Continuing conversation about the data collection issues, source of hire trends, and challenges related to the recruiting supply chain.

1. SOH 2014
(from 2013 hire data)
A CareerXroads ‘Lab Report’: Filling the Gaps
Gerry Crispin
&
Mark Mehler

2. 50 firms filled 507,425 [US] openings last year.
(the work of ~6000 recruiters & sourcers. 80+ openings filled by each)
CXR: Large firms. Well known brands. 60% of openings filled were Exempt level.

3. TOTAL # of employees (in your firm's [US] F/T workforce?)
0%
5%
10%
15%
20%
25%
30%
Fewer than 1500
1501-5000
5001-10,000
10,001-25,000
25,001-50,000
50,001-100,000
100,001-200,000
More than 200,000
CXR: The hires reported are not representative of the total workforce

4. Is there FULL TIME hiring being done in the US within your
firm that you do NOT oversee?
We touch or know about EVERY
F/T hire or move.
We don't hire for union
positions
We don't hire hourly workers in
our Mfg. facilities
We don't hire hourly workers
for store level
We don't hire for every
function (i.e. field sales)
We don't hire for every location
We don't hire for every division
CXR: The Talent Acquisition function does not match the full ‘Scope’ of F/T hiring for 40% of firms.

5. Contract, Contingent, Part-Time, Flex-Time:
What PERCENTAGE of your US workforce is NOT F/T i.e. Contract, Contingent etc.?
Weighted Average= 17.7%
CXR: Do we even know where purchasing ‘sourced’ these ‘not-employees’?
How can employers build strategy w/o oversight of ALL those who work at the firm?
One in 6 workers are contingent
They are generally not tracked
by TA or TM

6. RECRUITMENT PROCESS OUTSOURCING (RPO)
ALL of the US F/T hiring is done with our own Recruiters.
GLOBAL hiring is done with company recruiters- that
report straight or dotted line to a TA Leadership team.
GLOBAL hiring is done with decentralized company
recruiters- that DO NOT report to US TA Leadership.
We've outsourced SOME F/T US recruiting (division, sales,
etc.) to an outside RPO vendor.
We've outsourced SOME F/T Global recruiting (division,
sales, etc.) to an outside RPO vendor.
We've outsourced MOST F/T US recruiting (division, sales,
etc.) to an outside RPO vendor.
We've outsourced MOST F/T Global recruiting (division,
sales, etc.) to an outside RPO vendor.
We've outsourced ALL F/T US recruiting (division, sales,
etc.) to an outside RPO vendor. There are no recruiters as
EEs.
Something Other than the answers above
CXR: RPO is rebounding in large
firms. Rifle approach this time
around. Good news is TA partners.
More than ½ of
responding firms
use RPO services in some
form

7. INTERNATIONAL HIRING:
Which statement below best represents your access to SOH
CXR: We are looking forward [soon] when data is available country by country
We Don't Hire Globally
We Hire Globally but have no data or,
getting the data would be a major
undertaking
We Hire Globally and have Numbers of
Hires (in most countries) but no
Breakdown of Sources
We have it all and would be able to
benchmark by country if the
opportunity presented itself.

8. 191,425 openings were filled from within in 2013
CXR: 45 firms reported internal numbers. (5 firms had no #s and/or did not track internal moves)

9. 41.9% of all openings are filled
through internal movement and promotion
#1 Source of Hire
CXR: The importance of collaboration between TA and TM is seen clearly in this #.

10. Do you have SOURCERS?
9.3%
CXR: The trend to incorporate sourcing, exec, branding, analytics and operations specialties continues.

11. How do you collect SOH Data? (Check ALL)
CXR: Employers are using multiple sources to
confirm/audit SOH accuracy. Still shaky.

