Recruitment Marketing Maturity Model and How It Impacts Your Success

Author George LaRocque, Founder and Principal Analyst, #HRWINS

Sponsored by: Talemetry

Recruitment marketing has emerged from non-existent to both a fundamental driver of strategy and a core discipline for the modern recruiting organization over a relatively short period of time. Driven by considerable and persistent changes in the recruiting landscape, employers have rapidly adopted new recruitment marketing strategies and processes, while implementing myriad new technologies to support them. But organizations have struggled to keep pace with new capabilities and shifting internal and external expectations. With each shift in consumer and candidate behavior, employers are introduced to new tactics and technical capabilities that exacerbate a lack of alignment between strategies with resources and initiatives that will promise to have the biggest business impact. As an employer, understanding the maturity and effectiveness of individual recruitment marketing resources is paramount for success. And while there is no one-size-fits-all approach, a structured framework for recruitment marketing maturity and efficiency enables recruiting organizations to connect business goals and recruitment marketing strategies with core processes and capabilities that will prioritize investments and drive performance both now and in the future.

George LaRocque Principal Analyst and Founder, HRWins George LaRocque

1 © 2018 LAROCQUE, LLC George LaRocque 2 and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Figure 1: Recruitment Marketing Milestones Recruitment Marketing Milestones Marketing Recruitment

nd engage new candidates in recruiting. The impact on our ability to find and engage new candidates in recruiting. These macro trends are having an And from 19 days in 2000 to 52 days in 2015, according to Deloitte. average time-to-hire nearly tripled rate in has worsened in 2018, now that ‘employers are filling jobs at the slowest according to Fortune, the problem that only 40% of employers even bother to respond or three years.’ Further, the Talent Board reports communicate with candidates. While time-to-hire has increased since 2000, employers have struggled to adapt to a tidal wave of disruption related to the job market and recruiting. If supply and demand issues aren’t enough to challenge global employers, the pace of innovation and business enough to challenge global employers, the pace of innovation and If supply and demand issues aren’t didn’t exist just in finding the right people. Skills high in demand today transformation has increased the difficulty rapidly data science, and machine learning top the lists of essential skills in a few years ago. Bitcoin, blockchain, on just in tech. While most employers’ hiring processes are focused emerging jobs. But the skills gap isn’t need for “soft skills” are seen as an area high in demand for the future. Our quantifying and qualifying “hard skills,” a skills outpaced the supply. 75% of employers say they are experiencing people with new, emerging skills has study. shortage according to the same Hays Talent is more important to companies today than ever. Globally, the economy has continued shifting focus to ever. Globally, the economy has continued to companies today than Talent is more important put more stress on finding and the “knowledge economy” has production. The continued rise of information over have resulted in years of economic growth people with the right skills. Simultaneously, retaining the right to board. Half of employers will increase their headcount this year, according increased hiring demand across the suit. We for talent increases, the supply of available talent isn’t following a recent Hays study. While the demand that Employers looking to hire must attract and engage candidates are experiencing record low unemployment. they’re fishing in an ever-shrinking pond are currently employed—otherwise There are two key things driving the rapid evolution of recruitment marketing. The macro trends impacting all of recruitment marketing. The macro things driving the rapid evolution There are two key with corporations. who more regularly interact online evolving demands of candidates companies and the Recruitment Marketing Recruitment of Evolution The Rapid © 2018 LAROCQUE, LLC George LaRocque 3 recruiting technology. Employers are recruiting technology. striving for a strong now realizing that is not mutually candidate experience recruiter exclusive of a strong of employers listed experience. 46% the internal “developing/improving function” as a top talent acquisition to Lighthouse priority, according Research & Advisory. Recruiters need systems that are simple to use, provide portability of data from myriad sources internally and externally, and integrate well. If recruiters are stewards of the candidate experience, they need good tools. Given the pace of change, and and expectations for better candidate recruiter experiences, it’s no wonder that the industry has rapidly adopted marketing capabilities that draw from modern business-to-business (B2B) and business-to-consumer (B2C) marketing. The rapid adoption of recruitment marketing strategies, tactics, and technologies has both pushed the recruiting profession forward, while simultaneously illuminating skills gaps related to recruitment marketing in even the most sophisticated recruiting environments.

and How It Impacts Your Success Your Impacts It How and While the changes have been vast for While the changes there is jobseekers and corporations, either gets one constituent that the brunt of the overlooked, takes the recruiter. challenge, or both: difficulty finding Through increasing resulting candidates and the applied onslaught of technologies over time to address these challenges and support these trends, expectations of recruiters haven’t changed—find and hire better people, faster. If candidates are consumers, to and we can easily see the analogies the customer experience, then recruiters are part sales person, setting expectations for the customer experience, and part customer success advocate, responsible for the performance of the enterprise throughout the process. While it’s easy to blame the recruiter for the candidate’s experience, good or bad, we should first understand that recruiters have been tasked with navigating internal and external changing trends. Externally, recruiters are faced with the increased expectation of candidates and changing technical landscapes as the sources and methods of finding candidates have changed rapidly. Internally, many large enterprise employers are implementing as many as 24 different HR technology systems, according to HRWins surveys over the last two years. The good news for recruiters is that there is a renaissance of sorts around

Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Job Seekers have become savvy Job Seekers have interactions. As consumers of web of our lives, the with every other part has job seeker’s experience largely online. The transitioned to be that job seekers get initial impressions if not of prospective employers, already directly from a colleague employed, is generally based on the interactions they have on the Internet. Discovery of the employer happens through Google search, job boards, the or social networks. Research from company’s website, review sites, personal networks, and job pages are all factored into a candidate’s decision to consider an employer. And it can even extend well throughout the interview process with video interviews, assessments, simulations, and more. Jobseekers are consumers, and their expectations of the job seeking experience online is no different than their expectations in on every other aspect of their travels the Internet—it needs to be simple and personalized. To say this is a is an market candidate’s understatement. As candidates discover your organization and engage, they are having a brand experience. Deliver a positive experience and you have made a potential customer and/or candidate for life. Deliver a negative experience and you’ve created a detractor in the market—not just for your jobs, but for your products and services, too. © 2018 LAROCQUE, LLC th regard to recruitment marketing processes and stands with regard to recruitment to self-identify where an employer Having a framework self-assessment, like any, will employer can do right now. This the single most important thing an maturity may be to prioritize and invest, both and help identify where long-term opportunities and challenges, illuminate short-and financial perspective . from a resource and

