CDW.com | 800.800.4239

ERE Conference Engaging and Transforming Your

Recruiters Into Strategic Business

Advisors

CDW Talent Acquisition

Melissa McMahon

Rick Rosario

Marisa Zona

Jen Sommesi

2

Agenda and Goals for Our Time Together

Actionable Solutions for Your Recruiters to Drive Engagement,

Elevate Capability, Efficiency and Marketplace Differentiation

| © CDW LLC 2014

Engagement as a Competitive Differentiator

Enhancing Value Through the Alignment of Business Strategy and

Talent Delivery

The Power of Process and Technology to Streamline and Elevate

Recruiter Contributions

Competing in Today’s Talent Market: Differentiation and

Personalization

Impact of Engagement on

Operating & Net Profit Margins

Operating Margin Net Profit Margin

-2.01% -1.38%

3.74%

2.06%

-5%

-3%

-1%

1%

3%

5%

Low Engagement High Engagement

Source: Towers Watson Study, 2012 Source: Blessing White/CEO.com, 2013

Impact of Engagement

Total Shareholder Return

The Average Company has 30% Engaged Employees

Why Does it Matter?

Direct Correlation Between Engagement and Financial Performance

3 | © CDW LLC 2014

19%

44%

Organizations with

high employee

engagement

experienced a

total shareholder

return that was

19% higher than average

In contrast, low-

engagement

organizations

suffered a

total shareholder

return that was

44% lower than average

Foundation for Engagement

Starts with Leaders

How To

Build

TRUST

One Face One Team

Self Reflection

Self Insight

Voice of Possibility

Best Interest of Others

Honor Commitments

Feedback

Role Model

Clear Expectations

Collaborative

Accountability

Listen

Be Accessible

Be Vulnerable

“Real”

Transparency

Seek Excellence

Clear Objectives/Goals

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What CDW is Doing to Out Perform US High Performance Norms on

Engagement? Listening and ACTING on Results

Category % Favorable

Strategy & Direction 99%

Well-Being 98%

Customer Focus 98%

Diversity & Inclusion 95%

Ethics 94%

Leadership 92%

Manager Communication 92%

Performance Management 92%

Quality of Direct Manager 90%

Areas of Opportunity to Elevate Recruiter Performance / Contributions

Category % Favorable

Career Development 82%

Work / Life Balance 80%

Total Rewards 56%

Areas of Strength

Actions that Drive Performance and Engagement

Recruiter Quarterly

Measures of Success

30% Productivity

30% Quality Service

Delivery

20% Project

Initiatives/

Manager Review

20% YOY

Improvements

(POC, Females,

Veterans)

Execution Partner Leader

Mai

nta

in

Enh

ance

Max

imiz

e

Pe

rfo

rman

ce C

on

trib

uti

on

Desired State:

Trusted

Business

Partner/Leader

Rick Rosario Dave Govert

Jen Sommesi

Business Objectives and Workforce Planning

Industry Competitor, Market and Talent Intelligence

Consultative and Talent Management Advisory Skills

Persuasion and Influence

Drive for Results

Change Agility and Winning Spirit

Process Management and Delivery Excellence

Assess/Sell/Close

Communication (verbal/written) / Executive

Information Monitoring/Analysis and Reporting

“Executive Ready”

What and How Recruiters Deliver

(Performance Factors for Success)

Formal Quarterly Reviews

Talent Review Process (TRP)

Individual Action / Development Plans

Ongoing Learning Sessions

1

2

3

4

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Personalization: Do You Know the Language of Appreciation

and Drivers of Engagement for Your Team?

Language of Appreciation and Recognition

Promotion

and

Recognition

Show Me

The

Stretch

Assignments

Gifts

Words of

Affirmation

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What Do We Know About Recruiter Engagement?

Engagement is a powerful business driver

Progress hinges upon leadership and shared accountability of engagement opportunities and continuous commitment (involve the team)

Recruiters want to feel valued and appreciated

Recruiters want feedback that is actionable

Recruiters want ongoing learning, capability development and skill building - - challenged and stretched

Recruiters want even greater access to marketplace talent (tools, technology and resources)

Recruiters want to add value to the businesses they serve

Enabling Business to Execute Strategy

Through Talent

5 Ways to Set Up Your Talent Acquisition Team for Success

Alignment

Model your team alignment to the business organizational structure

A business unit or organizational alignment allows for recruiters to gain

a more holistic perspective…using talent strategy to solve business

issues

Business Unit/

Organization 1

Sales

Recruiter

Technical

Recruiter

Executive

Recruiter

Business Unit/

Organization 2

Sales

Recruiter

Technical

Recruiter

Services

Recruiter

Corporate

Functions

IT Recruiter

Business Unit/

Organization 3

Executive

Recruiter

Technical

Recruiter

Marketing

Recruiter

HR Recruiter

Finance

Recruiter

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Elevated Contributions

• Don’t just fill open requisitions –

fulfill a workforce plan

• Seek to understand how hiring

enables the business to execute

its strategy – “think and link”

