounting firm was having difficulty keeping new hires. They were in a populated area and the company was growing and successful . They were looking to hire 15 newly qualified Accountants. Through their recruitment drive they had attracted 25 seemingly suitable candidates. They had a similar drive the previous year and had hired 12 accountants, only 3 of whom still worked with the firm. In reality 3 of the Accountants were poor performers and were making mistakes constantly, upsetting management and clients. 2 of the Accountants were lacking in soft skills and a few clients had complained regarding their service and ability to both communicate and deliver the service. 4 of the Accountants left within a 3 month period stating that the company was not the right type of company for them. Case Study On paper and via interview they had seemed perfect.
  55. 55. Management did not want a repeat of the previous year and wanted to be sure that the staff they took would have the skills required and would stay. To assist, a consultant did a full audit of the recruitment process, from job spec creation to Induction training. A workshop with all the staff was conducted to gain a better understanding of their day, and what it was really like in the firm. Some interviews with previous staff were done to understand what could have been done better by the group during the hiring and training period. The outside recruiters were met individually to understand how they were representing the company. What Happened Meetings were held with management to better understand what they wanted the Accountants be able to achieve.
  56. 56. The job descriptions were revised to include the necessary skills and working hours. The interview process was changed to include more in depth questioning on soft skill competencies and HR described the environment fully. A number of role plays were included during the interview process to see how candidates dealt with pressure, client management and thinking on their feet. Candidates at final round were invited to spend 2 hours completing a group task so that they could see first hand how the company operated. The Findings There were discrepancies in what the recruiters were selling and what the managers wanted. There was complex industry knowledge that was required and not requested in the job spec. The Accountants were also dealing with multiple time zones which meant lots of late hours. Staff reported that it was a sink or swim environment and there was little support available if you got stuck. A questionnaire was sent to candidates giving them a better understanding of the company plus they were tested on the most important aspects of the job.
  57. 57. Several candidates dropped out of the recruitment process, stating that they preferred a different environment. Through the role plays it was seen that two of the candidates were not coping well with some of the tests and they were not brought further. HR and management were able to give a better account of the typical day and were able to better describe the role and the career potential. Through working in the office at the final stage, other staff members were able to speak of their experiences and start to build a relationship with the candidates. A year later 12 out of the 15 Accountants were still in the company and reported being happy. The result Several candidates did not score well in the questionnaire and were not brought further. It took one large recruitment drive and one smaller one to fill all the roles.
  58. 58. Using Induction Effectively You must have an induction program Use it to re-enforce your company values, visions and goals. Emphasise clearly what is expected from the candidates and the metrics used to measure them. Introduce them to the community aspects of the company. Give them the what’s in it for me factor. Ensure they know what they can achieve and how they can grow their career. Assign a mentor who will act as a guide and who will introduce them to other staff members. Put in a system of feedback and repeat training so improvements are being made in staff and talent management processes.
  59. 59. Economic uncertainty increases the number of candidates on the market, creating a flurry of resumes for recruiters to sift through. Most organisations are not looking in the right places for the talent they need nor do they effectively target their message to critical skill talent segments. Recruiters instead focus on broad scale branding efforts that attract the wrong talent, wasting time and money. Yet 90% of recruiting organisations still struggle to attract top talent for their critical roles even in tough times. The Current Recruitment Market *Research released by Employer Brand International in October 2011.
  60. 60. While most organisations believe that the more people who are aware of their employment brand the better. These recruiters just end up with a lot more volume, not necessarily better quality. More targeted, and cost-effective, attraction and sourcing approaches should be tailored for critical job segments. The Current Recruitment Market Going beyond building broad "awareness" to building compelling sub-brands within key segments by focusing on measuring and maximizing sourcing channel ROI. Organisations that effectively leverage their attraction and sourcing efforts hire better quality candidates from a more relevant applicant pool, reduce sourcing costs, and fill critical positions faster. *Research released by Employer Brand International in October 2011.
  61. 61. To survive the current economic environment, HR needs to ensure it is creating value for the organisation through strategic measurement of the function's effectiveness, going beyond cost management and process excellence. To truly impact the top and bottom lines of the business, HR must include measurement of "true" quality and performance as well. Measuring "true" quality metrics moves HR beyond just efficiency to value, thereby driving business results through a higher performing workforce. The Current Recruitment Market Over 40% of business leaders do not think recruiting is key to their success. A persistent barrier to proving Recruiting's value, and improving impact, is a lack of measurement that truly demonstrates value. Measuring just cost and processes is not sufficient in today's environment. *Research released by Employer Brand International in October 2011.
  62. 62. Summary Recruitment and talent management is really sales and marketing. To compete you must understand your business inside out. Build a unique marketing message that is specifically targeted to your candidates. Benchmark your staff and properly analyse the real results. Train your staff and RPO recruiters to deliver the branding message that you want. Use pre-selection to pick the most suitable candidates most efficiently. Build a more comprehensive recruitment process that truly identifies the best candidates who are happy in your environment. Build an induction program tailored to their real needs and; If in doubt get help
  63. 63. #cpg_executive @cpg_executive Soraya Lavery Joint CEO CPG Executive Consulting Ltd Tel: 0044 207 193 2316