Global Recruiting TrendsWin the war for talent by staying ahead of these industry changesWin the war for talent by staying ahead of these industry changes
The power of Network
• LinkedIn Member Inspiration
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LinkedIn Member Inspiration
• LinkedIn para estudiantes
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The world is
changing fastchanging fast…Candidates & Clients
M M MMoreConnectivity
MoreChoice
MoreChannels
1980’s 1990’s 2000’s 2010’s
Recruiters
FilingCabinet
OfflineDatabase
JobChannels
SocialMediaCabinet Database Channels Media
3
Social mediais here to stay, embracingits power is the key
57%f th d i i t ‘b ’of the decision to ‘buy’
is now made before any commercial contact with your
business1
1 Source: Harvard Business Review, “The End of Solution Sales”, July 20124
The best recruiters
act like marketersact like marketers
Social media keeps the conversation going1
…because you need to nurture your audience
Social media keeps the conversation going1
Sales is one‐to‐one, marketing is one‐to‐many2
5
3 simple stepsp p
Build Engage RecruitSellYour followers &
Your brandNurture your target
audiencesDo what you do
best
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Gl b l R iti Gl b l T l tGlobal Recruiting Trends
Global Talent Trends
’To win in 2015, talent acquisition and business leaders need to stay ahead of the latest recruiting trends. Amplify your 2015 strategy by incorporating these findings into your plan.
Now you can glean insights from the largest survey of talent
LinkedIn’s Talent Trends survey was conducted in February and March of 2015.
Survey respondents were asked about their attitudes and opinions surrounding a variety of aspects associated with job
acquisition leaders in the world. We surveyed 4,125 talent recruiting decision makers in 31 countries to understand where the industry is headed and how you can chart your course for success in 2015.
seeking.
LinkedIn collected survey responses for 20,931 LinkedIn members around the world who are currently employed in some capacity.
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Organizational pressurePart 1: The Recruiting Industry in 2015
Hiring volume and budgets heat upGlobal hiring volumes and budgets heat up for the first time in four years. As the gap widens between hiring volume and budgets in 2015, recruiting leaders must do more with less and invest wisely.
80%
% Leaders With Volume or Budget Increase
We must optimize!
51%
42%46%
Hiring Volume,
63%
Hiring
60%
optimize!.40%
32% 31%
gBudget,
46%
20%
40%
“Considering only full and part time professional employees how do you expect the hiring
0%2011 2012 2013 2014
Considering only full and part-time professional employees, how do you expect the hiring volume across your organization to change this year?”
“How has your organization's budget for recruiting solutions changed from last year?”
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Organizational priorities: Sourcing is most important although small & large companies differ
Part 1: The Recruiting Industry in 2015
although small & large companies differSourcing and quality of hire are top prioritiesSourcing highly skilled talent is the lynchpin of any successful recruiting organization Improving quality of hire is
Small and large companies differSmall companies are more likely to prioritize recruiting skilled talent and improving quality of hire. Large companies are moresuccessful recruiting organization. Improving quality of hire is
the second highest priority for recruiting leaders worldwide.talent and improving quality of hire. Large companies are more likely to prioritize diversity recruiting. We define small businesses as organizations with 500 or fewer people.
46%
2 Improving quality of
1. Recruiting/sourcing highly-skilled talent
43%
49%Recruiting highly skilled talent
25%
34%
3. Improving sourcing techniques
2. Improving quality of hire
31%
9%
37%Improving quality of hire
23%4. Pipelining talent
Global
15%
9%Diversity recruiting
Small businesses Large companies
“Think about your talent acquisition organization's top priorities for 2015. Which of the following choices would you consider to be the most important areas of interest for your organization?”
“Think about your talent acquisition organization's top priorities for 2015. Which of the following choices would you consider to be the most important areas of interest for your organization?”
9
Competitive threats: Biggest obstacles to landing t l t i 2015 titi d ti
Part 1: The Recruiting Industry in 2015
talent in 2015 are competition and compensationCompetition and compensation are top obstacles to hiring
Competition is a major challenge in these 5 countriesobstacles to hiring
Companies must plan ahead to overcome competition and compensation when hiring top talent in 2015.
countriesTo win the war for talent companies in these 5 countries must work hard to overcome competition.
