The document provides an overview of recruitment trends in the new economy. It discusses the evolving role of recruiters and the importance of strategy, branding, and messaging. New approaches to applicant sourcing, engagement, and the candidate experience are outlined, including the use of social media and technology. The summary emphasizes adapting quickly to remain competitive in attracting talent through data-driven processes, customized experiences, and organizational awareness of candidate preferences.

1. RECRUITMENT IN THE NEW
ECONOMY
Rick Baron, MS, SPHR, SHRM-SCP

2. When you hire people that are smarter than you are, you prove
you are smarter than they are.
~ R. H. Grant ~
There is something that is much more scarce, something rarer
than ability. It is the ability to recognize ability.
~ Robert Half ~
After finding no qualified candidates for the position of
principal, the school board is extremely pleased to announce
the appointment of David Steele to the post.
~ Philip Streifer ~

3. Welcome!

4. Recruitment
S

5. A Necessity

6. The
Challenge

7. The Evolution

8. Exercise 1: In your
opinion, what events in
the past ten years have
impacted the Job
Market and affected
how we recruit?

9. • The Great Recession1
• Technology & Social
Networking2
• Millennials3
What’s Different

10. People’s Perception of Response has
sped up….Immediate Gratification is
the norm…..
Customized and Immediate……
These attitudes don’t change, even
for employment….

11. Therefore……
The necessity for organizations to adapt to the
social climate through technology and
candidate preferences will continue to be the
challenge for most organizations. This can be
accomplished through:
• Organizational Awareness
• Strong use of data and analytics
• Candidate Sourcing Nimbleness
• Optimal use of available technology
• Candidate and employee experience

12. Then again there is reality….
2015 ERE The State of Talent Acquisition Survey Report
2500 Talent Acquisition Leaders, Recruiters, and Sourcers
• 45% of their time on backfills
• Average time to fill is 50 days
• Average cost per hire $4200.00
• 28% of respondents do not currently track cost per hire
• 10% said they had no idea how much their cost per hire was
• Only 19% of respondents currently use an analytics solution
• Only 12% of respondents have moved beyond basic data reporting
• 29% of respondents already benchmark their KPIs
• Only 28% of respondents plan to dedicate resources to analytics
• 20% do not see value in dedicating resources to recruiting analytics
• The largest concern of recruiters is the lack of openness to non-traditional
candidates
• 50% of recruiters found hiring managers in their company to be average or
below average in their hiring capabilities

13. Learning Objectives
• To address IES’ unique
needs concerning recruiting
and staffing to include
approaches, reporting, and
practical tips that may be
low-cost or no-cost in order
to drive recruiting and
staffing performance
resulting in improved
organizational
performance.

14. Simply Stated, our objective is:
• To look at recruiting a bit
different than yesterday
• Walk away with two or
three ideas that can be
implemented or at least
tried quickly
• Develop a recruiting “To-
Do” or “Wish List”
• Have a heightened
appreciation for creative
recruiting, recruiting as a
process, data usage, and
applicant experience

15. Exercise 2.
• What is your own expectation concerning this
learning session?

16. TODAY’S AGENDA

17. • Introduction
• The Talent Advisor Role
• Strategy & Branding
• Your Message
• Applicant Sourcing & Engagement
• Break
• Candidate Experience
• Building the Workforce Yourself
• Tools, Process Improvement, and Metrics
• Assessment and Selection Trends
• Hiring Management Tool Trends
• Social Recruiting Trends
• Candidate and New Hire Engagement
Trends
• Q&A

18. THE TALENT
ADVISOR ROLE

19. The Talent Advisor
Role
• Establish the broad vision; don’t just manage work
• Sacrifice immediate satisfaction for longer-term
organizational goals
• Learn where to accept complexity
• Understand peer motivations
• Rethink your customer; build influence with corporate
functions
• Review your process with hiring managers
– Intake meeting
– Recurring check-in’s
– Status Reports
– Service Level Agreements (SLAs)

20. The Talent Advisor
Role
– Put the hiring manager to work
» Application reviews
» Interview block time
» Provide flexibility to each manager, then
be consistent
– Post-Employment follow-up
» Hiring Manager
» Candidate/Hire

21. Exercise 3.
• What other ideas do you have to use your
hiring manager as a better partner in the
recruiting process?

22. STRATEGY &
BRANDING
*Only 5% of organizations have an
influential employment brand
strategy, despite the overwhelming
pressure to attract new types of
talent. -CEB, 2015

24. Strategy &
Branding
– Applicant Considerations
• Envision the ideal candidate
• Where do Applicants Go to Find Jobs?
– Collect the Data
» Source of Hire in ATS
» Source of Hire in New Hire Paperwork
» Focus Groups
» Employee Surveys

25. Strategy &
Branding
– Social Networking
– Internet Search
– Organization Sites
– Job Boards
There are many
options, but what will
your “staple” approach
be for your
organization?

