Resourcing toolkit: to support country specific recruitment and development of a concise marketing Strategy

Transcription

1 This toolkit is designed for local managers to easily consider and decide on an approach to marketing DFID in their country. The three areas of importance in utilising the market in order to access and gain the best employees into a variety of roles are. 1. Appreciating what brand you wish to hold, or already do in order to provide candidates with an idea of the very nature and ethos of the organisation. 2. Understand the market landscape and the competitors, to appreciate how best to sell the benefits and specific value of your organisation or department. 3. By understanding of the possible routes to market you can target the best places to access candidates. Brand Identity To communicate the messaging as a department, but tailor it to the specific country Market Landscape Position in market in comparison to competitors or partners Routes to market What are the available routes to market- how will we reach target audiences? Page 1 of 11

2 A step-by-step guide 1. The Brand Identity? Complete the template of what your brand is, this can be supported by the use of the staff interviews or discussions, the example given supports this. 2. Market Landscape? Conduct a market analysis using the template included to gain an appreciation of where your organisation lies in relation to others. 3. Routes to market? Complete the possible routes to market analysis- if applicable do use the external interview questions in appendix? if you have access to external recruiters and their knowledge of the market. For a better appreciation of the details and best use of the differing routes to market see Appendix 2/3. Page 2 of 11

3 Brand identity is a visual representation of your features and benefits, built upon a set of values that represent the organization or your specific office. Brand identity is much more than just the DFID logo; it is a way of bringing together a specific set of values to help differentiate your offices offering in the market place and achieve competitive advantage against other similar agencies. Brand Identity To communicate the messaging as a department, but tailor it to the specific country Ask yourself what are your offices: Features? Are the prominent characteristic of your office or department. Benefits? Are the advantages or privileges of working for DFID Brand Values? Are the beliefs or traits of the brand- they exist as benchmarks of the morals or behaviours of the organisation To then conclude on the: Features DFID leads the UK Gov fight Benefits *Job satisfaction *dynamic environment 1 Brand Values Rise to the challenge of reducing world poverty. 3 Brand Identity Changing lives is what we do, could you? 4 4 Brand Identity? This is the way in which you want your name, communication style, logo and other visual elements to be perceived. 2 Page 3 of 11

4 Features What are the offices key features? Benefits What are key benefits for working in your office for DFID? Brand Values What values are crucial in your office and represent the brand? Recruitment toolkit: How to understand your Brand identity, work through this, asking the questions of key employees to think through your brand. Brand Identity The end product of the features / benefits and brand values- what does it look like? What does it look like in a picture? Page 4 of 11

5 Market Landscape Position in market in comparison to competitors or partners Market awareness Competitor 1 Competitor 2 DFID Example This is an understanding of your departments of offices offering to an employee or possible candidate in relation to the wider market, what you must ask yourself is what makes DFID stand apart from the crowd? This builds on your organisations branding. 1. Benchmarking market demand Use information already held on other organisations (e.g. Pay review data) to ascertain what DFID offers that is better ensure this is highlighted in marketing. Interview employees to find out (see interview suggestions in appendix 1 and 2). 3. Knowing market supply Look in detail at what supply of people and level of capability is out there. This includes interviewing: Employees on talent pools we are missing Organisations on their recruitment practice and experience, on who is making these sorts of roles redundant / recruiting. Employment agencies Regional specific contacts of organisations such as job sites, linked in etc See the interview suggestions in Annex 1 to form your picture of what is Overseas support: Limited support when moving Salary: $45,000 Working hours: Offers flexible hours Overseas support: Offers no support when moving Salary: $50,000 Working hours: Inflexible working conditionsstandardised hours Overseas support: Offers extensive relocation support Salary: $39,000+ allowances Working hours: Flexible working hours available This example is basic but gives you an idea of the sort of variables that could be used to highlight the positive value of work with DFID, including support to relocate and the flexible working. The outcome of the Market supply work should be a one page report summarising: Overview of the market Highlight talent pools we are utilising, and missing Give information on predicted future supply of staff Detail the risks and implications this has for DFID Page 5 of 11

6 Routes to Market Thinking about the groups and who you want to target, and what other organisations told you about how they recruit? How can you ensure you get them, but also ensure open and fair competition? Routes to market What are the available routes to market- how will we reach target Digital Market (1) Social Media *DFID Linkedin Page and headhunting * Linkedin Groups *Facebook Careers Digital Market (2) Recruitment sites *Generic job boards *Specific professional sites Networks *Personal networks *Educational Networks *Professional Networks Other *Printed Media *Specific/ professional forums *Agencies In appreciating the routes to market three things are important: 1. What routes are available? see above 2. What do others competitors do? What seems to work? 3. What do we currently use and what is working, what can we add/replicate? Page 6 of 11

