This program has been submitted to the HR
Certification Institute for review.
Kevin Rutherford, Chief Talent Officer for TalentLeap
The relationship between marketing and employer branding is clear. Applying marketing strategies to your branding and recruiting efforts successfully increases candidate attraction, broadens your brand messaging, and ultimately makes your recruiting efforts more successful. But where do you start? Who is responsible for creating and sharing content? How can you ensure that what’s being shared aligns with your brand and goals?
In this interactive workshop, Nando Rodriguez and Celinda Appleby will share the answers to these questions and give you the tools to create a strategy for your organization that you can start implementing right away by focusing on three important tenants: Strategy (developing and/or revising your employer brand strategy), execution (content creation), and activation (content calendars, scheduling and sharing).
Celinda Appleby, Global Head of Digital Recruitment and Employer Brand for Oracle’s Global Talent Acquisition Organization
Why limit your use of video interviewing technology to job candidates? It can also help you get up close and personal with your team. Starting a high quality, interactive dialog between hiring managers and recruiters can go a long way toward getting a role filled successfully. Ask them to join a team meeting via video to better understand the team dynamic and unique culture you have built in your department. Or, invite them to connect in one-on-one interviews with you and those who will work closest with the new hire. This face time helps recruiters more effectively identify great candidates who will fit within the existing team, saving everyone possible future frustration.
This session will share how to make the most out of video interviewing - how to think outside-the-box and use it as not only a way to optimize your hiring process (enhancing candidate experience, saving time and making better assessments to name a few), but as a way to optimize your recruitment team.
What would you do if you starting your talent acquisition strategy, from start to finish – from scratch? Sally Beauty Supply currently has about 27 thousand employees, 4500 retail stores in the USA, and two recruiters… The retail workforce has traditionally been a post and pray recruiting environment, with a 90% turnover rate, but that’s about to change.
Jeff Lupinaaci has the challenge of reinventing the company’s recruiting strategy in order to find and retain the right people, reduce turnover, and increase their employer brand awareness. He will share his plan to hire to their EVP by changing their sourcing process, revise their marketing and branding efforts to target and attract the right candidates, and new assessment methods to ensure they are hiring the right people, and still keep a lean team.
In an effort to capture meaningful data it’s easy to get caught up into measuring anything and everything, not wanting anything to be “missed”. However, collecting the right data and analyzing it correctly is much more valuable than anything and everything you can find. What should you be measuring? For instance, is time to hire more important than quality of hire, or is it the other way around?
We will share how to audit your metrics and decide what metrics are meaningful for your specific needs. We will also share how to measure recruiter performance, what the talent landscape looks like, and how that can impact future metric decisions.
It seems like social media has become the go-to place for sourcing talent. But what if the talent you’re looking for isn’t on social media? It happens. What if you’re looking for a specific skill set in a specific location for a hard to fill requisition? Even more challenging. It’s time to get creative with sourcing both on and off social media.
This session will explore alternative sourcing ideas outside of the usual places and processes. We will share creative strategies for finding talent on and off social sites based on skill, associations, location and the breadcrumbs they leave online. Attendees will gain practical places to start and research to begin and build their own direct sourcing strategies.
The candidates hired to be part of Mattress Firm’s recruiting team don’t have hiring experience, they aren’t knowledgeable in employment law, but they do have experience in the position they are selling to candidates, and they believe in and live up to the department’s five principles (pro-activeness, passion, communication, expertise, and accountability) and subsequent competencies. Learn how this, plus a top-notch recruiting strategy from attraction to hiring and engagement help to: Create and maintain a culture where people want to work, a reduction in turnover and an increase in sales, and employer brand awareness in an unglamorous industry.
Even if you have an established and pro-active recruiting strategy that allows you to efficiently hire talent when needed, there will be times when you won’t see a vacancy coming and the role will need to be filled quickly. Chances are, you aren’t able to be this pro-active to begin with – or even if you’re able to identify the coming needs of the business and roles, there are pieces of the overall process that could be done quicker such as interviewing or assessment.
Kevin Rutherford will share how to audit your overall talent acquisition process and identify the areas that need help, then show you how to change them for the better to add speed and efficiency including: What questions you should be asking in interviews, what type of assessments give you the best insight into skills and future performance, and how to ensure your process is truly pro-active as opposed to re-active.
