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Hiring Manager Report

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Kelly Services launched the Hiring Manager Survey; exposing the truth about the process from the hiring manager’s perspective. The survey revealed that skill shortages and shortage of talent pose the biggest threat to the hiring process over the next 3 - 5 years. Whereas technology and knowledge of how to engage candidates will have the most positive impact on the process. Find more in the full report.

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Hiring Manager Report

  1. 1. 2015 The Hiring Process Report
  2. 2. of hiring managers agree that fast and efficient canddate attraction aided by modern technologies will be of most benefit to the hiring process over the next 3-5 years. Technology and knowledge of how to engage candidates will make the hiring process easier THE TOP THREE Recruitment priorities for hiring managers over the next 2 – 3 years will be: When evaluating the success of the hiring process, the quality of hire and the length of time the hire stays with the company are today considered to be almost as important as the time it takes to fill a vacancy Candidate experience (47%) Effective talent recruitment tools (42%) hiring managers think that the growing knowledge of how to engage candidates will also make the recruitment process easier in future. Efficiency of hiring process (43%) 81% Social media is the most popular way to boost an employer brand 47% The Hiring Process of hiring managers currently utilise this tool 57% 62%66% identify skill shortages as a major obstacle in the hiring process cite talent shortage as a problem
  3. 3. The Hiring Process: 4 Uncovering the truth 4 Background: 5 The Hiring Manager Survey 5 The Hiring Process: 6 Today’s perceptions 6 What helps and what hinders? 8 Benefits of Technology 9 A growing knowledge of engagement 10 An unskilled, inexperienced and unavailable workforce 11 Evaluation: 12 Evaluating the hiring process 12 Key Priorities for the Future 13 Measuring quality of hire 15 Profile of the perfect candidate 16 Top 5 soft skills for hires in 2015 17 Searching for perfection 18 Boosting Employer Brand: 19 A new focus 19 Communication techniques 20 Enhance and protect 21 Conclusions: 22 It’s a candidate’s world 22 Preparing for the future23 Contents
  4. 4. The Hiring Process Report 2015 / Kelly Services 4 The Hiring Process: Uncovering the truth T he complex process of hiring workers is constantly under review. And rightly so. From sourcing and attraction to candidate engagement and onboarding, the multiple steps involved in hiring top talent are interrelated and critical to the overall success of any business. It’s therefore not surprising that the hiring process is so closely monitored, as it’s this kind of scrutiny that can help a business to get ahead - and stay ahead, in the wake of change or disruption. The hiring process needs to be cost-effective and efficient, balancing the speed of hire with the quality of hire, but the multifaceted nature of the process is continually affected by many internal and external factors. Some have a positive influence and assist the hiring process. Some have a more negative impact and can hinder successful recruitment. In this report we delve deeper into the realms of cause and effect; identifying the current key factors that are influencing the hiring process – some positively and some negatively - to give us a better understanding of where we are now - and why, as well as what we can expect to see more or less of in the future. This way, businesses can be better prepared to deal with what lies ahead. To help identify the main impacts, Kelly launched the Hiring Manager Survey; exposing the truth about the process from the hiring manager’s perspective. The survey revealed that skill shortages and shortage of talent pose the biggest threat to the hiring process over the next 3 - 5 years. Whereas technology and knowledge of how to engage candidates will have the most positive impact on the process. In response to this, hiring managers revealed that their top three recruitment priorities over the next three years will be candidate experience, hiring process efficiency and the use of effective talent recruitment tools. The Cause and Effect are Two Sides of One Fact - Ralph Waldo Emerson - Essayist
