Sourcing Approaches Sharing

Steven Chen
Recruitment Marketing Strategy Manager, IBM GCG
0710/2009

Uncover New Avenues for Identifying Talents

© 2009 IBM Corporation

Pe rsonal Information
E- HR System Steven’s Projects i n Exploring the New Educ ation: Master of Human Resource
World of Smart Rec ruitment Management and Industrial Relations,
 IBM Application Tracking System University of Sydney, Australia
 IBM E-onboarding System Location: Beijing, China
Talent Market Insight Language: Chinese, English
 IBM E-separation System
 China Software Talent Market Research Project Job Title: IBM GCG Recruitment Marketing
 IBM LOA System Strategy Manager
 IBM Contractor Renewal System  Generation-Y Research
Core Competenc ies?
 IBM Candidate Relationship  IBM China Employer Branding Project
Management System (CRM)  12 Key Competitors Market Intelligence Research • Staffing Strategy & Planning
Project •Talent Sourcing and Recruitment Practices
 IBM 3D Virtual World Learning Project
• Talent Market Research & Analysis
for New Employee Assimilation  China Agency Market Research Project
• Employer Branding Research & Promotion
 IBM Campus Recruitment System  Geo Expansion 2nd/3rd Tier City Talent Market • E-HR System Design and Implementation
 IBM Online Job Fair & Interview Research • Project Design and Management
System  IBM China Talent Relocation Research • HR Consulting and Training
 E-learning Portal and Profit Model  China Paradox Research on Overseas Chinese
Design Project Graduates 主要职业经历
Strategic Sourcing & Selection
 IBM Global Delivery City Study
• IBM全球咨询部人力资本讲师及专业顾问 ,
全
 Blue Pathway Internship & Campus Program  IBM Employer Branding Research on Campus 服务客户 :海尔 , 韩国 SK集团 , 上海移动等
海集
 University Relations Collaboration Project  IBM China Alumni Survey • IBM中国区高效面试培训讲师及 Virtual
中
 Diversity Hiring Market Research World Learning 项目负责人
 Agency Management System Project
• IBM大中华区招聘项目经理
大
 Overseas Hiring Project  Other Ad Hoc Market Research Projects for Critical • IBM大中华区雇主品牌运营经理
大
 Diversity Hiring Program Skills or Target Industries • IBM大中华区人才市场调研负责人
大
Other Recrui tment Projects • IBM全球科技有限公司全国招聘经理
全
 ERBP Re-engineering Project
• IBM全球招聘系统中国区负责人
全
 Next Generation Sourcing Channel Project  IBM China Corporate Branding Project • IBM中国研发部门招聘负责人
中
 IBM GCG Alumni Program • IBM中国全球咨询服务部门招聘负责人
中
 IBM GBS Consulting Projects, e.g. Haier, SH
 IBM China Employer Branding Project • IBM中国全球技术服务部门招聘负责人
中
Mobile, Korean SK Group, etc.
• IBM中国销售及支持部门招聘负责人
中
 IBM China Assessment Center Project  IBM China Enterprise Risk Management Project • IBM全国校园招聘经理 : 创建“蓝色之路”
全
 BBSI Interview Workshop Program  IBM Global New Employee Experience & Value 实习项目
 Geo Expansion Sourcing Project Chain Project
 High-volume Hiring Project  Social Recruitment Project
 Other Corporate & Global Recruitment  Other Recruitment Marketing Programs
2 © 2009 IBM Corporation
Projects

agenda
1 Trends for Smart Recruitment
2 Integrated Sourcing Strategy
3 IBM Strategic Sourcing Model
4 Case Study: Social Networks
5 Case Study: SEM + SNS
6 More Recruitment 2.0 Practices
7 Expected ROI


Welcome to the new digital ecosystem

 The media landscape is more fragmented than ever before
 Explosion of channels (web, blogs, RSS, instant messaging, virtual world…)
 Boom of connected devices (iPhone, iPod, video games…)
 The consumer is now always-on, immersed in a digital pool growing every day
 Four generation currently in the workforce
 He’s now in control of communication and trusts more his friends and relatives than
traditional advertising when it comes to decision purchase

Web 1.0 was about connecting Web 2.0 is about connecting people,
computers and making and making technology efficient for
technology more efficient for collaboration, re-use, and end-use.
computers.
Interaction