12. Print
Rehires
‘Pipeline’
Career Fairs
3rd Party
Direct Source
College
Job Boards
Other
Walk-ins
15.4%
7.5%
12.1%
5.9%
1.4%
3.9%
3.9%
0.9%
0.7%
6.3%
19.2%
Career Site
Referrals
19.1%
Temp-to-hire 4.4%
2013 2011
20.1%
6.6%
9.1%
2.8%
1.9%
4.3%
2.2%
0.8%
9.8%
2.1%
28.0%
8.8%
5.5%
6.8%
3.1%
1.2%
3.3%
2.3%
0.3%
7.2%
24.5%
23.4%
1.5%
2012
18.1%
CXR: We purposely avoided
“Social” and “Mobile” as sources
since they are foundational and
‘influence’ every category.
(talent community)

13. How much influence did SOCIAL MEDIA have on your 2013 hires?
(LinkedIn is ‘included’ to the extent its used as SM)
74%
Experienced Professional
Rare
Entry Professional
Management Executive
Hourly
47%
24%
40%
11% 10% 5%
Growing Significant Dominant
22%
25%
21%
10%18%
19%
10%
35%
29%
Weighted
Average
14.7%
10 20 30 40 50 60 70 80 90 100
23.5%
38.5%
28.3%

14. How much did your MOBILE capability
play in your 2013 hires?
(considering all the sources noted previously).
75%
Experienced Professional
Rare
Entry Professional
Management Executive
Hourly
69%
56%
71%
10% 12% 3%
Growing Significant Dominant
28%
12%
18%
5%14%
5%
3%
11%
8%
Weighted
Average
12.2%
10 20 30 40 50 60 70 80 90 100
15.9%
16.6%
12.4%

15. Interns as a major source of [entry] hire
Q: How many interns did you have working at your firm in 2013?
A: 450 (weighted Average)
Q: What % of the all your interns that you wanted to hire,
accepted your offer?
A: 32%
CXR: Not sure that training 2/3 of my interns for someone else is a good ROI..

16. JOB BOARDS: Postings versus Resume Databases
Which statement most accurately describes your hires
from Job Boards in 2013?
Not applicable.
(Our recruiters do not post jobs or access resumes)
4.17%
Job board hires are predominantly from Posted Jobs not Resume Searches.
50.00%
Hires from Posted Jobs are slightly ahead of those from Resume Searches.
14.58%
Pretty much balanced between the two.
18.75%
Hires from Resume Searches are slightly ahead of those from Posted Jobs.
4.17%
Job board hires are predominantly from Resume Searches not Posted Jobs.
8.3%
CXR: Use of resume databases has
declined with the rise of SM and
LinkedIn

17. MAJOR, NICHE AND AGGREGATE JOB BOARDS
(Distribution of the 15.4% attributed to JobBoards)
Indeed 31.2%
LinkedIn (as a JobBoard) 20.1%
Careerbuilder 13.2%
Monster 11.1%
Simply hired 3.6%
Job Central 2.9%
Dice 2.8%
Glassdoor 1.9%
Craigs List 1.2%
ALL Other [Niche] 12.0%
CXR: The trend to incorporate sourcing, exec, branding, analytics and operations specialties continues.

