Talent, Social, Mobile & Recruiting Summit: Retail, Hospitality & Travel Sectors

Talent, Social & Mobile
Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
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10 Reasons How Talent Attraction
& Social Media Collide!
Steve Ward – CloudNine
Twitter - @CloudNineRec

How do
WE know….?
• Award-Winning Recruiters of Social
Media & Digital Comms Talent
• Building a Talent Network for 4 years
• Specialists in Social Media as a business
tool – by industry knowledge
• I listen, a lot…

Our Philosophy
TALK
KNOW

UNDERSTAND

TALK

PEOPLE
BUILD
NETWORK

LEARN

STIMULATE

TRUST

This means…
• Make sure you can execute social
recruiting – i.e. have the right talent in
place
• Build a strategy for communication that
is effective to your means
• Understand where your target talent
pools exists
• Know what value you can give / content

AND…
BE PREPARED TO PLAY THE LONG GAME…

...AS WELL AS THE SHORT GAME.

4. Build a Position of Authority…
•
•
•
•
•
•
•
•

Play an integral part in the industry
Stay on the pulse of industry affairs
Be integral to their existence & career
Thought-leaders in career development
Facilitate learning and networking
Stimulate the market
Build an Advocate network
Build a trusted following

5. Talent
Acquisition is
NOT a Desk
Job!!…

6. Build Employer Brand…
You can have the best talent
strategy in the world – but if your
reputation as an employer is
average – then your hiring
success, will be average

DO THE BEST PEOPLE IN THE MARKET
WANT TO WORK FOR YOU?…

7. Source Effectively…
Research advanced sourcing techniques
Google
Searches

Google+

RecruitEM

LinkedIn

Facebook
Graph
Search

Twitter
Profile
Search

8. The Interview Process &
Referral Recruiting

INTERVIEWING IS COMPANY
MARKETING
Create a GREAT interview
experience

9. Build Relationships &
Talent Communities…

Yes, I said the
`T C`
phrase…!!

10. Be Speculative.
Plan For the Future
• Talent Acquisition is a Consultancy
Process
• Why do Talent teams only interview
people for current roles?
• Set Targets in key areas & build
pipeline

Thank you very much…
Steve Ward
CloudNine Social Media & Digital Talent
Twitter: @CloudNineRec

The Evolution of Mobile Recruitment

Matt Alder

matt@metashift.co.uk
metashift limited © 2013

What I’m going to talk about
•
•
•
•

The Mobile Landscape
Mobile Apply
Context and Content
Case Study


Landscape

© MetaShift 2012

Magic?!

© MetaShift 2012© 2013
metashift limited

+

Within 4 years 71% of the
world’s literate population will
have a smartphone
Source – The World Bank


Mobile isn’t actually mobile


Mobile and Social


+

The Smoking Gun

88% of UK Job Seekers have
used a mobile device to search
for jobs in the last year
Google Consumer Survey 2013


+
•
•
•
•

UPS

14k trackable hires from Social Media
10K of those Applied via Mobile
27% of hourly hires applied on Mobile
17% of professional hires applied on
Mobile

• The quality of mobile applications
was higher than desktop
© MetaShift 2012© 2013
metashift limited

+

LinkedIn Data


Mobile Apply


Business Card Data and Email Back


Cloud Upload


Emerging Integration Technology


Context

© MetaShift 2012

+

Need for Highly Targeted Information

70% of mobile searchers act
within an hour; only 30% of PC
searchers do
Source Mobile Marketer


Recruiting Context

Physical
Technology
Career

Physical


Technology Context


Career - Candidate


Career - Employer


Content

© MetaShift 2012

Content Type


Case Study

© MetaShift 2012

Context and Content


Apply Context


Key Points

Think Context
• One size does not fit all
• Landing Pages, Microsites
• Cross device compatibility


Key Points

Think Content
•
•
•
•

Targeted
Appropriate Content Type
Call to action and conversion
Is your apply process suited to your
objectives?


matt@metashift.co.uk


Transform Your Talent and
Recruitment Function
The JobPost Summit
Matt Corey (Global Talent)
05 November 2013

Global Talent – Change Consultancy
 Change Recruitment and Change Consulting
 Total Solution Approach

 Change Professionals
 Change Consultancy Services

Special Free Limited Offer!