40%
50%
60%
80%Competition
Compensation
20%
30%
58% 57% 56% 55% 53%
40%46%GlobalAverage
20%2012 2013 2014
CompetitionCompensationLack of interest in our employer brandL ti
20%Competition
Southeast Asia Netherlands Canada France
“What are your company's biggest obstacles to attracting the best talent?” “What are your company's biggest obstacles to attracting the best talent?”
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Location Canada France United States
Top sources for quality hires: Online job boards and social professional networks
Part 2: Sourcing
social professional networksSocial professional networks rise to become a top source for quality hiresS i l f i l t k th f t t i
Countries heavily reliant on professional networks are less reliant on staffing firmsThi i ti bl t d i t i ith hi h f i lSocial professional networks are the fastest growing source
of quality hires globally, increasing 73% over the past 4 years. Get ahead of this trend by tapping into social professional networks for quality hires.
This is a noticeable trend in countries with high usage of social professional networks.
40%
36%
46%49% 51% 52%
Social professional networks+73% over 4 years
30%16% 14%
27% 25%20%
20%2011 2012 2013 2014
Internet job boards Social professional networksEmployee referral programs RPO's/StaffingCompany career website Internal hires
Canada United States
Brazil Spain Mexico
Search and staffing firms Social professional networks
“Think about the key quality hires that your organization (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?”
“Think about the key quality hires that your organization (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?”
11
Company career website Internal hires g p
Top source for quantity: Internet job boardsPart 2: Sourcing
Job boards produce highest quantity of hiresThis is likely due to the sheer ease of applying to jobs online. However, quantity doesn’t always equal quality. Recruiting leaders need to manage the application process to ensure they
Notable differences in top sources for quantity of hire due to culture variationUK companies lead in usage of 3rd party staffing firms, used equally as much as social professional networks.
get a high quantity of quality hires.q y p
74%Internet job boards
79%65%
51%India
64%Company career website
77%
74%
61%
70%
30%
28%
Nordics
US
62%Internal hires
68%
66%
53%
69%
28%
51%UK
Brazil
59%Social professional networks
50%
69%
76%
38%
38%
Brazil
Netherlands
Internet job boards
“How significant were each of the following as a source of white collar professional (candidates placed by/hires for) your organization in the past 12 months?” Showing % with over 15% of hires. 12
Internet job boardsSocial prof networksStaffing/RPO's
Top countries where talent uses social professional networks to discover new opportunitiesIn our increasingly social world, social professional networks are among the top ways professionals discover new opportunities. Below are the countries where talent most leverages social professional networks to find jobs.
70% 68%63% 63% 63% 63% 63% 61% 59% 58% 58%
Spain Chile Singapore Brazil Italy UAE France U.S. and Canada
Malaysia Netherlands Mexico
“What channels do you use to look for new job opportunities?”
13
Sourcing: Career-centric online media provide both quality and quantity hires
Part 2: Sourcing
Get the most bang for your buck by investing in these top sources of hire
I t t j b
Social professional
networks
64% Company career website
Employee referral programs
Internet job boards
Staffing/RPO's
networks40%
res
of global talent leaders believe they’re not doing a great job tracking return on investment on sources of hire.
Internal hires
Internet resume databases
20%0% 20% 40% 60% 80%ou
rce
for K
ey H
i
Maximize your ROI by investing in the sources that return both quantity and quality candidates.General career
fairs General social
databases
Print /trade j l
Student recruiting programs
ATS/ internal candidate databaseIm
porta
nt S
o
Company CRM system
Diversity recruiting programs
mediajournals
0%
Major/Minor Source for Hires
“How significant were each of the following as a source of white collar professional hires for your organization- in the past 12 months?” (>15% quantity of hires)
“Think about the key quality hires that your organization (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?” 14
Passive candidate recruiting: US and China leadO l 61% f i it i
Part 2: Sourcing
Only 61% of companies recruit passive candidatesCompanies in the US and China are most aggressively recruiting passive candidates.
Companies can close the gap by having an active and passive candidate strategyThe majority of global professionals consider themselves “passive.” Yet only 61% of companies recruit passive candidates. Companies can close the gap by having both ancandidates. Companies can close the gap by having both an active and passive candidate recruitment strategy.