18. LinkedIn’s Impact by SOH
CXR: LI is perceived as a
critical sourcing tool

19. USE OF LINKEDIN: Postings versus Profile Search
CXR: LI is used for passive as much as for active prospects

20. Plans to change relationship with LinkedIn in 2014
CXR: LI continues to penetrate the recruiting marketplace

21. Appendix: What do you plan to do differently in 2014?
ORGANIZATIONAL/STRATEGY
- Centralizing
- We are hiring an external company to do a full TA assessment--it should begin soon. I expect there will be many changes implemented that come from the
assessment recommendations.
- Expect multiple changes in recruiting strategy - increasing quality of recruitment staff
- We'll likely spend less (have budgeted for less) next year...as most people, we've been tasked with "doing more with less!"
- Consolidating recruiting resources centrally and unifying tools and processes
- More spend and strategy is focused outside the US in 2014.
- Improve our processes and implement enabling technology. Reskilling recruiters and driving talent acquisition as an organizational capability.
- Target Lists of Prospective Top 20 Candidates for Each Line of Business within Each National Region. (to be maintained by Senior Leader for each group)
- We are implementing a new CRM tool to better manage our passive and referral candidates. We are also going to add to staff and hire on additional recruiters
to handle the ever increasing hiring needs of our internal clients.
- More emphasis on global mobility initiatives to support internal moves.
- We may be adding non-exempt recruiting next year to our responsibility. This will increase the number of recruiters and budget/resources significantly.
SOURCING
- Increasing internal Sourcing resources
- Strategy will be more sourcing candidate focused.
- We plan to decrease spend on contingency search through leveraging our internal sourcing team.
- The biggest focus this year is to create a new sourcing team to build pipelines for our hard to fill roles. The goal is to reduce the time to find for those positions
to 0 days and to dramatically decrease agency spending.
- External Agencies
- Continue to focus on building sourcing team capabilities.
- We will place emphasis on the sourcing of our hires in 2014 with identified, full-time sourcers in the identified markets.
- More focused sourcing
- More emphasis on internal sourcing capability and career sites.

22. BRANDING/SOCIAL MEDIA/DIGITAL/MOBILE/TALENT COMMUNITIES
- Continue to strengthen our social media/mobile.
- Moving most money to digital strategy
- Trying to shift more to mobile and social sources
- Use of social media/LinkedIn to fuel referrals is a major focus.
- More pay per click, LinkedIn, social, mobile.
- Focus is on employer branding
- Focusing on brand management via CareerWebsite/TalentCommunity
- We are implementing some SEO initiatives to improve our visibility on Google
- 2014 will be much larger shift to social engagement
- Add talent communities for specific groups. Improve SEO & SEM strategies.
- More focus on branding the company as a great place to work
JOB BOARDS
- Minimizing job boards
- Moved away from job board spend
- Less money on job boards.
- Less posting, traditional job boards
- Some less spend on boards
- Fewer boards, paying to augment postings at Indeed, piloting ZipAlerts through ZipRecruiter,
- We are going to spend more on niche culinary sites and less on traditional job board to help us with our need for culinary talent.
- Less emphasis on agency and job boards

23. LINKEDIN
Increased leverage of use of Linked-in
Use of social media/LinkedIn to fuel referrals is a major focus
More pay per click, LinkedIn, social, mobile.
We're moving forward on mobile apply, upping our LinkedIn Job slots budget.
Redistribute spend to other sourcing avenues which also help us with strengthening candidate engagement, for example more spend over
last two years with LinkedIn- redistributed monies from board postings.
We will continue to better utilize LinkedIn
More money on LinkedIn, both recruiter seats and corporate page.
WORKFORCE PLANNING/ANALYTICS
Develop workforce planning for each business unit
Identify other ways to capture source data other than self-report
Fully integrated analytics and reporting.
Better ATS source of hire data - rationalize fields.
More $$$ spent on ACCURATE date on source of hire.
We review source of hire and ROI annually on recruiting resources.
REFERRALS
Internal programs - employee bonuses, etc.
Use of social media/LinkedIn to fuel referrals is a major focus
+ Employee Referral
Communicating about the employee referral program, beefing up the program, policies, and tracking
We continue to try and improve our percentage of hires from referrals
Leveraging employee networks for referrals.

24. MILITARY
Focusing more resources on Military recruitment.
Identifying new sites to find potential candidates on, sources for military candidates.
We will focus on Military and Disability hiring due to new OFCCP regulations.
COLLEGE
Centralizing to focus more FT resources on Univ. Recruiting.
Increasing campus hires is a major focus (whether they are sourced through SM or traditional campus events).
CAREERSITE
improving our career site
More emphasis on Career Site.
JOB FAIRS
We spent more money in 2013 on job fairs and advertising in these locations and we anticipate spending equal to that amount in 2014.
WOMEN
Hiring more women into the workforce
NEWSPAPERS
Still using newspapers for hourly factory workers
REHIRES
+ Rehires

25. Gerry Crispin Mark Mehler
732-821-6652 * mmc@careerxroads.com * www.CareerXroads.com