26. Strategy &
Branding
– Who is my Customer
– Who is my Competitor
• Being Creative and
Non-Traditional
• Differentiate your
organization
• Develop a recruiting
plan and then follow
the plan

27. Exercise 4.
• Within my market, who is my competitor for
talent?
• Why?
• What is my competitive advantage related to
this organization?

28. YOUR MESSAGE

29. Your Message
– What is it about this organization that makes it
special?
• Ask your employees
– Surveys
– Focus Groups
– Target what it means to be a part of the company
– Be unique
• Create your company “elevator speech”
• Create your company recruiting “tag line”
• Incorporate themes and messages found in your corporate
communications
• Share, distribute, and educate leaders, employees, suppliers,
and community your message
• Be consistent and push the message
• Include in all postings, recruiting literature, job fair materials,
career website, and communications

30. Exercise 5.
• What is your company’s Elevator Speech to
Employment Applicants?
--An elevator pitch, elevator speech or
elevator statement is a short summary
used to quickly and simply define a process,
product, service, organization, or event and
its value proposition.

31. Your Message
– Communications Vehicles
» Employee profile
» Realistic Job Previews
» Company profile
» What does career progression look like?
» Build a Career Vision for your applicants
• Provide sources of information to your leaders
– Mini-Brochures
– Talking Points
– Easy to remember website links –

32. Your Message
– Employee Referral Considerations
» On the spot awards
» Raffle Registration
» Recognize on Performance Review
• Make Talent a priority within the culture
– Include in meeting agenda items
– Include in regular business metrics
– Include as a goal in leader performance
reviews
A recent interview
with the SVP of
Talent Acquisition of
Johnson & Johnson
revealed that the
company’s goal is to
hire 60% of all
requisitions through
employee referral.

33. APPLICANT
SOURCING &
ENGAGEMENT

34. Applicant Sourcing
& Engagement
– It’s all about reach
– Sourcing
• Present profession as a viable career
option
• Focus on the benefits
– Job Arrangement Options
– Small Business Options
– “Have you considered the electrical
field”
• Appeal to the emerging trade as an option
to college
• Catch them early and often
• Include parents, better-halfs, even children
of applicants for the “Kitchen Table”
conversation later
Your materials
can help
support the
decision-
making process
of joining the
electrical field.
For Example,
the U.S. Army’s
Parent Guide

35. E-Mail Opportunities
• “Candidate Registry”
• Newsletters
• Company Updates
• Hot Jobs Distribution
• Highlight Employee Knowledge or Expertise
• Tell a Leader’s story
• MailChimp, ConstantContact
• Legal Considerations
– Automatic Opt in with employment application
– Opt Out Option is required
Think about what you
want to imbed in the
minds of candidates
as they evaluate your
organization

36. Exercise 6.
• What event, experience, or message made
you decide on your profession or to join an
organization?

37. Applicant Sourcing
& Engagement
– Non-Traditional Candidate Sourcing Options (Grassroots
or Guerilla Tactics)
• 24 hour phone hotline
• Media such as bag stuffers, payroll stuffers, church bulletins,
doorknob signs, tear-off bulletin board signs, car window flyers
• Referrals from vendors, churches, teachers, Goodwill,
YMCA/YWCA
• Associations such as trade and professional organizations and
the local Chamber of Commerce
• Advertising on company vehicles and on job site signage
• Social Groups such as bowling leagues, church groups, youth
groups, condo/home associations, 4H, and scouting groups
• Events such as job fairs, craft fairs, and community events
****Great Resource! – The Guerrilla Marketing Handbook by Jay Levinson & Seth Godin

38. Applicant Sourcing
& Engagement
– Social Networking and Out Reach
Recruiting
• Facebook, Twitter, LinkedIn,
– Post jobs
– Share News
– Promote the organization
– Drive traffic to Career Page
– Not just to post jobs
– Encourage leaders and employees to
follow and friend
– Share their experiences
– Start a LinkedIn Group
» “Careers in Electricity” – Now available
on LinkedIn

48. THE CANDIDATE
EXPERIENCE

52. Exercise 7.
• What is the coolest Candidate or Customer
Experience example you ever used or heard
of?

53. The Candidate
Experience
– Face to Face Experience
• Greeting
• Interviewer approach & attitude
• Follow-Up actions
– Thank you note
– Going home with something?
– Next steps
– Final disposition
People who
have a great
experience will
likely tell two
others. People
who have a bad
experience will
tell ten others.