25%A ti
Global Candidate Breakdown
China 83%United States 72%
India 69%Spain 68%Brazil 67%
75%Passive
Active
61%Global Average
Brazil 67%Southeast Asia 65%
Mexico 63%Hong Kong 60%
South Africa 60%
Active candidate definition:
“How would you describe your job search status?” Source: LinkedIn’s Talent Trends 2014 study
MENA 59%Canada 58%
United Kingdom 57%Germany 54%
Italy 53%Actively lookingCasually looking a few times a week
Passive candidate definition:
Reaching out to personal network
Italy 53%Nordics 51%France 51%
Australia 49%Netherlands 48%
B l i 41% Reaching out to personal networkOpen to talking to a recruiterCompletely satisfied; Don’t want to move
“To what extent does your recruiting organization focus on reaching out to passive talent?”
Belgium 41%
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Passive talent around the worldf f ’If you hire in multiple countries, this map is for you. The more passive a country’s talent
pool, the more you must catch talent’s attention with your talent brand and proactively reach out with new opportunities.
Percentage of passive talent
49 – 59%
70 – 79%60 – 69%
80 – 89%
16
Sourcing: Small businesses recruit differentlyPart 2: Sourcing
Both small and large companies recruit passive talentMost small and large companies recruit passive talent globally. There is no significant difference between the
Sources of quality hires differ for small businessesSmall businesses are more reliant on internet job boards and less reliant on internal hires than their large company g y g
extent to which a small vs large company recruits passive talent.
and less reliant on internal hires than their large company counterparts are. With less time and fewer internal people and positions, small business recruiting leaders need to find ways to help talent find them.
62%Focus to some47%
39%Internet job boards
60%
Focus to some extent or greatly on passive candidate
recruitment
47%
34%Internal hires
Large companies Small businesses
23%
Large companies Small businesses
“To what extent does your recruiting organization focus on reaching out to passive talent?”
“Think about the key quality hires that your organization (placed/made) in the past 12 months. Which of the following were the most important sources for those key positions?”
17
Sourcing: Quality is most valuable hiring metricPart 2: Sourcing
Quality of hire is most valuable metricGlobal recruiting leaders agree that quality of hire is the most valuable metric for measuring recruiting team
Small businesses value quality of hireLarge companies value time to fill significantly more than small businesses dog g
performance. small businesses do.
44%Quality of hire51%
31%
38%Quality of hire
25%Time to fill18%
17%
31%Time to fill
18%Hiring manager satisfaction
Global
20%
17%Hiring manager
satisfaction
Large companies Small businesses
“What is the single most valuable metric that you use to track your recruiting team's performance today?”
“What is the single most valuable metric that you use to track your recruiting team's performance today?”
18
Sourcing: Quality of hire measured by new hire performance and retention
Epilogue: Talent analytics
performance and retentionNew hire performance evaluation is top way to measure quality of hireQuality of hire is widely considered the holy grail of recruiting
Small businesses prioritize different ways to measure qualitySmall businesses are significantly more likely to use newQuality of hire is widely considered the holy grail of recruiting
metrics because of how difficult it is to measure. New hire performance evaluation, retention, and hiring manager satisfaction are the most common ways companies measure quality.
Small businesses are significantly more likely to use new hire performance, cultural fit, and time to productivity to gauge quality than large companies are.
52%New hire performance evaluation
55%
49%New hire performance
evaluation
51%Turnover/retention
37%
24%Cultural fit
40%Hiring manager satisfaction
Global
31%
21%Time to productivity
L i S ll b iGlobal
“What metrics does your organization use to track quality of hire?”
Large companies Small businesses
“What metrics does your organization use to track quality of hire?”
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Sourcing: The continued rise of mobilePart 2: Sourcing
Candidate mobile job seeking behaviors rise globallyCandidate mobile job seeking behavior is on the rise. This will likely continue in 2015.
Global companies invest in mobileCompanies are up to the challenge, investing in mobile strategies and optimizing their job postings and career sites for mobile.
90% 75% 67% 70%
30%34%
38%
28%
18% 20%20%
16%
Our job postings are mobile-optimized
Our career site is mobile-optimized
2013 2014
A lot of candidates learn about our opportunities on
mobile devices
We have seen a lot of candidates apply for our positions through mobile
2013 2014
20
“To what extent do you agree or disagree with the following statements related to mobile recruiting?”