Transaction

Conversation
Feedback

Contributions

This new behavior influences the recruitment sector

 Job portals still lead the way but they see the rise of new niche actors
 They also face the threat of B2B social networks like LinkedIn, Facebook, Xing… and many
others
 User-generated content impacts the reputation of your company and its attractiveness as work
place
 Recruitment is getting more « social » to track talent and
attract the right profiles
 Just like in many other sectors, Internet generates
« disintermediation » effects: companies
can bypass professionals to find people they need


Reach Candidates : Spent Time

Avg. Recruiter’s Marketing Spend Individual Media Consumption

Going Online
The 14 hours per week
45% Opportunity
Temporary
Replacement Firms

Watching Television

10 Hours per week

35%
3 rd Party Staffing
Radio Listening
Firms & Headhunters
5 hours per w eek
16% of the time

11% All Reading Books, 3 hours

Newspapers
Reading magazines, 3 hours

7% Internet Reading newspapers, 1 hour

Source: Borrell Recruiting Report (January 2006)

Typical web 1.0 online recruiting strategy

STEP 1 STEP 2

Career Site $$ Job
Boards
Corporate Career Site Job Search 51jobs, Chinahr
Apply Process Niche Job Board

 Not driving direct traffic
STEP 3
 Not capturing passive STEP 4
candidates
 Not measuring sources
Candidates
 Fragmented candidate
ATS Active People Only
databases/networks
=<1% Internet Users
 Not marketing to applicants, Jobs
employees, search engines, social Machine Gun Apply
networks Applicants
Shared with others


Recruiting Today – Pay to Post or Pay for Performance?

Niche Job Boards

Missing 70% of total Major Job Boards
Internet audience
Pros:
But some clients • Inefficient - GIGO
spend over 70% of • Low ROI – Pay to Post
• Brand (active seekers)
budget to reach 30% Internet Overall
70% vs.
30%
of audience Top Job Boards
Cons:
• Only active seekers
• Losing share

Candidate Behavior:
Throw it against the wall

Niche Job Boards
Trend: More recruiters abandoning the pay-to-post model
Source: ComScore

Source of Hire 2008
Some key findings include:
 Internal transfer and promotions has the
significant increase in the proportion of internal
to external fills in 2008 (38.8%) versus 2007
(28%) due to the deteriorating economic climate
during 2008.

 Referrals (employee, alumni, vendor, etc.) make
up 27.3% of all external hires and is arguably the
number one external source. (Employee
referrals make up most of this category but
Alumni referrals are growing.)

 Hires attributed to Job Boards (not including the
company site) represent 12.3% of external
hires. The trend predicts it will diminish in the
future.

 Company web site is regarded as a destination
not a source.

Trends in 2009
 Improve Direct Sourcing, Social Network
Source: CareerXroads 8th Annual Source of Hire Study (200
Companies, 5000+ employees, Named Brand), 02/09
Connections and SEM
 Reduce Agency, Job Board and Print
 Increase Referrals

The New World of Recruiting

The bottom line is this: With
 a wave of retiring Baby Boomers,
 a wave of less experienced Generation Y workers coming into the market,
 and the changing economic landscape, finding the right people for the right jobs at the right time
is more critical than ever.

“Recruiting is much more complex than it used to be. You can’t just post an ad on a site like
Monster and wait for candidates to come.

You really need to do your homework and think of recruiting as a marketing campaign – who
is my target market, and how can I reach them.”

- SHRM


Recruitment 2.0 – Future Trends

The Past The Present Future Trends

 Print, Print, Print
 Internet has revolutionized the way Integrating
 Newspaper Advertising we recruit Engagement Tools
 Job Fairs/Event
 Awareness and targeted
messaging (reach Active & Passive) into your recruiting plans
Recruiting
 Word of Mouth
 Content and visuals (blogs, videos,  Online Marketing (SEO/SEM)
webcasts, etc..)  Mobile Marketing
 Headhunters
 Networking and researching  Gaming
capabilities (Linked In, Facebook,  Interactive Videos
etc…)  Blogs
 Online Career Fairs  Virtual World – Second Life
 Corporate career website (drive  Podcasting or Jobcasting
traffic)  Social Networking e.g.
Facebook.com
3I = Integration, Interactivity and Innovation LinkedIn.com

Attract Talent From Multiple Online Channels

Virtual World/Gaming
Second Life Searching Engines
Social Networks Google, baidu
Facebook, Linkedin Sourcing
Job Boards Tools
51job, Chinahr, Zhaopin
ATS / CRM