A special and free limited offer for all
participants in this session.
Stay tuned …

Align Talent and Recruitment
with Your Brand (1/3)
Your brand is your identity to the world.
“Branding is Influencing”(Peter Montoya, ‘The Brand
Called You’):
A brand is:
A. Saying that YOU are DIFFERENT.
B. That YOU are the BEST.
C. YOU are AUTHENTIC.

 Your brand must be aligned with the Business Vision …
and your Recruitment Vision.
 Your Talent and Recruitment function must have its own
unique identity closely linked to the business.
 Your brand must be a billboard of the firm’s values,
mission and culture.
 ‘Why should I work there?’, What’s the WOW factor?
 Create a winning Employee Value Proposition (EVP)
based on McKinsey research (War on Talent).

 Your company’s business plan is your guide of where
the business wants to be in the future.
 Question: How can we support the business achieve
its goals?
 Answer: Listen to what the business needs; plan and
deliver the resourcing required.
 Simple, isn’t it!? No.
A challenge that can be conquered.
 Solution: Build a Foundation of Recruitment Success
and Excellence. How?

Lead Your Recruitment Like a
Business (1/5)
 Your recruitment function is a business within a
business.
 Lead it, do not manage it. Be entrepreneurial!
 Create a recruitment business plan and strategy that
includes all required resources: people, systems,
structures, processes and policies.
 Plan for short and long-term needs by building a
talent pipeline and keep potential applicants
informed - to feel - as a part of the company.

Business (2/5)
 Communicate your news through your intranet,
website, social media (Linkedin, Twitter, Facebook,
Google+ and others).
 Arrange Career Days, networking events and
participate at industry events.
 Utilise mobile and post recruitment videos on
YouTube – “Day in the Life of … at XYZ”.
 CV v. Application Form debate – what is better?
 Introduce video interviews as an initial meeting of
the candidate.

Business (3/5)
 Try to talk to candidates over the phone; it is more
appreciated than an email.
 Offer an excellent recruitment customer service to all
candidates by delivering on their expectations-and
more.
 Get feedback from your candidates on their
application experience.

Business (4/5)
 Do I need a better ATS that is linked to other systems
in the company? Does the ATS need an update? Do I
need a new one based on my requirements
changing?

 Do I approach candidates directly?
 Can I recruit better by approaching the right
candidates on my own?
 Do I have the time, skills and motivation to do this?

Business (5/5)
 Look at the costs needed to run your ‘Recruitment
Business’. Is this the best use of your budget?
 KPI – Total cost of recruitment campaigns (including
advertising).
 KPI – Time to Recruit (place a monetary figure on
time invested for recruitment).
 ROI – Compare cost of recruiting in house v recruiting
through agencies.

Integrate Your Employees into Your
Business (1/3)
 After the offer is accepted, the ‘employee-elect’ needs to
be engaged with and communicated to throughout the
onboarding process.
 Send them a confidentiality agreement (as preemployment conditions).
 Invite them to team meetings, presentations, email
public information and other agreed information.
 Create a relevant and bespoke induction for the new
employees.
 Review their performance periodically (before 3
months).

Business (2/3)

 Keep reviewing the process, make continuous
improvement, ask for feedback from the line managers
and new employees in order to keep pace with the
standard of recruitment excellence.

Business (3/3)
 According to Grout and Perrin of ‘Recruiting Excellence’,
regarding brand value, a number of companies kept
emerging as favoured employers, with Virgin Group by
far the most popular and others such Mars, BBC, Nestle,
and Accenture – all because of their perceived culture
and environment based on the brand image.

