new ways to incorporate social media recruiting plus accompanying workflow tooling and a dedicated job website in a safe way in your company.

1. RPO
Recruitment Process Outsourcing
&
Social Recruiting

2. RPO
• Recruitment Proces Outsourcing
• Recruiter
• Database met webportal/VMS
• Werken bij website
• App om via mobile te werken

3. RPO
Recruitment Process Outsourcing is een vorm van business process outsourcing
(BPO) waarbij een werkgever een deel of al zijn recruitment activiteiten
outsourced naar een externe service provider.

4. RPO
• Recruiter
• Opmaken wervingsprofielen
• Inschakelen intermediairs(expediting)
• Voorselectie&testen
• Toegang tot jobportals-cv data bases/adverteren
digitale media
• Sociale media
• Promotionele activiteiten(deelname
banenbeurzen)
• Inschakelen netwerken

5. RPO
• Het uitbesteden van uw Werving & Selectie
activiteiten waarbij u proces eigenaar blijft.
- Snelle terugverdientijd
- Door gebruik te maken van diverse kanalen een
grotere feedback
- Meer kandidaten die voldoen aan de requirements
- Status rapportage met vaste intervallen
- Kwaliteits- persoonlijkheids- en skills-check voordat de
kandidaat voor een interview word aangeboden
- Toegang tot de grote job portals zoals
Monsterboard, nationale vacaturebank, etc.

6. RPO
• 3 fases
– Fase 1 integrale projectaanpak
• Website integratie
• Profielen
• HR marketing SEO/SEM/linkbuilding
• Website werkenbijcentric.nl
• Vacatureplaatsingen
• Netwerken inschakelen
• Sociale media
• RSS feeds

7. RPO
• 3 fases
» Fase 2
• Jobboards
• Campagne
• Adwords
• Affiliate
• Adverteren
• Beursvertegenwoordiging
• Evt. Opendagen

8. RPO
• 3 fases
– Fase 3
• Head hunting
• Intermediairs
• Overig project specifiek
Werkwijze en stappenplan wordt in overleg in detail uitgewerkt

9. RPO
• Koppelen VMS aan werkenbij…….
• Dit is een inkoopportaal :Vendor Management Systeem
• Transparantie
• Controle
• Risico beheersing
• kostenreductie

10. Voordelen RPO
• RPO leid tot lagere kosten vanwege de schaalgrote
• RPO van en door een specialist heeft als resultaat
kandidaten met hoog kwaliteits level
• RPO heeft efficiency verbetering als gevolg vanwege de
investering in recruitment tools met ingebouwde
workflow en input output
• RPO leid tot variabele recruitment kosten die gelijk
lopen met de opbrengsten
• RPO leid tot klant orientatie en daarmee kwaliteits
verbetering dankzij performance targets.

11. Uitbesteden van uw Werving & Selectie waarbij U proces eigenaar blijft en meer
controle heeft dan nu door middel van dedicated software en dedicated
recruiters

12. derde generatie RPO
• Met een flexibele en adviserende aanpak
kunnen wij als RPO provider wijzigingen veel
sneller en flexibeler implementeren, met
minder verstoring in het proces en de
systemen bij de klant.
• Bijkomend voordeel is een sterke risico
vermindering en behoud van de investering in
de implementatie.

13. RPO Risico
• RPO is succesvol wanneer er een goed gedefinieerde corporate
staffing strategy is. Hier kunnen we samen aan werken.
• Een bedrijf moet de HR activiteiten blijven managen en in ieder
geval initiële richting geven, daarnaast uiteraard de activiteiten
blijven monitoren om samen tot goede resultaten te komen.
• RPO zal alleen maar goed werken wanneer het bedrijf duidelijke
recruitment richtlijnen en procedures heeft.
• Kosten en de kwaliteit kunnen een issue worden, wanneer RPO niet
goed geimplementeerd word. En kan de efficiency van het
recruiting proces sterk beinvloeden, vooral wanneer de recruiter de
business case niet begrijpt.
• Een RPO service provider zou er niet in kunnen slagen de kwaliteit
en-of kwantiteit te leveren die gevraagd is. Vooral in industrie
sectoren waar tekorten zijn kan dit een probleem worden en
blijven.

