The Hiring
Process Report
2015
The Hiring Process
Social media
is the most popular
way to boost an
employer brand
47%
of hiring
managers
currently
utilise this
tool
THE TOP THREE
Recruitment priorities
for hiring managers
over the next 2 – 3 years will be:
Technology and knowledge of how to engage candidates
will make the hiring process easier
81%
of hiring managers agree
that fast and efficient canddate
attraction aided by modern
technologies will be of most
benefit to the hiring process
over the next 3-5 years.
57%
hiring managers think that the growing
knowledge of how to engage candidates
will also make the recruitment process
easier in future.
66%
62%
identify
skill shortages
as a major
obstacle in the
hiring process
cite talent
shortage
as a problem
When evaluating the success of the
Candidate
experience
(47%)
Efficiency
of hiring
process
(43%)
Effective
talent
recruitment
tools (42%)
hiring process, the quality of hire and
the length of time the hire stays with the
company are today considered to be
almost as important as the time it takes
to fill a vacancy
Contents
The Hiring Process: Uncovering the truth 4
Background: The Hiring Manager Survey 5
The Hiring Process: Today’s perceptions 6
What helps and what hinders? Benefits of Technology A growing knowledge of engagement An unskilled, inexperienced and unavailable workforce
4
5
6
8
9
10
11
Evaluation: Evaluating the hiring process
12
Boosting Employer Brand: A new focus 19
Conclusions: It’s a candidate’s world
22
Key Priorities for the Future
Measuring quality of hire
Profile of the perfect candidate
Top 5 soft skills for hires in 2015
Searching for perfection
Communication techniques
Enhance and protect 12
13
15
16
17
18
19
20
21
22
Preparing for the future23
The Hiring Process Report 2015 / Kelly Services
The Hiring Process: Uncovering the truth
T
The Cause and
Effect are Two
Sides of One
Fact
- Ralph Waldo Emerson - Essayist
he complex process of hiring workers
– some positively and some negatively - to
is constantly under review. And rightly
give us a better understanding of where we are
so. From sourcing and attraction to
now - and why, as well as what we can expect
candidate engagement and onboarding, the
to see more or less of in the future. This way,
multiple steps involved in hiring top talent are
businesses can be better prepared to deal with
interrelated and critical to the overall success
what lies ahead.
of any business. It’s therefore not surprising
that the hiring process is so closely monitored,
as it’s this kind of scrutiny that can help a
business to get ahead - and stay ahead, in the
wake of change or disruption.
To help identify the main impacts, Kelly
launched the Hiring Manager Survey; exposing
the truth about the process from the hiring
manager’s perspective. The survey revealed
that skill shortages and shortage of talent pose
The hiring process needs to be cost-effective
the biggest threat to the hiring process over
and efficient, balancing the speed of hire with
the next 3 - 5 years. Whereas technology and
the quality of hire, but the multifaceted nature
knowledge of how to engage candidates will
of the process is continually affected by many
have the most positive impact on the process.
internal and external factors. Some have a
positive influence and assist the hiring process.
Some have a more negative impact and can
hinder successful recruitment.
In this report we delve deeper into the realms
In response to this, hiring managers revealed
that their top three recruitment priorities
over the next three years will be candidate
experience, hiring process efficiency and the
use of effective talent recruitment tools.
of cause and effect; identifying the current key
factors that are influencing the hiring process
4
The Hiring Process Report 2015 / Kelly Services
Background: The Hiring Manager Survey
Knowing how important it is for businesses to
We gathered the opinions of over 2,000
prepare for change in the hiring landscape, Kelly
managers in charge of hiring, including
Services’ new and innovative research study
looks at the future of recruiting from a hiring
manager’s perspective. The full study explores
Recruitment Managers
HR Managers
talent acquisition, workplace and generations,
Decision Making Managers with Hiring and the hiring process itself.
Responsibilities
So who exactly did we speak to?
Between December 2014 and February 2015
data was collected from ten different countries,
covering both the EMEA region (Europe, the
for hiring on a local/regional level (73%). A
smaller percentage handled national and/or
international recruits (52%).