Getting it right in your talent and recruitment function will
definitely lead to growth and an increased level of
productivity and satisfaction from new employees.

Special Free Limited Offer!
Until November 30, 2013, Global Talent is offering a FREE
Talent and Recruitment Function Audit (normally valued at
£1,450 + VAT) to all participants of this session.
The Audit can only be conducted on a face-to-face basis and
it is exclusively offered to all participants present today at
the JobPost Summit.

Contact Matt Corey at matt.corey@globaltalentinc.com for
more details.

Transform Your Talent and
Recruitment Function
Thank you for your time and attention
and best of luck in your talent and recruitment
efforts!

Talent, Social & Mobile
Summit: Retail, Hospitality &
Travel Sectors
#SRTech13
Password: VENUE

Launchpad

HOTTEST TRENDS IN SOURCING:
RETAIL, HOSPITALITY & TRAVEL
SECTOR

Alastair Cartwright
5th November 2013

Ingenium People is a training business dedicated to corporate
in-house recruitment teams.
We have 12 trainers, each with more than 15+ years hands on
experience. Our clients include:

We have developed 25 courses specifically for the inhouse recruitment market. These include:
•
•
•
•
•
•

Managing the Internal Client
Advanced Sourcing Skills
Online Copywriting for Recruitment
Engaging with, Qualifying & Closing Candidates
Developing an In-house Executive Search Function
Diversity / Inclusion for Recruitment
http://www.ingeniumpeople.co.uk/training-calendar

TRENDS IN SOURCING:
RETAIL, HOSPITALITY & TRAVEL

Hiring Demand - Retail Sector

• Sept 2012 – 16,533 ads - 35% from direct employers

Salary Analysis - Retail Sector

Top Advertisers - Retail Sector

Hiring Demand - Hospitality Sector


Salary Analysis - Hospitality Sector

Top Advertisers - Hospitality Sector

Hottest Trends in Sourcing
1. Go Direct
2. Mobile enabled – candidates and line managers

3. Multi channel
4. Up skill your team – Sourcing techniques
5. Develop your sourcing strategy for a constant
pipeline of talent
6. Reactive > Proactive
7. Use agencies less > pay them more

Contact Me…
0845 459 1990

07866 682790
acartwright@ingeniumpeople.co.uk
uk.linkedin.com/in/alastaircartwright/

@alcartwright
@IngeniumPeople

The factors impacting employee attrition
Russell Beck
Head of Consulting
October 2013

References

The following were references for this presentation:
•
•
•
•
•
•
•
•
•
•

Wikipedia - definitions
Forbes – “Big Data in Human Resources: A World of Haves And Have-Nots”
Deloitte Bersin – “Big data in HR – Talent Analytics comes of age”
REC/Markit - labour usage data direct from REC
Evolv - Workforce performance report
ONS/US government – salary data together with demographic profiles
Job Openings and Labor Turnover survey – US job data
Freakonomics - website, book and podcast
Futurestep - ‘Futurecasting: How the rise of Big Social Data is set to transform the business of
recruiting.’
Quotes from:
•
•
•
•
•

•

Wall Street Journal
The Economist
Financial Times
Deloitte
New York Times

Impellam data - varied

What is ‘big data?’

Big Data as the three ‘Vs’: Volume, Velocity, and Variety

Big data is about "building new analytic applications based on
new types of data, in order to better serve your customers and
drive a better competitive advantage,"
“The sheer volume of data that is available and the speed with
which it can be analysed is providing companies with new and
unexpected insights into their business”
1 in 11,000
1 in 1,000,000+

As a live example…..

