Set the Hiring Managers’ Expectations: Using Big Data to answer Big Questions - Abdel Tefridj, Chief Innovation Officer for CareerBuilder
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Presentation by Abdel Tefridj at Textkernel's Conference Intelligent Machines and the Future of Recruitment on 2 June 2016 in Amsterdam. Abdel shares some client scenarios when data was the key element in the decision making process for recruitment challenges. You can become a better partner with hiring managers when they are informed about the latest trends in the marketplace using supply, demand and compensation data. Learn how to use big data to make you a stronger leader and contributor.
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Set the Hiring Managers’ Expectations: Using Big Data to answer Big Questions - Abdel Tefridj, Chief Innovation Officer for CareerBuilder
- 1. © 2016 CareerBuilder 1 Setting the Hiring Manager’s Expectations: Use Big Data to Answer Big Questions
- 2. © 2015 CareerBuilder 2 The Global Problem 61% of hiring managers said recruiters have a “low” to “moderate” understanding of the jobs for which they recruit 77% said that recruiters’ screening of candidates is inadequate 42% wish recruiters would build a talent pool for future positions
- 3. 80% of problems in recruiting are tied to Alignment 1. Discussions should start with the "work“ 2. Narrow down to key requirements 3. Show “calibration” resumes 4. Set realistic expectations - Cost, Quality or Speed © 2016 CareerBuilder 3
- 4. Lesson #1: Big Questions and Answers ► 4 ◄ + = Big Data Big Question Big Answer
- 5. Why should I use data to recruit ? In God we trust, everyone else must bring data. Edward Deming
- 6. Set up expectations: Big Questions and Answers • Where do my ideal candidates live and work? • Who are my top competitors for this talent? • Is my compensation on par with industry and market standards? • What are the easiest and hardest market to recruit from ?
- 7. 64% of CB Data Clients bring Supply & Demand data to in-take meeting with hiring manager © 2016 CareerBuilder 7
- 8. Lesson #2: Solve the problem.. Don’t just validate it with data ► 8 ◄
- 9. ► 9 ◄
- 10. Hadoop: demand is doubling every 6 months ► 10 ◄
- 11. Hadoop: Resulting in tighter labor pressure ► 11 ◄
- 12. Hadoop Profile ► 12 ◄
- 13. ► 13 ◄ Why are Design engineers not applying to my job ? Lesson #3: 80% of problems in recruiting are tied to Alignment
- 14. ► 14 ◄
- 15. ► 15 ◄
- 16. Previous Title • Research Associate • CAD Draftsman • Engineering Technician • Production Assistant • Process Technician Current Title • Mechanical Engineer Next Title • Design Engineer • Consultant • Principal Engineer • Product Development Manager • Project Engineer Previous Title Mechanical Engineer Next Title Research Associate Design Engineer CAD Draftsman Consultant Engineering Technician Principal Engineer Production Assistant Product Development Manager Process Technician Project Engineer
- 17. ► 17 ◄
- 18. Lesson #4: Understanding - Read between the lines Don Norman Former VP @ Apple Author - Living with Complexity “People don’t really want simplicity (no matter what they say), they want understanding.” © 2015 CareerBuilder 18
- 19. FROM DATA TO WISDOM Data Facts Data Connectedness Understanding Information Understanding Relations Understanding Patterns Understanding Principles Knowledge Wisdom Information Data that are processed to be useful; provides answers to "who", "what", "where", and "when" questions Knowledge Application of data and information; answers "how" questions Understanding Appreciation of “why” Wisdom Evaluated understanding
- 20. My internal and external recruitment teams are terrible. They can’t find this candidate? I will pay $100K if you can find help me fill this key position. ► 20 ◄
- 21. 2 1
- 23. Lesson #5: The Data Story is Essential ► 23 ◄
- 24. Distribution of 2011 Application Activity by Salary (%) Conclusion: Since 2011, applications to jobs paying $10.50/hr. (or less) made up only 15.4% of relevant job seeker activity. My pay is competitive. Why are job seekers not applying to my jobs?