  5. 5. The Hiring Process Report 2015 / Kelly Services 5 Background: The Hiring Manager Survey Knowing how important it is for businesses to prepare for change in the hiring landscape, Kelly Services’ new and innovative research study looks at the future of recruiting from a hiring manager’s perspective. The full study explores talent acquisition, workplace and generations, and the hiring process itself. So who exactly did we speak to? Between December 2014 and February 2015 data was collected from ten different countries, covering both the EMEA region (Europe, the Middle East and Africa) and the APAC region (Asia Pacific). 5 in EMEA region: UK, Germany, France, Russia, Switzerland 5 in APAC region: Singapore, Australia, New Zealand, Malaysia, India. We gathered the opinions of over 2,000 managers in charge of hiring, including Recruitment Managers HR Managers Decision Making Managers with Hiring Responsibilities The majority of those surveyed were responsible for hiring on a local/regional level (73%). A smaller percentage handled national and/or international recruits (52%). Most handled up to 50 hires each year (79.8%). Only a few handled 51 - 1,000 hires (16.9%) and just 3.3% dealt with more than 5,000 hires a year. We spoke to Hiring Managers from over 21 different industries, but the majority of our respondents came from either a manufacturing or communications background, followed by retail and finance. 60% considered their company to be either a niche player or a top 3 player in their field. A hefty 81% of those surveyed were working in the private sector. All of which should be considered when interpreting the participant’s response. By analysing the findings from this survey and aligning them with today’s global HR and recruitment influences, needs and solutions, we can gain a more detailed insight into the real key issues and common trends surrounding recruitment. This puts us in a much better position to predict future developments, enabling businesses to respond to change appropriately, in preparation for what lies ahead. One component of Kelly’s Hiring Manager Survey concerns the hiring process itself. Here we uncover what’s really going on from a hiring manager’s perspective. By collating and analysing these findings, we can identify common trends which are likely to be significant in 2015 and over the next 3-5 years. As well as reviewing overall global trends, we will be looking out for any marked differences between countries and considering why this could be. Respondents Aim A Closer Look
  6. 6. No Change Easier No Change Easier More difficult The Hiring Process Report 2015 / Kelly Services 6 The Hiring Process: Today’s perceptions A s part of our 2015 Hiring Manager Survey, we wanted to find out how the hiring process of today is perceived by the people who are most heavily involved – the hiring managers themselves; the findings of which will help us to identify what’s working and what’s not. Looking at hiring manager’s opinions and experiences over the last five years will help us to make more informed predictions about the future. We found that the highest proportion of hiring managers do consider recruitment to be more difficult today than it was over the past five years and expect it to become even more so over the next 3-5 years More difficult Do you consider recruitment today to be easier or more difficult then it was before(previous 5 years)? Do you believe recruitment will become easier or more difficult within the next 3-5 years? 18% 36% 45% 21% 42% 36%
  7. 7. Recruitment more difficult today than previous five years Recruitment easier in next 3-5 years Recruitment more easier today than previous five years Recruitment more difficult in next 3-5 years Malaysia United Kingdom Singapore Australia Germany France Switzerland Russia The Hiring Process Report 2015 / Kelly Services 7 The Hiring Process: Today’s perceptions F igures suggest that out of the ten countries we spoke to Switzerland and Singapore are currently experiencing the most difficulties and expect it to continue. It also seems that the majority of hiring managers in Russia expect recruitment to become more difficult in the future as well. There is, however, a difference of opinion in Malaysia and India, where recruitment is now perceived to be easier than it was before and is expected to become even easier in the future. This is most distinct in India where a majority of 67% consider recruitment to be easier now and expect it to become easier in the future (66%). This is an example of how different economic and social factors affect businesses in different geographic locations and the differences between developed and developing countries become apparent.