This will be the next big thing… in HR

“Work-force science is what happens when Big Data meets HR. It adds a
large dose of data analysis, a k a Big Data, to the field of human resource
management, which has traditionally relied heavily on gut feel and
established practice to guide hiring, promotion and career planning.”
“In the case of hiring American workers who toil by the
hour, number-crunching has uncovered
some surprising correlations.”
“We have clearly entered an economy in which talent
is considered a critical and scarce commodity. When
this happens, companies should get smarter
about every single talent decision. Enter the
world of ‘data-driven’ people decision-making.”

“Technologies such as big
data have transformed
business intelligence from
the stuff of
stodgy analyst
reports to an
instant stream
of information.”

How does this apply to attrition…?

Data analysis of:

And this is what they found in relation to staff attrition:
8%

40

16%

11%

1.3bn

Macro Economic factors

11%

Company Practices

Workforce Relationships

60
54%

Job Characteristics

50%

Worker Characteristics

Macroeconomic factors

16%

US job creation

4.1

3.1

2.6

2.1

Period of recession

Mar-13

Aug-12

Jan-12

Jun-11

Nov-10

Apr-10

Sep-09

Feb-09

Jul-08

Dec-07

May-07

Oct-06

Mar-06

Aug-05

Jan-05

Jun-04

Nov-03

Apr-03

Sep-02

Feb-02

Jul-01

1.6

Dec-00

Job openings

3.6

Attrition costs will
rise by 25% as
resignations returns
to historical norms

Period of recession

Jul-13

Dec-12

May-12

Oct-11

Mar-11

Aug-10

Jan-10

Jun-09

Nov-08

Apr-08

Sep-07

Feb-07

Jul-06

Dec-05

May-05

Oct-04

Mar-04

Aug-03

Jan-03

Jun-02

Nov-01

Apr-01

Sep-00

Feb-00

Jul-99

Dec-98

May-98

Oct-97

The same effect is already true within the UK

16%

UK Index of staff demand (seasonally adjusted)

75

70

65

60

55

50

45

40

35

30

25

Skills shortages will get worse

In the US, for every 100,000 students entering the 9th grade in 2013,
only 68,000 will graduate from high school in 2016.
Only 40,000 will then enter college that same year and when they
graduate in 2021, less than 17,000 will get a degree.
800 of these graduates will be engineers, of which 125 will be
mechanical engineers.
15 of these will be women and less than 5 of them will remain
working in that profession for more than 5 years.

4,300,000

215

Location, Location, Location

20%
58%

Increase in tenure for
employees if they live 0 – 5
miles from work

Increase in tenure for middling
walking scores over worst
scoring locations

Office locations with the worst walking
scores have the highest rates of
employees quitting, and getting fired

Office locations with amenities lead
to increased employee tenure

16%

Company Practices

Job applicants know the system
11%

“The problem with the employee
assessments that many companies use
is that they are transparent.”
“Assessments where the right answers
are obvious are counter productive to
success”

67%

Percentage of self proclaimed “rule
followers” who are more likely to be
terminated for breaking rules

Company Practices

Recruiters could lead employees to quit
11%

“Consistent of job function, industry or
country, recruiters often promised better
shifts, pay and advancement.”

33-54%

5-20%

Percentage of workers who felt
misled or confused about shift
availability, compensation, or
career growth
Percentage of workers that
researchers estimate that quit
due to misaligned
expectations

96%
Percentage of workers
who felt they had a clear
picture of the job reality
if a comprehensive,
realistic job preview is
included

Workforce relationships

“Employees do not leave their jobs, they
leave their managers”

6x
£

Tenure increase of employees with best
managers vs. employees whose
managers are worse at retaining staff

The more managers are
paid the better their
employees perform

Tenure

54%

Managers tenure at a
company does not lead
to better employee
performance

Worker characteristics

A workers previous job-related
experience does not predict
future performance or tenure…

11%

…aptitude and work
style do.

Employees with high technological proficiency are more
productive, stay on the job longer and miss 15% fewer days of
work. In addition, they adhere to company policies better than
those with low technological proficiency scores.
Employees who use Chrome and Firefox perform better across
the board than those who use standard browsers that come
with most computers. They provide higher customer
satisfaction and close more sales.