George LaRocque 4 and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Skills gaps stand out in three principal areas: principal three Skills gaps stand out in While most employers have implemented some forms of recruitment marketing technology, the persistent global While most employers have implemented some forms of recruitment and available internal talent in applying the issues that remain associated with recruiting point to a lack of maturity strategies, tactics, and technologies. es the ability to steer and support Managing modern recruiting spend, resources, and effort requir Operations: systems, and an integrated web of vendors. recruiting across marketing strategies, campaigns, compliance, analytics, And that is a full-time effort beyond the discipline of recruiting. The increase in candidate sources and discrete processes for different candidate types, including referrals, Analytics: The increase in candidate sources of data now relevant to the recruiting process is campus, agency, internal and direct sourced, means that the amount understand recruiting effectiveness at any stage almost limitless. This can complicate the metrics used to help better of the process—from ad spend to hiring process efficiency to quality, requiring not just better tools, but the ability to develop newly required insights to ask of the tools. ob descriptions, which are still in play for by long-form detailed job descriptions, which are still in play A process that has largely been driven Marketing: with is now operating across multiple different sources and methods each planning, budgeting, and compliance effective. different strategies and tactics to be What once was a department and role that provided its value to the company through its ability to ascertain the role that provided its value to the company through its ability to ascertain What once was a department and process, process, screening them, and then shepherding them through the hiring quality of candidates entering the associated with expanded value with processes and strategies not historically now is expected to deliver significantly their skills. t on processing the inbound flow of candidates who from being largely dependent on processing the inbound flow The recruiting function has evolved employment number of sources, including newspaper ads, employee referrals, entered the process via a fairly small ads centers, and more to a complex matrix of sources. Print newspaper agencies, state/government run employment media, direct sources like job boards, marketplaces, talent databases, social have been replaced by myriad of online sourcing of candidates and so on. While the recruitment marketing technology category has emerged rapidly, and employers have had an increasing has emerged rapidly, and employers marketing technology category While the recruitment technology has outpaced the better candidates faster, the that will help them find and engage appetite for tech to make the most of it. Simply needed as modern marketers ability to develop the skills and expertise recruiting team’s is the first step on a long road recruitment marketing technology to buy, or even implement, put, making the decision to mastery. Getting Ahead of Ourselves Getting © 2018 LAROCQUE, LLC George LaRocque 5 and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Understanding where you need to technology implement you where Understanding Understanding where you need to implement or improve process improve implement or to need you where Understanding

As a $16 billion integrated global enterprise, this non-profit health organization has more than 80,000 employees in over 30 hospitals, 8,000 licensed beds and 600 clinical locations, including outpatient sites and doctors’ offices, and a 3.2 million-member health insurance division. With commercial and international and in information technology. ventures, the organization is recognized as an innovator in medicine To maintain its leadership role in the industry, the non-profit needed to attract and hire a large number of delivery professions. But with a highly skilled professionals in extremely impacted and competitive healthcare decentralized and less mature recruiting function, disparate talent pools and a limited, disconnected CRM, and needed to evolve its recruitment the organization had multiple gaps in its existing recruitment process, marketing strategy, processes and technologies to become more efficient and effective in finding talent in a highly competitive market. Understanding if/where your skills gaps are and where your recruiting strategy/plan be supported can better strategy/plan recruiting your andwhere are skills gaps if/whereyour Understanding

th regard to recruitment marketing processes and stands with regard to recruitment to self-identify where an employer Having a framework self-assessment, like any, will employer can do right now. This the single most important thing an maturity may be to prioritize and invest, both and help identify where long-term opportunities and challenges, illuminate short-and financial perspective . from a resource and Global Non-Proﬁt Health Organization Health Non-Proﬁt Global in the Recruitment Process for Attracting Highly-Skilled Talent at a Talent Highly-Skilled for Attracting Process in the Recruitment Mastering Recruitment Marketing Maturity to Address Existing Gaps Existing Maturity to Address Marketing Recruitment Mastering Insight HRWins CASE STUDY CASE © 2018 LAROCQUE, LLC es the ability to steer and support Managing modern recruiting spend, resources, and effort requir Operations: systems, and an integrated web of vendors. recruiting across marketing strategies, campaigns, compliance, analytics, And that is a full-time effort beyond the discipline of recruiting. marketing technology, the persistent global While most employers have implemented some forms of recruitment and available internal talent in applying the issues that remain associated with recruiting point to a lack of maturity strategies, tactics, and technologies. © 2018 LAROCQUE, LLC CASE STUDY outstanding careandshapingthe futureofhealthcare. and efficiency,theglobalhealth organizationisnowabletofindandattractthehighlyskilled talent itneedstosupportitsmissionofproviding its enduringpartnershipwithTalemetry. Bymakingrecruitmentmarketingastrategicpriorityfor thenon-profit,anddeepeningitsexpertise sources areproducingthebest candidates.Thisevolutionhastransformedtheentirerecruiting strategyattheorganization,whichisbasedon 27,000 jobspostedandmorethan 750,000candidatesundermanagement.Theyhavetheinsights and analyticstoseewhatprograms regularly processesmorethan 3,000 hireseachyear,hasmorethanninemillionvisitorsacross three careersitesannually,hasmorethan efficient initsrecruitmentmarketingfunction,andhasseensu ccess acrossthesixmajorrecruitmentmarketingprocesses.Theenterprisenow disparate technologysolutionstoleveragingthefullTalemetry platform.Thenon-profitisconsiderablymoreintegrated,automatedand Since 2014,theglobalhealthorganizationhassignificantlymat ured initsrecruitmentmarketingstrategyandfunction,migratingfrom levels ofrecruitingsuccess. industry standardsat54%withclickratesfarsurpassingexpec tations at18%.Integratedandefficientrecruitmentmarketingnabledhigher e campaign fornursesresultedinnearly1,800applicantsthe first month.Typicalemailopenratesfortheenterpriseareregularlybeating organization beganusingthenowcentralizedtalentpooland rancampaignsfortargetedhiringsegments.Onespecificnationalemail months ofimplementation—withvisitorsspendingmorethan five minutesonthesiteduringeachinteraction.Additionally,recruitersat targeted contentandjobsforkeyjobfamilies.Theorganizatio n hasalsoreceivednearlyonemillionvisitorstoitscareersitewithinthefirstsix function. WiththeTalemetryCareerSitessolutioninplaceforallfacilities,enterprisehasprovidedonlinecareerpathwaystofeature Since fullyleveragingtheTalemetryplatform,non-profithealthorganizationhasseentremendoussuccessacrossitsrecrui tment marketing increasing candidatevolume Results: Reaching ahigherlevel ofrecruiting successbyenhancingthe candidateexperience, improving sourcing eectiveness and candidates managedseamlessly. with 27,000jobspostedand750,000 Processed morethan3,000hiresperyear rates, faroutperformingindustrystandards. Reached 54%openratesand18%click email campaign. the firstmonthforatargeted,nationwide Received morethan1,800applicantswithin spending morethanfiveminutes. implementation, withaveragevisitors visits tonewcareersitewithinsixmonthsof Experienced unprecedentedonemillion Results analytics. platform withleadingcapabilitiesand from thesingle,integratedTalemetry Implement fullcyclerecruitmentmarketing Solution recruiting effectivenessacrossallprocesses. remove inefficienciesandmeasure efficient approachtorecruitmentmarketing, process toestablishanintegratedandmore Address existinggapsintherecruitment Challenge centralized CRMcapabilitieswithinjustafewmonthsofimplementation. improved candidateexperienceandjobdistributioncapabilitiesrightaway,beginusing An agileimplementationapproachwouldalsoallowtheglobalorganizationtotakeadvantageofan strategies, evolvetherecruitmentmarketingfunctionandaddressexistinggapsforenterprise. within theATS.ThismadeTalemetryaperfectvehicletoimplementcutting-edgerecruiting leading capabilitiesandanalyticsthataredrivenbythesyncofcandidates,jobsotherdata would allowsupportforfullcyclerecruitmentmarketingfromasingle,integratedplatformwith the centralfoundationofmigrationeffortsforhealthorganization.TheTalemetrysolution With deepintegrationintobothitspreviousandnewapplicanttrackingsystems,Talemetrybecame eciencies The Solution:Leveraging thefullTalemetry platformtosupportrecruitment marketing the transitiontoamorematurerecruitmentstrategy. flow andoverallrecruitingfortheorganization,soitreliedonexpertiseofTalemetrytomanage of talent.Theenterpriseknewthesolutionmustbeseamlesstoavoidadverseimpactoncandidate growth, engagementandconversiontomeasuretheeffectivenessacrossallprogramssources conversion acrosstherecruitinglifecycle.Further,organizationsoughttoestablishmetricsfor passive candidates,enhancethecandidateexperience,increasecareersitevisitorsandimprove increase candidateflow,centralizetalentpoolsandrecruiters,developcapabilitiesforengaging applicant trackingsystem,andwantedtoleveragethepowerofasingleintegratedplatform recruitment marketingfunction.Duringthistime,thenon-profitalsobegantransitioningits organization setavisionwithTalemetrytoevolveitsrecruitmentoperationsteamintostrategic Apply ExtractionmodulewithinitsinitialATSenvironment.Between2013and2014,the The globalhealthorganizationhadpartneredwithTalemetrystartingin2008,usingthe across theorganization The Challenge:Integrating processes andtechnologytoimprove recruiting eectiveness Recruitment Marketing Model Maturity