  8. 8. 81% 9% 1% Modern technologies enable faster and more efficient candidate attraction Growing knowledge of how to engage candidates Impact of economic/environmental factors on candidate availability Increasing sourcing capabilities of recruiters More candidates with specific skills open for flexible work Better employer benefits in offer Improvement of candidate experience with the recruitment process Shifting recruitment responsibilities between HR/ recruitment and hiring management All of the above mentioned answers Other 57% 47% 45% 40% 38% 38% 31% Why recruitment will become easier in the next 3-5 years The Hiring Process Report 2015 / Kelly Services 8 The Hiring Process: What helps and what hinders? D iscovering what people think is useful, but finding out why they think it is even more important. So identifying the most influential factors affecting the opinions of hiring managers will give us a clearer idea of where the focus needs to be. The Hiring Manager Survey reveals that the most common factors perceived to be making recruitment easier are modern technologies and a growing knowledge of how to engage candidates; which are themselves interrelated
  9. 9. The Hiring Process Report 2015 / Kelly Services 9 The Hiring Process: Benefits of Technology A s new software and tools enter the market, new candidate attraction methods are born; we are able to communicate more effectively and candidate engagement is strengthened. 81% of hiring managers agree that fast and efficient candidate attraction aided by modern technologies will be of most benefit to the hiring process over the next 3-5 years The direct communication channels of social media sites are a prime example of how modern technologies are assisting the speed and efficiency of the hiring process. The role of social media is becoming more prevalent when sourcing high-demand talent; with LinkedIn currently being the most widely used tool for social recruiting. Unlike 10 years ago, direct communication tools like this are now considered mainstream and are continuing to gain in popularity as more and more people realise the potential and embrace it. 94% of recruiters use, or plan to use social media for recruiting in 2014, and those that did so found a 49% improvement in candidate quality. But although 94% of recruiters are active on LinkedIn, only 36% of candidates are1 . This suggests that other social media channels should also be explored as part of the mix, as well as other attraction strategies. Professionals who are not actively looking for a job, typically don’t want to be found too easily online 2 , which suggests that additional techniques should also be utilised. 1 Source: Jobvite 2 Source: Kelly Sourcing Paper And this is where sophisticated sourcing technology comes in. So there’s no doubt that modern technologies are enabling faster and more efficient candidate attraction; allowing employers to cast the net even wider to find the talent they require. And as technology continues to advance, we can also expect to see more diverse engagement channels emerge and become mainstream; such as gamification and mobile apps for example. The availability of smarter recruitment software tools, sourcing technology and accessible cloud-based management systems, like the Fieldglass VMS - which offers countless benefits to employers of a growing contingent workforce – are also making the hiring process easier. Processes can be centralised, streamlined and monitored more effectively than ever before.
  10. 10. The Hiring Process Report 2015 / Kelly Services 10 The Hiring Proces: A growing knowledge of engagement T he growth in technology also has an effect on candidate engagement, with more tools and opportunities to reach out and engage with a broader talent pool. 57% of hiring managers think that the growing knowledge of how to engage candidates will also make the recruitment process easier over the next 3 – 5 years Information about how best to engage with candidates - what is working, what isn’t,and which new things to try - is more readily available in the digital age. The growing ability to access and share this information quickly is improving our knowledge of candidate engagement all the time, which hiring managers see as being particularly beneficial to the recruitment process over the next few years. Web content such as blogs, video tutorials and online forums - accessed through search engines and shared on social media links - shows how technology and knowledge of engagement can work together as a powerful recruitment tool. The rise of flexible working - which the Kelly Global Workforce Index identifies as a growing preference amongst candidates - is also assisted by technological advancement, such as online communication tools like Skype and cloud-based storage facilities like Dropbox, making it easier for people to work remotely. And advances in technology allow businesses to expand across borders more easily. So it’s clear to see how technology will play an increasingly important role in the hiring process in many different ways, over the next few years and beyond. Economic influence Economic and environmental factors also have a huge influence on the hiring process. In 2014, for example, we saw the end of a major global recession and a state of economic recovery ensued. In 2015 we’re seeing businesses dusting themselves off and poised for rapid growth. And this could explain why 47% of hiring managers also see economic factors as having a positive influence on the recruitment process over the next 3-5 years.
