THE ROLE OF RECRUITER IS IN

QUESTION – BUT HOW MUCH

OF AN IMPACT WILL TECH

REALLY HAVE?

HRO Today Forum APACNovember 12, 2018

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Introductions

Tamara SigerhallManaging ConsultantKorn Ferry Professional Search

Merissa YeowGlobal Client Solutions Director, Korn Ferry RPO

Pip EastmanManaging Director, APAC Solutions, Korn Ferry RPO

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The digital journey will reshape the workforce…

RIGHT SIZE RIGHT SKILLS RIGHT SITE RIGHT SHAPE RIGHT SPEND

Fewer humans? Or more as

automation enables greater capacity

Greater decision-making as

automation takes repetitive tasks

Location is deprioritized – or

changed in search of key digital talent

Networked, platform-based

structure

Data analytics means

compensation and rewards are more optimally allocated

A delicate ecosystem

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RECRUITER

80% I have a ‘high’ to ‘very high’ understanding of the jobs.

51% Hiring managers ‘should do a better job communicating what they are looking for in a candidate’.

54% of recruiters complain that hiring managers expect recruiters to place candidates into hard-to-fill positions more quickly than is feasible.

Corporate job openings on average attracting applications so sifting is a major time factor.

250+

CANDIDATE

29%

of candidates say they would never apply again after a bad experience and 41% of job hunters have put their negative candidate experience down to being unable to contact a recruiter.

83%

of employers think a negative candidate experience affects the company, and this extends to candidate’s willingness to buy products from that company

82%

of applicants don’t even get acknowledgement that application is received

HIRING MANAGER

61% recruiters have, at best, a ‘low’ to ‘moderate’ understanding of the jobs.

77% recruiters’ candidate screening is ‘inadequate’.

44% “Lack of Required Skills or Experience” among applicants is biggest recruitment challenge

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INNOVATING ACROSS THE

RECRUITMENT PROCESS

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Tech impacting the recruitment process

PLANEnhanced Job Profiling

Benchmark ProfilesTalent Analytics

SOURCEAI Sourcing Engines

ENGAGEPre application assessmentRealistic Job Preview (RJP)

Gamification

SELECTAssessmentVideo Interviews AssessmentsStructured Interviews

HIREAssessment evaluationPay benchmarks

ONBOARDBetter Candidate ExperienceReduce Time to Impact90-Day Development Plan

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Benchmark profile

7

Market insights

Experience

Job context Responsibilities

PLAN

Compensation

Soft & hard skills

Recruitment Data

Supply and Demand

Profile Building

Benchmark Data

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How AI for sourcing works

8

Enhance the Job Description

Using best in class profiles and AI – the

system augments what the recruiter should be

looking for.

01

02 04

03 05Social ArtifactsQualitative and quantitative informationCandidates’ readinessto move.

LocalizationThe AI looks to determine if it has worked with this location or recruiter before

Studies the MarketIndependently, it

studies people in those roles to identify what

variables are key.

Korn Ferry ExperienceThe AI takes into account all of the Korn Ferry Experiences for this role.

SOURCE

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Today ‘company culture’ is more important than ever for

candidates when choosing an organization

Who is broadcasting your culture during the recruitment experience?

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FORTUNE World’s Most Admired Companies rankings

Candidate companies:

Rated overall and relative to industry peers by executives, directors, and analysts

FORTUNE 1,000 Non-US Global 500

with revenues of$10 billion or more

680 companiesfrom 29 countries

included

Industry rankings generated for52 industries

Attributes of reputation:

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All Stars for 2018

01 Apple 1

02 Amazon.com 2

03 Alphabet 6

04 Berkshire Hathaway 4

05 Starbucks 3

06 Walt Disney 5

07 Microsoft 9

08 Southwest Airlines 8

09 FedEx 11

10 JPMorgan Chase 22

11 Netflix 14

12 Facebook 9

13 Costco Wholesale 15

14 American Express 17

15 salesforce.com 20

16 Nike 12

17 Johnson & Johnson 13

18 Coca-Cola 16

19 BMW 21

20 USAA 25

2017 rank shown on right

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Focus of past research

Key differentiators of the World’s Most Admired Companies

Ability to attract andretain talent

Employee engagement and enablement

Performance management

Reward program effectiveness

Innovation

Conducting business globally

Managing through economic uncertainty

Preparing for the future of work

Responding to the digital economy

Board governance and human capital management

Culture

Leadership

Managing reputation

Strategy implementation

Organizational design and operating model effectiveness

Execution

Organizational agilityWhat distinguishes

the ‘best’from the rest?

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Culture

“We onboard employees all over the world every day to both the company globally and what is important to know locally. Our leaders are part of the onboarding process, reinforcing the values and heritage that make Coca-Cola uniquely us.”

Ceree Eberly, Former Chief People Officer, The Coca-Cola Company

Defined and regularly measured

New hires tested for "fit"

Incorporated into performance management processes

Evaluated in reward, recognition, and promotion decisions

Culture and values

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Realistic job preview

15

Competency based pre-application assessments, giving candidates a glimpse behind the curtain, allowing them to engage with a brand and ultimately helping them to judge for themselves, if they are a good fit a particular organization.

ENGAGE

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CRM fading, TRM on the rise

17

Candidate experience!

Mobile first

Applicants & Jobseekers

Acts swift and independent and involves recruiters when needed

Fills gaps in both directions

Personalised and personal(Amazon experience)

Automated Scheduling

Loops HRIS data back into recruitment processo Constant data based rebalance

of outreach

o Performance based targeting

o Automated open/close of 'tab'

ENGAGE

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Gamified Assessments

Game-based assessments are the next generation of psychometric testing that assesses personal preferences, behavioural style, cognition and ability.

SELECT

18

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Better hiring decisionsHIRE

Salary Benchmark PictureCandidate Pipeline

Assessment Results Supply and Demand

20

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Onboarding ONBOARD

21

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Question: Which technologies are you using?

22

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THE IMPACT

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The impact of HR tech

24

RECRUITER

HIRING MANAGER

Market and profile information for every role

Reduced administration work

Reduced sifting and selection

Decision support via assessments

Automated, personalised candidate care and updates

More time for high quality work with candidates and hiring managers

Better candidates faster

Detailed information prior to launch

Transparency of process

CANDIDATEBetter qualified approaches

Personalised and timely

candidate care

Video interviews at their own time

Effortless interview coordination

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Group 2 Group 3Group 1

Cohort groups

Pip Eastman Merissa Yeow Tamara Sigerhall

Recruiter as a Talent Advisor Pip EastmanDigital vs Human Touch Tech & Candidate Expérience

Embrace the Future of Recruiting