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Understanding Your Ideal Candidates
The document presents a webinar on understanding ideal candidates, featuring Paul Hebert and Andre Boulais, who discuss generational differences in the workplace and the importance of adaptability in talent acquisition. It highlights key characteristics and work ethics of various generations, as well as strategies for recruiting and retaining top talent through personalized engagement and understanding company culture. Additionally, it emphasizes the role of social media and employee advocacy in attracting the right candidates.
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Introduction to the presentation about understanding candidates by Paul Hebert and Andre Boulais.
Instructions on muting lines, Q&A details, and submission of questions during the presentation.
Credentials of Paul Hebert: media appearances and contributions to various HR and engagement publications.
Andre Boulais: his leadership in recruiting, achievements like saving $3.5M, and experience in talent acquisition.
Preparatory slide for the upcoming discussion on generational differences in the workplace.
Overview of different generations, their birth years, and current ages from Silent Generation to Gen Z.
Discussion prompts on learning and unlearning to bridge generational understanding in the workplace.
Comparative analysis of core values, work ethic, technology adaptation across generations.
Insights into Gen Z characteristics, including digital nativity and expectations from the workforce.
Discussion on respect and comfort with change among different generations, emphasizing shared values.
Reflection on generational distinctions and the implications of generational thinking in broader discussions.
Effective communication strategies and feedback preferences for different generations in the workplace.
Exploration of company culture, its components, and the importance of balancing generational differences.
Discussion on macro and micro cultures within organizations, fostering an inclusive culture.
Need for employers to understand company culture to attract talent, with statistical insights on retention.
Creating detailed personas for candidates, considering elements like education, interests, and backgrounds.
Key foundations for team building and the importance of diverse perspectives and shared experiences.
Evaluating company performance and fit through the lens of candidate personas and team analysis.
Understanding candidates today involves insights beyond resumes, leveraging social profiles and interests.
Strategies for making personal connections and engaging potential candidates effectively.
Tips for using mobile, social media, and customized campaigns to attract diverse talent pools.
Encouraging employees as brand advocates for recruitment and the impact of social shares on outreach.
Overview of Jobvite Engage as a marketing automation tool for enhancing recruiting efficiency.
Success stories and improvements in candidate quality and recruitment processes from Jobvite implementations.
Conclusion slide prompting reflection on readiness to innovate recruitment practices.
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Understanding Your Ideal Candidates
- 1. Understanding your IdealCandidates Presented by: Paul Hebert and Andre Boulais
- 2. • All linesare muted to avoid background noise • Q&A will be through the ReadyTalk chat panel and on Twitter using the hashtag #jvchat • Questions will be at the end of the presentation Before we get started
- 3. Paul Hebert (@IncentIntel) •Interviewed by the BBC on executive motivation and pay • Columnist for IntrepidHR and contributing writer to Fistful of Talent blog • Host for the Enterprise Strategies Media Engagement Radio Show • Writer and founding member of the editorial advisory board at the HRExaminer website • Quoted 3 times in USATODAY as an expert in incentives and channel travel programs • Contributing author of “Enterprise Engagement: The Textbook: A Roadmap to Achieving Organizational Results Through People” • Contributing author of 3 books on social media “The Age of Conversation #1, #2, and #3” • Social Media Editor for the Enterprise Engagement Alliance
- 4. Andre Boulais (@AndreJBoulais) Headof Engage Services for Jobvite Talent Acquisition leader with 10 years executive recruiting, management and strategy Former Head of Global Sourcing during rapid growth cycle for the Salesforce Marketing Cloud • Saved $3.5M in 3 years from high-profile sourcing hires via Jobvite Engage • His outbound Sourcing team had a 46% response from passive candidates • Exceeding both Apple and Google’s Talent Acquisition teams by 50% Public speaker and both nationally and internationally on social recruiting & talent sourcing best practices
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- 7. 7 Talkin’ ‘Bout MyGeneration Generation Name Years Born Current Ages The Silent Generation 1920s - 1940s 75 -95 Baby Boomers 1940s – 1960s Late 50s – Mid 70s Gen X Late 1960s – Early 1980s Mid 30s – Late 50s Millennials Early 1980s – Late 1990 Mid 20s – Mid 30s Gen Z 1996 - ????? 20???