  11. 11. The Hiring Process Report 2015 / Kelly Services 11 The Hiring Proces: An unskilled, inexperienced and unavailable workforce W hen asked about difficulties in the future, 66% identified skill shortages as a major obstacle and 62% cite talent shortage as a problem, so it’s clear to see that these are the factors posing the biggest threat to recruitment over the next 3-5 years. Limited hiring budgets are also seen to be a continuing challenge. Key factors expected to make recruitment more difficult in the future are skill shortages and a shortage of talent with required experience In the wake of economic recovery, critical new skills are scarce. And if skills are scarce, competition is high, so businesses have to work even harder to recruit the talent they need. The uneven distribution of skills around the world is forcing companies to develop innovative new ways of finding people, developing capabilities, and sharing expertise. The Hiring Manager Survey 2015 suggests that Asian countries experience the most recruitment challenges, but are also more positive about the future. It could be that even though skilled workers are unavailable locally, Asian countries are more receptive to new ways of working and are ready to embrace positive influences, such as modern technology and knowledge of candidate engagement. As Malaysia and India currently face multiple challenges when it comes to hiring, they obviously see factors emerging that can potentially help them overcome those hurdles. An unskilled, inexperienced and unavailable workforce sounds like every hiring managers worst nightmare, but learning how to cope with that scenario is essential for survival, growth and success. In the tech industry for example, some HR departments are trying to overcome the skill shortage by collaborating with local colleges and developing training courses to help fill the required roles. The recent surge in economic growth is also a contributing factor. Now that the economy is in recovery it’s understandable that more businesses intend to expand and the problems of supply and demand come into play. The biggest challenge that businesses face appears to be finding enough new talent to support the growth. Skill shortages Shortage of talent with required experience General shortages of candidates in the market Shortage of talent with required soft skills or educational background Limited hiring budgets 66% 62% 46% 46% 44%
  12. 12. Time to fill a vacancy Quality of hire How long a hire stays with a company Candidate experience survey Number of applications per vacancy Cost / investment per vacancy Assessment results KPIs used to evaluate the hiring process The Hiring Process Report 2015 / Kelly Services 12 Evaluation: Evaluating the hiring process F or businesses to maximise their hiring potential, the current process itself must be evaluated. Close monitoring of the hiring process is essential for improved performance and business development. Hiring managers are currently using a number of KPIs to evaluate the hiring process, such as speed, quality, quantity and cost. Interestingly, the quality of hire and the time that hire stays with the company are today considered to be almost as important as the time it takes to fill a vacancy. So rather than looking for a quick fix, it seems that hiring managers are appreciating the benefits of acquiring good quality hires who are likely to be satisfied in their role; in the hope of avoiding high staff turnovers and ultimately saving the business time and money in the future. As the emphasis shifts from speed and cost to quality, businesses must now embrace new and innovative ways to find the perfect candidate. 46% 45% 41% 37% 35% 34% 31%
  13. 13. CandidateexperienceEfficiencyofhiring process Focusoneffective talent recruitmenttoolsInternalmobility Application/adoptionof new technologiesEmployerbranding Costreduction Diversity Internationalrecruitment Other The Hiring Process Report 2015 / Kelly Services 13 Evaluation: Key priorities for the future T he Kelly Hiring Manager Survey reveals the biggest recruitment priority for hiring managers for the future. 47% of hiring managers identify candidate experience as being their key priority over the next 2-3 years. And the Kelly Global Workforce Index 2014 (KGWI) supports this finding; revealing that only half of those who applied for a new job in the past year were satisfied with their experience. This suggests that employers still have a long way to go to improve candidate experience. Making it easy for candidates to submit applications, improving communication lines and paying more attention to onboarding will all be of benefit. 47% 43% 42% 34% 31% 30% 27% 21% 16% 2%
  14. 14. All countries Switzerland France The Hiring Process Report 2015 / Kelly Services 14 Evaluation: Key priorities for the future T he survey further revealed that 8 out of the 10 of the countries involved identified candidate experience as their biggest priority; with Russia and India being the exceptions - focusing more on hiring process efficiency and effective use of talent recruitment tools. So although candidate experience is only the fourth most used KPI today, it’s expected to become an even more important KPI in the future; supporting the idea that monitoring and enhancing the candidate experience can help attract and retain top talent. This finding is in-line with CIPD, the professional body for HR and people development, and the Chartered Institute of Procurement Supply (CIPS), who also identify candidate experience as being a priority recruitment issue for 2015. Russia India 64% 51% Efficiency of hiring process 43% 29% 27% 47% All countries Candidate Experience France Germany 33% 29% Focus on effective talent recruitment tools All countries India Switzerland Russia 42% 52% 67%