14. Social Recruiting
WWW

15. Social Recruiting
• Social recruiting is een verzamel naam, het is een
strategische benadering die ligt op het grensvlak
tussen recruitment en het embryonale social
media vlak.
• Hier worden diverse termen gebruikt die
uitwisselbaar zijn zoals social hiring, social
recruitment en social media recruitment.
• De meest populaire Social Media sites die voor
recruiting gebruikt worden zijn
LinkedIn, Facebook, Twitter, Viadeo, XING, Google
+ and BranchOut.

16. Social Recruitment RPO

17. Social Recruiting
• Social recruiting is het sourcing proces / recruitment proces van kandidaten waarbij gebruik gemaakt word van
sociale media platformen als promotie en reklame kanalen door medewerkers en recruiters. Dit is interessant
wanneer de doelgroep deze sociale media kanalen ook gebruikt en accepteerd.
• Social recruiting kunnen we in twee categoriën indelen. De eerste is internet sourcing door gebruik te maken
social media profielen, blogs, en online communities om passieve kandidaat data te vinden. De tweede is sociale
distributie. Dit houdt in dat sociale media platformen en netwerken gebruikt worden om vacatures te
distribueren. Met behulp van specifieke HR kanalen of door middel van crowd sourcing op online sociale
netwerken.
• Sinds 2009 is er discussie in de recruitment en social media communities over of eenvoudigweg het gebruik
maken van sociale media als een communicatie en marketing kanaal "social recruiting“ genoemd kan worden.
Het argument hiervoor is dat wanneer je deze vorm van recruiting echt social wil noemen je hiervoor eigenlijk een
online community moet bouwen, en deze online community moet faciliteren van binnen uit de community. En
daarnaast vertrouwen moet hebben in de sociale interactie tussen de community members voor de recrutering.
• 80 % van de recruiters doet op de een of ander manier iets met social recruitment. Deze informatie komt uit een
enquete van May 2011 reultaat 80% van de 600 werkgevers heeft het antwoord “Ja“ gegeven op de vraag
, “Gebruikt U social media voor recruiting?"
• Tegen het einde van 2011, doken social media recruiter posts regelmatig op bij job agregatie sites zoals indeed en
simply hired in aantal ver over de 1,000 in october 2011.
• Ons Social Media Recruiter standpunt: Het coördineren van kandidaat sourcing door gebruik te maken van alle
relevante recruiting tools zoals: social media, job boards, employee referrals, recruiting tools en klanten, en wvttk.
Gebruik makend van LinkedIn, Xing, Pinterest, FaceBook, Google, Twitter en diverse nuttige andere vormen van
Social Media waar de kandidaten gevonden kunnen worden. Noodzakelijk hiervoor is uitgebreidde kennis van
Social Media, en de manier waarop je maximaal gebruik kunt maken van de aanwezige kanalen.

18. Employer Value Proposition
• Employee Value Proposition (EVP) geeft de balans weer tussen de primaire en secundair arbeitsvoorwaarden als
wisselgeld voor hun resultaten, de inzet en de capaciteiten tijdens het werk.
• Minchington (2005) defines an Employee Value Proposition (EVP) as a set of associations and offerings provided
by an organisation in return for the skills, capabilities and experiences an employee brings to the organisation. The
EVP is an employee-centered approach that is aligned to existing, integrated workforce planning strategies
because it has been informed by existing employees and the external target audience. An EVP must be
unique, relevant and compelling if it is to act as a key driver of talent attraction, engagement and retention.
• It has become closely related to the concept of employer branding, in terms of the term EVP being used to define
the underlying 'offer' on which an organisation's employer brand marketing and management activities are based.
In this context, the EVP is often referred to as the Employer Brand Proposition.
• Tandehill (2006) reinforces this link to employer branding, and urges all organisations to develop a statement of
why the total work experience at their organisation is superior to that at other organisations. The value
proposition should identify the unique people policies, processes and programs that demonstrate the
organisation’s commitment to i.e., employee growth, management development, ongoing employee
recognition, community service, etc. Contained within the value proposition are the central reasons that people
will choose to commit themselves to an organisation. The EVP should be actively communicated in all recruitment
efforts, and in letters offering employment, the EVP should take the focus off of compensation as the primary
"offer."
• Personal job satisfaction is driven by far more than financial factors such as salary and benefits. An organisation's
EVP has thus been described as "critical to attracting, retaining and engaging quality people”. Other key factors
influencing how an individual may choose to balance his or her career path in an organisation are relocation
services, salary, perquisites, career development, location, job stability, company stability, and so on.
• Benefits to an organisation of a well formed EVP include attraction and retention of key talent, helps prioritise the
HR agenda, creates a strong people brand, helps re-engage a disenchanted workforce and reduces hire premiums.
• Only if the EVP of an organization really matches what someone values in his/her work, there is a win-win
situation. An employer can then count on a motivated, committed worker who will go the extra mile. And the
worker will experience his/her job as meaningful and fulfilling.