and How It Impacts Your Success 6 LaRocque George George LaRocque 7 © Talemetry, Recruitment Marketing Maturity Model and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Maturity & Efficiency Framework from Talemetry SM

Figure 2: The EVOLVE As recruiting and employer brand leaders consider their own organizations maturity, there is some consistency in leaders consider their own organizations maturity, there is some consistency As recruiting and employer brand states. how employers characterize their current Recruitment marketing maturity level spans across four levels from a nascent level, where ad hoc and reactionary Recruitment marketing maturity level and ongoing demands for talent, to an advanced level, where strategies approaches to recruiting respond to better insights and experience for all internal constituencies. automation are optimized providing One of the biggest mistakes recruiting leaders can make is to get sucked into thinking that marketing maturity is a make is to get sucked into thinking mistakes recruiting leaders can One of the biggest with the level of of capabilities. It’s an easy distraction everything across the spectrum proxy for implementing is telling them that they recruiting leaders look someone market. It seems everywhere “noise” in the technology mindset. This capabilities.” Recruiting should not be a one- size-fits-all will fall behind “if they don’t have these like B2B strategies, programs, and tactics. Effective recruitment marketing, also applies to recruitment marketing leadership, focus. The market is currently measuring recruitment marketing or B2C marketing, is realized through This is a slippery slope that leads to wasted spend and ongoing based on how much has been implemented. their with both candidates and recruiters paying the price through inefficiencies in the recruiting process experiences. ires a shift in focus from your inventory of maturity requires a shift in focus level of recruitment marketing Understanding your on business outcomes. capabilities to a focus Marketing Maturity Marketing Recruitment Understanding EVOLVE © 2018 LAROCQUE, LLC George LaRocque 8 © LAROCQUE, #HRWins impact on ROI impact maturity a direct has Recruitment marketing Recruitment and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

LEVEL AD HOC LEVEL BASIC LEVEL MATURE LEVEL ADVANCED ROI - +

The opportunities and opportunity costs are high for employers. The time is now to understand maturity levels costs are high for employers. The time is now to understand maturity The opportunities and opportunity them. and build strategy and plans to address asic level of maturity, refining the capabilities as they move on from the basic level of maturity, refining the The gains that employers can achieve the steepest part of the “curve” we see in delivered business outcomes. they have implemented, represent of your an organization. You may be mature or advanced in the definition Maturity level can also differ within or capabilities, but basic in most other facets of recruitment marketing. audiences, and in a few key strategies abilities and technologies across the entire marketing capabilities and technologies have implemented recruitment Most large employers to their strategies and level of maturity with regard lifecycle yet are largely at a basic recruitment marketing from The Talent Board, and candidate experience research This is seen in year over year process implementation. to find the capacity to The bulk of employers still struggle engage with employers in the field. repeatedly as we and campaigns. This isn’t their marketing strategies with candidates, never mind refine simply communicate and testing an “early adoption mode,” implementing Large employers have been in altogether surprising. on marketing that have come at them quickly. Employers are sitting approaches and trends in recruitment their capabilities and technology than they have had time to empower more recruitment marketing and CRM teams to master. Opportunity Opportunity To That Points A Contradiction #HRWINS © 2018 LAROCQUE, LLC George LaRocque 9 Build personas for specific job families or Build personas for specific job families skill sets and drive a sourcing and to engagement strategy that is tailored them. Find, engage, and nurture high touch relationships with candidates whose skill sets or qualifications are of vital importance to the organization Broaden the reach into the market for Broaden the reach into the market volume candidates and create a ready quick supply of available candidates for hires.