Summary…

8%

16%

11%

Macro Economic factors
11%

Company Practices
Workforce Relationships
Job Characteristics
Worker Characteristics

54%

“The use of data and analytics in general is going to be a basis of
competition going forward for individual firms, for sectors and even
for countries. Those companies that are able to use data effectively
are more likely to win in the marketplace.”
Michael Chui, McKinsey Global Institute

Thanks
Russell Beck
07710 898904

russell.beck@impellam.com

Who we are
We connect brands with young people

• Aim: Connect young people with great brands & improve their employability
• How:
 Work with client to set innovative challenge
 Deliver challenge to young people in engaging ways
 Responses rewarded with prizes/work experience
• Client Benefits: Recruitment, marketing, CSR & innovation
• Student Benefits: Levels the playing field & improves employability
• Network: We work with over 92% of the UK’s schools and universities

•

22 years experience delivering inspirational learning experiences

•

UK secondary-schools & universities

•

Age: 12-25 years old

•

200 facilitators across U.K.

Aim
• Specific, technical graduate recruitment across the U.K.
How
• Challenge – Team based and integrated into curriculum
• Workshops – 5 workshops, facilitators briefed comprehensively
• Shortlist & Assessment Day – Pitching master-class & senior board pitch

Result
• Paid work experience
• 80% were then offered a graduate placement
• Tales received fresh ideas for key part of their business
• Engaged with students from across U.K.

Business Need
Talent pipeline
Who
NEETS & Pre-NEETS

How
• Boot camps: teaching vital employability skills
• Challenges: on-going online challenges
• Video: lessons supported by innovative video content
Result
• 1,000 young people completed the boot camps
• On-going assessment – 3 months, 6 months, 12 months
• Have already employed NEETS from these boot camps

Recruitment Capabilities
360 degree process
•

Attraction – increase employer brand, increase participation, geographical reach

•

Education – young people and teachers/influencers, brand engagement

•

Selection – assessment days

Creating Smart Social Recruiting Strategies
Talent, Social, Mobile & Recruiting Summit
THE VALUE OF BUILDING AN EMPLOYER
BRAND TO ATTRACT AND RETAIN TALENT

Alan Whitford
5 November 2013

Why Me?


Over 25 years experience in recruitment and in the start-up and
expansion of high technology businesses in Europe



Provide strategic and practical insights to the automation and webenablement of Human Resource and Recruitment Process activities
throughout Europe



Clients include Times 500 companies and software and services vendors
in the Human Resources and e-commerce arenas



Founder of RCEURO, web portal for the European recruitment industry



Published in a number of on-line and off-line media covering technical
and strategic issues around HR, technology, social media and business



Lead training programmes on the use of social media and networking
tools



Founding board member of HR-XML Consortium European Chapter



Chair of the highly successful Social Recruitment Conference series



Operations Director of the Direct Employers Association Europe

The Importance of Talent

80% of executives surveyed globally believed that
"the ability to attract and retain the best people"
will be the Primary Force influencing business
strategy

Source: Deloitte - 2001

The Candidate and Employer Scene

Candidate Perception of a Talent Pool

Marketplace and Societal Challenges


The War For Talent is now 16 years old
 The Candidate won 15.9 years ago



Everybody knows

 Not enough skilled workers
 Too many unskilled workers
 They are all in the wrong place


5+ Generations in the Workplace



Our brand is what ‘they’ say about us



Double Dip Recession (or “economic correction”)

What Are The Challenges?
1.
2.
3.
4.
5.
6.
7.