“To what extent do you agree or disagree with the following statements related to mobile recruiting?”
Talent brand: Companies prioritize it although their actions are still catching up
Part 3: Talent Brand
a t oug t e act o s a e st catc g upTalent brand prioritized with action to followGlobal recruiting leaders agree that talent brand is a priority that impacts their ability to hire top talent. Their actions are now beginning to catch up. Companies can get ahead of the competition by creating a proactive strategyCompanies can get ahead of the competition by creating a proactive strategy for, investing in, and measuring their talent brand.
80%
75%% Agree or strongly agree
60%
80%Lag between prioritizationand action
of global Talent Acquisition leaders say talent brand has a significant impact on their ability to hire great talent.
40%
20%2012 2013 2014
We have a proactive employer brand strategyOur employer brand has a significant impact on our ability to hire great talentThose responsible for our employer brand have enough resources to do it wellWe regularly measure the health of our employer brand in a quantifiable way
“Please indicate the extent to which you agree or disagree with the following statements as they relate to your company’s employer brand.” 21
Talent brand: Global breakdownPart 3: Talent Brand
y South Africa
65%
Some regions are ahead of the k t l t b d t b
rand
stra
tegy
US
India
BrazilSE AsiaMexico
pack on talent brandRegions with companies that both prioritize and have a proactive strategy for talent brand include South Africa, India, Southeast Asia, Middle East North Africa, the US, and A t li pr
oact
ive
tale
nt
UKAustraliaSpain
China
MENA
25% 75%
Australia.om
pany
has
a p
NordicsGermany
Italy
France
CanadaBelgiumM
y co
Italy
NetherlandsHong Kong
35%
Talent brand is a top priority for our organization
22
Talent brand: Social networks are becoming the preferred channels for promoting it
Part 3: Talent Brand
preferred channels for promoting itSmall businesses more likely to use online and offline word of mouth to promote talent brandWhile small and large companies use similar channels to
Social & professional networks grow to become top talent brand channelsOnline professional networks and general social media are While small and large companies use similar channels to
promote their talent brand, significantly more small businesses rely on word of mouth and social media.
Online professional networks and general social media are the fastest growing channels for promoting talent brand.
90%
60%O li f i l
56%61%
70%63%
47%
60%
Friends/family word
Online professional networks (e.g.,
LinkedIn)
48%
40%45% 47%
50% 52%
45%Social media (e.g., F b k T itt )
Friends/family, word of mouth
30%2012 2013 2014
Company websiteOnline professional networks (e.g., LinkedIn)Friends/family, word of mouth
50%Facebook, Twitter)
Large companies Small businesses
Social media (e.g., Facebook, Twitter)“Which channels or tools have you found most effective in spreading your employer brand?” Asked leaders who are responsible for employer brand.
23“Which channels or tools have you found most effective in spreading your employer brand?” Asked leaders who are responsible for employer brand.
Talent brand: The return on i t t
Part 3: Talent Brand
investmentWhy companies invest in talent brandGlobal companies agree on the top 5 reasons for investing in talent
f f f
3 Reasons to invest in talent brand:
brand. These reasons form the foundation of a good business case to secure talent brand resources.
50%Need to raise general
50% How much you can reduce your cost per hire1
49%
50%
Increased belief in the impact of employer brand
awareness
28% How much you can reduce your employee turnover1
41%
42%
Planned increase in hiring
Increased competition
75%of talent acquisition leaders who say talent brand
39%Difficulty recruiting quality candidates
75% who say talent brand significantly impacts their ability to hire great talent
“For what reasons are you spending more on employer brand this year?”Directed to leaders who report spending more on employer brand this year.
24
Global1Eda Gultekin, What’s the Value of Your Employment Brand?, http://lnkd.in/valueofEB (December 1, 2011).
The future: Professional networks and improved did t & j b t hi i th d
Part 4: Predicting the Future of Recruiting
candidate & job matching are in the cardsSocial and professional networks here to stayGlobal recruiting leaders believe social and professional
Trend spotting: Candidate and job matchingCandidate and job matching and recruiting becoming more
networks, employer brand, and passive candidate recruiting are the most essential and long-lasting trends in recruiting.
like marketing could reshape the recruiting industry in the next 5 to 10 years.
