ACSESS 2016 Conference presentation from Eric Gregg (Inavero) & Ross Levadi (CareerBuilder)

1. 016 CareerBuilder
SESS 2016
Opportunities in Staffing
esented by: Eric Gregg – Inavero
Ross Levadi – CareerBuilder

2. Not All Sources of Information Should Earn Your Trust
Misinformed Celebrities…
Lindsay Lohan about the weather
Jaden Smith about global warming
Ron Artest about dieting
Kanye West about…..ANYTHING
…or spellin

3. t’s Not Just Celebrities – We Should Check Our Own Bias as We

4. 4,209 Job Candidate
• 39% currently on an
assignment through a
staffing firm
• 68% actively looking for
new job
• 53% in professional/IT/
healthcare
1,351 Employers
• Independent online panel and
CareerBuilder database
• 38% > 250 employees
• 50% hire in professional/IT/
healthcare
pportunities in Staffing: The Largest Study of Its Kind in Staffing
Dreamstime.com Image: © Dreamstime.com
Staffing Firm

5. tracting top
ients and Talent
© 2016 CareerBuilder

6. © 2016 CareerBuilder

7. ferrals are King for Client Acquisition – but isYour Online
putation Where it Should Be?
© 2016 CareerBuilder
51%$
31%$
30%$
29%$
28%$
27%$
24%$
23%$
16%$
13%$
9%$
8%$
7%$
5%$
0%$ 50%$
Professional$network$referral$
eputa?on$within$the$industry$
Staffing$firm’s$website$
ed$for$the$staffing$firm$online$
Hired$firm$at$a$previous$job$
Online$reviews$
Personal$network$referral$
Proac?ve$recommenda?on$
th$firm$on$personal$job$search$
Firm's$sales$rep$
Social$media$
Online$ads$
dustry$tradeshows$and$events$
Tradi?onal$media$ads$
Resources(Used(to(Find(and(Select(Primary(Staffing(Firm(
62%
S&ll
Vet
Your
Firm
Online:
40% Staffing firm’s website
37% Online reviews
35% Online search
11% Social Media

8. 81
% work
with more
than 1
staffing firm
are of Wallet – The Untapped Growth Engine forYour Firm
© 2016 CareerBuilder
61% Better access to qualified talent
58% If one firm can’t fill order, another probab
can
46% Broader industry experience
Top Reasons for Working with More than One
Firm

9. ssatisfaction and Stress Dominate Job Candidate Emotions, But
obility Intention Remains High
© 2016 CareerBuilder
56% Dissatisfied with current job situation
55% Will be working at new company in 12
months
48% Depressed about their job prospects
48% Stressed out over their job search
Talent Mindset & Mobility

10. e Majority of Talent will Consider Temporary Positions
© 2016 CareerBuilder
83% if they have taken a
temporary assignment in the past
49%Think firms are good
bridge to permanent
employment
38%Think all firms are
mostly the same
Would consider
taking temporary
assignment
70%

11. hat Drives the Decision to be a Temporary Employee?
© 2016 CareerBuilder
Temporary
by
Choice
76%
Temporary
by
Need
24%
• Higher dissatisfactio
job
• Higher stress
• More depressed ab
options
likely to feel in
nd
ing multiple options
ikely to change in
2 months

12. derstanding the Roadblocks to Taking Temporary Assignments
© 2016 CareerBuilder
Preference for
permanent full-
time employment
Uncertainty oftaking temporaryemployment

13. ep your Talent Pipeline Engaged with the Right Messages
© 2016 CareerBuilder
How
to
Keep
Talent
Engaged
93% New job opportunities
51% Salary trends for their position
49% Online training opportunities
48% Opportunities to interact with other
talent

14. e Impact of Technology
the Staffing Industry
© 2016 CareerBuilder

15. e Impact of Technology on Our Industry
© 2016 CareerBuilder

16. n 5 Clients Believe our Industry is ‘Behind the Times’ on Techno
© 2016 CareerBuilder
90
%
Think it’s important
for their staffing firm
to have the most up-
to-date technology
74%
Think up-to-date
technology
differentiates a
staffing firm