Most handled up to 50 hires each year (79.8%).
(Asia Pacific).
Only a few handled 51 - 1,000 hires (16.9%)
Russia, Switzerland
5 in APAC region: Singapore, Australia, New
Zealand, Malaysia, India.
Aim
A Closer Look
We spoke to Hiring Managers
from over 21 different
industries, but the majority of
our respondents came from
either a manufacturing or
communications background,
followed by retail and finance.
By analysing the findings
from this survey and aligning
them with today’s global HR
and recruitment influences,
needs and solutions, we can
gain a more detailed insight
into the real key issues and
common trends surrounding
recruitment.
One component of Kelly’s
Hiring Manager Survey
concerns the hiring process
itself. Here we uncover what’s
really going on from a hiring
manager’s perspective.
The majority of those surveyed were responsible
Middle East and Africa) and the APAC region
5 in EMEA region: UK, Germany, France,
Respondents
and just 3.3% dealt with more than 5,000 hires
a year.
60% considered their
company to be either a niche
player or a top 3 player in
their field.
A hefty 81% of those surveyed
were working in the private
sector. All of which should be
considered when interpreting
the participant’s response.
This puts us in a much better
position to predict future
developments, enabling
businesses to respond to
change appropriately, in
preparation for what lies
ahead.
By collating and analysing
these findings, we can identify
common trends which are
likely to be significant in 2015
and over the next 3-5 years.
As well as reviewing overall
global trends, we will be
looking out for any marked
differences between countries
and considering why this
could be.
5
The Hiring Process Report 2015 / Kelly Services
The Hiring Process: Today’s perceptions
A
s part of our 2015 Hiring Manager
Easier
Survey, we wanted to find out how the
18%
hiring process of today is perceived by
Do you consider recruitment today to be
easier or more difficult then it was
before(previous 5 years)?
the people who are most heavily involved – the
hiring managers themselves; the findings of
which will help us to identify what’s working and
what’s not. Looking at hiring manager’s opinions
More difficult
36%
No Change
45%
and experiences over the last five years will help
us to make more informed predictions about the
future.
We found that the highest
proportion of hiring
managers do consider
recruitment to be more
difficult today than it was
over the past five years
and expect it to become
even more so over the next
3-5 years
Easier
21%
More difficult
No Change
Do you believe recruitment will become
easier or more difficult within the next
3-5 years?
36%
42%
6
The Hiring Process Report 2015 / Kelly Services
The Hiring Process: Today’s perceptions
F
igures suggest that out of the ten countries
Recruitment easier in
next 3-5 years
we spoke to Switzerland and Singapore are
currently experiencing the most difficulties
and expect it to continue. It also seems that the
majority of hiring managers in Russia expect
recruitment to become more difficult in the future
Malaysia
as well.
There is, however, a difference of opinion in
Malaysia and India, where recruitment is now
perceived to be easier than it was before and is
expected to become even easier in the future.
This is most distinct in India where a majority of
United Kingdom
Recruitment more
difficult today than
previous five years
Australia
Singapore
67% consider recruitment to be easier now and
Germany
France
expect it to become easier in the future (66%).
This is an example of how different economic
and social factors affect businesses in different
geographic locations and the differences
between developed and developing countries
become apparent.
Recruitment more
easier today than
previous five years
Switzerland
Russia
Recruitment more
difficult in next 3-5
years
7
The Hiring Process Report 2015 / Kelly Services
The Hiring Process: What helps and what hinders?
D
iscovering what people think is useful,
Why recruitment will become easier in the next 3-5 years
but finding out why they think it is even
more important. So identifying the most
influential factors affecting the opinions of hiring
managers will give us a clearer idea of where the
focus needs to be.
