Understanding Your Ideal Candidates
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Understanding your Ideal Candidates Presented by: Paul Hebert and Andre Boulais All lines are 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 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 âEnterprise Engagement: The Textbook: A Roadmap to Achieving Organizational Results Through Peopleâ Contributing author of 3 books on social media âThe Age of Conversation #1, #2, and #3â Social Media Editor for the Enterprise Engagement Alliance Andre Boulais (@AndreJBoulais) Head of 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 Googleâs Talent Acquisition teams by 50% Public speaker and both nationally and internationally on social recruiting & talent sourcing best practices Setting the Stage Now before we get in to the real meat of the presentation and discussion of personas as relates to recruiting we need to take a step back a little bit pull the camera back and start talking about what are we talking about wanting the only say generations and how does that then into the discussion of personas and how to craft a strategy around that to be more effective as in your recruiting efforts â¹#âº â¹#âº When the first things we need to cover today is to understand the generations are not set in stone the terms we use and the years they cover vary widely depending upon who you are talking to is doing the work. There are the general terms of generations that are the silent generation boomers Xers and why and now Z or see but the ages associated with that can vary a little bit depending upon who youâre talking to in some cases they talk about generations being 10 year increments in some cases they talk about them being in 20 year increments. For example, two different publications about generations in one they put generation acts as 1965 to 1975. Other researchers have put it between 1961 and 1981. As we talk about generations is make sure were all kind of working off the same book. But we can split hairs about when the generations start and stop it really wonât affect us overall because one of the beauties of using personas as it gives us wiggle room on some of these dates is Iâm not just using date of birth as a criteria for creating my target. http://www.businessinsider.com/afp-generation-z-born-in-the-digital-age-2015-2 â¹#âº â¹#âº Talkinâ âBout My Generation Generation Name Years Born Current Ages The Silent Generation 1920s - 1940s 75 -95 Baby Boomers 1940s â 1960s Late 50s â Mid 70s Gen X Late 1960s â Early 1980s Mid 30s â Late 50s Millennials Early 1980s â Late 1990 Mid 20s â Mid 30s Gen Z 1996 - ????? 20??? When the first things we need to cover today is to understand the generations are not set in stone the terms we use and the years they cover vary widely depending upon who you are talking to is doing the work. There are the general terms of generations that are the silent generation boomers Xers and why and now Z or see but the ages associated with that can vary a little bit depending upon who youâre talking to in some cases they talk about generations being 10 year increments in some cases they talk about them being in 20 year increments. For example, two different publications about generations in one they put generation acts as 1965 to 1975. Other researchers have put it between 1961 and 1981. As we talk about generations is make sure were all kind of working off the same book. But we can split hairs about when the generations start and stop it really wonât affect us overall because one of the beauties of using personas as it gives us wiggle room on some of these dates is Iâm not just using date of birth as a criteria for creating my target. Generations Unlearning and Learning But the starting point today for developing personas is going to be generational so probably make some sense to spend a little time with the definitions associated with generations. I want talk about things we need to unlearn as well as things we need to learn. â¹#âº What to unlearn http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 Silent Generation 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 http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 â¹#âº What to unlearn http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 Silent Generation 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 Donât 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 http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 â¹#âº http://www.bankingexchange.com/management-topics/human-resources/item/5682-time-to-ditch-generational-thinking Born between 1995 and 2015 Not just a birthright, but a choice Digital natives and/or âhyperconnectivity junkiesâ 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 Leaders must be trustworthy Everyone wants respect Older individuals talked about respect in terms of âgiving my opinions the weight I believe they deserveâ Younger respondents say respect iz âlisten to me, pay attention to what I have to say.