  15. 15. Percentage of hires that stay with the company after a year The percentage of hires that exceed expectations (outperform) The percentage of hires with the highest scores during the annual evaluation The percentage of hires that are offered a fixed contract The percentage of hires that are promoted within one year Other 2% The Hiring Process Report 2015 / Kelly Services 15 Evaluation: Measuring quality of hire T he survey reveals that 63% of hiring managers use ‘time’ spent with a company to measure the quality of a hire; staying longer than a year seems to suggest a good company fit. This is yet another benefit of improving candidate experience. The quality of hire is mainly measured by outperformance and the time a hire stays with the company If a candidate has a positive experience right from the start, it stands to reason that they are more likely to accept the role if offered and then stay longer with the company thereafter. 63% 56% 34% 29% 26%
  16. 16. 54% 34% 30% 16% Exactly fits the profile with regard to experience Exactly fits the profile with regard to qualification(s) Has high performance Candidate with best price-for-hire rate The Hiring Process Report 2015 / Kelly Services 16 Evaluation: Profile of the perfect candidate A s businesses strive to find the right talent, it’s worth considering what really makes the perfect candidate. The majority (54%) of hiring managers see the perfect candidate as someone who exactly fits the profile regarding experience. It’s also someone with the right qualifications, high performance scores and someone who stays with the company for at least 3 years. Best price-for-hire is no longer such an important factor. It’s interesting that hiring managers are putting more emphasis on experience as opposed to qualifications. Perhaps an experienced individual seems the safest and most reliable option, especially if the company has little time to train and requires someone who can hit the floor running, so to speak. Although qualifications are important, it seems to be experience that gives candidates the edge.
  17. 17. Communication skills Self motivational skills / self starter Result oriented Team worker Responsible / accountable The Hiring Process Report 2015 / Kelly Services 17 Evaluation: Top 5 soft skills for hires in 2015 B y identifying the hiring manger’s most desirable soft skills, we can get a better picture of the ‘perfect’ candidate. Survey results show that they are good communicators who fit in well right from the start, seamlessly and with little hand-holding. So communication skills and self-motivation give candidates extra appeal, but why are these skills the most sought after? It could be associated to an employee’s future potential and advancement within company. A company can avoid having to recruit for top-level posts by monitoring the skill sets of existing employees; the process of personnel utilisation. Therefore candidates with multiple soft skills will often be seen as a bigger asset on a more long-term basis. Communication skills and self-motivation gives candidates a head start. As companies grow and expand, the need to develop leaders becomes more pronounced, so employing candidates with the necessary soft skills is preferable. 54% 50% 43% 35% 31%
  18. 18. Talent availablity on local market Money / budget Time Salary and benefits package Severe competition Top 5 challenges when hiring the perfect candidate Top 5 countries that experience the most challenges when hiring the perfect candidate 57% 46% 43% 42% 27% The Hiring Process Report 2015 / Kelly Services 18 Evaluation: Searching for perfection A s many of us know all too well, the search for Mr/Mrs/Ms Right (delete as applicable) is not the easiest of jobs. And perfection is a lot to ask for! But that doesn’t stop us from striving for it. No one wants to settle for second best when perfection could quite possibly be attained, so understandably businesses want to, and should, aim high. Talent availability in the local market is currently the biggest challenge faced by hiring managers on their search for the perfect candidate. This is a result of current economic impacts on the job market, with some industries struggling more than others. In addition to that, hiring budgets are limited, time is short, and working patterns and compensation packages may need adjusting to attract the perfect hire in a new ‘candidate-led’ world If the talent is hard to find or simply unavailable, developing the soft skills of existing employees through training is one of the solutions for bridging the gap. Soft skills are required so businesses can utilise staff more readily and develop from within. Out of all ten countries who took part in the survey, India and Malaysia stood out as experiencing the most difficulties when securing the perfect candidate. This could be down to a lack of access to certain talent pools and the fact that wages are low in comparison to the same roles elsewhere. Surprisingly, it was the hiring managers in India and Malaysia that were most positive about the future, expecting the hiring process to get easier over the next 3-5 years. Perhaps they see factors emerging that can help them find the perfect candidate. India SingaporeMalaysia Germany Australia