The Hiring Manager Survey
reveals that the most
common factors perceived to
be making recruitment easier
are modern technologies and
a growing knowledge of how
to engage candidates; which
are themselves interrelated
Modern technologies enable faster and more
efficient candidate attraction
81%
Growing knowledge of how to
engage candidates
57%
Impact of economic/environmental factors on
candidate availability
47%
Increasing sourcing capabilities of recruiters
45%
More candidates with specific skills open for
flexible work
40%
Better employer benefits in offer
38%
Improvement of candidate experience with the
recruitment process
38%
Shifting recruitment responsibilities between HR/
recruitment and hiring management
31%
All of the above mentioned answers
9%
Other
1%
8
The Hiring Process Report 2015 / Kelly Services
The Hiring Process: Benefits of Technology
A
s new software and tools enter the
when sourcing high-demand talent; with
And this is where sophisticated sourcing
market, new candidate attraction
LinkedIn currently being the most widely used
technology comes in.
methods are born; we are able to
tool for social recruiting. Unlike 10 years ago,
communicate more effectively and candidate
direct communication tools like this are now
engagement is strengthened.
considered mainstream and are continuing to
gain in popularity as more and more people
81% of hiring managers
agree that fast and efficient
candidate attraction aided
by modern technologies will
be of most benefit to the
hiring process over the next
3-5 years
realise the potential and embrace it.
media sites are a prime example of how
modern technologies are assisting the speed
and efficiency of the hiring process. The role of
are enabling faster and more efficient
candidate attraction; allowing employers
to cast the net even wider to find the talent
they require. And as technology continues
94% of recruiters use, or plan to use social
to advance, we can also expect to see more
media for recruiting in 2014, and those that
diverse engagement channels emerge and
did so found a 49% improvement in candidate
become mainstream; such as gamification and
quality. But although 94% of recruiters are
mobile apps for example.
active on LinkedIn, only 36% of candidates
are1. This suggests that other social media
channels should also be explored as part of the
mix, as well as other attraction strategies.
The direct communication channels of social
So there’s no doubt that modern technologies
The availability of smarter recruitment software
tools, sourcing technology and accessible
cloud-based management systems, like
the Fieldglass VMS - which offers countless
Professionals who are not actively looking for
benefits to employers of a growing contingent
a job, typically don’t want to be found too
workforce – are also making the hiring
easily online , which suggests that additional
process easier. Processes can be centralised,
techniques should also be utilised.
streamlined and monitored more effectively
2
than ever before.
social media is becoming more prevalent
1 Source: Jobvite
2 Source: Kelly Sourcing Paper
9
The Hiring Process Report 2015 / Kelly Services
The Hiring Proces: A growing knowledge of engagement
T
he growth in technology also has an
managers see as being particularly beneficial
effect on candidate engagement, with
to the recruitment process over the next few
more tools and opportunities to reach
years.
out and engage with a broader talent pool.
57% of hiring managers
think that the growing
knowledge of how to
engage candidates will
also make the recruitment
process easier over the next
3 – 5 years
Economic influence
Economic and environmental factors also
have a huge influence on the hiring process.
Web content such as blogs, video tutorials
In 2014, for example, we saw the end of a
and online forums - accessed through search
major global recession and a state of economic
engines and shared on social media links -
recovery ensued. In 2015 we’re seeing
shows how technology and knowledge of
businesses dusting themselves off and poised
engagement can work together as a powerful
for rapid growth. And this could explain why
recruitment tool.
47% of hiring managers also see economic
The rise of flexible working - which the Kelly
factors as having a positive influence on the
Global Workforce Index identifies as a growing
recruitment process over the next 3-5 years.
preference amongst candidates - is also
assisted by technological advancement, such
as online communication tools like Skype and
Information about how best to engage with
candidates - what is working, what isn’t,and
which new things to try - is more readily
available in the digital age. The growing ability
to access and share this information quickly
is improving our knowledge of candidate
engagement all the time, which hiring
cloud-based storage facilities like Dropbox,
making it easier for people to work remotely.
And advances in technology allow businesses
to expand across borders more easily. So
it’s clear to see how technology will play
an increasingly important role in the hiring
process in many different ways, over the next
few years and beyond.
10
The Hiring Process Report 2015 / Kelly Services
The Hiring Proces: An unskilled, inexperienced and unavailable workforce
W
hen asked about difficulties in
the world is forcing companies to develop
overcome the skill shortage by collaborating
the future, 66% identified skill
innovative new ways of finding people,
with local colleges and developing training
shortages as a major obstacle and
developing capabilities, and sharing expertise.
courses to help fill the required roles.