â 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 http://www.amanet.org/training/articles/The-Myth-of-Generational-Differences-in-the-Workplace.aspx â¹#âº Loyalty depends on context 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 http://www.amanet.org/training/articles/The-Myth-of-Generational-Differences-in-the-Workplace.aspx â¹#âº Real and unreal Sometimes a choice not just a birthday Part of bigger discussion and not the end game Generations areâ¦ Medium is the message Marshall McLuhan What to Learn and 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 âCall me anytime!â, include in decisions, emphasis on company mission âCall me only at work.â, email, speak their language, informal âText me.â, 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 âYour experience is respected.â âYou are valued and needed.â âDo it your way.â "Forget the rules." âThis place is fun.â "You will work with smart, creative people. http://www.ftpress.com/articles/article.aspx?p=2416793&seqNum=4 â¹#âº www.ftpress.com/articles/article.aspx?p=2416793 the 56 signers of the Declaration of Independence ranged in age from 26 (Edward Rutledge, South Carolina) to 70 (Benjamin Franklin, Pennsylvania). In addition to them, there were 2 other signers in their 20s, 17 in their 30s, 21 in their 40s, 8 in their 50s, and 6 in their 60s. By todayâs measure, these men would absolutely represent a multigenerational workforce â¹#âº Understanding Your Company Culture â¹#âº Â© 2015-2016 Jobvite, Inc. 1 Generational differences arenât enough when youâre building a balanced culture Culture is the sum total of all employees The other thing we want to make sure that we touch on at the beginning and make sure we put the definition around that is this idea that a company culture is anything with quotes around EA too often we believe that companies have a singular culture, but the reality is, in most companies, there are multiple cultures that operate in different areas. â¹#âº Employees are individual humans And human beings have a habit of bunching up together based on a variety of things, and this is why we canât say that a culture exists necessarily or the we canât say that we should target a candidate specifically for a generational element. We look at human beings human beings gathered together they cluster based on their age. People with similar age will have similar social touchdowns milestones in their lives that are interesting and and can drive conversation. People will gather based on interest. Some people can be very young and still be interested in horticulture right, so donât think in terms of just simply age again. We do this based on function and organization marketing people hang with marketing people. We do this based on ten-year people of them with the company long time have built relationships, even if theyâre very different ages, they had different departments. They are interested in different things anyone can be Star Trek want to be Star Wars right rank the senior VPs Manahan with the VPs who knows everybodyâs companies a little different. The point being, as it were talking about human beings and human beings are variable extremely variable and thatâs one of the reasons we want to talk about this whole idea personas because it gives you the ability within a persona to have multiple criteria that can help you better target your messages personas take into account things like age interest function tenure rank it takes into account things other than just simply what generation are they from what department they work in or what their history. So as we talked through all of this discussion about generations and personas and how those to connect understand that the persona is just one way to package an individual a better way than just a single state or single pillar. First of all, letâs do a little bit of backtracking in setting the stage with different definitions and categories as they relate generations. â¹#âº MACRO Culture As a huge group â the entire company employee base â those humans create what we are all familiar with â the macro culture - the sum total of the shared mission and values of not only the individuals but of the various micro cultures. What do we mean by micro cultures? Those naturally forming groups of humans that interact anytime humans get together. â¹#âº Generational They can be generationalâ¦. â¹#âº Geographic They can be generationalâ¦. â¹#âº Department & Division They can be generationalâ¦. â¹#âº Companyâs overall culture is the shared elements of the micro-cultures But for all those micro cultures there is the part that is shared â that is the macro culture â the one we typically discuss. But as someone building a team or company â the need it understand the differences â as well a the similarities is the issue. â¹#âº Overlap of Microcultures LAST SLIDE OF PAULâS â¹#âº â¹#âº Understanding your culture is key to your competitorsâ recruiting strategy ANDRE - Why Understanding your Culture is Key â¹#âº Understand Who You Are Be Genuine Play to your Strengths â¹#âº Why Should I Come Work for You? Â© 2015-2016 Jobvite, Inc. â45% of workers will jump ship for a new job even though they are happy in their current position.