Alumni
Recruiting Job
Corporate Career Site Aggregators

Instant
Blogs, Industry Groups
messaging

E-mail & RSS Marketing
Print Advertising Mobile
Recruiting


Benefits of Media Diversification

 Reach passive candidates where they live on the internet
– Not just where they search for jobs

 Diversification = increased exposure to message

 Long term strategic direction for extending brand and building pipeline

 Measurable and targeted

 Broad range and flexibility of advertising options
– Pay Per Click (PPC)

– Rich media, banners, pages, linking strategies, etc.


agenda
7 Expected ROI


Integrated Sourcing Strategy
- Integration, Interactivity and Innovation

We believe…

…your recruitment
strategy must be
integrated.

…each element
should compliment
the other.

…in a cohesive
and consistent
message.


Talent Community Defined

A Talent Community is ……

 An organized group (database/website) of individuals.
 Where employers can interact with current and future prospective employees.
 To communicate currently active or future job opportunities.
 Using enhanced and /or automated technology
 Which enhances both the employers ability to find/fill
opportunities with the best possible candidate.
 And where candidates are aware of the best possible
opportunities to maximize their careers based on their specific
skills and interests.


Who is in a talent community?

Talent Community Group

Prospective Past Applicants
Candidates
• Passive Candidates • Good Quality/ Wrong Fit
• Subscribers on Career Site • Import From ATS System
• Recruiter’s Contact • Increases Return
(Network) Applicants

Current Past Employees
Employee (Alumni)
• Working Within Company • Maintains Ongoing Contact
• Increases Referrals to • Invites Boomerang Hires
Friends • Amplifies Alumni Referrals
• Enhances Internal Transfers


Building Talent Community

Job Marketing Job Boards

Marketing Platform

Sourcing Activities
Career Site
Talent Landing Page SEO/SEM/PPC
Job Search
Job Distribution Social Networking
Apply Process
E-mail/RSS Mkting Job Classifieds
Talent Community Employee Referral
Social Networks Past Applicant
Live Chat Alumni Recruiting
Candidate Mobile Recruiting
Tracking
ATS Dash Board RSS/Blog

Jobs
Join Talent
Applicants
Community


Candidate Relationship Management

Analysis provided by system

Web and E-mail Analytics

Call Center Candidates
Relationship
Candidates Candidates Managemen
SMS Information t

Events Marketing

Service provided by vendor Marketing Campaigns conducted
Incorporated with CPO concept through joint efforts by
IBM and Vendor


agenda
7 Expected ROI


IBM Strategic Sourcing Model

Talent Market Insight

Utilize internal MI agency to gain talent market
insight for guiding sourcing strategy and programs
to support IBM hyper-growth in China

Talent Attraction . Talent Selection
Define sourcing/branding strategy, cook creative Establish systematic assessment model/tools to
sourcing programs and build up effective channels to better Identify the best candidates and deliver
proactively meet hiring demands extraordinary values to clients

Sourcing Scorecard
City Segmentation
Segment cities of prefecture to track
Establish the management system level into 5 tiers,
sourcing effectivenessand performance
allocate sample and design assumptions.


Talent Market Insight - Scope and Deliverables

Report Structure
Competitor Overview

 Introduction Executive summary of major findings 
– Scope and deliverables Overview of competitor’s global operations 
– Core framework and models Overview of competitor’s domestic (China) operations 
– Methodology Years of operation and developmental milestones 
– Project approach Senior management and reporting structure to global business 

 Competitor Overview Organization and Business Structure
 Organizational and Business Corporate organizational structure by function Y
Structure Corporate organizational structure by business unit Y
 General Human Resource
Requirements
Location information and business type Y
 Personnel Skill Sets
Detailed business structure by location Y
 Workforce Management Practices
Turnover rates, general and by function Y
 Compensation and Benefits General HR Requirements
 Conclusion and Discussion
Overall size of workforce Y
Breakdown by location and function Y
Recent Turmoil and major issue updates Y
Recent Changes in business structure 
Current job postings / openings (analysis by function & location) 

Scope and Deliverables (cont.)

