John Qudeen, VP of Global Recruiting at Thomson Reuters, blew everyone away at SmashFly Transform with the maturity of his team's recruitment marketing metrics. John walks through how he segments and analyzes key data to make better decisions about spending and employer branding.

1. METRICS & MEASUREMENT
Why you need M&Ms to build an impactful
employment brand strategy

2. J ohn Q u d e e n
VP, Recruiting & Staffing,
Thomson Reuters

3. • 53,000 employees in almost 100 countries
• $12.2 billion revenue (2015)
• ~12,000 hires annually (internal and external)
• We provide data and solutions to industry
experts in:
– Legal
– Tax & Regulatory
– Financial & Risk
– Intellectual Property
– Scientific
“The intelligence, technology and human
expertise you need to find trusted answers”
Snapshot of Thomson Reuters

4. Our Brand Journey

5. • Authentic
• Compelling
• Differentiated
• Long-lived
• Tells a story
Your employment brand reflects you

6. What not to do
• Be Complex
• Be Opaque
• Fail at Being Clever
• Be Over Produced
• Lack a Voice
Others see a flower. You see Fibonacci.

7. response rate: 38%
respondents: 20,809
Relative
Importance
Relative
Strength
Career Development 24% 3%
Chance to Innovate 18% 4%
Compensation 15% (26%)
Work-Life Balance 9% 1%
Strength of Manager and Team 9% 2%
Empowered to Make Decisions 7% (5%)
Benefits Quality 7% (3%)
Corporate Reputation 6% 21%
Culture/Diversity 4% 4%
Corporate Social Responsibility 2% 0%
Candidate Impression after Interview (2012)
Analyzing failure
CAREERS WITHOUT
BOUNDARIES
24% WORK THAT
MATTERS
18% FLEXIBILITY
TO PERFORM
9%
Our brand and career messages aligned with attributes that
candidates deem most important
GOOD NEWS
Even after an interview, candidates rate us poorly against
those key attributes
BAD NEWS
Create target audiences to focus our messages and express
those messages in a way that’s relevant to those audiences
OUR RESPONSE

8. Technologists
•“…you’re able to dissect the
cworld’s omplexities to develop
cutting-edge solutions. Your
innovative ideas are always
heard and the work you do will
have a positive impact on the
world around you
Industry
•“The industries we serve are
continually evolving and we are
depending on you to guide that
change. To enable our
customers to make the
decisions that shape our world.”
Sales
•“With the right tools and
resources at your disposal,
you’re able to identify, prioritize
and close opportunities. Here,
you will represent innovative
solutions and services that
shape the future of the
industries we serve.
Express messages differently by segment

9. Imagery, impact
and emotion

10. Imagery, impact
and emotion
• High Tech
• Curious
• Visually Arresting
• Beckoning
• Exotic
• Adventurous
• Human

11. Going social

12. Our Analytics Journey

13. How we used to do it
0
200
400
600
800
1000
Corp F&R IP&Sci Legal TRTA
External
Internal
Filled Positions
By internal and external source
Source of Hires
As a percentage of external hires (n=3,242)

14. Then we expanded to visitors
0.0
5.0
10.0
15.0
20.0
25.0
0
40
80
120
160
200
Jan May Sep Jan May Sep Jan May Sep Jan May Sep
Visitors and Applications, 2009-2012
Visitors per Requisition Applications per Requisition
0
50
100
150
200
India United
States
Philippines United
Kingdom
2010
2011
2012
Visitors per Requisition
(4 largest locations)
0
10
20
30
40
India United
States
Philippines United
Kingdom
2009
2010
2011
2012
Applications per Requisition
(4 largest locations)

15. And looked across
channels …
in different countries
CHANNEL GROWTH 2011-2012
0%
5%
10%
15%
20%
25%
30%
Career Site Search Engine Email
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Q2 2012
Q3 2012
Q4 2012
PHL CHANNEL GROWTH 2011-2012
0%
10%
20%
30%
40%
50%
60%
Career Site Search Engine Email
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Q2 2012
Q3 2012
Q4 2012
GBR CHANNEL GROWTH 2011-2012
0%
10%
20%
30%
40%
50%
Career Site Search Engine Email
Q1 2011
Q2 2011
Q3 2011
Q4 2011
Q1 2012
Q2 2012
Q3 2012
Q4 2012

16. • Focus groups
• Candidate surveys
• Glassdoor
• LinkedIn
• Universum
• RivalIQ
Look outside for
sources of data
Reuters/Greb Glanich