The Hiring Manager Survey 2015 suggests
The recent surge in economic growth is also
that Asian countries experience the most
a contributing factor. Now that the economy
recruitment challenges, but are also more
is in recovery it’s understandable that more
positive about the future. It could be that even
businesses intend to expand and the problems
though skilled workers are unavailable locally,
of supply and demand come into play. The
Asian countries are more receptive to new
biggest challenge that businesses face appears
ways of working and are ready to embrace
to be finding enough new talent to support the
positive influences, such as modern technology
growth.
62% cite talent shortage as a problem, so it’s
clear to see that these are the factors posing
the biggest threat to recruitment over the next
3-5 years. Limited hiring budgets are also seen
to be a continuing challenge.
Key factors expected to
make recruitment more
difficult in the future
are skill shortages and a
shortage of talent with
required experience
and knowledge of candidate engagement.
As Malaysia and India currently face multiple
challenges when it comes to hiring, they
obviously see factors emerging that can
potentially help them overcome those hurdles.
An unskilled, inexperienced and unavailable
In the wake of economic recovery, critical
workforce sounds like every hiring managers
new skills are scarce. And if skills are scarce,
worst nightmare, but learning how to cope
competition is high, so businesses have to
with that scenario is essential for survival,
work even harder to recruit the talent they
growth and success. In the tech industry for
need. The uneven distribution of skills around
example, some HR departments are trying to
Skill shortages
66%
Shortage of talent with required
experience
62%
General shortages of
candidates in the market
46%
Shortage of talent with required soft skills or
educational background
46%
Limited hiring budgets
44%
11
The Hiring Process Report 2015 / Kelly Services
Evaluation: Evaluating the hiring process
F
KPIs used to evaluate the hiring process
or businesses to maximise their hiring
potential, the current process itself
must be evaluated. Close monitoring
Time to fill a vacancy
46%
Quality of hire
45%
How long a hire stays with a company
41%
Candidate experience survey
37%
Number of applications per vacancy
35%
Cost / investment per vacancy
34%
Assessment results
31%
of the hiring process is essential for improved
performance and business development.
Hiring managers are currently using a number
of KPIs to evaluate the hiring process, such as
speed, quality, quantity and cost. Interestingly,
the quality of hire and the time that hire stays
with the company are today considered to be
almost as important as the time it takes to fill a
vacancy.
So rather than looking for a quick fix, it seems
that hiring managers are appreciating the
benefits of acquiring good quality hires who
are likely to be satisfied in their role; in the
hope of avoiding high staff turnovers and
ultimately saving the business time and money
in the future. As the emphasis shifts from
speed and cost to quality, businesses must
now embrace new and innovative ways to find
the perfect candidate.
12
The Hiring Process Report 2015 / Kelly Services
Evaluation: Key priorities for the future
T
he Kelly Hiring Manager Survey reveals
the biggest recruitment priority for
hiring managers for the future.
47% of hiring managers
identify candidate
experience as being their
key priority over the next
2-3 years.
47%
And the Kelly Global Workforce Index 2014
43%
42%
34%
31%
30%
27%
16%
21%
2%
(KGWI) supports this finding; revealing that only
half of those who applied for a new job in the
all be of benefit.
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ate
Making it easy for candidates to submit
Effi
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way to go to improve candidate experience.
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13
The Hiring Process Report 2015 / Kelly Services
Evaluation: Key priorities for the future
T
he survey further revealed that 8 out
Candidate Experience
of the 10 of the countries involved
identified candidate experience as
All countries
47%
their biggest priority; with Russia and India
being the exceptions - focusing more on hiring
process efficiency and effective use of talent
Switzerland
29%
recruitment tools.
