The document discusses how recruitment has changed and the roles of a future-focused recruiter. It outlines that recruitment has transitioned from face-to-face interactions to facilitating connections between people and technology. Savvy recruiters now take on four key roles: the strategic recruiter who uses metrics and data to make decisions; the cognitive recruiter who leverages technologies like AI; the social recruiter who utilizes platforms like LinkedIn; and the analytical recruiter who analyzes metrics and key performance indicators. Recruitment is increasingly focused on building an employment brand, creating compelling candidate experiences, and optimizing sourcing channels through the strategic use of new technologies.

1. RECRUITMENT AS A LEVER OF STRATEGIC
COMPETITIVE ADVANTAGE – THE 4 ROLES OF A
FUTURE-FIT RECRUITER
CHARLES COTTER PhD candidate, MBA, B.A (Hons), B.A
www.slideshare.net/CharlesCotter
21ST CENTURY TALENT MANAGEMENT CONSORTIUM
VILLA ROSA KEMPINSKI, NAIROBI, KENYA
28 NOVEMBER 2017

2. • The changing face of recruitment, the
employment landscape and -ecosystem
• Next level (future fit) recruitment - the
4 roles of a savvy, future-focused
recruiter:
 The Strategic Recruiter
 The Cognitive Recruiter
 The Social Recruiter
 The Analytical Recruiter
• Video clip: How Nestlé transformed
recruitment into talent acquisition
• Question and Answer session
PRESENTATION
OVERVIEW

4. DELOITTE’S HCM TRENDS 2017 – HOW
HAS RECRUITMENT CHANGED?

6. DELOITTE’S HCM TRENDS 2017 – HOW
HAS RECRUITMENT CHANGED?
• #1: Building a strategic and digital employment brand
• #2: Leveraging new technologies—from social to cognitive
• #3: Using video as a tool for a compelling candidate
experience
• #4: From credentials to skills
• #5: Optimizing sourcing channels
• #6: Optimizing the talent acquisition operating model

7. DELOITTE’S RECOMMENDED STRATEGIES
(2017)
• Deloitte recommend the following 5 strategies:
 #1: Leverage new technologies
 #2: Build a digital employment brand
 #3: Create a compelling candidate experience
 #4: Broaden and expand sourcing channels
 #5: Integrate sourcing
• Savvy recruiters now have access to new technologies to forge connections with
candidates and strengthen the employment brand.

8. HOW HAS RECRUITMENT CHANGED?
(COTTER, 2017)
• Savvy, future-focused recruiters have transitioned from
face-to-face recruitment to facilitating the interface
between people and technology, which is at the coalface
of business strategy.
• The employment landscape has changed from “talent
wars” – battlefield to a “talent economics” – trading floor.
• Smart recruiters have to transform to “behavioural
economists.”
• Next level (future-fit) recruitment in the Gig Economy?

9. NEXT LEVEL (FUTURE-FIT) RECRUITMENT
(COTTER, 2017)
• The Strategic Recruiter
• The Cognitive Recruiter
• The Social Recruiter
• The Analytical Recruiter

12. STRATEGIC TALENT
ACQUISITION
• Data driven decision making –
metrics
• Influential talent brand engaging
employees and candidates
• Talent segmentation and
prioritization
• Team-wide pipelining with
engaged talent communities

13. 7 STRATEGIC MANAGEMENT
PRINCIPLES (APPLICABLE TO HRM)
• #1: (Vertical) Alignment with business strategy, goals and objectives
• #2: (Horizontal) integration of HRM value chain functions (bundling)
• #3: HRM conducts environmental scanning and is highly attuned, sensitive
to and pro-actively responsive of change
• #4: HRM is future-focused (ensuring that the organization is future-proof)
• #5: HRM adopts a measurement culture e.g. scorecards, dashboards,
metrics, risk analysis and audits etc.
• #6: Enables the organization to gain a sustainable, strategic competitive
advantage
• #7: HRM positively influences organizational culture and -change