17. The power of surveys for point in time
information
Applicants
• Recruiter responsiveness
• Brand awareness
• Net promoter score
Interviewees
• Interview experience
• Brand awareness change
• Net promoter score change
Hiring Managers
• Recruiter responsiveness
• Recruiter capability and
knowledge
• Timeliness of candidate slate
• Quality of candidate slate

18. 0%
5%
10%
15%
20%
25%
30%
Listen to your audience
Relative Importance of Candidate Messages
2016Benefits
CareerDevelopment
SocialResponsibility
Culture&Diversity
StrengthofManager
EmpoweredtoMakeDecisions
InnovateandMakeanImpact
Work/LifeBalance
-15%
-10%
-5%
0%
5%
10%
Change in Relative Strength of Candidate Messages
2012-2016
Benefits
CareerDevelopment
SocialResponsibility
Culture&Diversity
StrengthofManager
EmpoweredtoMakeDecisions
InnovateandMakeanImpact
Work/LifeBalance
CAREERS WITHOUT
BOUNDARIES
30% WORK THAT
MATTERS
20% FLEXIBILITY
TO PERFORM
11%
8% 7% 6%

19. The details matter
-30% -20% -10% 0% 10% 20% 30%
Global
United States
India
United Kingdom
Philippines
Relative Strength of Candidate Messages
Q2 2016
Benefits
Career Development
Social Responsibility
Culture & Diversity
Strength of Manager
Empowered to Make Decisions
Innovate and Make an Impact
Work/Life Balance

20. Reinforce the intersection of
value and strength

21. Analyzing data: Does recruiter response affect
NPS?
Recruiter responsiveness:
• Other than the automated response you received when you
applied, have you received any additional follow up from
Thomson Reuters via email or phone?
• Yes/No Detractors (0-6) Neutrals (7-8) Promoters (9-10)
Net promoter score:
• How likely are you to recommend a friend to
Thomson Reuters?
• Scale of 0-10
Country Recruiter Responsiveness Net Promoter Score
United States
India
UAE
United Kingdom
Canada
Brazil
Poland
25%
26%
Q2 2016
Q1 2016
21%
19%
Q2 2016
Q1 2016
31%
35%
31%
33%
38%
32%
Q2 2016
Q1 2016
19%
19%
30%
31%
51%
50%
Q2 2016
Q1 2016
15%
15%
Q2 2016
Q1 2016
12%
23%
33%
31%
55%
46%
Q2 2016
Q1 2016
28%
29%
Q2 2016
Q1 2016
27%
33%
35%
33%
38%
34%
Q2 2016
Q1 2016
18%
16%
Q2 2016
Q1 2016
24%
30%
32%
31%
44%
39%
Q2 2016
Q1 2016
21%
30%
Q2 2016
Q1 2016
6%
12%
27%
9%
67%
59%
Q2 2016
Q1 2016
36%
51%
Q2 2016
Q1 2016
24%
17%
35%
44%
41%
39%
Q2 2016
Q1 2016
Q1: -3
Q2: +7
Q1: +31
Q2: +32
Q1: +24
Q2: +43
Q1: +1
Q2: +11
Q1: +9
Q2: +20
Q1: +47
Q2: +61
Q1: +22
Q2: +17
N (Q1) =1,848 N (Q2)=1,459
N (Q1)=597 N (Q2)=731
N (Q1)=261 N (Q2)=287
N (Q1)=231 N (Q2)=277
N (Q1)=177 N (Q2)=195
N (Q1)=105 N (Q2)=106
N (Q1)=71 N (Q2)=99

22. Analyzing data: Ask the right question
Prior approach:
• Q: Does recruiter responsiveness affect Net
Promoter Score?
• A: Not clear
Better question:
• Q: Do candidates who receive a timely response
from recruiters have a higher NPS than those who
don’t?
• A: Clearly
20%
80%
Yes
No
“A recruiter followed up with me
via email or phone” (Q3 2016)
n=3,359
NPS: +28
NPS: +17

23. Leverage vendors for data
Glassdoor
LinkedIn

24. Measuring Social
RivalIQ

25. Final thoughts • Guides strategy
• Allows you to identify improvement
• Use for shock value
KNOW WHY YOU WANT TO MEASURE
SOMETHING
• Measuring often, at lower expense, means you will actually
do it
• Re-think the questions you want to ask
• Use pre-packaged data where appropriate and available
KEEP IT SIMPLE
• Don’t waste your time if you won’t use the data
• Get senior leadership buy-in on your metrics
… then they’ll pay attention
• Revisit often so you can make incremental changes
ACT ON THE INFORMATION

26. B O S T O N | 2 0 1 6