• A Total Talent Management

mindset best supports business

objectives – acquisition,

succession, contingent labor and

staff augmentation

• Data Tracking/Reporting

• Responding to Day - to -Day Requests

• Filling Open Requisitions

Transactional

• Understand Business Objectives

• Workforce Planning to Meet Business Objectives

• Cadenced Data Analysis (Quarterly)

Proactive

• Service Delivery Optimization

• Predictive Modeling

• Total Workforce/ Position Management

Strategic

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Operationalize

Executive

Leadership

Executive and Business

Unit Leadership,

Compensation, Finance

and HR

HR and

Business

Leadership

Business

Objective:

To gain X% more

market share

through acquiring

new business

To acquire X% more market

share through new business

we will need to have 150

solution sales professionals

aligned to the effort

30 current sellers

will be upskilled,

120 will need to be

hired externally

Business

Strategy

Financial

Planning &

Analysis

Workforce

Planning

Outsource/

Contingent

Talent

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Acquire Talent

Mobilize

Talent

Enabling Recruiters to Execute

Business Goals

Leveraging Process and Technology

The Evolution of Talent Attraction and Engagement Has

Become Highly Customized

TALENT – “SUMER” 2014 and Beyond

• Customization and Personalization of the Candidate Experience and

Outreach

• Mobile Enabled Campaigns and Apply Capability

• Direct Conversations and Engagement (user forums)

• Strategic Use of Market, Talent and Competitor Intelligence

• Philosophy Shift from Career Sites to Employee Forums (Glassdoor)

(Pre – 1995)

• Fax Machines

• Rolodex

• Newspaper Ads

“SMILE AND DIAL”

(1995 – 2005)

• Internet Intro for recruiting

• Online Job Boards

• Applicant Tracking

Systems

“POST AND PRAY”

(2005 – 2013)

• Social Media

• Niche Sites and Forums

• Passive Talent Pools

“SOCIAL TALENT

COMMUNITIES”

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CRM Strategic

Recruitment Technology Continues to Evolve, so Must the

Skills and Alignment of Your Recruiters

PROSPECTS

SEO

Job Distribution

Talent Network

Campaign

Mobile

Career Sites

APPLICANTS

Job Descriptions

/ Postings

Approval Workflows

Application / Compliance

Screening / Assessments

Interview Management

Corresp. Management

Background Checking /

Drug Screening

Offer Management

Onboarding

WORKFORCE PLANNING

ATS Transactional

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Recruitment Marketing (Attraction)

Recruiting (Selection)

• Pre-Applicant

• Marketing

• Nurturing Prospect Relationships

• Building Talent Pipelines

• Qualified Candidate Flow

• Recruitment Marketing Platform

• Post-Applicant

• Sales

• Managing Direct Relationships

• Filling Job Requisitions

• Applicant Conversion

• Applicant Tracking System

Seamless Experience and Analytics Across Both Functions

A New Discipline is Emerging

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Specialize the work to gain efficiencies

SALES OPERATIONS

PRODUCT MARKETING

INBOUND LEAD

GENERATION

COMPETITIVE

INTELLIGENCE

SALES COORDINATOR

BIG DEAL ACCOUNT

EXECUTIVE

OUTBOUND LEAD

GENERATION

ACCOUNT EXECUTIVE

RECRUITING OPERATIONS

CAREERS MARKETING

INBOUND CANDIDATE

SOURCING

RECRUTING RESEARCH

RECRUITING COORDINATOR

EXECUTIVE RECRUITING

OUTBOUND CANDIDATE

SOURCING

RECRUITER

THE RIGHT PEOPLE; THE RIGHT TASKS

Source:http://blogs.salesforce.com/company/2013/11/recruiting-model.html

1

2

3

4

5

8

7

6

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Integrated Pipeline Metrics View through CRM