19. Employer Value Proposition

20. Employer Branding
• Employer brand denotes an organisation's reputation as an employer. The term was first used in
the early 1990s, and has since become widely adopted by the global management
community. Minchington (2005) defines employer brand as "the image of your organisation as a
'great place to work'". Employer branding is concerned with enhancing your company's employer
brand.
• Just as a customer brand proposition is used to define a product or service offer, an employee value
proposition is used to define an organisation's employment offer. Likewise the marketing disciplines
associated with branding and brand management have been increasingly applied by the human
resources and talent management community to attract, engage and retain talented candidates and
employees, in the same way that marketing applies such tools to attracting and retaining
clients, customers and consumers.
• While the term "employer brand" denotes what people currently associate with an
organisation, employer branding has been defined as the sum of a company's efforts to
communicate to existing and prospective staff what makes it a desirable place to work, and the
active management of "a company's image as seen through the eyes of its associates and potential
hires“
• Employer Brand Management
– Employer brand management expands the scope of this brand intervention beyond communication to
incorporate every aspect of the employment experience, and the people management processes and
practices (often referred to as "touch-points") that shape the perceptions of existing and prospective
employees. In other words, employer brand management addresses the reality of the employment
experience and not simply its presentation. By doing so it supports both external recruitment of the right
kind of talent sought by an organisation to achieve its goals, and the subsequent desire for
effective employee engagement and employee retention.

21. Employer Branding
• Employer Brand Proposition:
– As for consumer brands, most employer brand practitioners and authors argue that effective employer branding and brand
management requires a clear Employer Brand proposition, or Employee value proposition. This serves to: define what the
organisation would most like to be associated with as an employer; highlight the attributes that differentiate the organisation
from other employers; and clarify the 'give and get' of the employment deal (balancing the value that employees are expected
to contribute with the value from employment that they can expect in return). This latter aspect of the employer brand
proposition is often referred to in the HR literature as the "psychological contract".
• Employer branding and internal marketing
– Internal marketing focuses on communicating the customer brand promise, and the attitudes and behaviours expected from
employees to deliver on that promise. While it is clearly beneficial to the organisation for employees to understand their role in
delivering the customer brand promise, the effectiveness of internal marketing activities can often be short-lived if the brand
values on which the service experience is founded are not experienced by the employees in their interactions with the
organisation. This is the gap that employer brand thinking and practice seeks to address with a more mutually beneficial
employment deal / Psychological contract.
• Brand-led culture change
– Compared with the more typically customer centric focus of Internal marketing, internal branding / brand engagement takes a
more 'inside-out', value-based approach to shaping employee perceptions and behaviours, following the lead of the highly
influential 'Built to Last: Successful Habits of Visionary Companies' study published in the mid-90's. This sought to demonstrate
that companies with consistent, distinctive and deeply held values tended to outperform those companies with a less clear and
articulated ethos. While brand-led culture change is often the stated desire of these programmes their focus on communication-
led, marketing methods (however, involving or experiential) has been prone to the same failings of conventional internal
marketing. As Amazon.com's founder, Jeff Bezos, asserts: "One of things you find in companies is that once a culture is formed it
takes nuclear weaponry to change it". You cannot simply assert your way to a new culture, no more can you assert your way to a
strong brand, it needs to be consistently and continuously shaped and managed, which is one of the primary reasons many
organisations have turned from the short term engagement focus of internal branding initiatives to more long term focus of
employer brand management.