Personnel Skill Sets Compensation and Benefits
Assessment of ‘Hot’ IT Skills (by location and initiatives)  Salary and compensation, experienced employees 
Assessment of the current skill profile of the company  Salary and compensation, interns and recent graduates 
Language Requirements (other than English)  Benefits packages, bonuses, and rewards 
English language requirements (how to test)  Recruitment costs 
Difficulties when expanding the workforce (examples & analysis)  Evolution of labor costs 
Projections for future salary costs 
Workforce Management Practices
Conclusion and Discussion
Recruitment procedures and processes 
Recruitment channels (types, names, contribution types)  Major findings 
Headhunters, agencies and universities  Conclusions and recommendations 
The recruitment cycle and interview process  Next Steps 
Difficulties encountered during recruitment 
Contracts with employees 
Contracts with agents and headhunters 
Typical compensation packages 


How MI guides sourcing channel strategy
Xi’an Talent M arket Overview Xi’an Experienced Talent Mapping (2007)
High
Channel Skill matching Pool level
Local small SI/

Pipeline Number
MNCs High ≤150 channel

BP&SI High ≤500
R&/D
SOEs/Clients Medium ≤100 Institutions

Institutions Medium ≤500 SOEs/ BPs/SI
MNCs

Local SI/Channel Low ≤3000 Clients
Low
Low Skill-sets Matching High

Talent Supply Sourcing Strategy
 Most of MNC IT providers, i.e. HP, Cisco, Dell, EMC  Talent Mapping & Social Recruitment – conduct
etc. have office or local workforce in Xi’an with very talent mapping & social networking recruitment
limited talent size, most have less than 40 people  Build Local HR Sourcing Capabilities
 IBM equivalent MNCs sales workforce are less than  Localize Your Sourcing Channels – special
150 people;
employee referral bonus program, local newspapers,
 local big BP & SI have fairly large, estimated 500, IBM local niche portals, walk-in job fairs
equivalent sales talent pool, however less than 10% of
 Agency Partnership – form strong partnership with
the pipeline can meet IBM hiring criteria;
local vendors
 Due to the niche talent pool, most peer sales or client
rep. get well known to each other
 Talent Mobility from 1st tier cities & other
locations - both internal & external


agenda
7 Expected ROI


Case Study: Social Networks - Linkedin

The largest professional network Top 10 Industries on LinkedIn
• Collecting and connecting important professional (by membership)
contacts online
1. Information Technology & Services
• Users promote themselves and their achievements
2. Computer Software
• Gaining access to new people (sales leads, career
24.65% 3. Financial Services
opportunities, etc.)
4. Marketing & Advertising
• 12-25 minutes avg. length of time per session
5. Real Estate
6. Hospital & Health Care
LinkedIn Members by Region (%) 7. Telecommunications
(LinkedIn data as of Oct. 2008) 8. Education Management
9. Accounting
10. Banking
North American
Europe
Asia One of the fastest growing networks
Latin American • 384% growth in unique visitors from March 07 –
Australasia March 08 (ComScore)
Africa • 22 million registered users
Middle East
• 133 countries and 150 industries
Other
• Over 1 million people join each month
• China is the No.1 fast growing region of
LinkedIn’s membership (Nov, 2008)

Keys to an Integrated Strategy

How does social media relate to other strategies?

Web Strategy
Having a solid website is the foundation.
It should be the baseline where
customers get their news about the
company and products.

Internet Marketing Strategy
Outreach with traditional affiliate
networks, advertising, PPC, search,
press and media online.

Social Media Strategy
Leveraging relationships and networks.
The power of networks, raw and open
feedback, existing social network tools
that people use.


LinkedIn Talent Direct - InMails

 Linkedin Talent Direct Inmails are an
excellent way to reach a narrow pool of
candidates and ensure that company’s
message reaches the most qualified
candidates ensuring that we get the best
return on investment possible.

 Talent Direct emails are sent to the inbox
of a targeted set of LinkedIn users. This
group is narrowed down based on
Linkedin user date and can be targeted by
specific industry, job function, company
size, or geography.

 The Talent Direct Message remains in the
user’s Inbox section (above the fold) until
an action is taken (user clicks or clears).
You only pay if the user actually opens the
message, further ensuring that you will
receive a high return on your advertising
investment.

 The Talent Direct Message can link
directly to company career site.


LinkedIn Talent Direct – InMails Target Audience

Cost: $10,000 USD
Member Types
• Targeted InMails to 3,750 professionals
SAP Consultants
Marketing Professionals (opened inmail count)
Sales Professionals • In-demand technology
Research and Development

Location: China

Total Count: 23,300

Competitor Count:
HP- 1015 EMC-285
SUN-794 Dell-911
Cisco-520 Symantec-209
Microsoft-1508 Oracle (BEA)- 949
Accenture-880 BearingPoint-337
Infosys-115 TCS-56
Wipro-32 Lenovo-503
NCR-147 Digital China-63
EDS-110

agenda
7 Expected ROI


Search is a Highly Effective Hiring Tool

Search engine marketing ranks on a par with recruitment sites overall – and
ahead of executive, college, regional and diversity recruitment sites - as an
effective hiring source.

