AGR AGM - CEB SHL Talent Measurement

1 © 2014 SHL, a part of CEB. All rights reserved

Taking the guess work

out of global graduate

recruitment

Eugene Burke Chief Science & Analytics Officer


Arguments for a data driven approach (1)

Employers are failing to meet their needs



Graduates are struggling to navigate to the right opportunity



The dynamics of the graduate talent pool have changed


And recruitment is being asked to step up

1PricewaterhouseCoopers (2012) 15th. Annual Global CEO Survey

2CEB (2012) Realising Recruiting Success in a Global Environment

67%1

15%2

CEO’s reporting a greater

need for insight to inform

investment decisions

Senior leaders reporting

their recruitment function

providing proactive advice

needed to shape business

strategy


Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

The typical ask

of recruitment



67%1

15%2








strategy



Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

How can we

improve our

sourcing strategies

to drive ongoing

competitive

advantage?

Are we

delivering against

the operational

needs of the line

and business

units?

Are we building

the talent pools

we need to

support our

strategy?

The new world of graduate recruitment



67%1

15%2








strategy



Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

How can we

improve our

sourcing strategies

to drive ongoing

competitive

advantage?

Are we

delivering against

the operational

needs of the line

and business

units?

Are we building

the talent pools

we need to

support our

strategy?


The rise of the Talent Advisor



67%1

15%2








strategy



Are we optimising

our spend to

increase or

maintain the ROI

from graduate

recruitment?

How can we

improve our

sourcing strategies

to drive ongoing

competitive

advantage?

Are we

delivering against

the operational

needs of the line

and business

units?

Are we building

the talent pools

we need to

support our

strategy?


The rise of the Talent Advisor The need for talent intelligence



67%1

15%2








strategy



And returns on current investments are being questioned

Jobvite (2013) Social Recruiting Survey & CEB (2013) Recruiting Forecast Survey


Two ideas …

Buy versus build – where do organisations

stand on the strategy they are pursuing?

Attracting and retaining talent – how do

organisations know if their EVP is having the

right impact?


Why explore this?

Presentation given at the 2013 Association of Graduate Recruitment Conference


Presentation given at the 2013 Association of Graduate Recruitment Conference

Why explore this?


Buy versus build – where do organisations

stand on the strategy they are pursuing?


What are employers looking for?

“When it comes to recruitment,

it can feel as though young

people and employers are

on completely different

planets. Too many young

people are struggling to find

their first job, whereas many

employers are finding it

difficult to get the skills they

want.” 1

1Peter Cheese in the press release for CIPD (2013)

Employers are from Mars, Young People are from Venus

2

2National Association for Colleges and

Employers (2013) Job Outlook 2013


A validated model of employability

Can they get things done?

Can they bring people with them?

The examples given are selected dimensions from CEB’s Universal Competency Framework (UCF). In practice, the CEB

Employability Model draws on all UCF dimensions to provide a holistic view of graduate talent


Four strategic spaces

Buy Buy &

Build

Buy &

Build Build

Buy Strategy Effective Either Strategy Works Buy & Build More Effective Build More Effective


Which space do you occupy?

Banking

Business Services

Consumer Goods (Light)

Consumer Goods (Heavy)

Engineering

Food, Beverages & Tobacco

Healthcare

Insurance & Financial Services

Mining

Oil & Gas

Professional Services

Public Sector

Retail

Technology

Telecoms

Travel & Leisure

Utilities


Which space do you occupy?

Australia

Belgium

Canada

China (Hong Kong)

China (Mainland)

China (Taiwan)

Denmark

Egypt

Finland

France

Germany

Greece

India

Indonesia

Ireland

Italy

Malaysia

Netherlands

New Zealand

Norway

Philippines

Poland

Portugal

Singapore

South Africa

Spain

Sweden

Saudi Arabia

Turkey

UAE

UK

US


Attracting and retaining talent – how do

organisations know if their EVP is having the

right impact?


Reconciling these numbers

How do you know

your EVP is having

the right impact?


Here are some numbers that talk to value add

The premium in compensation required to attract

candidates who view an EVP as unattractive 21%

The difference in levels of commitment after 12

months for those organisations where EVP

matches expectations of new hires

10x

The increase of employee discretionary effort for

every 10% increase in employee commitment 6%

The increase of in employee performance gained

from a 6% increase in employee effort 2%

CEB (2006) Attracting and Retaining Critical Talent Segments


What makes today’s graduates tick?


Profiles do vary by geography

Top 5 motivational factors by

geographical region


Employability lens and what makes graduates tick


The window for EVP to have an impact is a small one

A little

investment in

behavioural

analysis …

… will yield a

premium


Thank you

Recruiting & HR

AGR AGM - CEB SHL Talent Measurement