So although candidate experience is only the
fourth most used KPI today, it’s expected to
become an even more important KPI in the
future; supporting the idea that monitoring
and enhancing the candidate experience can
help attract and retain top talent. This finding is
in-line with CIPD, the professional body for HR
and people development, and the Chartered
Institute of Procurement & Supply (CIPS), who
also identify candidate experience as being a
Russia
67%
India 51%
f
y o ss
c
n e
cie proc
ffi
E ng
i
hir
27%
France &
Germany
France
All countries
43%
India
67%
priority recruitment issue for 2015.
ve
cti nt
e
ff e
n e uitm
o
r
s
cu ec s
Fo ent r tool
tal
33%
27%
Switzerland
All countries
42%
Russia 52%
14
The Hiring Process Report 2015 / Kelly Services
Evaluation: Measuring quality of hire
T
he survey reveals that 63% of hiring
managers use ‘time’ spent with a
company to measure the quality of
a hire; staying longer than a year seems to
suggest a good company fit. This is yet another
benefit of improving candidate experience.
The quality of hire is
mainly measured by
outperformance and the
time a hire stays with the
company
Percentage of hires that stay with
the company after a year
63%
The percentage of hires that exceed
expectations (outperform)
56%
The percentage of hires with the highest scores
during the annual evaluation
34%
The percentage of hires that are offered
a fixed contract
29%
The percentage of hires that are promoted
within one year
26%
If a candidate has a positive experience right
from the start, it stands to reason that they are
Other
2%
more likely to accept the role if offered and
then stay longer with the company thereafter.
15
The Hiring Process Report 2015 / Kelly Services
Evaluation: Profile of the perfect candidate
A
s businesses strive to find the right
talent, it’s worth considering what
really makes the perfect candidate.
54%
The majority (54%) of hiring managers see
Exactly fits the profile
with regard to experience
the perfect candidate as someone who exactly
fits the profile regarding experience. It’s also
someone with the right qualifications, high
performance scores and someone who stays
with the company for at least 3 years. Best
price-for-hire is no longer such an important
34%
factor.
Exactly fits the
profile with regard
to qualification(s)
It’s interesting that hiring managers are putting
more emphasis on experience as opposed
to qualifications. Perhaps an experienced
individual seems the safest and most reliable
30%
Has high
performance
option, especially if the company has little
time to train and requires someone who can
hit the floor running, so to speak. Although
qualifications are important, it seems to be
experience that gives candidates the edge.
16%
Candidate with best
price-for-hire rate
16
The Hiring Process Report 2015 / Kelly Services
Evaluation: Top 5 soft skills for hires in 2015
B
y identifying the hiring manger’s most
desirable soft skills, we can get a better
picture of the ‘perfect’ candidate. Survey
results show that they are good communicators
who fit in well right from the start, seamlessly
and with little hand-holding.
So communication skills and self-motivation
54%
Communication skills
Result oriented
35%
give candidates extra appeal, but why are
these skills the most sought after? It could be
associated to an employee’s future potential
and advancement within company.
Self motivational skills
50% / self starter
A company can avoid having to recruit for
Team worker
top-level posts by monitoring the skill sets of
existing employees; the process of personnel
utilisation. Therefore candidates with multiple
soft skills will often be seen as a bigger asset
43%
31%
Responsible
/ accountable
on a more long-term basis. Communication
skills and self-motivation gives candidates a
head start. As companies grow and expand,
the need to develop leaders becomes more
pronounced, so employing candidates with the
necessary soft skills is preferable.
17
The Hiring Process Report 2015 / Kelly Services
Evaluation: Searching for perfection
A
s many of us know all too well,
If the talent is hard to find or simply
the search for Mr/Mrs/Ms Right
unavailable, developing the soft skills of
(delete as applicable) is not the
existing employees through training is
easiest of jobs. And perfection is a lot
one of the solutions for bridging the gap.
to ask for! But that doesn’t stop us from
Soft skills are required so businesses can
striving for it. No one wants to settle for
utilise staff more readily and develop from
second best when perfection could quite
within.
possibly be attained, so understandably
businesses want to, and should, aim high.
Out of all ten countries who took part in
as experiencing the most difficulties when
currently the biggest challenge faced by
securing the perfect candidate. This could
hiring managers on their search for the
be down to a lack of access to certain
perfect candidate.
talent pools and the fact that wages are
impacts on the job market, with some
industries struggling more than others.