Your ability to attract and retain quality workers
Diverse cultures
Speed of change – technology quicker than people
Managing this change
Technology to support the change
Vision, talent planning and creativity (skill gaps)
HR & Recruitment Executives with necessary skills

The Global Recruiting Landscape at a Glance
LinkedIn 3rd Annual Global Recruiting Trends survey in 19 countries.
We surveyed over 3,300 talent acquisition leaders to capture their thoughts on what keeps them up at night, hiring and
budget trends, and key sources for high-quality hires. We distilled all this and more into 5 key trends you need to know
as a Strategic Talent Leader, to be on the cutting edge and be effective to candidates, your team, and your company.

5 most important trends shaping the future of recruiting

1

Social professional networks are increasingly impacting quality of hire

2

Employer branding is both a competitive threat and a competitive
advantage

3

Data is used to make better hiring and branding decisions

4

Companies are investing in hiring internally to stop top talent from
walking out the door

5

Companies are figuring out the mobile recruiting terrain
To access global and other country-specific reports and infographics, visit:
http://lnkd.in/GlobalRecruitingTrends

Talent Leaders Are Most Focused On Improving The Basics – How To
Source, Pipeline, And Hire The Best Talent
“Think about your talent acquisition organization's top priorities for 2013.
Which of the following choices would you consider to be the most important and
least important areas of interest for your organization?”

What is at the top of your peers’ list for 2013?
Priority is #1

2013 Top 5 Priorities

1.
2.
3.
4.
5.

Recruiting/sourcing highly-skilled talent
Improving quality of hire
Employer brand
Pipeline talent
Improving sourcing techniques

44%
30%
25%
25%
18%

Germany
India
Nordics
SE Asia
Australia

Talent Leaders Around The Globe Think Social Professional Networks
Will Shape Recruiting In The Long Term
Pay attention, these trends are here to stay
“What do you consider to be the three most essential and long-lasting trends in
recruiting for professional roles?”
Top 10 long-lasting trends
Utilizing social and professional networks
Upgrading employer branding
Finding better ways to source passive candidates
Being a strategic talent advisor to the business
Boosting referral programs
Training recruiters and hiring managers on 'how to hire A-level talent'
Optimizing your career site
Recruiting globally
Reducing spend on staffing firms
Increasing focus on internal hiring/transfers

2013
39%
33%
27%
22%
21%
16%
15%
14%
12%
12%

Ensure you are investing adequately in social and professional
networks for the long run

The Employer Branding War Is In Full Swing
“What are the things that your competitors have done or may plan on doing
that would make you most nervous?”

Competitive Threat

Top 3 Threats
1.

Invest in their
employer brand

2.

Improve employee
retention
Learn to use social
networking and
social media more
effectively

3.

Competitive Advantage

83%
Believe employer brand has
a significant impact on
ability to hire great talent

Understand your employer brand and how it can set you apart from the
competition. Take the opportunity to engage not only candidates, but
employees as well.

What is Employment Brand?
 How an organisation markets what it has to offer to
potential and existing employees
 A set of attributes and qualities, often intangible, that
makes an organisation distinctive, promises a
particular kind of employment experience, and
appeals to those people who will thrive and perform
best in its culture
 A strong employer brand should connect an
organisation’s values, people strategy and HR
policies and link to the company brand


Source: CIPD Guide on Employer Branding

©RCEURO.COM LLP

End To End Employment Branding


Employment brand is defined by the candidate and
employee experience



Research to develop a true employment value proposition



Deliver the complete brand experience
 Attraction
 Selection
 Onboarding
 Career Progression
 Leaving
 Returning

©RCEURO.COM LLP

Who Is In Control Of Your Brand?

Edwin’s Lament = Bad Employer Brand
I’ve got a simple idea
Why doesn’t the recruiter (agency) just inform the candidate when a
prospective employer rejects their application?
I’d like to hear from recruiters when my application is rejected - so I know which
job prospects are still active - and which are dead
I could learn - to be more successful going forward
 What went wrong?
 How do I improve?
 Maybe I finished 12th in a field of 10 - but there is another round coming in the
future?
What did the Employer really think of me?