and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Talent Area Talent

Constrained/Essential

Volume Targeted Targeted

One of the biggest impact areas with regard to strategy, campaigns, and capabilities is the consideration of Key campaigns, and capabilities impact areas with regard to strategy, One of the biggest Talent Area. Areas Talent Key

© Talemetry, Recruitment Marketing Maturity Model EVOLVE © 2018 LAROCQUE, LLC George LaRocque 10 Desired Result Desired Build and manage contact with a proprietary list of candidates who may be a fit for senior and executive roles within the organization. Improve the attraction and engagement of Improve the attraction and engagement diversity candidates to ensure talent pipelines that are more inclusive. and Attract and engage with veterans those transitioning out of service. Build a proactive approach to attracting and managing contingent workers. Attract qualified students for graduate and Attract qualified students for graduate early career opportunities. and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Strategic Audience Strategic

Executive Veterans Contingent/Independent Diversity

Students/Graduates

hin an employer. They represent groups of candidates within an employer. cut across all skill sets and job families These audiences veteran candidates. They goals as in the case of diversity or employers’ business or cultural that are aligned with or case of students/graduates, executives, a particular message style as in the may also align with than one strategic audience, for a consumer to fall within more workers. It’s even possible contingent/independent resonate. messages for these groups would where the distinct Strategic Audiences Strategic EVOLVE © 2018 LAROCQUE, LLC George LaRocque 11 © LAROCQUE, #HRWins Event AttendeesEvent Customers © Talemetry, Recruitment Marketing Maturity Model © Talemetry, Recruitment Consideration Applicants Current/Past and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Where are the priorities in recruitment plans and resulting strategies and Where are the priorities in recruitment should be allocated across each strategic campaigns? What percentage of effort audience, relationship type, or combination? With emerging privacy regulations internationally, like GDPR, and heightened With emerging privacy regulations important to have a privacy policy in place for consumer concern over privacy, it’s impact on timing, frequency, and mode of candidate data. This can have a major communications with candidates. How much do we know about candidates in each relationship type? This can How much do we know about candidates For example, we know more about internal drive messaging and personalization. efforts to talent management efforts like employees and can attach recruiting planning. In the case of external learning & development or career/succession strategy to mine more data? candidates, do we need to have a While email, social media, text/SMS, and phone may be available modes of with communication for all candidates, it’s important to align how you outreach what is appropriate for different candidates. Active candidates that you meet at a career event may appreciate your follow-up communications and updates. Existing employees probably require to their communications that are triggered by employment events, or changes profile or status in HRIS or talent management systems. audiences The tone and context of your message should be different across your in your and relationships. For example, you probably need to be more nuanced with you. messaging to customers than with new graduates pursuing positions Alumni Referrals Employee Drivers

Priority Compliance Data Data Knowledge/ Depth of Depth Communication Mode of Mode

Relationship Nature of Nature Frequency Internal Employees Internal Along with relationship, there are several key considerations to make for each strategic audience type. to make for each strategic there are several key considerations Along with relationship, t audience is a key factor in guiding desired outcomes, given target audience is a key the type of relationship with any Consideration for Audiences generally and the proper path of engagement. of communication, tone of message, mode and frequency six relationship types. fall within one of Relationship. #HRWINS © 2018 LAROCQUE, LLC George LaRocque 12 and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment The Results: Improved recruitment marketing eciency by exceeding expectations for eciency by exceeding marketing recruitment Improved The Results: number and quality of applicants The Talemetry CRM and team supported the hiring event for the national retailer to deliver received outstanding results. By extending its reach to broader channels of talent, the company 31,000 applications from email campaigns and 75,000 applications overall pre- and post-event from multiple integrated campaigns. During the one-day event, the retailer also used highly visible placement of hiring tables with clear and well-designed signs on storefronts and throughout stores. This made it easy for candidates to find and interact with hiring managers. The Solution: Executing a well-planned hiring event with the integrated Talemetry CRM Talemetry with the integrated a well-planned hiring event The Solution: Executing on October 16, 2017 and leveraged the power of the The one-day national hiring event was planned the entire event. With a strategic, well-coordinated integrated Talemetry CRM platform to manage candidate communication channels, including emails, approach, the hiring day featured multiple in-store signage. The strategic campaign sought to deliver social posts, internal communications and talent pool and ultimately convert a large number of high-quality candidates from an expanded qualified candidates into applicants. The Challenge: Coordinating a national hiring day to support seasonal hiring a national hiring day to support seasonal The Challenge: Coordinating a seasonal high volume hiring event in one of its local In 2016, the retailer successfully implemented in just one day. The event was so successful that the retail markets—hiring more than 300 associates hiring day to meet the demand of its seasonal giant sought to scale the event into a national and automation required, the nationwide chain needed workforce. But with significant coordination its Talemetry recruitment marketing platform that a strategic, coordinated campaign leveraging for broader access to talent. would support its efforts and expand its reach

o Made 18,000 job offers with only a 1% fail rate on background checks. o Increased historical application rate by three-fold. o Received 31,000 applications from email campaigns. o Achieved 75,000 applications overall pre- and post-event from multiple campaigns. Results Utilize existing, known talent base in the integrated CRM from Talemetry. Develop multi-channel campaigns, including email, to promote and support the national hiring event. Solution Challenge Expand reach to broader talent channels by executing a one-day hiring event nationwide to support seasonal hiring demands. ny achieving The simplified candidate experience resulted in quality candidates that far surpassed expectations and also helped in the compa lts a 3.4% comparable sales increase for the combined nine-week period ending December 30 over the same time last year. These resu ased how demonstrated the significance of an efficient, well-coordinated one-day hiring event, which will now be held annually, and showc business performance. highly integrated and effective recruitment marketing maturity contributes to greater rd 18,000 job The historical application rate increased by more than three-fold and the one-day event resulted in the retailer making a reco entire offers with only a 1% fail rate on background checks. Never before had the organization hired so many people in one day in its Further, the strategic use of email campaigns history—demonstrating the maturity & effectiveness of its recruitment marketing function. results. utilizing its existing talent database was a primary factor in achieving such outstanding rated and efficient in its recruitment marketing is well-integrated and efficient since 2006, the company Partnering with Talemetry site and more than 21 million career candidates in its CRM it to effectively manage 3.8 million maturity, which allows generates 94,000 hires on the 24,000 unique jobs and year, the retailer averages posting visitors annually. Each with open and click rates has high return on its email campaigns, platform. The retailer also routinely Talemetry CRM company sought to it wanted to ramp up for its holiday season hiring in 2017, the of 37% and 6%, respectively. So when to national talent database with a more sophisticated, coordinated approach expand its efforts by tapping into its hiring. , this nationwide retailer employs more than 97,000 retail stores, this nationwide retailer U.S.-based apparel and home As one of the largest has revenues of $12.5 billion annually. States and Puerto Rico, and than 870 stores across the United associates in more on its associates to support its department store chain depends exclusive and national brands, the Offering private, stylish merchandise. connect customers to affordable, mission of helping Large Retailer Leverages Talent Relationships to Successfully Execute National Hiring Day Hiring Day National Successfully Execute to Talent Relationships Leverages Large Retailer Audience on Key Talent Focused CASE STUDY CASE © 2018 LAROCQUE, LLC George LaRocque 13 know. know. increase what you increase in or apply for a job. a job. in or apply for Get candidates to opt to candidates Get Capture information to to information Capture © Talemetry, Recruitment Marketing Maturity Model encourage conversion. encourage Drive engaging content content Drive engaging into the marketplace to to the marketplace into database. individuals you have information on in your information Build relationships with Build relationships outreach. database to database Use intelligent Use intelligent segmentation of segmentation targeted marketing marketing targeted develop and deliver and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment talent database. talent build a proprietary build a proprietary multiple sources to to multiple sources Find candidates across across Find candidates reach. reach. information on to on to information do not know or have