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- 9. What to unlearn http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 SilentGeneration Baby Boomers Generation X Generation Y Core Values Rule Followers Conformists, Discipline, Sacrifice, Duty, Hard Work, Responsibility, Loyalty Equal Rights, Equal Opportunities, Personal Gratifications, Spend Now - Pay Later Diversity, Entrepreneurial, Independent, Informal, Self-Reliance, Cynicism Overconfidence, Fun, Tolerance, Social, Tech savvy Attributes Committed to employer, Financially conservative, Strong Work Ethic, Task-oriented Ambitious, Challenge Authority, Competitive Adaptable, Focus on Results, Free Agents, Self-Starters, Sense of Entitlement, Work to Live Attached to technology and parents, Multicultural, Overindulged, Innovative, Open to new ideas, Self- Absorbed Work Ethic Dedicated, Work Hard and pay your dues Driven, Quality, Long Hours Balance, Work smarter not harder, Self-Reliant, Want structure and direction Ambitious, multitasking, entrepreneurial Technology Adapted Acquired Assimilated Integral
- 10. What to unlearn http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 SilentGeneration Baby Boomers Generation X Generation Y Think work is... An obligation, a career An exciting adventure A difficult challenge, a "job" Like, really hard What they bring to the workplace Experience, dependable, disciplined, stable Challenge the status quo, big picture, team player, mission oriented. Adapt well to change, determined, task managers, multitaskers Consumer mentality, collaborators, fast, optimistic Major problems they have at work Don’t adapt well to change, avoid conflict, black and white opinions Expect everyone to be workaholics, don't like change Their cynicism can get really, really tedious, impatient, lack people skills Inexperienced, need supervision, unreasonable expectations Opinion of authority Respectful Impressed Unimpressed Indifferent
- 11. http://www.bankingexchange.com/management-topics/human-resources/item/5682-time-to-ditch-generational-thinking • Born between1995 and 2015 • Not just a birthright, but a choice • Digital natives and/or “hyperconnectivity junkies” • Technology is an invisible, ever- present part of their daily lives • Accustomed to continual change • Their expectations will radically change the business world Gen Z is you and me
- 12. Leaders must betrustworthy Everyone wants respect • Older individuals talked about respect in terms of “giving my opinions the weight I believe they deserve” • Younger respondents say respect iz “listen to me, pay attention to what I have to say.” Nobody likes change • Research found people from all generations are uncomfortable with change • Resistance to change has nothing to do with age; it has to do with how much you stand to gain or lose as a result of the change. What to learn - All generations have similar values http://www.amanet.org/training/articles/The-Myth-of-Generational-Differences-in-the-Workplace.aspx
- 13. Loyalty depends oncontext • Research shows the amount of time a worker puts in each day has more to do with his or her level in the organization than with age. The higher the level, the more hours worked. Everyone wants to learn • Learning and development were among the issues brought up most frequently by all generations. • Everyone likes feedback. What to learn - All generations have similar values http://www.amanet.org/training/articles/The-Myth-of-Generational-Differences-in-the-Workplace.aspx
- 14. Real and unreal Sometimesa choice not just a birthday Part of bigger discussion and not the end game Generations are…
- 15. Medium is themessage Marshall McLuhan
- 16. What to Learnand Focus on http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 Silent Generation Baby Boomers Generation X Generation Y How to communicate One-on-one, "memo", good grammar “Call me anytime!”, include in decisions, emphasis on company mission “Call me only at work.”, email, speak their language, informal “Text me.”, positive language, action verbs, humor Feedback and rewards No news is good news, private recognition Like monetary rewards and often display all awards for public view, like praise, Want to be rewarded with time off, regular feedback, structured coaching Need frequent feedback, clear goals, need/want recognition, flextime Messages that motivate “Your experience is respected.” “You are valued and needed.” “Do it your way.” "Forget the rules." “This place is fun.” "You will work with smart, creative people.
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- 19. 19© 2015-2016 Jobvite,Inc. 1 Generational differences aren’t enough when you’re building a balanced culture
- 20. Culture is thesum total of all employees
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- 26. Company’s overall culture isthe shared elements of the micro-cultures
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- 28. 28 Understanding your culture iskey to your competitors’ recruiting strategy
- 29. Understand Who YouAre Be Genuine Play to your Strengths 29 Why Should I Come Work for You? © 2015-2016 Jobvite, Inc.