  19. 19. Platforms used to ‘boost’ employer brand The Hiring Process Report 2015 / Kelly Services 19 Boosting Employer Brand: A new focus A s the economy improves, unemployment drops and candidates are now in the driving seat, with more choice and more access to jobs, forcing employers to work even harder. Improving employer brand is one way to stand out from the crowd and is an area that businesses need to pay particular attention to over the next few years. The fact that 58% of people consider corporate brand to be most important when evaluating an employer1 (even more important than location) cannot be ignored. Many go so far as to suggest that HR recruiting will soon begin to resemble PR and marketing jobs. An employer brand speaks volumes and should be utilised more than ever as a route to attracting and securing top talent. And as technologies advance there are new effective ways emerging to create and translate employer brand. Kelly’s Hiring 1 Source: Kelly Global Workforce Index 2012 Manager Survey reveals that social media is currently the most popular way to boost an employer brand, with 47% utilising social media platforms with this intent. Social media campaigns can reach out to new, broader talent pools, boosting their reach. And these direct communication channels are particularly great for real-time candidate engagement. It’s also an effective way for recruiters to direct potential candidates to their main brand asset – their website; which 69% of hiring managers use to communicate their employer brand in more detail. Most employer brand strategies also incorporate up-to-date careers websites, with 44% of hiring managers using these to boost their brand. Online talent communities, campus recruitment, careers fairs and events are also often used as part of the employer brand strategy, avoiding an ‘all-eggs-in-one-basket’ scenario with limited reach. SocialMedia Onlinetalent community Boothsatcareerfairs Sponsoringand speakingatevents Allofthosementioned 47% 44% 30% 26% 6%30% 25% 25% 22% Up-to-date careerwebsites Campusrecruitment Opendays Hostingseminars Congresses
  20. 20. 69% 46% 34% 31% 31% 20% 18% Communicating employer brand The Hiring Process Report 2015 / Kelly Services 20 Boosting Employer Brand: Communication techniques I n addition to websites and social media campaigns, hiring managers are using content creation, email, print, blogs and videos as ways to communicate their employer brand. The majority of hiring managers favour websites or other online means for brand communication (69%), followed by social media campaigns which were used by (46%) This supports the idea that the role of a hiring manager is no longer solely focused on traditional HR responsibilities, but also on marketing strategy. When looking at where employer brand responsibility lies, our survey showed it was fairly evenly split between HR and Marketing, showing that hiring managers are becoming just as involved in branding as dedicated marketing teams. In today’s landscape, a collaborative effort between the two departments will draw on all of the skills necessary to create and maintain a successful employer brand. Online/website SocialmediacampaignsContentcreationEmailcampaigns Print Blogging Videos Allofthosementoned Other 6% 9%
  21. 21. The Hiring Process Report 2015 / Kelly Services 21 Boosting Employer Brand: Enhance and protect T o enhance and protect employer brand businesses need to listen to their workforce and tailor compensation packages appropriately. They should also deliver on promises and communicate effectively at all times. What was once important to the workforce may not necessarily be so anymore. Kelly’s 2014 Global Workforce Index suggests that candidate satisfaction can be achieved by offering flexible working patterns and better training and development opportunities if required, so it’s no longer all about pay. Improving candidate experience also affects employer brand. If a candidate’s experience is positive they are more likely to praise the company and recommend the company to others, further enhancing the company’s reputation. Even if the candidate is unsuccessful they may still be encouraged to re-apply in future. It’s true that good news travels fast, but bad news can travel even faster! If a candidate’s experience of a company is negative, word can spread quickly across the talent pool, impacting employer brand on a wider level and tarnishing a company’s reputation. So ensuring a positive candidate experience is another way businesses can enhance and protect an employer brand. It’s, therefore, not surprising that hiring managers have identified candidate experience as a key priority for the next 3-5 years. Reputation is everything and brand image can play a key role in winning or losing talent. A great way to develop and present your employer brand effectively is by using an Employer Value Proposition (EVP). This can help to ensure your brand values are identified and translated correctly. Candidates will be able to learn more about your company culture and business goals.