Attract candidates you candidates Attract

itment marketing capabilities should be expressly Recruitment marketing recruiting is not one-size-fits-all. As previously stated, strategies, key talent areas, process. By establishing the strategy across the marketing aligned with an employer’s existing capabilities, gaps based on opportunities to leverage up front, priorities can be set and strategic audiences their alignment with your strategy first be prioritized by or both. Capabilities should to fill with new capabilities, technology features can be process and workflow—then outcomes—focusing on the desired and desired business it provides. on the support or advantage that considered based Recruitment Marketing Process Marketing Recruitment © 2018 LAROCQUE, LLC © 2018 LAROCQUE, LLC EVOLVE in modernrecruitingenvironment. having alargeimpactonrecruitingefficiencyandtechnologyuse,isalsothefirststeptowardfillingskillsgapsemerging workflow management,marketingoperations,dataintegration,andsecurity/dataprivacy.Recruitingwhile teams workacrosstherecruitingprocess,withafocusonanalyticsandreporting,compliancemanagement,process It’s thiscomplexitythathasfueledtheemergenceofrecruitingoperationsteamsinlargeemployers.Recruiting recruiting environmentismorelikelytohavesourcingandCRMexpertiseinadditionoutboundspecialization. recruiting environmenthasmoredelineationbetweenitsinboundandoutboundmarketingefforts.Atargetedhighlyskilled “bigger thebrand,”morelikelyitistohavespecialistsonmarketingteam.Forexample,it’sthatahighvolume recruitment marketingoroperationsteam.ContinuingtheanalogytoB2BB2Cmarketing,highervolume, and/or operationssupportinrecruitmentmarketing.Eachofthesecapabilitiesrepresentsaskill-setthatisrequiredany associated. Takenoteofthelengthcapabilitieslistforeachprocess.Youcanbegintoseeneedforspecialization begin todevelopstrategies,campaignsandtacticsthatalignappropriately.Eachprocesshasdistinctcapabilitiesare Recruitment marketingprocessesfallacrosssixmajorstages/channels.Onceestablishingtargetaudiences,employerscan Recruiting Operations Outbound Marketing Inbound Marketing Compliance management Analytics andreporting Conversion and Management Engagement Relationship rcse Deﬁnition Processes Sourcing Candidate Outcomes end goalofengagement. you know.Conversionisthe information toincreasewhat apply forajob.Capture Get candidatestooptinor reach. information onto do notknoworhave Attract candidatesyou marketing outreach. deliver targeted database todevelopand segmentation of Use intelligent database. a proprietarytalent multiple sourcestobuild Find candidatesacross database. information oninyour individuals youhave Build relationshipswith encourage conversion. into themarketplaceto Drive engagingcontent Marketing operations Process andworkflowmanagement Recruitment Marketing Model Maturity and How It Impacts Your Success agencies. networks, location-basedmarketing,SEO,governmentandnon-profit sharing, events,influencer/communitymarketing,recruiterpersonal Job boardadvertising,PPConlineadretargeting,socialjob content engagement,targetedcallstoaction,andgeo-localization. Strategic audienceidentificationenablesprofiletargeting,personalized Opt-in talentnetworks,automatedcampaigns,programmaticmarketing. candidate researchservices,agencies,andemployeereferrals. non-resume datasources.IndirectsourcingincludesRPOservices, databases, LinkedInandothernetworkcommunities,purchasedlists, Direct sourcingincludesopenwebsearching,influencerreferrals,resume action, leveragingreportsandanalytics toinformdecisions. A combinationofpersonalization capabilities, well-designedcallsto SMS, andsocial. external profilerefresh,andmulti-channelcommunicationlikeemail,chat, channels. Capabilitiesincludesearch,profilemanagement,internaland CRM capabilitiesareleveragedacrossknownandunknowntalentfromall dynamic contentwithvaryingdegreesofpersonalizationandtargeting. telephone andevents.Contentengagementisachievedviastatic Live engagementisachievedviatoolslikethelivechat/chatbot,SMS, Security anddataprivacy Data integration

Capabilities 14 LaRocque George George LaRocque 15 © LAROCQUE, #HRWins presents at Level 2 Level at presents The market largely The market MATURITY LEVEL MATURITY and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment PERCENTAGE OF MARKET BY PERCENTAGE Level 1 - AD HOC 1 - Level 2 - BASIC Level 3 - MATURE Level 4 - ADVANCED Level 0% 10% 70% 30% 20% 50% 40% 60% coming from it.” • “We implemented three new systems, but can’t get a report that gives us the entire picture.” • “We implemented three new systems, but can’t get a report • “We invested a ton into our career site last year, but struggle to engage the candidates now • “We invested a ton into our career site last year, but struggle • “We’re great at sourcing, but we are terrible at understanding our ad spend.” • “We’re great at sourcing, but we are terrible at understanding