Kevin Rutherford, Chief Talent Officer for TalentLeap
One of the challenges faced by most organizations is to authentically communicate its value proposition to many different audiences. The rise of social media and the transparency it brings to the workplace has highlighted disconnects between who an organization says it is and what it is in reality. Traditionally, companies created customer, corporate and employee value propositions in silos. Because of this the messaging isn’t always synchronized and ends up feeling like many different stories, instead of several chapters from the same book. This can affect the overall brand of the organization from employee and candidate perspectives: leading to bad candidate experiences, low employee engagement and increased voluntary attrition.
Last year, CH2M (formerly HILL) shared their journey toward an integrated digital brand strategy including how they joined forces between marketing and talent acquisition, secured executive buy-in, defined purpose for the organization, and created a unique view of the organization’s value proposition. One year later, after completion of various aspects of their re-branding strategy they will re-join us and share the impact of their journey, where they had to adjust their strategy, and what’s next.
Technology is changing rapidly, and hiring has become more and more competitive, is your recruitment team ready? To be an employer of choice, recruitment can no longer be viewed as the support function that fills vacant positions. Recruitment must be a strategic business partner, able to match business and recruitment goals to each other and articulate the impact not reaching them creates.
We will discuss practical solutions on how recruitment can meet the demands of business. From building a culture through selection, using workforce analytics AKA big data to source more effectively, leading workforce planning, and measuring quality of hire.
The hiring manager isn’t fast enough with the interviewing process. The hiring manager doesn’t have a sense of urgency once we provide them candidates. The hiring manager doesn’t understand it’s the candidate’s market right now, not the employer’s. Do any of these statements sound familiar? Have you thought, or expressed them? Your relationship with your hiring manager can either work like a well-oiled machine and seem almost intuitive, or feel very frustrating. There are many factors that can influence this and we’re going to look at all of them, and then discuss how you can eliminate the negative, foster the positive, and help create a trusted advisor.
Michael Goldberg will share how he has developed processes that include the hiring manager’s needs thus increasing engagement, shifted the mindset of the relationship (How do I fill a role? Vs. How can I serve a hiring manager that needs to fill a role?), and as an end result created trusted advisors instead of adversaries.
Ensuring that new employees adjust to the social and performance aspects of their job starts well before their first day of employment and its success requires cooperation and collaboration between recruiters, the HR team, and hiring managers.
In this session we’ll discuss how to train and support your talent acquisition partners and hiring managers in order to create onboarding success at your organization. We’ll explore who should have responsibility for ensuring new employees have clarity regarding their roles and performance expectations, discuss the importance of cultural assimilation, and highlight ways recruiters and hiring managers can assist new hires in the process of establishing critical relationships and accessing informational networks.
This town hall style panel will bring back speakers in an open-dialog setting. Ask any unanswered questions in this open discussion.
How do you measure the value that investment in employer branding delivers?
It doesn’t matter what industry you’re in, there’s no doubt you’re competing with a lot of people for the same talent and in the same pools, possibly using the same Boolean string search even, and job boards. Kforce was relying on these methods as well as a fully stocked ATS and CRM system, but realized that as many people that allowed access to, social media was exponentially more, but their people weren’t empowered to use it with the exception of LinkedIn, there was a lack of training, and a fear of the unknown by leadership – but that didn’t stop them.
Armed with a MAC computer and little else, Allison Kruse set out to create a social recruiting academy for the recruiting team with the goal of creating an internal learning system that allows the “students” to take the courses in order, tracks completion of assessments, and awards certificates. The next step, was to share the system and employ it in their 62 locations across the USA while also collecting videos and stories to use not only in the academy but for branding efforts again without budget for travel or production. Allison will share with us her strategies for convincing leadership to use social recruiting, how she created the academy and rolled out its usage, its impact on the organization and their recruiting efforts, and how her team differentiates themselves from the competition.
In today’s environment you rely on tools and tech for more sourcing, candidate and applicant management and tracking, assessments, hiring, referrals, and beyond. They range in price- from free to wow, that’s expensive, and that affordable hidden gem’s company just realized they can be charging a lot more for their solution. These resources are growing, changing and created at an incredible pace. It’s impossible to keep track of all of them and what each can bring to the table. This session will delve into the latest and greatest tech and tools, their highs and lows and how they can be used to influence your team’s success.