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1. Talent Solutions
2012 Recruiting Trends – Australia Snapshot
ORGANIZATION NAME

2. Methodology All respondents:
 work in a corporate HR/recruiting setting
Surveyed 280 recruiting  represent an even mix of small, midsize
and large enterprises
professionals in Australia  have at least some budget authority
with a LinkedIn profile.  focus solely or significantly on recruitment
May - July 2012
Nordics: 113
UK: 334 Netherlands: 226
Canada: 299
Germany: 97
France: 224
Spain: 100
Italy: 99
USA: 755
India: 255 Australia: 280
Brazil: 226
2

3. 6 notable trends in Australia - summary
1. Hiring surprisingly healthy
2. The (competitive) heat is on
3. Passive talent and pipelining remain essential
4. Quality of hire the name of the game
5. Employer branding the hot topic
6. Data-driven decision making is Achilles heel
3

4. 1. Hiring surprisingly healthy

5. Among those who are hiring, growth slowed slightly
from 2011 – but majority still say volume up or flat
100% 100%
80% 35% 80% 38%
Hiring more 50%
51%
60% 60%
35% Hiring same
34%
40% 40%
33% 35%
20% Hiring less 20%
30% 28%
15% 15%
0% 0%
2011 2012 2011 2012
“Considering only full and part-time professional employees, how do you
expect the hiring volume across your organisation to change this year?”
5

6. Budget growth roughly in line with hiring volume
growth
100% 100%
27% 30%
80%
46% Increase
80% 41%
60% 60%
41% Same 43%
40% 40%
38% 45%
20% Decrease 20%
32% 27%
16% 14%
0% 0%
2011 2012 2011 2012
“How has your organisation's budget for recruiting solutions changed from last year?”
6

7. 2. The (competitive) heat is on

8. Top obstacles to attracting top talent in Australia
reflect highly competitive landscape
Biggest obstacles to attracting top talent
Competition 1 54% 1 41%
Compensation 2 42% 2 39%
Lack of awareness or interest in our employer brand 3 26% 3 25%
Location 4 19% 4 25%
Recruiting team doesn't have the right tools/systems 5 13% 6 13%
Inability to effectively use data to improve our approach 6 13% 8 9%
Recruiting team too small 7 11% 5 15%
Quality of talent currently at our company 8 8% 9 7%
Lack of awareness that we're hiring 9 6% 7 12%
Recruiting team skills 10 6% 11 4%
Company performance 11 5% 10 6%
Other 12% 11%
8

9. Chief competitive threats
Recruiting leaders in Australia are most concerned their
competitors will…
 Build and nurture strong talent pools or pools or pipelines
 Invest in their employer brand
 Learn to use social networking and social media more
effectively

10. Better passive candidate recruiting tops the list of
long-lasting industry trends
Top long-lasting trends
Finding better ways to source passive candidates 1 40%
Utilising social and professional networks 2 36%
Recruiting globally 3 25%
Boosting referral programs 4 24%
Training recruiters and hiring managers 5 22%
Upgrading employment branding 6 21%
Optimizing your career site 7 20%
Using CRM technology to manage talent leads 8 19%
Reducing dependence on traditional job boards 9 18%
Reducing spend on staffing firms 10 15%
Measuring quality of hire more consistently 11 15%
Using mobile for recruiting 12 12%
10

11. Recruiting through the eyes of Australian talent
acquisition professionals
“Recruiting is…”
11

12. 3. Passive talent and pipelining remain essential

13. Most believe in the importance of passive talent and
the practice of pipelining talent
Passive talent Pipelining talent
Passive talent a focus Engaged in pipelining talent
Passive talent not a focus Not engaged in pipelining talent
19%
42%
58%
81%
13

14. 4. Quality of hire the name of the game

15. Quality of hire is the single most important metric for
corporate recruiters; cost per hire surprisingly low on list
Single most important recruiting metric
Quality of hire 1 45% 45%
Hiring manager satisfaction 2 26% 22%
Time to fill 3 19% 21%
Cost per hire 4 8% 8%
Other 5 2% 3%
15