22. Employer Branding

23. Generation Y
• Generation Y, also known as the Millennial Generation, is the demographic cohort following Generation X. There
are no precise dates for when Generation Y starts and ends. Commentators use beginning birth dates from the
later 1970s, or the early 1980s to the early 2000s ( a decade).
• The phrase Generation Y first appeared in an August 1993 to describe teenagers of the day, which they defined as
different from Generation X, and then aged 12 or younger as well as the teenagers of the upcoming ten
years. Since then, the company has sometimes used 1982 as the starting birth year for this
generation.["Generation Y" alludes to a succession from "Generation X."
• Millennials are sometimes called Echo Boomers, due to the significant increase in birth rates during the 1980s and
into the 1990s. In America, the birth rate of the Echo Boom peaked in 1990. Millennials are mostly the children
of baby boomers or Gen Xers. The 20th century trend toward smaller families in developed countries
continued, however, so the relative impact of the "baby boom echo" was generally less pronounced than the
original boom.
• The believe is there that the coming of age of year 2000 graduates sharply contrasts with those born before them
and after them due to the attention they received from the media and what influenced them politically.
• Millennial characteristics vary by region, depending on social and economic conditions. It is generally marked by
an increased use and familiarity with communication, media, and digital technologies. In most parts of the world
its upbringing was marked by an increase in a neoliberal approach to politics and economics; the effects of this
environment are disputed.
• The 2007–2012 global financial crisis has had a major impact on Millennials because it caused historically high
levels of unemployment among young people. The problem is particularly acute in Europe, and led to speculation
about possible long term economic and social damage.
• Several alternative names have been proposed by various people: Generation We, Global Generation, Generation
Next, and the Net Generation. The name "Echo Boomers" refers to the size of the generation and its relation to
the Baby Boomer generation.
• Like members of Generation X, who were heavily influenced by MTV, early members of Generation Y are also
sometimes called the MTV Generation. This term can also be a catch phrase for youth of the late 20th
century, depending on the context.

24. Generation Y

25. Generation Y

26. Generation X
• Generation X, commonly abbreviated to Gen X, is the generation born after the Western post–
World War II baby boom. Demographers, historians and commentators use beginning birth dates
from the early 1960s to the early 1980s.
• Generation X experienced the introduction of the personal computer, the start of the video
game era, cable television and the Internet. Other events include the AIDS epidemic, the War on
Drugs, the Iran hostage crisis, the Persian Gulf War, the Dot-com bubble, grunge, alternative
rock and hip hop. They were often called the MTV Generation. Generation X birth years as falling
between 1965-1982.
• In the preface to Generation X Goes Global: Mapping a Youth Culture in Motion, a collection of
global essays, Professor Christine Henseler summarizes it as "a generation whose worldview is
based on change, on the need to combat corruption, dictatorships, abuse, AIDS, a generation in
search of human dignity and individual freedom, the need for stability, love, tolerance, and human
rights for all.“
• Compared with previous generations, Generation X represents a more heterogeneous
generation, exhibiting great variety of diversity in such aspects as race, class, religion, ethnicity, and
sexual orientation.
• Change is more the rule for the people of Generation X than the exception. Unlike their parents
who challenged leaders with an intent to replace them, Gen X’ers tend to ignore leaders and work
for more long term institutional and systematic change through economic, media and consumer
actions.
• Generation X is highly educated, statistically holding the highest education levels when looking at
current age groups.
• Gen X’ers, who are defined in the report as people born between 1961 and 1981, are highly
educated, active, balanced, happy and family-oriented. The study dispels the
materialistic, slacker, disenfranchised stereotype associated with youth in the 1970 and 80s.

27. Generation X

28. Generation X
Top 3 benefits Gen X’ers bring to bizz:
-Experience 50%
-Emotional Maturity 38 %
-Confidence 31 %
-Entrepreneurial 31%
-Motivation if given career
development 31%

29. Het nieuwe Flexibiliseren
• Ondernemingen moeten steeds sneller reageren op nieuwe
ontwikkelingen en conjunctuur schommelingen om de concurrentie
voor te blijven, zowel nationaal als internationaal.
• Personeel is daarbij een kritische succesfactor. RPO vergroot niet
alleen de slagkracht maar ook het incasseringsvermogen. Maar hoe
organiseert u dat, nu en in de toekomst?
• 24dutch / flish ondersteunt bedrijven bij adviesvragen gericht op
het inventariseren, stroomlijnen en optimaliseren van vraagstukken
rondom het organiseren van flexibele arbeid.
• Het is onze overtuiging dat organisaties
beter, slimmer, transparanter en professioneler met flexibele arbeid
om kunnen gaan. Het is dan ook onze dagelijkse ambitie om
bedrijven te brengen naar Inleen volwassenheid.
• 24dutch / flish heeft hiervoor de kennis, de methodieken, de tools
en mensen.