15. BALANCED SCORECARD

17. EXAMPLE: STRATEGY MAP

18. AGREE OR DISAGREE?
WHY?

19. COGNITIVE RECRUITER

20. DELOITTE’S HCM TRENDS 2017
• Evolution toward cognitive capabilities that build on mobile and cloud technologies, as well
as social networks such as LinkedIn.
• The more innovative ideas and solutions are centered around cognitive technologies such as
artificial intelligence (AI), machine-to-machine learning, robotic process automation,
natural language processing, predictive algorithms, and self-learning.
• Chatbots are becoming popular, including the recently launched Olivia, which guides
candidates through an application process with sequenced questions.
• IBM’s AI pioneer, Watson, is now moving into the space with three new technologies:
 A machine learning platform that ranks the priority of open requisitions;
 Social listening for an organization’s and competitors’ publicly available reviews on Glassdoor, Twitter, and
newsfeeds; and
 A tool that matches candidates to jobs through a “fit score” based on career experiences and skills.
• These technologies take pre-existing social data and information and then apply advanced
cognitive capabilities to deliver actionable analysis.

21. IBM WATSON TALENT – COGNITIVE
RECRUITMENT
• Only 7% of companies use analytics to make sourcing
predictions and take future actions on those issues.
• Gut-based decisions are no longer acceptable - it’s time for
HRM to rethink its talent strategies – intuition to intellect.
• HRM has entered a new era, where cognitive systems and
solutions offer HRM professionals new capabilities that assist
to:
Source the right people for your business;
Enhance the candidate experience and
Measure the impact of new hires over time.

22. IBM WATSON TALENT – COGNITIVE
RECRUITMENT
• Cognitive systems and cognitive computing are a subfield under the
larger umbrella of artificial intelligence (AI).
• They focus on reason and understanding at a higher level, inspired by
human thinking, or cognition.
• Cognitive systems aim to change the landscape of HRM completely,
by enabling organizations to outthink their biggest challenges.
• Cognitive systems increase the likelihood of recruiters identifying
the best fit, so recruiters use their time more effectively
• Cognitive systems can enable an organization to make the right hires
to gain a competitive advantage.

23. BENEFITS OF COGNITIVE RECRUITMENT
• By using an analytic approach to decision making,
your organization can (IBM Watson Talent):
Explore, predict and share results
Engage and grow talent for maximum impact
Create an irresistible employee experience
Get right people in right place at the right time

24. AGREE OR DISAGREE?
WHY?

25. DELOITTE’S HCM TRENDS 2017 –
COGNITIVE RECRUITMENT
• Predictive analytics is increasingly important to TA, as sophisticated
analytics teams begin to prioritize recruiting workflows, conduct
workforce planning, evaluate different recruiting sources, assess quality of
hire and use pre-hire assessments e.g. PredictiveHire, a cloud-based SaaS
analytics solution provider.
• The applicant tracking system (ATS) is being reinvented by innovative
solution providers who are augmenting the ATS with other TA technologies,
including candidate relationship management, video interviewing and
analytics.
• Forward-looking organizations are also beginning to employ simulations
and gaming to connect with talent, particularly Millennials, and analyze
whether candidates are primed to succeed in a given role.
• However, only 6% of surveyed global business leaders say their company is
excellent at using gaming and simulations to attract and assess potential
candidates, and 71% of respondents rate their company as weak.

27. SOCIAL RECRUITER

28. THE MODERN IMPERATIVE OF SOCIAL
MEDIA RECRUITMENT
• Social is a key tool for promoting jobs, building brands, sourcing candidates,
creating relationships and vetting applicants.
• According to Meghan Biro (4 ways social media is now a recruiting must):
• #1: It’s the best way to reach job seekers
 According to a white paper by iCIMS, putting a job posting up on social media
can increase candidate applications by between 30-50%
• #2: It’s part of a cultural shift
 What drives top employees now is more than just a pay cheque – purpose is a
critical driver of talent.

29. THE MODERN IMPERATIVE OF SOCIAL
MEDIA RECRUITMENT
• According to Meghan Biro (4 ways social media is now a recruiting must):
• #3: Transparency goes both ways
The fact that 48% of job applicants in a recent survey are active in social
media is more than a “don’t get left out” for recruiting;
61% of hiring managers found something they didn’t like on a
candidate’s social media account and
55% of hiring managers reconsidered the hire based on what they found.
• #4: It’s not the “good-old-boy” network anymore
73% of recruiters planned to invest more in social recruiting, versus
63% in referrals and
93% of companies and recruiters were using social media - up from 82%
four years earlier.