16. Fastest-rising source of quality hires: social professional
networks; Fastest falling: legacy job boards
Biggest YoY
Best sources for key quality hires changes
Internet job boards 1 51% -8%
Internal hires 2 43%
Employee referral programs 3 39%
Company career website 4 35% +6%
Recruitment agencies 5 35% -4%
Social professional networks (e.g. LinkedIn) 6 23% +10%
Your ATS/internal candidate database 7 9%
Print newspapers/trade journals 8 8%
Your CRM system 9 5%
General career fairs 10 4% +2%
College recruiting programs 11 4%
Internet resume databases 12 3%
16

17. 5. Employer branding is the hot trend

18. Employer brand seen as critical in hiring great talent
91% 83%
Agree that employer brand has
significant impact on ability
to hire great talent
73% 69%
Agree that employer brand is
a top priority for their
organisation
18

19. Despite the climate of ‘more with less’, companies
investing in employer branding
Increasing (61%) or
96% maintaining (35%) their
investment in employer
brand in 2012
91%
19

20. 6. Data-driven decision making is Achilles heel

21. Despite employer brand importance, measurement is
inconsistent – especially candidate surveys
Regularly measure the health
33% of employer brand in a
quantifiable way 33%
Regularly survey candidates
25% to understand employer brand
position 32%
21

22. In general, talent acquisition must become more data-
driven in order to lead the business
Believe their organisation
21% utilises data well to make
hiring decisions 26%
Believe they are average,
79% or poor at using data to
make hiring decisions 74%
22

23. 6 notable recruiting trends in Australia - summary
1. Hiring surprisingly healthy. Despite macro trends, Australian hiring is relatively strong. 70
percent are either seeing increased (35 percent) or steady (35 percent) hiring volume
compared to 2011. Budget growth is roughly in line.
2. The (competitive) heat is on. Competition and compensation are cited as the biggest
obstacles to hiring top talent; respondents are most worried their competitors will invest in
pipelining talent, employer branding, and using social platforms more effectively.
3. Passive talent and pipelining remain popular. 58 percent say passive talent is a focus,
and over 80 percent do some form of talent pipelining.
4. Quality of hire the name of the game. 45 percent cite quality of hire as most critical metric;
online professional networks and career sites are rising as quality sources.
5. Employer branding the hot topic. 91 percent agree employer brand has a significant
impact on ability to hire great talent; almost three-quarters say it’s an organisational priority.
And 96 percent are either increasing or maintaining employer brand investment.
6. Data-driven decision making is Achilles heel. Despite the importance of employer
branding, only 33 percent regularly measure, and only 25 percent survey candidates. Only
one in five say they use data well to make hiring decisions.
23

24. Additional resources
On how to recruit
http://talent.linkedin.com/passivetalent
passive talent
On how to dial up your
recruiting impact on http://talent.linkedin.com
LinkedIn
On best practices in
http://talent.linkedin.com/employer-brand
employer branding
Read our blog http://lnkd.in/talent-blog
See more research http://lnkd.in/hireonlinkedin
Follow us @hireonlinkedin
24

25. Sampling and methodology
 Survey fielding occurred between late May and late July 2012
 N=280 talent acquisition professionals located in Australia, who
– work in a corporate HR/Talent Acquisition department
– have at least some authority in determine their company’s recruitment solutions budget
– focus exclusively on recruiting, manage a recruiting team, or are HR generalists who spend
more than 25 percent of their time recruiting
 Comparisons to 2011 data are taken from 2011 Global Hiring Trends research, which
fielded between late April and early June, 2011
– n=227 talent acquisition professionals with identical sampling criteria and methodology to 2012
 Global numbers are reported as un-weighted
averages of corporate recruiter responses from the
following countries:
– Australia, Brazil, Canada, France, Germany, India,
Italy, Netherlands, Nordics (Norway, Sweden,
Denmark, Finland), Spain, UK, & US
 Participants are members of LinkedIn who have
opted to participate in research studies. They were
selected based on information in their LinkedIn profile
and were contacted via email.