â - Jobvite 2015 National Job Seeker Report â78% of business leaders rate retention and engagement urgent or important.â - Forbes â¹#âº Retaining top talent as important as attracting it http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-employee-engagement-issue/#6bb742711827 â¹#âº 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 â¹#âº Building Personas Location Age Gender Education Relationship status History of work Interests Anything else to round out the story â¹#âº Types of Elements to Consider What are commonalities for top performers â are their similarities? Education Interests Background Etc. Are there elements of people who didnât make it? Can we create a picture of someone who isnât a good fit/perfomer? â¹#âº Research Your Company Building a Team First, create a foundation... Then add the extras Before choosing whoâ¦ Trust Leadership/Direction/Mission Defined Rules of Engagement Used to talk about roles â but we have a new world of transient leadership and multiple roles Ethics and Accountability Freeloader problem â¹#âº Foundations Diversity of thought and culture Shared Experiences â¹#âº People Stuff Once personas are developed check team structure if you can Do your teams show a distinct structure â do certain personas show up in top teams vs. poor teams? Think in terms of not only the persona that fits a role â but where that role will plug into a team â¹#âº Review Teams Â© 2015-2016 Jobvite, Inc. Research Your Company What are commonalities for top performers â are their similarities? Education Interests Background Are there elements of people who didnât make it? Can we create a picture of someone who isnât a good fit/performer? How Jobvite Understood Personas How to Hire for Skill AND Culture For Jobvite each Hire 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 How Jobvite used our own personas to determine ideal candidates, hiring for culture fit and creating a balanced department/company â¹#âº â¹#âº Â© 2015-2016 Jobvite, Inc. Social Media Profiles Personal Web Sites and Blogs Notes on Interests Todayâs Candidate is So Much More Than a Resume Social Media Profiles Personal Web Sites and Blogs Notes on Interests â¹#âº Todayâs Candidate is So Much More Than a Resume Â© 2015-2016 Jobvite, Inc. â¹#âº Itâs Imperative to Make an Impression When you Engage With Top Talent How to Attract the Right Personas Make a personal connection Have a Mobile-Optimized Solution Be where the Candidates Are Utilize Social Media â¹#âº Three Quick Tips to Attract Talent Â© 2015-2016 Jobvite, Inc. â¹#âº Â© 2015-2016 Jobvite, Inc. Utilize Social Media to Connect Across a Variety of Personas â¹#âº Personalize how you attract and communicate with key personas â¹#âº â¹#âº Tailor Customized Web Page Campaigns to your Targeted Personas Specialized Talent Pools (Engineers), University, Employee Referral â¹#âº â¹#âº Make an Impression by Texting a Link to a Customized Web Campaign Your Employees are your #1 Marketers Employees already haveÂ 10x more followersÂ than the brand they work for Brand messages reach a whopping 561% further when shared by employees on social than when theyâre shared via official company social channels Unlock Your Companyâs Hidden Weapon â¹#âº Employ your Executives, Hiring Managers and Employees to Attract Talent Recruiting web campaigns can be dropped into any employeeâs LinkedIn page. Within seconds, they become recruiters! â¹#âº â¹#âº Amplify your Message Via Social Media Watch your #recruiting efforts become the next hot hashtag Jobvite Engage is the Marketing Automation tool for Recruiters â¹#âº Â© 2015-2016 Jobvite, Inc. âFor 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 â¹#âº Stop Looking and Make Top Talent Come to YOU! Imagine making custom micro-landing sites to bring in exactly the skill set and persona youâre targeting; then being able to reach out to large groups of candidates and send an individualized message with the touch of a button and sit back and watch the analytics â¹#âº âWeâve seen a major improvement in the quality of candidates weâve hired since adopting this new and improved email recruiting strategy.â â¹#âº Tie Recruiting to Global Events to Target Multiple Personas â¹#âº No Small Results with Engage âThe possibilities for social media are beginning to become endless on what we can accomplish, and we've only just begun using it!â --Talent Leader at Bankrate.inc âFYI, I received my first employee referral through the system 45 minutes after I sent my first Jobvite!â --Head of Talent at G.A. West GroupM Asia-Pacific took home trophies at Human Resources magazineâs first Asia Recruitment Awards 2015, including the overall Grand Winner â¹#âº âJobvite Engage has helped us craft talent communications in a way thatâs exciting and dynamic for our recruitment team and candidates.â - GroupM APAC Talent Leader â¹#âº â¹#âº Are You Ready to Reinvent Your Recruiting Playbook? â¹#âº â¹#âº