- 25. Distribution of 2011 Application Activity by Salary (#) Applications increase by 10% for every 50 cents in wages
- 26. Takeaways ► 26 ◄ Lesson #1: Big Questions and Answer Lesson #2: Solve the problem.. Don’t just validate it with data Lesson #3: 80% of problems in recruiting are tied to Alignment Lesson #4: Understanding - Read between the lines Lesson #5: The Data Story is Essential
- 27. Roadmap ► 27 ◄ 80% of problems in recruiting are tied to Alignment
- 28. Upload Job Description or Superstar Resume
- 29. Look at Candidate Supply for Job Title and Review Recommendations for Job Title
- 30. Prioritize Skills and Priorities for the Role
- 31. Compare Compensation by Location and Benchmark to Your Budget
- 32. Look at CVs that Might Match Requirements
Editor's Notes
- Focus on In-take Meeting 80% of problems in recruiting are tied back to alignment -- Best Recruiters have ability to engage, advise and leverage hiring managers Build a tool that can be used during the Alignment meeting (Recruiter and Hiring Manager) Meeting discussions should start with the "work" - not the type of person to hire - what is person going to do Narrow down to 5 key requirements Show calibration resumes, different backgrounds - recruiter gets immediate feedback Set realistic expectations on finding “purple squirrels” i.e. What’s most important – Cost, Quality or Speed? Bring together S&D, Compensation and candidates into one interface Suggest similar skills, ideal job titles and ideal markets to post and source Clients ultimately will be attracting more candidates that match their needs
- Moneyball…. http://www.youtube.com/watch?v=WNlCBy07z08&feature=BFa&list=PL4703DD000AA664DB Sound familiar? Companies with more money than yours? Forced to get creative? Finding under-valued employees? Recruiting differently than your competitors? Reason I think movie was so popular is not just brad pitt and America’s favorite past time, but because people at businesses big and small, can relate. Never enough resources (time, money, talent), everyone looking for a leg up on the competition.
- Workers in some industries, like healthcare, engineering and technology, are more hard to find than others. Additionally, different types of workers use different types of media in their job searches. The tools and tactics your recruiters use to find your ideal talent should vary based on a number of factors. Talent intelligence can inform you of trends for specific types of workers in specific industries and geographies. It answers other questions, including: Note to speaker: CLICK THROUGH QUESTIONS, SLIDE SET TO BUILD Where do my ideal candidates live and work? How do they search for jobs? Why aren’t candidates completing the applications for my open positions? Who are my top competitors for this talent? Is my compensation on par with industry and market standards? The answers to these questions helps companies identify how to allocate their recruiting resources, giving the greatest return on their hiring initiatives with the least amount of waste. We have seen a company’s ability to reduce their spend on sourcing by 40% and get higher quality talent just by adjusting their strategy after learning answers to these questions. BRENT: Talk about Wal-Mart and how they use CB data intelligence to help them locate IT professionals who were willing to relocate to Bentonville. Audience participation questions: What are some of the unanswered questions you have about your business right now? How many of you rely on some sort of business intelligence or data at the start of your recruiting process? What do you use? If you are not using data to inform your recruiting process, there are ways to do it yourself. Many companies conduct their own job analysis or you can hire a company to do so. A job analysis is a way to clearly define the role you are hiring for and skills needed to fulfill it. Additionally, surveying talent allows you to gain much of the knowledge needed to build a solid strategy. You could conduct your own survey of recent applicants or interviewees - or hire an outside company.
- End goal is gaining wisdom from data, how do we get there? There is a fairly direct path from how get from data to wisdom… Data- facts- without past knowledge, no idea if high or low or why matters Info- begin to process. Compare to 3.8 and 9.1. EVEN with higher unemployment, significant challenge for organizations like yours to find specialized workers in IT, Eng, and healthcare than it has been in last decade. Complete MYTH right now that with unemployment high, talent is easily found today. So there are more people out there, how has it become so difficult to fill these types of positions? Knowledge – understand framework- unemp is high, yet there is competition for these workers bc – bach 4%, hlthcre, IT & Eng- 2% and under in some cases. Understanding – take that knowledge and start to understand why? Apply to talent acquisition – more tech based firms launching now than in the past 10 years combined- same time far fewer grads being produced in STEM to kepe up with that demand…creating competitive war for talent never seen before. Wisdom – take facts and understand who, what where when why and how and turn around and apply to business needs.
- Data: So lets look at the departments that CEOs say are getting the most face time with them. All of the departments with the most face time have something in common. Predicting/forecasting the future. Take Away: HR is closer to the bottom than the top of the list and in many cases this is because HR is comparatively less likely to provide future insight to the CEO. Remember that “predicting = more face time” with the CEO.
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