- 30. “45% of workerswill jump ship for a new job even though they are happy in their current position.” - Jobvite 2015 National Job Seeker Report “78% of business leaders rate retention and engagement urgent or important.” - Forbes 30 Retaining top talent as important as attracting it
- 31. – User-centered Design –fictional characters created to represent the different candidates – Uses facts as well as educated guesses – Creates a story about the candidate • History AND Future 31 Building Personas
- 32. • Location • Age •Gender • Education • Relationship status • History of work • Interests • Anything else to round out the story 32 Types of Elements to Consider
- 33. What are commonalitiesfor top performers – are their similarities? – Education – Interests – Background – Etc. Are there elements of people who didn’t make it? Can we create a picture of someone who isn’t a good fit/perfomer? 33 Research Your Company
- 34. Building a Team First,create a foundation... Then add the extras
- 35. Before choosing who… •Trust • Leadership/Direction/Mission • Defined Rules of Engagement • Used to talk about roles – but we have a new world of transient leadership and multiple roles • Ethics and Accountability • Freeloader problem 35 Foundations
- 36. Diversity of thoughtand culture Shared Experiences 36 People Stuff
- 37. • Once personasare developed check team structure if you can • Do your teams show a distinct structure – do certain personas show up in top teams vs. poor teams? • Think in terms of not only the persona that fits a role – but where that role will plug into a team 37 Review Teams © 2015-2016 Jobvite, Inc.
- 38. 1. Research YourCompany What are commonalities for top performers – are their similarities? – Education – Interests – Background Are there elements of people who didn’t make it? Can we create a picture of someone who isn’t a good fit/performer?
- 39. How Jobvite UnderstoodPersonas How to Hire for Skill AND Culture
- 40. For Jobvite eachHire is More than a Resume We want to understand who you are as a person Are you an: • Innovator • Builder • Industry-leader • Blogger/contributor to your field We utilize our own technology to do our homework ahead of interviews
- 41. 41© 2015-2016 Jobvite,Inc. ✓ Social Media Profiles ✓ Personal Web Sites and Blogs ✓ Notes on Interests Today’s Candidate is So Much More Than a Resume
- 42. ✓ Social MediaProfiles ✓ Personal Web Sites and Blogs ✓ Notes on Interests 42 Today’s Candidate is So Much More Than a Resume © 2015-2016 Jobvite, Inc.
- 43. 43 It’s Imperative toMake an Impression When you Engage With Top Talent
- 44. How to Attractthe Right Personas Make a personal connection
- 45. • Have aMobile-Optimized Solution • Be where the Candidates Are • Utilize Social Media 45 Three Quick Tips to Attract Talent © 2015-2016 Jobvite, Inc.
- 46. 46© 2015-2016 Jobvite,Inc. Utilize Social Media to Connect Across a Variety of Personas
- 47. 47 Personalize how youattract and communicate with key personas
- 48. 48 Tailor Customized WebPage Campaigns to your Targeted Personas
- 49. 49 Make an Impressionby Texting a Link to a Customized Web Campaign
- 50. ● Your Employeesare your #1 Marketers ● Employees already have 10x more followers than the brand they work for ● Brand messages reach a whopping 561% further when shared by employees on social than when they’re shared via official company social channels Unlock Your Company’s Hidden Weapon
- 51. 51 Employ your Executives,Hiring Managers and Employees to Attract Talent Recruiting web campaigns can be dropped into any employee’s LinkedIn page. Within seconds, they become recruiters!
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- 53. 53 Amplify your MessageVia Social Media Watch your #recruiting efforts become the next hot hashtag
- 54. Jobvite Engage isthe Marketing Automation tool for Recruiters
- 55. 55© 2015-2016 Jobvite,Inc. “For us, Jobvite Engage is the most comprehensive, and overall most advanced platform for finding and managing the best candidates. It's easy to post broadcast our jobs across a number of traditional and social media sites, manage in-bound talent, work together as a team to interview & assess candidates, and ensure the people applying for jobs have a smooth and awesome experience." - Director of Talent Acquisition, Tenable Network Security
- 56. 56 Stop Looking andMake Top Talent Come to YOU!
- 57. “We’ve seen amajor improvement in the quality of candidates we’ve hired since adopting this new and improved email recruiting strategy.”
- 58. 58 Tie Recruiting toGlobal Events to Target Multiple Personas
- 59. 59 No Small Resultswith Engage “The possibilities for social media are beginning to become endless on what we can accomplish, and we've only just begun using it!” --Talent Leader at Bankrate.inc “FYI, I received my first employee referral through the system 45 minutes after I sent my first Jobvite!” --Head of Talent at G.A. West
- 60. GroupM Asia-Pacific tookhome trophies at Human Resources magazine’s first Asia Recruitment Awards 2015, including the overall Grand Winner
- 61. “Jobvite Engage hashelped us craft talent communications in a way that’s exciting and dynamic for our recruitment team and candidates.” - GroupM APAC Talent Leader
- 62. 62 Are You Readyto Reinvent Your Recruiting Playbook?
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