USING DATA VISUALIZATION TO CHANGE HIRING MANAGER PHILOSOPHIES IN A CHANGING CANDIDATE MARKET

Transcription

1 USING DATA VISUALIZATION TO CHANGE HIRING MANAGER PHILOSOPHIES IN A CHANGING CANDIDATE MARKET Presented by Gerry Sullivan SVP, Sales, Solutions & Marketing

2 THE CANDIDATE MARKET IS CHANGING» Talent & Skills Shortage = Broad Consensus in the Recruiting Industry» CEO Surveys Rank Talent, Recruitment & Among Top Concern» The Power is in the Candidate s Seat and No Longer the Employer s Seat» Candidates in the Modern Workforce are Looking for More from their Employer» Numerous Studies & Reports Suggest the Candidate Changing Market is a Reality

3 If the data is on our side What s the problem?

4 A man with a conviction is a hard man to change. Tell him you disagree and he turns away. Share facts or figures and he questions your sources. Appeal to logic and he fails to see your point. We are familiar with the variety of ingenious defenses with which people protect their convictions, managing to keep them unscathed in the most devastating attacks.

5 How well did you grasp & understand the concept with no visual data to back up the claim?

6 Data Visualization: Helps to Understand the Significance of Data by placing it in visual context.

7 Story Points Framework for Arranging Data Visualizations Sequentially Workforce Supply/Demand Imbalance Hard to Fill Niche Positions Candidates Want More

8 0 How will Supply & Demand for Talent Change through 2021? Strongest Trend Talent Surplus WESTERN EUROPE EASTERN EUROPE That Bar Graph Shows Total % Increase in Talent Demand in Global Regions Through 2021 The Spectrum Below Shows % Surplus & Deficit in Talent Supply & Demand in Countries Around the World. 5 LATIN AMERICA NORTH AMERICA ASIA PACIFIC MIDDLE EAST / NORTH AFRICA Demand and Supply for Talent in Balance Source: Global Talent 2021: The Transformation of Labor Supply & Demand Markets, Oxford Economics (2012) Strongest Trend Talent Deficit Note: There is a talent shortage trend in the industrial world.

9 Charts Effective if Presented Clearly WESTERN EUROPE EASTERN EUROPE LATIN AMERICA NORTH AMERICA ASIA PACIFIC MIDDLE EAST / N. AFRICA Total % Change 3.5% 10.0% 13.0% 6.1% 16.1% 12.7% Industrial -0.5% 2.4% 17.1% -2.4% 24.55% 28.7% Emerging (IT, Startups) 26.1% 19.8% 10.2% 38.3% 10.85% 6.3% Heavy Manufacturing 24.5% 33.2% 17.8% 1.7% 31% 10.3% Business Services -4.4% 6.8% -0.6% 0.3% 45.7% 30.1% Financial Services 13.2% -9.8% 48.6% -8.1% 26.75% 31.6% Energy -11.3% 8.7% -11.9% 22.7% 20.5% 12.2% Travel & Transport -9.3% 5.0% 32.9% -1.4% 34.55% 14.1% Life Sciences % 20.4% 4.2% 12.4% 8.6% Source: Global Talent 2021: The Transformation of Labor Supply & Demand Markets, Oxford Economics

10 The Matrix Easy to Understand Comparisons TOP DRIVERS OF RETENTION MATRIX 1 GLOBAL BRAZIL CANADA CHINA GERMANY INDIA MEXICO UK Leadership US 2 Leadership Pay & Rewards Leadership Pay & Pay & Pay & Leadership Rewards Leadership Rewards Rewards Leadership 3 Pay & Rewards Leadership Empowerment Pay & Rewards Pay & Rewards Stress, Balance & Workload Leadership Empowerment 4 Empowerment Empowerment Pay & Rewards Supervision Performance Empowerment Leadership Appraisal Supervision Supervision 5 Supervision Performance Appraisal Competitiveness Efficiency Benefits Performance Appraisal Supervision Performance Appraisal Pay & Rewards Source: Engaging & Integrating an Intelligent Workforce, SHRM Foundation (Feb 2015)

11 Combine Visual Elements Keep their Attention. CANDIDATES WANT MORE THE RELATIONSHIP BETWEEN CULTURE & ENGAGEMENT Trusted Leadership Hands-On Management Meaningful Work Risk & Governance Mission & Purpose Clear Goals Recognition Innovation CULTURE: The way things work around here Inclusion ENGAGEMENT: The way people feel about the way things work around here Compensation Reward Systems The Work Environment & Source: The New Organization: Different by Design, Deloitte University Press (2016)

12 Why Does it Matter? Setting the Stage for the Solution EMPLOYERS ARE NOT DOING ENOUGH TO ADDRESS THE CHANGING CANDIDATE MARKET More than 1 in 5 employers is not pursuing any strategies to address talent shortages. Only 1 in 10 employers is adopting recruitment strategies to utilize untapped talent pools. Only 1 in 20 employers is looking to enhance benefits or increase starting salaries Only 1 in 5 is providing additional training and development to existing staff Source: 2016 Manpower Group Global Survey

13 IMPLICATIONS FOR CORPORATE HR STRATEGIES Think More Broadly About How & Where Talent Is Sourced» Improve Employee Engagement Invest More in Retraining & Reskilling» Ensure Open Dialogue & Partnerships with» Educational Institutions & Government Employment Agencies Move Rapidly to Develop New Forms of Digital & Technology-Enabled Training Programs Apply The Same Rigor, Effort & Sophistication To Human Capital Planning As Is Given To Overall Business Strategy.» Greater Evidence-Based Approach to Talent Management» Use More Sophisticated Analytical Tools for Making Global Staffing Decisions Source: Global Talent 2021: The Transformation of Labor Supply & Demand Markets, Oxford Economics (2012)

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