30. POPULAR SOCIAL
MEDIA RECRUITMENT
PLATFORMS
• Statistics suggest that 87%
of recruiters use LinkedIn,
which makes it the top
social network of choice in
terms of finding skilled
candidates. Facebook is a
distant second with 55%
and Twitter comes in third
with 47%.

31. 9 SOCIAL MEDIA RECRUITMENT
STRATEGIES
• #1: Put together a corporate social media policy
• #2: Establish your company’s online reputation – to
showcase EVP and corporate values
• #3: Use live video streaming e.g. Periscope
• #4: Use Instagram (600m active monthly users) to show
the fun side of your corporate culture.
• #5: Follow the (job) trail of trending hashtags

32. 9 SOCIAL MEDIA RECRUITMENT
STRATEGIES
• #6: Get your employees to help - ask influential
opinion leaders to share a recruitment advertisement
or publication via their individual social media profiles.
• #7: Social media advertising - social media advertising
is a cost-efficient and hardly targeted option for
reaching the right audience
• #8: Use multiple techniques to keep potential
candidates engaged
• #9: Check on candidates through social media – tracing
and tracking applicant’s electronic footprint.

33. SOCIAL MEDIA RECRUITMENT – CRITICAL
SUCCESS FACTORS
• Focus solely on the techniques that seem right for
your industry and your brand.
• The biggest advantage of a social media campaign is
that it provides immediate information about
effectiveness.
• Failing to analyze this information will deprive you
of valuable data that can potentially make your
efforts much more targeted in the future.

34. ANALYTICAL RECRUITER

35. THE FUTURE OF HRM METRICS &
ANALYTICS?
“HRM will have to migrate from the
fundamentals of people science to the
complexities of data science.”
(Cotter, 2017)

36. TYPES OF METRICS

37. RECRUITMENT METRICS

38. THE TOP 10 STRATEGIC HR AND TA METRICS THAT
CEOs WANT TO SEE (DR. JOHN SULLIVAN)
• The Top 7 Strategic HR Metrics for impressing your
CEO:
Revenue per employee
The improvement in the performance of new hires (quality
of hire improvement)
Performance turnover in key jobs
Dollars of revenue lost due to position vacancy days
Track a metric covering the highest impact current “hot”
talent problem at your firm
A contribution to productivity survey to identify which HR
programs helped to increase productivity
The percentage of HR strategic goals that were met

39. THE TOP 10 STRATEGIC HR AND TA METRICS THAT
CEOs WANT TO SEE (DR. JOHN SULLIVAN)
• Three (3) additional strategic metrics for the
recruiting function:
New hire failure rate
Applications per employee
Diversity hires in customer-impact positions

40. FOUR RECRUITMENT BEST PRACTICES @
WORK AT GOOGLE
• A retention algorithm
• Predictive modelling
• Improving diversity
• An effective hiring algorithm

41. RECRUITMENT METRICS REPORTING –
4 C’S
• COSTS
• CAUSES
• CONSEQUENCES
• CURE

43. DIAGNOSTIC ACTIVITY
• Critically evaluate your
current recruitment
practices, measured against
the best practice criteria of
the 4 roles of future-fit
recruiters.
• Identify gaps and
recommend improvement
strategies, to graduate to
levels 3 (Foundational) and
4 (Strategic) of the Talent
Acquisition Maturity Model.

44. VIDEO CLIP
• How Nestlé transformed
recruitment into talent
acquisition
• https://www.youtube.com
/watch?v=5HIlROqdik0
• Debriefing: Extract the
lessons from this video
clip

45. CONCLUSION
• Key points
• Summary
• Question and
Answer session

46. CONTACT DETAILS
• Charles Cotter
• (+27) 84 562 9446
• charlescot@polka.co.za
• LinkedIn
• Twitter: @Charles_Cotter
• http://www.slideshare.net/CharlesCotter