While employers may have taken one or more distinct maturity level (Level 2). While employers may have taken Employers largely identify at a basic is needed to bring to mature, most organizations self-identify that much work capabilities of their marketing efforts their entire process to parody. #HRWINS © 2018 LAROCQUE, LLC George LaRocque 16 Outcomes Outcomes Conversion and Conversion Conversion and Conversion Conversions are managed by ATS driven workflow. One size fits all process with no accounting for audience types or relationship. The application process starts to improve via basic mobile interfaces, personalization by targeted talent, and the ability to apply via social profiles like LinkedIn. Candidates can opt in for talent networks and job alerts. Passive source tracking and basic event data capture are implemented. Candidate Candidate Engagement Engagement Career site is ATS powered, with basic content. Primary tool for engagement tends to be email. Email can originate from ATS, corporate email, or some third party database tools. Career micro-sites emerge for top level segmented audiences and events. Email content is managed across templates allowing for personalization. © Talemetry, Recruitment Marketing Maturity Model Relationship Relationship Relationship Relationship Management Management Driven by spreadsheets, lists, or email inboxes. No standardization across the recruiting team. No unified system. CRM database manages known candidates, captures talent network opt-ins, and captures all talent sourcing activities like emails and, downloads. Candidate search compliance emerges at basic level. Marketing Marketing Outbound Outbound Outbound Outbound and How It Impacts Your Success Your Impacts It How and Individual recruiter outreach with no unified system. CRM capabilities, or systems, begin to be put in place allowing for organized and coordinated outreach. Brand and message standards are unified across the recruiting team. Basic level campaign automation appears. Rudimentary candidate activity tracking is implemented. Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Sourcing Sourcing Sourcing Sourcing Direct and indirect sourcing is done on a per job basis across social networks, the Internet, or external databases. Employee referrals initiatives tend to be sporadic. Unified candidate search across all sources/databases appears at this level. New controls for third party recruiter spend are introduced. Sourcing teams begin to appear. Non-integrated databases, like LinkedIn, are leveraged more systematically.

Inbound Inbound Inbound Inbound

Marketing Marketing Marketing Marketing

Largely manual distribution of jobs to free and paid job boards, social networks. Automated distribution of jobs to all job boards. Rudimentary programmatic distribution of ads. Normally some investment in basic level SEO for career site and job pages has been accomplished. Pay for performance ads, PPC, Ad Words, is normally sporadic. Ad destinations that contribute to compliance are found in ad mix at this level.

Ad Hoc 1: Ad Level Developing, But Disconnected 2: Developing, Level EVOLVE © 2018 LAROCQUE, LLC George LaRocque 17 Outcomes Outcomes Conversion and Conversion Conversion and Conversion Largely improved candidate experience based on pre-population of any candidate forms, applications, etc. Conversions, including applications processes, are optimized based on database segmentation, geography, candidate profile data. Calls to action are proactively targeted to strategic talent audiences and networks. Candidate Candidate Engagement Engagement Employer jobsite experience and campaign content has achieved an advanced/full level of personalization based on actions, behavior, candidate personal and profile data, and source attribution. Live engagement is extended to include chat and messenger apps. Personalization begins to emerge in marketing content in both job and non-job-related content. Content is offered via campaigns as well as dynamically on the employer career site or blog. Microsites have been expanded across all key audiences. Messaging and content can be both geographically and language driven. © Talemetry, Recruitment Marketing Maturity Model Relationship Relationship Relationship Relationship Management Management Candidate profiles within the CRM are automatically refreshed with existing data sources, and automatically extended with newly discovered data sources. Database segmentation and list creation is automated based on employer rules and behaviors. CRM-based communication extends to include SMS/text, chat, social, etc. At this level the CRM has been extended to include employees and employer alumni. The process and capabilities for tracking candidate information is well defined at the detail level (notes, tags, activities, profiles.) Well defined information management allows for integrating external data sources (vendor, campus, third party lists, RPO) against an advanced level of database segmentation and segmentation strategies. Marketing Marketing Outbound Outbound Outbound Outbound and How It Impacts Your Success Your Impacts It How and Comprehensive outbound campaigns are integrated with recruiter outreach. Marketing campaigns are highly targeted to talent audiences. Talent that has opted-in to communications receive highly automated and targeted messaging campaigns. Marketing campaigns and recruiting programs are all A/B tested to ensure the highest level of effectiveness. Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Sourcing Sourcing Sourcing Sourcing Job level sourcing is almost exclusively automated. The introduction of non-resume data sources emerges, leveraging social profiles, advanced web search, and unstructured data. Sourcing of targeted audiences is centralized and automated. Third party databases, lists, and sourcing services are all integrated into the sourcing process. Employee referrals are driven via a managed process.

Inbound Inbound Inbound Inbound

Marketing Marketing Marketing Marketing

Advanced marketing strategies and tactics appear at this level, including ad retargeting, and banner advertising outside of the job board eco-system. Employers begin to look at influencer and advocacy marketing concepts. Job distribution efficiency has been achieved, so this level focuses on advanced SEO and Google optimization of job ads. Pay-per-performance and premium job advertising has been optimized allowing for A/B testing of content and messages utilized. Social sharing is integrated and tracked across corporate and recruiter accounts.

and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment © 2018 LAROCQUE, LLC George LaRocque 19 Outbound Sourcing TalentNew Marketing 1 3 2 4 Marketing CBM/Relationship Maturity Level 3 Maturity Level Marketing Outcomes Conversionsto Engagement/Content New Talent Marketing Sourcing Outbound and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment 1 3 2 4 Marketing CBM/Relationship Examples of of current state maturity 3 organization. 2 and a level of of current for a level Examples Maturity Level 2 Maturity Level As you can see, an organization is likely more mature in certain process areas vs. others. vs. areas in certain process mature more is likely an organization can see, As you Marketing Outcomes

Conversionsto

Engagement/Content

rience, and assist more candidates in finding a better candidate experience, and assist more candidates While this investment will help deliver result in candidates to the standard ATS application process will still relevant jobs, delivering all of these significant candidate drop off. environment can actually have a negative effect within a Level 2-Basic environment can actually have a negative Implementing more advanced capabilities efficiency. As an example, consider the implementation of advanced on candidate experience or overall full with Level 2 conversion capabilities will struggle to see the engagement technologies. An organization chat-bots for candidate engagement—a Level 4 engagement potential of investing heavily on advanced capability. cruiting strategy is the minimum requirement to to your recruiting strategy is maturity across all processes core Achieving Level-3 their systems, delivers Connectivity of your processes, and "efficiency barrier." gain maximum efficiency—the in a more connected The Level 3 employer, operating you to make more strategic decisions. visibility and allows based is both automating processes and extending its reach for candidates recruitment marketing environment, on advanced strategies and capabilities. full cadre of marketing capabilities and implemented a full cadre of marketing maturity, an employer may have At a Level 2-Basic data whether for workflow, tend to be manual and they are largely disconnected. Processes technologies, yet to gain its silo. The potential for most employers or both generally stays within reporting and analytics, and progress to Level 3-Mature. skills and capabilities, as they close gaps in both internal efficiencies is great The Opportunity The