7 Note: Social media is not a single solution, but a selection of tools that represent specific outlets which offer differing outcomes and have varying needs. If these tools are successfully used in unison they can increase the branding, awareness and promotion of DFID Jobs. They can have four main recruitment benefits, namely: find hard to reach candidates, improve employer branding, increase connections, and can reduce sourcing costs. Routes to market Digital Market (1) Social Media Best for: All vacancies Linkedin Publicise your vacancies on this international page. The vacancy will be visible to 12,522 followers while Linkedin will automatically highlight the role to possible candidates. Areas to consider: *Job title and key words are crucial- they will be used to as the search category *Catchy description: attempt to make the role as memorable and accessible to online candidates as possible /department-for-internationaldevelopment-dfid Best for: Specialist roles Linkedin Groups Is the role your advertising very specific? If so a theme/topic group on Linkedin may be the answer. The groups are social areas for individuals with interest or experience in a specific arena to share ideas, network and advertise vacancies. Areas to consider: *Some groups require a membership, if so you may have to join, although most are easily accessible. y/groups/ Best for: Recent Graduates, Young professionals Facebook Careers This is a perfect platform for roles specifically for recent graduates and mid-career professionals. The page is an informal space which highlights the possible roles and the inspiring people who work at DFID. When updating with an upcoming role do consider attaching a people profile of a current employee in order to gain more interest and personify the role. DCareers.internationaldevelop mentjobs Page 7 of 11

8 Note: When advertising the roles on these digital outlets attaching images and a link to the job description is helpful, be it towards CSJobs or the DFID webpage. Routes to market Digital Market (1) Social media (2) Recruitment sites and Other Best for: Attracting those interested in development Best for: Advertising to a large range of candidates Best for: Specialist, hard to fill roles. Twitter Holding over 100,000 followers this page holds a large following from those interested in the work which DFID does. The word count is restricted to 140 characters so do keep the message compact, in addition use the reduced URl function at in order to shorten and condense your URL. Generally Twitter is a good space to highlight a role to those interested in development. If you are interested in having your update on Twitter- please contact the Communications team, or specifically Simon Davis for further information. UK Job boards Job boards are an effective and speedy way to target a large number of candidates. Depending on the specific nature of the role and the context will very much influence which job board you choose to use. Things to consider when advertising on job boards: *Which candidate you are trying to attract are they accessable through these sites? *How much you have to spendwhat length of advertising time is viable For more detailed information or support please contact HR Direct. Agencies Agencies are helpful for specialised roles which are proving to be difficult to fill. This is an expensive option, but it can prove to be a quick and effective way to find appropriate candidates for some roles. Things to consider: * Availability of an appropriate agency *Clarity in the candidate which you are looking for- will an external agency appreciate DFID terminology. *This is an expensive option have you exhausted all other routes? For more detailed information or support please contact your HR Advisor Page 8 of 11

9 Routes to Market - Post Examples: B1 Procurement Specialist -Programme Sourcing Team Facebook The posts on Facebook should be light, informal and socialise and personalise the role. Linkedin Facebook Linkedin The posts should be more professional like although still focus on the individual and the impact which they could have to the wider dept values. Page 9 of 11

10 Interview questions for individuals and employees Find out what DFID s brand in in-country is, what engages and disengages individuals in working with or for DFID. The Individual Confirm details of: Surname, Forename, Date of Birth, Gender, Nationality, age, work location, Job Title, Grade, type of contract, personal circumstances, languages spoken and level of education. 1. Where do they work now (organisation / location) 2. Where have they worked in the past, if so, where, when, working for whom and the type of post? 3. What attracted them to these jobs? What did they hope to gain? Career in Development 6. What would increase your interest in taking up another assignment in with DFID in future? 7. How did you first find out about your current role? 8. Where do you generally look for possible vacancies- Fragile/non-fragile states? (online/newspapers/ word of mouth/networks) 9. Where do you see your career in 10 years? DFID the brand 1. Working alongside/for DFID- has this increased/decreased your motivation to work with/for DFID? 2. Does DFID particularly differ (positively/negatively) from alternative development agencies in country, if so in what way? 3. What you see to be benefits for working for/with DFID? 4. How would you describe the ethos or culture of DFID? 5. Any questions before we conclude? Page 10 of 11

11 Interview Points for discussion to be used with other organisations who are also recruiting (e.g. Agencies, NGO s, UN etc) Confirm details of: Surname, Forename, Date of Birth, Gender, Nationality, age, work location, Job Title, Grade, type of contract, personal circumstances, languages spoken and level of education. Take a note of the organisation and anything you may think may influence their response e.g. they are a competitor. Market Landscape Introduction/ general overview of the common recruitment and marketing techniques in-country. The available resources- range of possible candidates in the market? The comparison/ learning from others: the other organisations and their approach and success? What are you doing to recruit? Ask any specific questions e.g. recruiting specific advisory skills etc is it easy? Do they grow their own? How do you predict the market will change in years to come? What are the risks for your organisation? Routes to market General overview of the common routes to market Current/ best practice- what works, examples? Target audience- what are the business needs in the external market? What do they as an organisation use to find key talent? What are the routes they don t use, and why? Brand Identity What are the perceived brand values of DFID The perceptions of DFID in the wider context What messaging/ techniques are used to communicate this messaging? Where does DFID stand in comparison to others? What do they advertise as their brand, and why? Conclude, ask anything else you think may be relevant, take notes throughout the conversation. Page 11 of 11