Where Workforce Planning Meets Marketing: Active Strategies for Passive Candidates

Transcription

1 Where Workforce Planning Meets Marketing: Active Strategies for Passive Candidates Claudia Faust CEO, Improved Experience HR Florida Conference & Expo August 26, 2008

2 2 Where Workforce Planning Meets Marketing

3 What are we talking about today? + 3

4 And where will our journey take us? Strategyt 4 Implementation ti

5 Hiring from the Business Perspective 5 Business Opportunity and Strategy

6 Hiring from the Business Perspective 6 Workforce Plan and Budget

7 Hiring from the Business Perspective 7 Recruiting and Staffing

8 Hiring from the Business Perspective 8 Talent Management

9 A candidate s view of hiring The process is broken. What do employers need to know about the hiring process that job seekers don t get to tell them now? 64% - Suggestions to improve the process 73% - Timeliness and lack of efficiency 9 Source: Improved Experience

10 A candidate s view of hiring You don t talk to me. What do job seekers need to know about the hiring process that employers don t tell you now? 82% - What happens next? 91% - Am I moving forward in the process? 93% - How could I have done better in the interview? 10 Source: Improved Experience

11 A candidate s view of hiring I don t feel valued or respected. Other than process improvements, what else would you like to tell employers about? 53% - I think more highly of an employer who asks me for feedback, even if I never get the job. 81% - I have concerns about discriminatory or other questionable behaviors. 82% - What actually happened to me was either better or worse than I expected it to be. 11 Source: Improved Experience

12 The Rules in a ^ talent market 1. Timing is crucial. You snooze, you lose. 2. The good ones always have options. 3. Perception is reality for the individual. 4. Candidates talk to each other. 12

13 Under a lot of pressure Cold but not mean Sharp First interviewer came in late and really sweaty Could visually see the innovation going on Observant but not expressive Very open about frustrations with the company Pretty disheveled Open and direct Tired and grumpy Atmosphere there is very cool The experience was okay Fun and interesting Day two, 7 interviews What s theword on your street? Very bright Nice Day one, 4 interviews The people I interviewed with didn t seem happy to me Much tougher Focused on their work I felt the energy Clueless Very, very late Quantitative but warm Grueling I didn t get a feeling that they treat their people very well. Lame and unprofessional Complained to me about their frustrations 13 No lunch True innovation going on Tough questions

14 Marketing 101: Creating Buzz with intention Is my company visible to the right candidates? Are we continually identifying new potentials? Are we persistent in our efforts? What are we doing to inspire advocacy in candidates? Do we make it easy for them to tell others? 14

15 Did you know? 9 contacts = awareness 15 Source: Tony Yeshin, Integrated Marketing Communications: A Holistic Approach

16 But wait, there s more. 9 more contacts = a sale 16 Source: Tony Yeshin, Integrated Marketing Communications: A Holistic Approach

17 A powerful message is Simple. Unique. Tied to a theme. e Easy to repeat. 17 Source: Tony Yeshin, Integrated Marketing Communications: A Holistic Approach

18 Adjectives only, please: What s it like to work at your company? 18

19 19 Perception is reality

20 or is it? The mind is quick to form an impression, but resistant to change it. New information is assimilated into existing images. Perception is an active process. We construct reality rather than record it. 20 Source: Psychology of Intelligence Analysis, Center for the Study of Intelligence, CIA,

21 The science of attraction Desirable skills and experience Demonstrated t interest t 21

22 When is someone a candidate for you? HIGH Desirable skills LOW 22 Copyright , Claudia Faust Demonstrated Interest HIGH

23 How do interested candidates behave? Apply for a job Provide or update a resume Attend a sponsored event Make a phone call or inquiry Respond to a call to action in an outreach campaign 23 Refer others

24 Transient job seekers (20%) Less desirable skills or experience levels l Candidate initiates fewer than 3 contacts per year Outreach plan: 2x a year Outreach method: Automated contact Goal: Educate, test t level l of continued interest t Format: Podcasts, press releases, industry articles, etc. 24 Copyright , Claudia Faust

25 Potential candidates (50-60%) Less desirable skills or experience levels l Candidate initiates more than 3 contacts per year Outreach plan: 3x a year Outreach method: 2 automated, 1 human contact Goal: Educate, maintain i level l of interest, t capture referrals Format: Talent briefings, webinars, hiring events, etc. 25 Copyright , Claudia Faust

26 Passive candidates (15-25%) Highly desirable skills or experience levels l Candidate initiates fewer than 3 contacts per year Outreach plan: 4x a year Outreach method: 2 automated, 2 human contacts Goal: Generate curiosity, it test t level l of interest, t get permission to continue building the relationship Format: Focus on skills development and peer interaction (conference attendance, technical forums, etc.) 26 Copyright , Claudia Faust

27 Active candidates (5-10%) Highly desirable skills or experience levels l Candidate initiates 3 or more contacts per year Outreach plan: 6x a year Outreach method: 4 human, 2 automated contacts Goal: Screen and match with an existing opportunity, or with an internal business champion who can create a role Format: Focus on screening, matchmaking, and business interaction (exploratory interviews.) 27 Copyright , Claudia Faust

28 A person like me Edelman Trust Barometer: Word of mouth is not just a different kind of messenger; it s a fundamental change in the traditional value system of information. Geography is fading in importance when it comes to defining a person like me. 28

29 Secret Weapon #1 Connectors: Individuals id with wide social circles. They are the "hubs" of the human social network. 29 Source: Malcolm Gladwell, The Tipping Point

30 Secret Weapon #2 Mavens: Individuals who gather vast amounts of information and are happy to share it freely with others. 30 Source: Malcolm Gladwell, The Tipping Point

31 Secret Weapon #3 Salespeople: Charismatic opinion leaders who seem to exert significant influence over the views of others. Their source of influence may be the subconscious tendency of others to imitate it t them, rather than the use of techniques to consciously persuade. 31 Source: Malcolm Gladwell, The Tipping Point

32 Leverage those secret weapons When you are initiating the relationship: Personalized correspondence and s, care packages, information packages (FAQs), articles of interest, event referrals. When you want to invite them to connect: Recognition awards, company conferences, influencer spotlight, briefings, webinars, road shows. When you want them to get involved: 32 Brainstorming sessions, product review boards, speakers bureau, testimonials, day at the company, CEO summit. Source: Keith Bates, Chasing the Influencers (

33 33 How s the journey so far?

34 Ideas from the trenches: Banner ads and sponsored links 34

35 Ideas from the trenches: Podcasts 35

36 Ideas from the trenches: Blogging 36

37 Ideas from the trenches: Candidate Feedback 37

38 Ideas from the trenches: Non-traditional recruiting events Interactive video games 38

39 Ideas from the trenches: Build Visibility Personality recruiting Courting Retirees 39

40 Ideas from the trenches: Virtual reality job fairs TV shows 40

41 Ideas from the trenches: Videos, videos, videos 41

42 Ideas from the trenches: Community sites and forums Social networking 42

43 Ideas from the trenches: Online contests User-generated content 43

44 Where Workforce Planning Meets Marketing: Active Strategies for Passive Candidates Claudia Faust CEO and Head of Products Improved Experience Fort Lauderdale: Toll Free: com 44