© LAROCQUE, #HRWins #HRWINS © 2018 LAROCQUE, LLC © 2018 LAROCQUE, LLC #HRWINS look seriouslyatqualityofsourceandhire. marketing datafoundduringemployment.It’stheabilitytolookbeyondjustsourcevolumeorofhire—and of realtimedataflowandcollaboration.Level4offersthepromiseclosingloopbetweenrecruitment maintenance. Ineithercase,evenadvancedprocessesandworkflowsinsiloesareself-limitingbasedonanylack an integratedplatform,oratightlysuiteofsolutions.Thelatterrequiringadditionalcostand For thoseemployersthatareatLevel4-Advanced,thefocusshiftstotheirabilityextractvaluefromeither Recruiting Recruitment Marketing Model Maturity and How It Impacts Your Success Performance Onboarding

© LAROCQUE,#HRWins 20 LaRocque George George LaRocque 21 Outcomes Conversion and Conversion Capture information from candidates to increase what we know about them, provide them a greater level of personalization, an improved candidate experience, and motivate them to opt into a relationship, or to apply for a job. Conversion is the end goal of engagement. Candidate Engagement Drive engaging content into the marketplace that would encourage the conversion of prospects, candidates, and applicants. Relationship Relationship Management Empower sourcers, recruiters, and automation to build relationships with individuals based on some information housed in the database Marketing Outbound Outbound and How It Impacts Your Success Your Impacts It How and Drive outbound marketing to the talent database by using intelligent segmentation and effective outreach to targeted channels. Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment Sourcing Sourcing Build up a proprietary talent database by finding candidates across multiple sources, creating the opportunity to extend their profile data in the database.

Inbound Inbound Before rushing into the implementation of technology or the launch of your marketing campaigns, it’s important or the launch of your marketing the implementation of technology Before rushing into Understanding the talent part of the marketing process. look at the strategy for each distinct to step back and Students/Graduates, Veterans, strategic audience (Diversity, constrained/essential) and area (volume, targeted, goals for conversion, set a targeted strategy and set allows you to Executive, Contingent/Independent) that are realistic. timeframes, and outcomes

Marketing Marketing Strategies By Process Strategies Strategy by Process by Process Strategy

Leverage all channels to and for talent for both inbound and outbound marketing. © Talemetry, Recruitment Marketing Maturity Model EVOLVE © 2018 LAROCQUE, LLC George LaRocque 22 Strategy Build personas for specific job families or Build personas for specific job families and skill sets and drive a tailored sourcing engagement strategy. Find, engage, and nurture high touch relationships with candidates whose skill-sets or qualifications are of vital importance to the organization. Create a ready supply of available Create a ready supply of available candidates for quick hires by broadening the reach into the market for volume candidates. and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Key Talent Areas Talent Key Constrained/ Skillset Essential Targeted Volume

© Talemetry, Recruitment Marketing Maturity Model Key Talent Area by Key Talent Strategy EVOLVE © 2018 LAROCQUE, LLC George LaRocque 23 Strategy Attract and engage with veterans and Attract and engage with veterans those transitioning out of service. Attract qualified students for graduate and Attract qualified students for graduate early career opportunities. and Build a proprietary list of executive manage executive-potential candidates to ongoing communication, with those that are a fit for senior and executive roles. Build a ready supply of contingent candidates with a proactive approach to attracting them and managing and managing ongoing communications. Improve the attraction and engagement of Improve the attraction and engagement diversity candidates to ensure more inclusive talent pipelines. and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Strategic Audiences Strategic Veteran Gig/Contingent Executive Students/Grads Diversity

© Talemetry, Recruitment Marketing Maturity Model Strategic Audience by Strategic Strategy EVOLVE © 2018 LAROCQUE, LLC © 2018 LAROCQUE, LLC CASE STUDY top talentthatdrives optimalperformancefor theorganization. improve conversion acrosseachstageofrecruiting, thecompanywillalsocontinue todeepenitslevelofmaturity andeffectivenesstoattract vastly outperformingcompetition fortalentintheindustry.Asorganizationcontinuesto evolveitsrecruitmentmarketingfunctionand company begantonurtureand buildrelationshipswithcandidates.Usingtargetedemailcampaigns, thecompanyachieveda72%openrate, visitors brandnewtotheorganization withinthefirstfewmonths.Byofferingamorepersonalized candidateexperience,theFortune500 nearly sixminutespervisitor,doubling thetypicalaverageofthreeminutes.Thenewcareer siteattractednewaudiences,withover86%of As aresultofhighlypersonalized contenttoitsaudiences,thecompanywasableincrease theaveragetimespentonitscareersiteto able toincreaseapplicationconversionratesover83%,far outperforming theindustryaverageoftypically20to30%. Talent Networkfirstandthendodoubledataentry.Bysimplifyi ng thisprocessandmakingiteasierforapplicants,theorganizationhasbeen apply foracurrentjob,signupjobalerts,orjoinTalentNetwork.Ifthetimeisrighttoapply,candidatesarenotr equired tojointhe improved intargetingandconvertingcandidates.Onitsnew career site,bothactiveandpassivecandidateshavetheflexibilitytodirectly recruiting performance.Bytrackingconversionateachstepof therecruitingprocess,companyhasexpandeditsreach,and Since integratingitsrecruitmentmarketingpracticesandtechnology, theglobalorganizationhasrealizedtremendousimpactonits to OptimizeRecruitingPerformanceataFortune500TechnologySolutionsCompany Integrating AdvancedRecruitmentMarketingTechnologyandStrategiesAcrossProcessAreas totheorganization. ofcareersitevisitorsat86%brandnew o Achievedanunprecedentedpercentage visitor. careersitetonearlysixminutesper o Improvedaveragetimespentonnew averageofjust20to30%. morethan83%,farsurpassingindustry o Increasedapplicationconversionratesto Results solutions. Source &CRM,JobBroadcastandAgency featuring CareerSites,ApplyWorkflow, marketing platformfromTalemetry, Implement anintegratedrecruitment Solution of therecruitingprocess. capture candidateconversionineachstep ness byimplementingtechnologyto Improve recruitmentmarketingeffective- Challenge take itsrecruitmentmarketingstrategyandprocesstothenextlevelbefullyintegratedmoreefficient. and, mostimportantly,convertingcandidatesateachstageofthesixmajorrecruitmentmarketingprocesses.Itwastimeforcompanyto competing forhighly-skilledandsought-aftertalentbybuildingstrongrelationships,robustpipelines,engagingpassivejobseekers support itsgrowth,theinternaltalentacquisitionteamatglobalorganizationknewthatitmustevolverecruitmentfunctionin With adevelopingrecruitmentmarketingstrategyinplaceandmbitiousgrowthobjectivesthatrequiredstrategictalentacquisitionplansto revenues ofnearly$15billion. States, CanadaandtheUnitedKingdom,Fortune500companyhasmultinationalcapabilitiesemploysnearly8,800employeeswith As aleadingmulti-brandtechnologysolutionsprovidertobusiness,government,educationandhealthcareorganizationsintheUnited conversion, attracting newtalentandnurturingcandidates The Results: Moving toahigherlevel ofrecruitment marketingbyincreasing maturity Candidates, InternalEmployeesandAlumni. talent areas,includingAccountRepresentatives,Executives,Veterans,Students,Diverse solution, theorganizationwantedtooffercandidatespersonalizedcontentandmessagingforkey measure activityandresults.Personalizationwasalsokeytothecompany.WithTalemetry workflow, directintegrationwithTaleoincludingEEO,UDFsandScreenings,analyticsto experience improvements,includingfacetedsearch,jobnotifications,multipletalentnetworks,apply accompanied byacompleteoverhaulofthecareersiteanddesiredrolloutseveralkeycandidate running onthenewrecruitmentmarketingplatforminjust12weeks.Theprojectwasalso solutions) inaveryshorttimeframe.TheorganizationpartneredwithTalemetrytobeupand Talemetry Platform(CareerSites,ApplyWorkflow,Source&CRM,JobBroadcastandAgency With aggressivehiringplans,theglobaltechnologyprovidersoughttoimplemententire Talemetry The Solution:Implementing recruitment theindustry-leading marketing platformfrom the essence. technology thatwouldallowittocaptureconversionateachstepalongtheway—andtimewasof acquisition teamknewthatsupportingtheevolutionofitssourcingpracticesdemandedbetter that couldprovideanoutstandingcandidateexperiencewithintegratedapproach..Thetalent technology platformthatwassimple,results-drivenandwouldintegratewithitsOracleTaleoATS kept pacewiththeprogressionofitsrecruitmentmarketingpractices.Thecompanyneededa In 2016,thisleadingtechnologysolutionsproviderrecognizedthatitsfootprinthadnot next level The Challenge:Investing intherighttechnologytoadvance recruitment marketing tothe Recruitment Marketing Model Maturity