In addition to that, hiring budgets are
limited, time is short, and working
patterns and compensation packages may
need adjusting to attract the perfect hire
in a new ‘candidate-led’ world
Talent availablity on local market
57%
Money / budget
46%
Time
43%
Salary and benefits package
42%
Severe competition
27%
the survey, India and Malaysia stood out
Talent availability in the local market is
This is a result of current economic
Top 5 challenges when hiring the perfect candidate
low in comparison to the same roles
Top 5 countries that experience the most challenges
when hiring the perfect candidate
elsewhere. Surprisingly, it was the hiring
managers in India and Malaysia that were
most positive about the future, expecting
India
Malaysia
Germany
Australia
Singapore
the hiring process to get easier over the
next 3-5 years. Perhaps they see factors
emerging that can help them find the
perfect candidate.
18
The Hiring Process Report 2015 / Kelly Services
Boosting Employer Brand: A new focus
Manager Survey reveals that social media is
unemployment drops and
currently the most popular way to boost an
candidates are now in the driving
employer brand, with 47% utilising social
seat, with more choice and more access to
media platforms with this intent. Social
jobs, forcing employers to work even harder.
media campaigns can reach out to new,
Improving employer brand is one way to
broader talent pools, boosting their reach.
stand out from the crowd and is an area that
And these direct communication channels
businesses need to pay particular attention to
are particularly great for real-time candidate
over the next few years. The fact that 58% of
engagement. It’s also an effective way for
people consider corporate brand to be most
recruiters to direct potential candidates to
important when evaluating an employer
their main brand asset – their website; which
(even more important than location) cannot
69% of hiring managers use to communicate
be ignored. Many go so far as to suggest that
their employer brand in more detail.
44% 30% 30% 26% 25% 25%
22%
6%
Most employer brand strategies also
An employer brand speaks volumes and
with 44% of hiring managers using these
should be utilised more than ever as a
to boost their brand. Online talent
route to attracting and securing top talent.
communities, campus recruitment, careers
And as technologies advance there are
fairs and events are also often used as part
new effective ways emerging to create and
of the employer brand strategy, avoiding an
translate employer brand. Kelly’s Hiring
‘all-eggs-in-one-basket’ scenario with limited
reach.
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47%
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1
Platforms used to ‘boost’ employer brand
So
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A
s the economy improves,
1 Source: Kelly Global Workforce Index 2012
19
The Hiring Process Report 2015 / Kelly Services
Boosting Employer Brand: Communication techniques
I
n addition to websites and social media
was fairly evenly split between HR and
campaigns, hiring managers are using
Marketing, showing that hiring managers
content creation, email, print, blogs and
are becoming just as involved in branding
videos as ways to communicate their employer
as dedicated marketing teams. In today’s
brand.
landscape, a collaborative effort between the
Communicating employer brand
two departments will draw on all of the skills
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lm
on traditional HR responsibilities, but also on
69% 46% 34% 31% 31% 20% 18% 6%
cia
hiring manager is no longer solely focused
employer brand.
On
This supports the idea that the role of a
necessary to create and maintain a successful
So
The majority of hiring
managers favour websites
or other online means for
brand communication (69%),
followed by social media
campaigns which were used
by (46%)
When looking at where employer brand
responsibility lies, our survey showed it
20
The Hiring Process Report 2015 / Kelly Services
Boosting Employer Brand: Enhance and protect
T
o enhance and protect employer brand
faster! If a candidate’s experience of a company
businesses need to listen to their
is negative, word can spread quickly across
workforce and tailor compensation
the talent pool, impacting employer brand
packages appropriately. They should also
on a wider level and tarnishing a company’s
deliver on promises and communicate
reputation.
effectively at all times. What was once
important to the workforce may not necessarily
be so anymore. Kelly’s 2014 Global Workforce
Index suggests that candidate satisfaction
can be achieved by offering flexible working
patterns and better training and development
opportunities if required, so it’s no longer all
about pay.