CRM ATS

Campaign Views Apply

Clicks

New

Contacts Applicants

Min

Qualified Screen Interview Offer Hire

Appcast 6 310 19 10 4 4 2 2 1

Career Marketing

Site 7,947 984 404 313 257 249 68 26 14

CareerBuilder 64 68 28 21 15 15 3 1 1

Direct Employers NA 9 6 4 6 5 0 0 0

Direct Employers

– MOC 0 0 0 0 1 1 0 0 0

Email Campaign

Tracking NA 0 0

Event – Diversity NA 13 1 1 0 0 0 0 0

Event – Campus NA 39 0 10 0 0 0 0 0

Glassdoor NA 182 6 4 5 5 4 1 0

Glassdoor PPC NA 1,473 126 80 50 49 12 3 1

Campaign for Job ID: Inside Sales – COR0000CB

| © CDW LLC 2014 18

Outreach

Events

Talent Community

Exploratory Conversations

Lead to Applicant

Conversions

ATS

Recruitment

Marketing Platform

869

Applicants

363

Screened

248

Tech Check

136

Final Interviews

71

Offers Extended

67

Accepted | © CDW LLC 2014 19

How Process & Technology Help Achieve Business Results

618

Applicants

289

Screened

221

Assessment

188

Interview 1

99

Final Interview

50

Offers Extended

46

Accepted

47% advanced

from

application

76% advanced

from Screen

53% advanced from Tech

Check

(↑ from 30-35% YOY)

51% considered for offer

92% offer accept ratio

85% advanced

from

assessment

AVG Cycle Time: 95 days

Increased Net Income

Why delivering the right talent at the

right time matters to the Business

• Personal relevance

• Hire to profit

• Achieving net new growth

Business Results Example

The 46 billable engineers hired YTD

have helped to generate services

revenue of $1.8M, resulting in

$740,000 in additional profit.

If that work had been subcontracted

instead of executed by net new

FTEs, it would have resulted in only

$180,000 of profit, or roughly

$560,000 less profit than we were

able to achieve by staffing

engagements with our own

coworkers.

Enabling Recruiters to Execute

Business Goals

Employment Brand and Candidate Experience

| © CDW LLC 2014 22

So What?

Right People

Right Process

Right Technology

Marina Shifrin

What Do Your Candidates and Employees Think and Say About

YOU?

| © CDW LLC 2014 24

What Are YOU Doing About It?

| © CDW LLC 2014 25

Do Nothing

• Very risky

• Increases your

company’s

vulnerability

Monitor

• Gives you an

understanding of

what is being said

in the market about

your organization

Participate

• Reputation risk

mitigation

• Builds trust with the

community

• Gives your

employment brand a

voice

Proactively Shape

Your Reputation

• “Best in Class”

• Position of influence

• Fosters relationships

with talent pools

• User-generated

content creates a

robust library of

diverse and

authentic content that

can be repurposed

• Awards/recognition

BAD

GOOD

BETTER

BEST

What Is CDW Doing About It?

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COMMITMENT

ACCOUNTABILITY

INFORMED

Dedicated resources to focus on the candidate experience and employment brand

Secured leadership support to respond to user-generated content

Implemented a MOC translator to deliver a more veteran-friendly experience

Evolved CRM design to segment audience to allow CDW to provide the RIGHT information

at the RIGHT time

Ensure vendor partners prioritize CDW’s philosophy to deliver a quality candidate experience

Transforming the flow of CDW’s talent pool from linear into a 3D shape with infinite amount of possibilities

Proactively ask for feedback and encourage prospects and coworkers to provide reviews

Early adopter of Glassdoor’s Open Company status and leverage Glassdoor competitive intelligence

| © CDW LLC 2014 27

Proactive Reputation Shaping

Overall Ratings Glassdoor

Avg. CDW Company 1

Company 2

Company 3

Number of Reviews - 625 3,638 98 183

Overall Company Ratings 3.2 4.0 3.3 3.2 2.7

Career Opportunities 3.0 3.7 3.2 3.3 2.5

Compensation and Benefits 3.2 3.4 3.5 3.3 2.7

Culture and Values 3.2 4.1 3.3 3.4 3.0

Senior Leadership 2.9 3.6 2.8 3.1 2.7

Work/Life Balance 3.3 4.0 3.6 3.4 3.1

Recommend to a Friend 57.5%

Recommend

82.9%

Recommend

63.3%

Recommend

59.4%

Recommend

46.7%

Recommend

Business Outlook 39.2%

Positive

69.8%

Positive

28.2%

Positive

53.5%

Positive

21.0%

Positive

CEO Approval Rating 68.8% 91.9%

Thomas Richards 78.9% 83.4% 70.5%

Above Slightly Above Below Equal Slightly Below

CDW

CDW is in the top 1% out of 475,000 employers actively engaged on Glassdoor

193% increase in the number of reviews posted in first half of 2014 vs. 2013 Glassdoor

Double digit improvement in all categories (culture & values, work/life balance, senior

management, comp & benefits and career opportunities)

61% YOY increase in number of Indeed reviews

Industry

LinkedIn reports up to 50% savings in cost per hire with a strong employment brand

Employers who have reviews on their Indeed company pages see a 5% increase in applies

Glassdoor notes 97% of both sales and engineering professionals read online reviews

about a company before accepting a job offer

It’s All About the RESULTS

| © CDW LLC 2014 28