54. BUILDING THE
WORKFORCE
YOURSELF

55. Building the
Workforce Yourself
– Curriculum Development Opportunity: What
schools or community organizations teach or
provide a curriculum for the candidates I
need?
– Incubators
• Technical School Partnerships
• High School Job Partnerships
• Corporate Vestibule Training
• Apprentice Programs
– Does your job classification create a career
progression?
– Multiple Ladder Career Paths

56. Exercise 8.
• How did you get into your profession?

57. TOOLS, PROCESS
IMPROVEMENT,
AND METRICS

58. Tools, Process
Improvement, and
Metrics
– ATS Considerations
• Refine and streamline candidate statuses and system steps
• Adopt a “search only” approach to reviewing candidates
• Use mass status changes when appropriate
• Optimize use of automated email events and max out email
template usage
• Consider sourcing requisitions and then use candidate
movement features
• Supercharge your Source of Hires tables
• Become a guru in the reports section
• Explore and orient to web analytics segment of ATS
• Become expert in data extraction out of the ATS, for:
– Targeted mailing lists
– OFCCP Inquiries
– Reporting
– Analytics

59. Tools, Process
Improvement, and
Metrics
– Cycle Time/TACT Time
• Measure when you can
• Move high volume, repetitive work to lesser expensive providers
– Interns
– Recruiting Assistants/Coordinators
– Temporary Employees
– Theory of Constraints
• Who and where is your bottleneck
– Process mapping
– Use your hiring managers as a screener
» Application dump versus pre-screening
– Recruiter Efficacy Considerations
• Planning
• Work Balancing
• Goal Setting
• Applying Lean Approaches
– Gemba, Kaizen, Kanban, 5s
Check out the Recruiter
Planning Worksheet
Templates on the
Resources Site

60. Tools, Process
Improvement, and
Metrics
– Metrics and Measures
• Financial
– Cost per hire
• Recruiting Performance
– Time to fill
– Recruiter Closure Rates
• Recruiting Effectiveness
– Retention within the first 90 days
– Time to performance
– Offer to Acceptance Ratios
• Staffing Performance Index

61. ASSESSMENT AND
SELECTION TRENDS

62. Assessment and
Selection Trends
– Video Conferencing –
Skype
– Online Situational
Judgment Testing
– Practice Assessments
Take special
consideration related
to using as pass/fail or
scoring related to
validity and disparate
treatment.

63. HIRING
MANAGEMENT
TOOL TRENDS

64. Hiring Management Tool
Trends
– Integration with Talent
Management
Technology
– Talent Availability
Tools
• Succession Planning
• Workforce Planning
• Professional
Development Forum –
(9 Block)

65. Exercise 9.
• What opportunities exist to incorporate
Talent Management into the Recruitment
strategy?

66. SOCIAL
RECRUITING
TRENDS

67. Social Recruiting
Trends
– Virtual Career Fairs
• vFairs,
VirtualJobFairHosting.com
– Online Talent
Communities
• LinkedIn Groups
• Facebook
– YouTube
• Imbedded video in Careers
Page
• Twitter
– Search Engine
Optimization

69. Social Recruiting Considerations:
• Target your recruitment to job seekers
– Set up a separate page that is dedicated to career seekers.
• Consider your word choice
– Recruiters and hiring managers need to create concise, keyword-rich job
descriptions that candidates can easily find – and that stand out in a
crowd of job postings.
– Think about the words your ideal candidate would use when searching
for a job, and include them in your posts.
– On Facebook and Twitter, make sure your posts are tagged properly.
• Don’t just focus on ads
– Build relationships and engage with potential candidates over time by
sharing relevant, interesting information about your company.
– Include information about company culture and events. Post pictures of
new office renovations, or the new workout room that was just installed.
If your company has a specific application process, consider posting
interactive videos or slide shows that explain each step of the process.

70. Social Recruiting Considerations:
• Track results
– Experiment with different post types, images, and even wording.
– Be creative
– Everyone knows they should be recruiting on the Big 3: Facebook, Twitter and LinkedIn.
– But the Web is full of other social media sites that have millions of users – many of whom
are looking for jobs. Get creative and figure out how you can effectively use other social
media sites to recruit, too.
– Try Pinterest and Instagram for visual, creative posts and job openings.
– Even explore YouTube and Vine as platforms for sharing videos – consider uploading video
tours of your company, or day-in-the-life videos from different employees.
• Use social to vet candidates
– Utilize social media to vet candidates as well.
– Search the candidate on Facebook, Twitter and Instagram.
– Compare the information there with what they provided to you in the application or
interview.
– Check for inconsistencies or omissions in professional information, but also get a read on
the personality they present through social media.
• Use cross posting tools within social media
– LinkedIn’s “Share on LinkedIn” link that ties to your Twitter Account
– Enables you to Post an update on your profile, groups, twitter, and network all at the same
time

71. CANDIDATE AND
NEW HIRE
ENGAGEMENT
TRENDS

72. Candidate and New
Hire Engagement
Trends
– Video Job Descriptions
– Mobile Career App
– Career Blog
– Onboarding Portal
– Onboarding Mentor
– Recruiting Process
Overview
– Automated Candidate
Feedback
– Applicant Self Selection
Tools

73. Summary
• Identify your message
– What do you want your applicants to really know
– Make your company endearing and approachable
– Give a sense of, “I want to work there”
• Be Creative
– Where you advertise
– How you advertise
• Measure
– Often and regularly
– Make it a key element in your recruiting decisions
• Evolve
– What works today may not work tomorrow

74. Exercise 10.
• What recruiting ideas did I gather that I’d like
to try next in the next several weeks?

75. QUESTIONS

76. THANK YOU!