37%Social and professional networks
53%Improved candidate and job matching
33%Upgrading employer branding
46%Recruiting becoming
26%Sourcing passive candidates
Global
46%more like marketing
Global
“What do you consider to be the three most essential and long-lasting trends in recruiting for professional roles?”
“Which of the following new and upcoming trends do you think will play a significant role in shaping the recruiting industry for the next 5 to 10 years?”
Global Global
25
Top up-and-coming recruiting trends for selected geographiesDifferent countries see a different future
Belgium: Remote Workforce options
China:Germany, Italy, Netherlands China:
Using “big data” to predict future talent needs
NetherlandsRecruiting becoming more like marketing
Australia, India, South Africa:
USA, Canada, Mexico & BrazilImproved candidate & job matching
South Africa: Improved candidate & job matching
26
Epilogue: More interesting data1 Student Recruiting1. Student Recruiting2. Data Driven Recruiting
27
Student recruiting: Global breakdownEpilogue: Student Recruiting
The majority of global companies recruit studentsMost companies recruit students. In countries like Italy, Spain, Mexico, and Brazil, it’s extremely common.
Competition is main obstacle to recruiting studentsNo matter who you recruit, competition will be a major obstacle so get ready to compete.
Italy 90%Spain 87%
Mexico 87%Brazil 87%
36%Competition
India 86%France 85%
Belgium 83%South Africa 82%
Southeast Asia 82% 29%
31%
Lack of awareness of or interest in our employer
Compensation
79%Global Average
Southeast Asia 82%Canada 80%
United States 80%Germany 78%
China 78%20%
29%
Location
interest in our employer brand
Nordics 76%Hong Kong 73%
United Kingdom 72%MENA 71%
Netherlands 71%
15%Lack of awareness that
we're hiring young professionals
Global
“To what extent does your company recruit young professionals? We're defining 'young professionals' as anyone who is 0-3 years out of school.”
“What are the biggest obstacles you face in attracting young professionals to your company?”
Australia 64%
28
Recruiting leaders are fairly aligned with what young professionals want in a jobyoung professionals want in a job
Young Professionals value more than what recruiting leaders think
Young Professionals value as much as what recruiting leaders think
Young Professionals value less than what recruiting leaders think
70%
a jo
b
Excellent compensation &
benefits
Good work/life balance50%
60%
sion
als
wan
t in
Strong career pathChallenging workA place I would be
proud to work
Strong employee Values employees
Good relationship with your colleagues40%
50%
youn
g pr
ofes
s
A Co. with a long-term strategic vision
Culture that fits my personality
Job security
Flexible work arrangements
Ability to make an impact
g p ydevelopment
p ycontributions
Good relationship with your superiors
20%
30%
Wha
t strategic vision arrangements
Internal transfer opportunities
0%
10%
0% 10% 20% 30% 40% 50% 60% 70%
29
What talent acquisition leaders think young professionals want in a job
0% 10% 20% 30% 40% 50% 60% 70%
Talent analytics: Most companies don’t use data wellEpilogue: Talent analytics
24%Most companies don’t use data wellRecruiting leaders need to strengthen their talent analytics capabilities to stay ahead.
Only a quarter of global recruiting leaders believe they are using data very well in their roles.
India 53%MENA 43%
Southeast Asia 39%Brazil 32%
Mexico 30% Global companies use data primarily for24%Global Average
United States 29%South Africa 25%
Canada 21%China 18%Spain 17%
Global companies use data primarily for strategic workforce planning
57%Long-term workforce
planningSpain 17%United Kingdom 17%
Italy 16%Hong Kong 15%
Australia 13%Netherlands 12%
45%
54%
Urgent need for a specific type of talent
Leadership development, succession planning
planning
Netherlands 12%Belgium 12%France 9%
Nordics 9%Germany 9%
42%Internal mobility
Global
“How well do you think your organization uses data to understand (talent acquisition/recruiting) effectiveness and opportunities?”
“In general, which of the following areas do you believe your organization uses data effectively to better understand talent acquisition effectiveness and opportunities?”
30