17. d Job Candidates Judge us Even More Harshly
© 2016 CareerBuilder
Only 9%hink the staffing
ustry technology
e is ahead of the
times
• Outdated website
• Lacking mobile
integration
• Lack of
communication
through technology
Behind the Times Tech
92%Think it’s importan
for their staffing fir
to have the most u
to-date technolog

18. nline Staffing Sites on the Rise in PastYear – The Rise of
ansparency in Staffing
© 2016 CareerBuilder
17%
2016
Client
7%
2015
9%
2016
5%
2015
Talent
Online Staffing Model Utilization

19. chnology is both Helping and Hurting the Complexity of Job
arching for Candidates
© 2016 CareerBuilder
Average job candidate uses 17different resources, during the job
search
• Overall process has improved
• Applications are easier to
complete
• Mobile applications have
improved
• Automated job alerts improved
• Responsiveness has declined
• Negative decline in human
interaction
• Applications have gotten longer

20. A Trip Tracker – Transparency and Setting Expectations
© 2016 CareerBuilder
92%

21. rtphone Addiction Adoption Nears 100% – Now Its About Func
© 2016 CareerBuilder
62%$
60%$
57%$
46%$
45%$
39%$
34%$
0%$ 40%$
View$open$jobs$similar$to$the$ones$I$have$open$
Request$recruiter/$account$manager$contact$
Check$on$the$status$of$open$orders$
Locate$the$branch$nearest$to$me$
Get$an$idea$of$the$rates$they$charge$
Learn$more$about$the$firm’s$industry$experNse$
Learn$more$about$hiring$trends/best$pracNces$
Ac#vi#es(Clients(EXPECT(to(be(able(to(do((
Via(Mobile(on(Staffing(Firm(Websites(

22. nt are Always ‘On’ andYour Engagement With Them Needs to
ect That
© 2016 CareerBuilder
85%$
67%$
64%$
41%$
28%$
0%$ 50%$ 100%$
Search$for$a$job$
Applied$to$a$job$
d$to$emails$about$a$job$I$was$
interested$in$
onded$via$text$message$with$
meone$about$a$potenFal$job$
SubmiGed$a$Fmecard$
Ac#vi#es(Talent(EXPECT(to(be(able(to(do((
Via(Mobile(on(Staffing(Firm(Websites(
Just Applied for a Killer Job!

23. e Remarkable Service
aybook for Staffing
© 2016 CareerBuilder

25. w does the Staffing Industry Measure Service Quality?
A Net Promoter Score (NPS®) is an easily
understandable metric based on likelihood to recommend
using a company, product or service to a friend or
colleague
Staffing firms see a direct correlation between:
Net Promoter Score, retention, & referrals.
Is a Net Promoter
Score?
WHAT
Use a Net Promoter
Score?
WHY
HOW
Is Net Promoter Score
calculated?
0 1 2 3 4 5 6 7 8 9 10
Detractors PromotersPassives
%
Promoters
%
Detractors NPS
Promoters: Your firm’s strongest
allies; most likely to promote your
firm to others
Detractors: At risk
of leaving your firm
Promoter Score®
S, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, and Fred

26. What’s a Good NPS?
S, and Net Promoter Score are trademarks of Satmetrix Systems, Inc., Bain & Company, and Fred
>70% (Worldclass)
>50% (Exceptional)
30% (Average)
0% (Bad)
62%
10%
54%
14%
35%
-1%
84%
-13%
66%
19%
11%
78%
55%
29%
75%

27. ient Satisfaction Scores Improve from 2014-2015 Lows
39%
35%
32%
27%
29%
21%
27%
24%
30%
25%
18%
8% 8%
-3%
4%
-20%
0%
20%
40%
60%
2012 2013 2014 2015 2016
Promoters (9-10) Detractors (0-6) Net Promoter Score®

28. aximizing the Satisfaction of Staffing Industry Clients
© 2016 CareerBuilder
Ask questions to clarify the
needs of the position
Follow up on your requests
or issues within 24 hours
Set realistic expectations
about any potential open
positions
Pre-Submission
%
%
%
Candidates submitted were
a good culture fit
Candidates submitted
matched the position’s
specifications
Checked in with you during
candidate’s first week on
the job
Submission
+61%
+57%
+51%
Checked in at leas
monthly throughou
assignment
Resolved any issu
placed talent withi
hours
Debriefed on place
talent’s performan
of assignment
Post-Placement
+56%
+55%
+51%
Impacting Satisfaction Throughout the Process
Gap between NPS when action occurs versus NPS when action does not occur