What do I really think about the employer?
©RCEURO.COM LLP

Assessing Your Employment Brand

 Research internal and external focus
groups
 Identify company values, employer attributes,
company brand recognition, customer
impressions, individual interests
 Define key themes from the audience
 Balancers, Progressives, Believers,
Essentials Seekers, Friends, Inclusivity

©RCEURO.COM LLP

The Most Successful Employers Use Data To Measure Their Talent
Brands Qualitatively And Quantitatively

Believe organization
utilizes data well to make
hiring decisions
Regularly survey new
hires to understand
brand position
Regularly measure
employer brand in a
quantifiable way

23%

52%

27%

34%

55%

44%

33%

48%

53%

Brazil and India are leading the pack in using data for employer
brand
Survey new hires regularly to get a qualitative review of your talent brand.
Use numerical metrics to measure your brand quantitatively over time and
against competitors.

Why Does This Matter To The
Business?

Revenue Growth
Profit Contribution

Investor
Proposition

Customer
Retention

Customer
Impression

Customer
Proposition

Offering
‘Match’

Offering
Quality

Value for
Money

Employees’
Behaviour

... and this.
Attitudes
to Work

Employee
Proposition

Mangers’
knowledge
and
behaviour

You work with this ...

Brand Image
/ Reputation

But what’s the
effect of this?
Attitudes
to Company

Work
structure,
Teamwork,
Training

Job content,
Ethical context,
Promotion,
Pay, etc.

Message for the CEO/CFO

A negative jobseeker experience
impacts an individual’s customer
behaviour

Bad recruitment experiences

59.4%

have had a
negative experience

Types of bad recruitment experience
Bad Experience

%age

Attended Interview, never heard back

52%

Misleading Job Description

42%

Interviewer was late

32%

Irrelevant questions – not related to job role

30%

Personal questions – marital status, children, family
plans
Interviewer was rude

26%

Personal question about Health

13%

Personal questions about disabilities

7%

25%

How does a negative jobseeker
experience impact an individual’s
customer behaviour?

Impact Of A Bad Recruitment Experience
As a result of the bad experience, % less likely to:

Accept a Job at that Company

76%

Recommend the Company to a friend

82%

Purchase that Company’s products/services

64%

National Impact Of A Bad Experience
% less likely to buy that company’s products / services:

58.4%
71.8%
68.0%
63.0%
65.4%
70.0%
64.1%

68.9%
65.3%
68.4%
69.7%
64.1%
72.0%
59.7%

61.5%
66.0%

What Does Your Employer Brand Look Like?

Contact Me At Any Time
 Contact Information:
 alan@abtechpartnership.com

 Tel: +44 (0)7971 864620
 Twitter:
 @alanwhitford
 @rceuro
 @DEAEurope

 Sites:


www.abtechpartnership.com



www.rceuro.com



www.directemployers.eu

INTRODUCTION TO THE DIRECT
EMPLOYERS ASSOCIATION
Alan Whitford
Operations Director
+44 7971 864620
alan@directemployers.eu
Website: www.directemployers.eu
Copyright Direct Employers Association 2013

What Is The DEA?
 The first UK Trade Body specifically created for commercial hiring
organisations with a specific focus on the Talent
Acquisition/Resourcing function and the in-house professionals who
deliver the recruitment agenda

 Provides the members with a single voice supported by the
power of the collective force of the UK's best and most
innovative employers

 Work with and influence policy makers, key stakeholders and
business leaders to create the right environment for effective
recruiting
 Formulate and deliver best practice in all aspects of the recruitment
function whether that be permanent or contingent worker hiring

The DEA Agenda
 Influence Government and Policy Makers
 Educate and Support Business Leaders
 Establish Best Practices, Develop and Support
Resourcing Practitioners
 Engagement with Government, industry and the vendor
supply chain
 Community and Talent Acquisition
 Educate the Supply Chain

Talent, Social, Mobile & Recruiting Summit: Retail, Hospitality & Travel Sectors

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