This document discusses the need for a new approach to graduate recruitment. It notes that employers struggle to find qualified graduates while graduates struggle to find engaging jobs. It presents data on the number of overseas students and those seeking local employment. It advocates that HR must provide clarity on competitiveness, investment choices, employee value propositions, what motivates graduates, and deliver talent intelligence proactively. Recruitment functions are asked to step up by optimizing spending, improving sourcing strategies, building needed talent pools, and acting as talent advisors through leveraging data and analytics.

1. Hire and Inspire
A New Approach to Graduate
Recruitment
David J Edwards
Head of Solutions Middle East

2. © 2014 CEB. All rights reserved.
2
Why a New Approach?
Why can’t employers
find the graduate talent
they are looking for?
Why are graduates
failing to find jobs
that engage them?
What are employers
looking for?
Why can’t graduates
navigate the jobs
market effectively?
Do employers know
the competitive space
they occupy?
How can organisations
size and manage
the investment
choices they have?

3. © 2014 CEB. All rights reserved.
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Here Is Another Reason
4.5
million1
The number of students
studying overseas
1 in 51
The number looking
for employment in
the country of study
1OECD (2013) Educational Indicators in Focus
2CEB (2013) 2007-2013 Global Labour Market Survey

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Putting HR On The Front Foot
Clarity around competitiveness and HR investment choices
• What are employers looking for?
• What strategic space does an organisation occupy?
• What does that say about the trade off between upstream
recruitment spend (investing in buy) and downstream
development spend (investing in build)?

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• What really makes today’s graduates tick?
• How does that intelligence relate to the supply of graduate
talent?
• What does that say about the levers through which
organisations can manage the upstream and downstream
premiums for acquiring and retaining graduate talent?
Putting HR On The Front Foot
Future proofing of EVP impact

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Putting HR On The Front Foot
Proactive delivery of intelligence
• Organisations are asking HR and recruitment to step up
• In a world of Big Data and analytics, that means bringing data
to the conversation and demonstrating value
• Why is this a challenge for HR and recruitment, and what can
HR and recruitment do to address it?

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Putting HR On The Front Foot
Clarity around competitiveness
and HR investment choices
Future proofing of EVP impact
Proactive delivery of intelligence

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Let’s Start With The Symptoms

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The Symptoms On The Demand (Employer) Side
Employers are struggling to find the graduate talent they want
US
1 in 6 hiring managers think
students have the skills
and knowledge they need
UK
7 in 10 employers think that
students need to do more to
prepare themselves for work
Middle East
Graduate hires lack soft
skills in areas such as
communication and teamwork
Canada
1 in 4 graduate positions
not filled
South Africa
Students with technical
degrees in short supply and
many emigrate
China & India
Only 1 in 6 employers say
graduates have what they
are looking for
CEB (2012) Rethinking University Recruitment

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Graduates are struggling to navigate to the right
job and the right employer
Symptoms On The Supply (Graduate) Side

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Returns On Current Investments Are Questionable
Jobvite (2013) Social Recruiting Survey & CEB (2013) Recruiting Forecast Survey
Are investments in attraction paying off?

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What Are Employers Looking For?

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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
2National Association for Colleges and Employers (2013) Job Outlook 2013
2

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A Validated Model Of Employability
Can they get things done?

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Can they bring people with them?
A Validated Model Of Employability

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A Validated Model Of Employability
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

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Employability And Payback Through Job Performance
This segmentation of employability… … translates into these likelihoods of job performance

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Employability And Graduate Talent Supply
This segmentation of employability… … translates into these likelihoods of recruitment

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The Payoff Versus Supply Problem
Performance Supply
Combining the off diagonals
gives odds of 1 to 2
Buy &
Build
Buy &
Build
Buy
Build

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The “Buy” Versus “Build” Tradeoff
What Strategic Space Do You Occupy?

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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?
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

23. © 2014 CEB. All rights reserved.
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Putting HR On The Front Foot
Clarity around competitiveness
and HR investment choices
Future proofing of EVP impact
Proactive delivery of intelligence

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These Numbers Do Not Add Up
How do you know
your EVP is having
the right impact?

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Here Are Some Numbers That Talk To Value
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%

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What Makes Today’s Graduates Tick?

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18 Motivational Drivers For People At Work

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Motivational Profiles Do Vary by Geography
Top 5 motivational factors by geographical region

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How Does Motivation Relate to
Quality of Graduate Talent?

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Employability And What Makes Graduates Tick

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Putting HR On The Front Foot
Clarity around competitiveness
and HR investment choices
Future proofing of EVP impact
Proactive delivery of intelligence

32. © 2014 CEB. All rights reserved.
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Recruitment Is Being Asked To Step Up
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
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment

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Recruitment Is Being Asked To Step Up
The typical ask
of recruitment
Are we optimising
our spend to
increase or
maintain the ROI
from graduate
recruitment?
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
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment

34. © 2014 CEB. All rights reserved.
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Recruitment Is Being Asked To Step Up
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
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
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment

35. © 2014 CEB. All rights reserved.
35
Recruitment Is Being Asked To Step Up
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
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
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment

36. © 2014 CEB. All rights reserved.
36
Recruitment Is Being Asked To Step Up
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
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
1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey
2CEB (2012) Realising Recruiting Success in a Global Environment

37. © 2014 CEB. All rights reserved.
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The Transformation From Reactive To Proactive
Why?
15% … that’s only … 1 in
7
… business leaders are getting
the proactive advice they need
from the recruitment function

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There Are At Least 3 Reasons – Here’s One
1. Does recruitment have the talents in place to step up to
the role of talent advisor? Our data suggests it may
Benchstrength of HR across execution and indicative advisory competencies. 12,569
HR professionals. Graph shows % in top talent range as defined by CEB SHL Talent
Management analytics benchmarks. Data calibrated on a database of 6.6 million
globally

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There Are At Least 3 Reasons – Here’s Another
1. Does recruitment have the talents in place to step up to the
role of talent advisor? Our data suggests it may
2. Is talent deployed effectively across all roles and levels in
the recruitment function? Our data suggests maybe not
1CEB (2012) Global Recruiting Effectiveness Survey
90%1
Proportion of overall influence seen as residing with
executives and managers in the recruitment function
1 in 41
The proportion of recruitment executives seen as
influencing business decisions effectively

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There Are At Least 3 Reasons – Here’s a Third
1. Does recruitment have the talents in place to step up to the
role of talent advisor? Our data suggests it may.
2. Is talent deployed effectively across all roles and levels in the
recruitment function? Our data suggests maybe not
3. Is recruitment being effective in packaging up talent
intelligence for consumption by its organisational
clients? The impact is significant when it does

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Recruitment Intelligence Driving Downstream Premiums

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Leveraging The Small Window For EVP Impact
A little
investment in
behavioural
analysis …
… will yield a
premium

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What I Hope I Have Shown in This Presentation
Clarity around competitiveness
and HR investment choices
Future proofing of EVP impact
Proactive delivery of intelligence

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Thank you