Improving candidate experience also
affects employer brand. If a candidate’s
experience is positive they are more likely
to praise the company and recommend the
company to others, further enhancing the
company’s reputation. Even if the candidate
is unsuccessful they may still be encouraged
to re-apply in future. It’s true that good news
So ensuring a positive candidate experience
is another way businesses can enhance and
protect an employer brand. It’s, therefore, not
surprising that hiring managers have identified
candidate experience as a key priority for the
next 3-5 years. Reputation is everything and
brand image can play a key role in winning or
losing talent.
A great way to develop and present your
employer brand effectively is by using an
Employer Value Proposition (EVP). This can
help to ensure your brand values are identified
and translated correctly. Candidates will be
able to learn more about your company culture
and business goals.
travels fast, but bad news can travel even
21
The Hiring Process Report 2015 / Kelly Services
Conclusions: It’s a candidate’s world
A
s with all aspects of life, there are
Embrace technology
challenges to overcome as well as
Improve candidate experience
Work on boosting your brand
positive influences to embrace. And
just when we think we’re out of the woods,
new difficulties can arise. It’s how we deal
Technology can assist candidate attraction,
This can help to boost employer brand and
It’s true that the business of hiring is
with each challenge that’s most important.
engagement and process efficiency, which is
improve candidate attraction, but it’s an area
becoming a job for marketers. So, invest in
why we believe that technology will be the
of the hiring process that is often neglected.
marketing your employer brand to let the
The better prepared we
are, the more equipped
we will be to deal with
challenges effectively and
with minimal disruption
major game changer for recruitment moving
forward.
Now is the time to impress your candidates
by getting to know them a little better. Listen
Technology has a hugely positive impact on
to what they want and make the process as
the hiring process, enabling us to tap into
enjoyable as possible. A great experience
new talent pools, locate perfect hires and
goes a long way to increasing candidate
streamline processes.
satisfaction, boosting employer brand, and
Channels of engagement are increasing with
So taking into account opinions gathered
innovative new communication platforms,
from the Hiring Manager Survey, what aspects
helping businesses connect with tech-savvy
of the hiring process should companies
Millennials and a more globalised workforce.
be focusing on in today’s candidate-led
In addition, sophisticated recruitment
recruitment arena?
software tools continue to make the hiring
world know how good you are and become
the business that everyone wants to work
for. Presenting your company culture and
ethos correctly should attract more ‘best-fit’
candidates and perfect hires with the desired
soft skills.
attracting top talent.
process easier to manage.
22
The Hiring Process Report 2015 / Kelly Services
Conclusions: Preparing for the future
O
f course what’s right for one business
ahead and take appropriate action for a more
is not always the best plan of action
streamlined and efficient approach to hiring.
for another, but our top tips are a
We hope that this latest report into the hiring
great place to start.
process goes some way to helping businesses
cope with difficulties and prepare for success.
Businesses of different sizes
and in different industries
or geographic locations
will have different missions
and goals, and experience
different challenges along
the way
But having a greater awareness of the hiring
process - the key factors that influence it and
the solutions that can really make a difference
- will allow any businesses to manage the
process better, now and in the future.
By understanding and acknowledging the state
of today’s hiring process, businesses can plan
23
ABOUT THE KELLY HIRING MANAGER SURVEY
The Kelly Hiring Manager Survey is an innovative new approach to uncovering the
truth about talent acquisition, the hiring process and workforce and generations. Over
2,000 hiring managers across the Europe, the Middle East and Africa (EMEA) and
Asia Pacific (APAC) regions responded to the survey between December 2014 and
February 2015. The target group was approached through Kelly Services’ International
Network and an international panel. The survey was conducted by Kelly Services. Data
cleaned and structured by Intelligence Group.
ABOUT KELLY SERVICES®
Kelly Services, Inc. (NASDAQ: KELYA, KELYB) is a global leader in providing workforce
solutions. Kelly® offers a comprehensive array of outsourcing and consulting services
as well as world-class staffing on a temporary, temporary-to-hire, and direct-hire basis.
Serving clients around the world, Kelly provides employment to more than 555,000
employees annually. Revenue in 2014 was $5.6 billion. Visit kellyservices.com for
more information.
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