29. ally Good Recruiters are Proactive, Skilled & Responsive
• Be extremely responsive
• Provide multiple candidates to choose
from
• Be proactive
• Find talent they can’t find
• Be trustworthy
• Be slow to respond
• Be aggressive with your suggestions
• Misrepresent your talent
• Underemphasize industry-specific tre
• Underemphasize culture fit

30. e Part of The Service Delivery Equation Many Firms Undervalu
REMARKA
BLE
PROCESS
REMARKA
BLE
PEOPLE
REMARKA
BLE
EXPERIEN
CE
Image: © Dreamstime.com

31. hat Is the ‘Left Turn’ in Your Process?
90% of UPS driver
are to the right, bec
• It helps save them ove
million gallons of gas
and
• Left-hand turns are 3x
likely to result in a dea
crash with a pedestria

32. Who’s More Likely to Get the Sales Person Placement?

33. affing Firm Recruiters Rate Higher than Internal Recruiters in
eed & Quality
© 2016 CareerBuilder
VS
INTERNAL RECRUITER STAFFING FIRM R
Understanding of team
Understanding of culture
Quality of Candidates
Responsiveness
Knowledge of current trends
Time to submit
Time to fill
✗
✗
✗
✗
✗
✗
✗

34. perience of Applicants and Placed Talent Remains Stable in
nada
© 2016 CareerBuilder
-34%
-26% -25% -27% -30%
30% 33%
22% 24% 21%
-60%
-40%
-20%
0%
20%
40%
2012 2013 2014 2015 2016
Applicant NPS® Placed Candidate NPS®

35. aximizing the Satisfaction of Job Candidates
© 2016 CareerBuilder
Recruiter worked to get to
know them as an individual
Set expectation about how
best to communicate
through process
Directed them to additional
resources to help in job
search
Application Phase
%
%
%
Had all of the tools needed
to be successful in
assignment
Position accurately
described prior to starting
the assignment
Checked in with you during
first week on the job
Onboarding
+59%
+46%
+45%
Issues resolved in
manner during ass
Any assignment ch
were proactively
communicated
Someone contacte
prior to the end of
assignment
Post-Placement
+60%
+57%
+47%
Impacting Satisfaction Throughout the Process
Gap between NPS when action occurs versus NPS when action does not occur

36. thout Active Re-Engagement,Talent Satisfaction
ops with Time
© 2016 CareerBuilder
29%$
20%$
15%$
0%$
20%$
40%$
1$month$or$less$ 226$months$ More$than$6$
months$
Decay&of&Talent&NPS&Over&Time&
&on&Assignment&

37. ues Arise with Talent – But Timely Resolution Matters More
© 2016 CareerBuilder
17%
of talent
have had an
ISSUE
while on
assignment
Mismanaged expectations
Assignment ended unexpectedly
Mistreated by their
manager
Type of Issue while on Assignment
45%
38%
25%

38. ver Half of Talent-Related Issues Go Unresolved
© 2016 CareerBuilder
Within 12 hours
12 to 24 hours
24 to 48 hours
More than 48 hours
If Resolved, How Long did it Take?
31%
21%
14%
34%
63%
of talent
said their
ISSUE
went
UNRESOLV
ED

39. verybody Needs a Triage Plan for Service Recovery

40. ecognize Service Failure for What it Is – An Opportunity to Show
ho You Really Are
40

41. ow Not to Recover.
41

42. hich WouldYou Rather Be?
42

43. Cautionary Tale of Failure to Evolve
a 1983 – 2nd Grade
Take that, 2nd Grade Jimmy
Bates
Seriously? It’s a 100 yard dash. You’re
embarrassing yourselves

44. 44
Cautionary Tale of Failure to Evolve
Me, Circa 1984 – 3rd Grade
+16
Heig
+27%
Weight
Mike Ballard = Sneaky Fast

45. © 2016 CareerBuilder
hank you!