The document discusses the need for organizations to take a more data-driven approach to global graduate recruitment. It argues that employers are failing to meet their recruitment needs, graduates are struggling to find the right opportunities, and the dynamics of the graduate talent pool have changed. Recruitment functions are now being asked to provide more strategic advice and talent intelligence to optimize spending and sourcing strategies. A data-driven approach using metrics can help organizations understand if their employment value proposition is having the desired impact on attracting and retaining top talent.

1. 1© 2014 SHL, a part of CEB. All rights reserved
Taking the guess work
out of global graduate
recruitment
Eugene Burke
Chief Science & Analytics Officer

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Arguments for a data driven approach (1)
Employers are failing to meet their needs

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Arguments for a data driven approach (2)
Graduates are struggling to navigate to the right opportunity

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Arguments for a data driven approach (3)
The dynamics of the graduate talent pool have changed

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And recruitment is being asked to step up
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment
67%1
15%2
CEO’s reporting a greater
need for insight to inform
investment decisions
Senior leaders reporting
their recruitment function
providing proactive advice
needed to shape business
strategy

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Are we optimising
our spend to
increase or
maintain the ROI
from graduate
recruitment?
The typical ask
of recruitment
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment
67%1
15%2
CEO’s reporting a greater
need for insight to inform
investment decisions
Senior leaders reporting
their recruitment function
providing proactive advice
needed to shape business
strategy
And recruitment is being asked to step up

7. 7© 2014 SHL, a part of CEB. All rights reserved
Are we optimising
our spend to
increase or
maintain the ROI
from graduate
recruitment?
How can we
improve our
sourcing strategies
to drive ongoing
competitive
advantage?
Are we
delivering against
the operational
needs of the line
and business
units?
Are we building
the talent pools
we need to
support our
strategy?
The new world of graduate recruitment
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment
67%1
15%2
CEO’s reporting a greater
need for insight to inform
investment decisions
Senior leaders reporting
their recruitment function
providing proactive advice
needed to shape business
strategy
And recruitment is being asked to step up

8. 8© 2014 SHL, a part of CEB. All rights reserved
Are we optimising
our spend to
increase or
maintain the ROI
from graduate
recruitment?
How can we
improve our
sourcing strategies
to drive ongoing
competitive
advantage?
Are we
delivering against
the operational
needs of the line
and business
units?
Are we building
the talent pools
we need to
support our
strategy?
The new world of graduate recruitment
The rise of the Talent Advisor
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment
67%1
15%2
CEO’s reporting a greater
need for insight to inform
investment decisions
Senior leaders reporting
their recruitment function
providing proactive advice
needed to shape business
strategy
And recruitment is being asked to step up

9. 9© 2014 SHL, a part of CEB. All rights reserved
Are we optimising
our spend to
increase or
maintain the ROI
from graduate
recruitment?
How can we
improve our
sourcing strategies
to drive ongoing
competitive
advantage?
Are we
delivering against
the operational
needs of the line
and business
units?
Are we building
the talent pools
we need to
support our
strategy?
The new world of graduate recruitment
The rise of the Talent Advisor The need for talent intelligence
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment
67%1
15%2
CEO’s reporting a greater
need for insight to inform
investment decisions
Senior leaders reporting
their recruitment function
providing proactive advice
needed to shape business
strategy
And recruitment is being asked to step up

10. 10© 2014 SHL, a part of CEB. All rights reserved
And returns on current investments are being questioned
Jobvite (2013) Social Recruiting Survey & CEB (2013) Recruiting Forecast Survey

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Two ideas …
Buy versus build – where do organisations
stand on the strategy they are pursuing?
Attracting and retaining talent – how do
organisations know if their EVP is having the
right impact?

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Why explore this?
Presentation given at the 2013 Association of Graduate Recruitment Conference

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Presentation given at the 2013 Association of Graduate Recruitment Conference
Why explore this?

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Buy versus build – where do organisations
stand on the strategy they are pursuing?

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What are employers looking for?
“When it comes to recruitment,
it can feel as though young
people and employers are
on completely different
planets. Too many young
people are struggling to find
their first job, whereas many
employers are finding it
difficult to get the skills they
want.”1
1Peter Cheese in the press release for CIPD (2013)
Employers are from Mars, Young People are from Venus
2
2National Association for Colleges and
Employers (2013) Job Outlook 2013

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A validated model of employability
Can they get things done?
Can they bring people with them?
The examples given are selected dimensions from CEB’s Universal Competency Framework (UCF). In practice, the CEB
Employability Model draws on all UCF dimensions to provide a holistic view of graduate talent

17. 17© 2014 SHL, a part of CEB. All rights reserved
Four strategic spaces
Buy
Buy &
Build
Buy &
Build
Build
Buy Strategy Effective Either Strategy Works Buy & Build More Effective Build More Effective

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Which space do you occupy?
Banking
Business Services
Consumer Goods (Light)
Consumer Goods (Heavy)
Engineering
Food, Beverages & Tobacco
Healthcare
Insurance & Financial Services
Mining
Oil & Gas
Professional Services
Public Sector
Retail
Technology
Telecoms
Travel & Leisure
Utilities

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Which space do you occupy?
Australia
Belgium
Canada
China (Hong Kong)
China (Mainland)
China (Taiwan)
Denmark
Egypt
Finland
France
Germany
Greece
India
Indonesia
Ireland
Italy
Malaysia
Netherlands
New Zealand
Norway
Philippines
Poland
Portugal
Singapore
South Africa
Spain
Sweden
Saudi Arabia
Turkey
UAE
UK
US

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Attracting and retaining talent – how do
organisations know if their EVP is having the
right impact?

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Reconciling these numbers
How do you know
your EVP is having
the right impact?

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Here are some numbers that talk to value add
The premium in compensation required to attract
candidates who view an EVP as unattractive
21%
The difference in levels of commitment after 12
months for those organisations where EVP
matches expectations of new hires
10x
The increase of employee discretionary effort for
every 10% increase in employee commitment
6%
The increase of in employee performance gained
from a 6% increase in employee effort
2%
CEB (2006) Attracting and Retaining Critical Talent Segments

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What makes today’s graduates tick?

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Profiles do vary by geography
Top 5 motivational factors by
geographical region

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Employability lens and what makes graduates tick

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The window for EVP to have an impact is a small one
A little
investment in
behavioural
analysis …
… will yield a
premium

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Thank you