Employee referral programs
Effectiveness Rating by Recruiters
6%
Decline in job site
4.0
Recruitment sites overall 3.3 effectiveness since
Niche recruitment sites 3.4 2006

41%
National recruitment sites 3.2
Executive recruitment sites 2.7
College recruitment sites 2.6
Regional recruitment sitse 2.5 of recruiters plan to
Diversity recruitment sites 2.2 increase spending for
Search engine marketing 3.0 search engine marketing
Social networking sites 2.6 in 2008
Career fairs 2.5
Newspapers 2.2
0 1 2 3 4 5
Source: Classified Intelligence, February 2008.

Microsoft SEM Practice – Key Words Optimization

Keywords： 20-30 tech-related keywords, click to switch to career site at Microsoft
：
 SEM at Google.com and Baidu.com
 Key words: wpf, windowsce, symbian, soap, qoe, multithread, directX, ajax, ado, adbot,…..


Microsoft SEM Practice – Career Site


agenda
7 Expected ROI


TMP’s “Work With Me” Facebook Application

‣ Employee referral and job broadcasting
application powered by the Facebook
platform

‣ Employees encouraged to download or
integrate into ERP to amplify passive
candidate reach

‣ Companies can push jobs to employees’
Social Network profile, drive applicants,
and collect metrics

‣ Excellent way to reach passive
candidates


Blogging
http://blogs.MSDN.com/jobsblog

RSS aggregator
Registered directly from the
career blog site. RSS content
feature ideas:
‣Career opportunities relevant to
the user’s profile
‣Calendar of events
‣Employee Biographies/
Testimonials
‣Company news
‣Innovations and insights
‣Employee blogs
‣More …


Mobile Marketing - Employee Referral Program

Concept
Utilize SMS and WAP as a way to drive employee
referrals.

Overview
Employee sees ERP marketing campaign that
asks them to refer their friends by texting a
message telling them to click on a mobile WAP link

When friend clicks on WAP it will take them to a
WAP enabled ERP site that talks about the
categories of jobs available.

The friend then submits their email address and a
more formal job description is sent to them with
details on how to apply.

If friend doesn’t have WAP they can access job
content via SMS.


Virtual Job Fair

60,586 - unique visitors to NiW site.
1,876 - job seekers registered.
1,160 - job seekers requested interviews.
310 - job seekers accepted for interviews.
218 - job seekers interviewed.
741 - job seekers left contact information for employers
during the registration process.


agenda
7 Expected ROI


Expected ROI

Will I see the same results I see from the job boards?
– New Media typically will not deliver the same volume of candidates, but will reach a
targeted, qualified candidate pool.
– By its nature, New Media reaches a passive audience where they spend time
online; not necessarily where they search for a job online.
– Most New Media strategies are long-term. It takes time to build awareness and
realize the full potential of the campaign.
– Use New Media to extend reach of employment brand and build pipeline.

What is expected ROI?
– Reach most qualified applicants for long term brand impact.
– Increased brand recognition within passive audience.
– Positive perception of being an early adopter and innovator.
– More frequent exposure to employment brand when part of integrated strategy.
– Control your own budget spending on target candidates.


Be a Recruitment Marketing Expert

Branding Sourcing
and Creative
Employer Branding/ OnlineStrategyMedia Plans
& Offline
Research Search Engine Marketing
Campaign Development Web Development
Targeted Messaging Relationship Marketing
Online Creative Strategy Employee Referral Programs
Hiring
Retention & Employee
Events
Engagement
Online Resume Mining
Internal Communications Talent Market and Sector Expertise
Diversity
& Inclusion
Competency Student
Communications
Reporting and Implementation
Analysis Media Placement
Campaign Management
Job Posting Metrics Job Distribution
Website Analytics Advertising Design
Search Engine Optimization Email Distribution
ATS Data Integration Search Engine Management
Surveys/Research Campaign Optimization
Metrics reporting Geographic Coverage
System Development
Project Management


For more information

Please contact me directly at:

[13911277586]

[chencw@cn.ibm.com
]

or visit my blog: http://blog.pincn.com


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