  22. 22. The Hiring Process Report 2015 / Kelly Services 22 Conclusions: It’s a candidate’s world A s with all aspects of life, there are challenges to overcome as well as positive influences to embrace. And just when we think we’re out of the woods, new difficulties can arise. It’s how we deal with each challenge that’s most important. The better prepared we are, the more equipped we will be to deal with challenges effectively and with minimal disruption So taking into account opinions gathered from the Hiring Manager Survey, what aspects of the hiring process should companies be focusing on in today’s candidate-led recruitment arena? Technology can assist candidate attraction, engagement and process efficiency, which is why we believe that technology will be the major game changer for recruitment moving forward. Technology has a hugely positive impact on the hiring process, enabling us to tap into new talent pools, locate perfect hires and streamline processes. Channels of engagement are increasing with innovative new communication platforms, helping businesses connect with tech-savvy Millennials and a more globalised workforce. In addition, sophisticated recruitment software tools continue to make the hiring process easier to manage. This can help to boost employer brand and improve candidate attraction, but it’s an area of the hiring process that is often neglected. Now is the time to impress your candidates by getting to know them a little better. Listen to what they want and make the process as enjoyable as possible. A great experience goes a long way to increasing candidate satisfaction, boosting employer brand, and attracting top talent. It’s true that the business of hiring is becoming a job for marketers. So, invest in marketing your employer brand to let the world know how good you are and become the business that everyone wants to work for. Presenting your company culture and ethos correctly should attract more ‘best-fit’ candidates and perfect hires with the desired soft skills. Embrace technology Improve candidate experience Work on boosting your brand
  23. 23. The Hiring Process Report 2015 / Kelly Services 23 Conclusions: Preparing for the future O f course what’s right for one business is not always the best plan of action for another, but our top tips are a great place to start. Businesses of different sizes and in different industries or geographic locations will have different missions and goals, and experience different challenges along the way But having a greater awareness of the hiring process - the key factors that influence it and the solutions that can really make a difference - will allow any businesses to manage the process better, now and in the future. By understanding and acknowledging the state of today’s hiring process, businesses can plan ahead and take appropriate action for a more streamlined and efficient approach to hiring. We hope that this latest report into the hiring process goes some way to helping businesses cope with difficulties and prepare for success.
  24. 24. ABOUT KELLY SERVICES® Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing workforce solutions. Kelly® offers a comprehensive array of outsourcing and consulting services as well as world-class staffing on a temporary, temporary- to-hire, and direct-hire basis. Serving clients around the world, Kelly provides employment to more than 555,000 employees annually. Revenue in 2014 was $5.6 billion. Visit for more information. Connect with us on Facebook, Twitter, LinkedIn and YouTube. ABOUT THE KELLY HIRING MANAGER SURVEY The Kelly Hiring Manager Survey is an innovative new approach to uncovering the truth about talent acquisition, the hiring process and workforce and generations. Over 2,000 hiring managers across the Europe, the Middle East and Africa (EMEA) and Asia Pacific (APAC) regions responded to the survey between December 2014 and February 2015. The target group was approached through Kelly Services’ International Network and an international panel. The survey was conducted by Kelly Services. Data cleaned and structured by Intelligence Group.