and How It Impacts Your Success 24 LaRocque George George LaRocque 25 Within Reach

Marketing Maturity Marketing

and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

To that end, the experiment starts with the clear definition of strategy across audiences, key talent areas, and the outcomes required to support the business. A self-assessment of the processes and capabilities in place will marketing maturity within your reach, and identify gaps and opportunities in your organization to put recruitment drive results required today while building for the future. nd capabilities to be leveraged, but a well-thought of disparate technologies and capabilities to be leveraged, but Recruitment marketing is not a list it. desired recruiting goals, with technologies and capabilities that support out strategy and plan, based on your services and and direct effort from the employer combined with third-party Success requires a mix of strategy select This underscores the need for recruiting leaders to not only technologies in order to execute effectively. evolve that satisfy their requirements, but a true partner that can help them technology features and capabilities experience in the field and insights from the technology itself. their strategies and tactics based on n ongoing experiment—consistently comparing means understanding it is an ongoing experiment—consistently Understanding recruitment marketing result of a messages. It’s an ongoing process of refining them with the end strategies, tactics, campaigns, and and with recruitment marketing goals, internal resources and skills available, unique marketing mix based on your your financial means or budget. Achieving a higher level of recruitment marketing maturity is not a destination. It is a state of readiness that allows marketing maturity is not a destination. It is a state of readiness Achieving a higher level of recruitment economic shifts, macro and consumer trends, and the introduction of an organization to better adapt to you sources. By taking stock of your internal resources and capabilities, tomorrow’s new technology or candidate coming your way, both internal and external. are more readily prepared for changes Putting Recruitment © 2018 LAROCQUE, LLC George LaRocque 26 and How It Impacts Your Success Your Impacts It How and Recruitment Marketing Maturity Model Maturity Model Marketing Recruitment

Find additional resources at talemetry.com/evolve EVOLVE and optimize recruitment marketing in your organization. Talemetry. Recruitment Marketing Results. Simplified. results, and easy enough to deploy and leverage across enterprise organizations. results, and easy enough to deploy and leverage across enterprise organizations. ROI, and deliver ongoing client success. Finally, a recruitment marketing platform powerful enough to deliver ROI, and deliver ongoing client success. Finally, a recruitment marketing Agency solutions. These integrated solutions optimize operations, drive meaningful recruitment marketing Agency solutions. These integrated solutions optimize operations, drive can be used alone or in combination, including Source & CRM, Job Broadcast, Career Sites, Apply, and performance. Our award-winning recruitment marketing platform features five high-performance products that largest organizations simplify recruitment marketing, enable new strategies and optimize recruiting largest organizations simplify recruitment marketing, enable new strategies reach for all types of talent. We help the world’s strategies and extending reach for all types of talent. We help by delivering results-based attraction more of the right people to apply for the right jobs Talemetry solutions get more of the right people to apply recruitment professionals successful. t to make recruitment organizations and tools, training and support to make recruitment organizations marketing platform with cutting-edge customers and the changing workforce. marketing, Talemetry combines our enterprise-grade recruitment As the leader in results-driven recruitment and in the future. He helps HR service providers and technology vendors with a unique perspective on the HR providers and technology vendors with a unique perspective on and in the future. He helps HR service related innovation in tech. He helps employers understand the trends that are impacting their workforce today employers understand the trends that are impacting their workforce related innovation in tech. He helps developers of HR technology. He is the publisher of HRWins research and reports on workforce trends and is the publisher of HRWins research and reports on workforce trends developers of HR technology. He analyst and advisor focused on users and Now he’s an HCM market analyst and advisor focused on users for some of the market’s largest brands. former practitioner in talent acquisition, talent management, and HR, he turned technology vendor executive and HR, he turned technology in talent acquisition, talent management, former practitioner Principal Analyst and Founder, HRWins Reports on HR Technology Innovation on HR Technology Reports HRWins and Founder, Analyst Principal in the HCM industry. A of HRWins, has more than 25 years Principal Analyst and Founder George LaRocque, George LaRocque George About Talemetry About the Author About © 2018 LAROCQUE, LLC