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How to engage candidates with an always-on digital strategy | Talent Connect 2017

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How to engage candidates with an always-on digital strategy | Talent Connect 2017

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At Enterprise Holdings (Alamo Rent A Car, Enterprise Rent-A-Car, and National Car Rental), great customer service is at the core of their business, and that extends through to potential candidates, too. Even with the massive volume of applicants they have year over year, with the combination of the right people and the right technology they strive to provide their candidates with a process that is both highly responsive as well as approachable. Follow the journey taken by Enterprise over the years as they worked to build an always on digital strategy, while continuously optimizing their efforts through smarter metrics. Working to improve how they interact with candidates, build strong relationship with media partners and deliver the best candidate funnel to their teams internally.
Understanding that this level of sophisticated marketing doesn’t happen overnight, Enterprise worked in partnership with their consumer marketing group and agency partner TMP Worldwide to track ROI (customer sentiment, awareness, etc.) and improve the measurable results.

At Enterprise Holdings (Alamo Rent A Car, Enterprise Rent-A-Car, and National Car Rental), great customer service is at the core of their business, and that extends through to potential candidates, too. Even with the massive volume of applicants they have year over year, with the combination of the right people and the right technology they strive to provide their candidates with a process that is both highly responsive as well as approachable. Follow the journey taken by Enterprise over the years as they worked to build an always on digital strategy, while continuously optimizing their efforts through smarter metrics. Working to improve how they interact with candidates, build strong relationship with media partners and deliver the best candidate funnel to their teams internally.
Understanding that this level of sophisticated marketing doesn’t happen overnight, Enterprise worked in partnership with their consumer marketing group and agency partner TMP Worldwide to track ROI (customer sentiment, awareness, etc.) and improve the measurable results.

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How to engage candidates with an always-on digital strategy | Talent Connect 2017

  1. 1. HOW TO ENGAGE CANDIDATES WITH AN ALWAYS-ON DIGITAL STRATEGY
  2. 2. HOW TO ENGAGE CANDIDATES WITH AN ALWAYS-ON DIGITAL STRATEGY
  3. 3. WE’RE ENTERPRISE FAMILY OWNED & OPERATED • Ranked by Forbes as one of America’s Largest Private Companies WORLD’S LARGEST FLEET • Operate a fleet of 1.9 million passenger vehicles ALAMO, ENTERPRISE & NATIONAL BRANDS • More than 1 million transactions per week • Operating in more than 90 countries and territories REVENUE • $22.3 billion revenue RECRUITMENT • One of the largest recruiter of college graduates in U.S. LOCATIONS • 100,000 colleagues in more than 9,900 locations
  4. 4. BRANDING • Employer Branding • Recruitment Consulting • Social/Digital Footprint ATTRACTION • Media Strategy • Sourcing Strategy • SEM • Social Media Strategy • Mobile Marketing • ERP • Campus & Alumni ENGAGEMENT • Creative Development • Career Websites • TalentBrew • Social Campaigns • Email Marketing • CRM • Internal Communications OPTIMIZATION • Web Analytics • Search Engine Optimization • Track to Hire • Metrics & Reporting WE’RE TMP
  5. 5. Together, we’d like to share a story
  6. 6. Developing our Strategy: CANDIDATE ENGAGEMENT vs. CANDIDATE CARE Awareness Consideration Interest Application Select Hire Candidate Engagement Candidate Care
  7. 7. A three-pronged approach to evolution ALWAYS ON SHOW, DON’T TELL MEASURABLE RESULTS
  8. 8. Let’s Talk Career Site
  9. 9. Once upon a time… • Provided basic information about the company and our jobs (primarily MT, Intern and Other) • Consisted of stand-alone content • Offered limited insight into the vast and varied world of EHI • Told the story very much from “our” point of view C O N T E N T S T R A T E G Y
  10. 10. This is what we started with…
  11. 11. Then we had an new website… or rather, multiple websites
  12. 12. Clearly some clarity was called for to cut through the confusion
  13. 13. We discovered what candidates want Most Important Career Site Features 82% 84% 86% 88% 90% 92% 94% Jobs Salary info Application Benefits Realistic job preview Prior to accepting offer: 44%visited the career site 3x or more Post offer acceptance: 48%visited the career site at least 1x
  14. 14. Then we set out to deliver best-in-class candidate engagement U S E R - C E N T R I C F A M I L Y O F B R A N D S I N D U S T R Y - L E A D I N G C A N D I D A T E G E N E R A T I O N S E A M L E S S I N T E G R A T I O N E F F I C I E N T F U T U R E G R O W T H R E S U L T S  Exceed users’ expectations regardless of the device  Convey the EHI story  Differentiate Enterprise from our competitors for talent  Convert site visitors into qualified applicants and/or leads  Ensure seamless integration with existing technologies  Eliminate inefficiencies related to management/maintenance  Establish a foundation that will accommodate future growth  Track and analyze key performance indicators
  15. 15. To our multiple candidate targets MANAGEMENT TRAINEE INTERN PROFESSIONAL (HQ, OPERATIONS) FRONT-OF-HOUSE RENTAL SALES BACK-OF-HOUSE MECHANIC
  16. 16. The happily ever after • Fully responsive • Data analysis and candidate focus inform the site content • Adoption of a Show (Don’t Tell) content strategy – allowing candidates to see firsthand how they can benefit from a career with EHI • Integrated with SEO and advanced job search platform • Advanced job descriptions C O N T E N T S T R A T E G Y
  17. 17. The new careers website
  18. 18. The new careers website
  19. 19. The new careers website
  20. 20. The new careers website
  21. 21. The new careers website
  22. 22. Integration of SEO & Improved Job Search
  23. 23. Integration of SEO & Advanced Job Search
  24. 24. Showing EHI promote from within culture
  25. 25. Showing EHI promote from within culture
  26. 26. Focusing on the candidate with advanced job descriptions
  27. 27. Focusing on the candidate with advanced job descriptions
  28. 28. Focusing on the candidate with advanced job descriptions
  29. 29. Focusing on the candidate with advanced job descriptions
  30. 30. Focusing on the candidate with advanced job descriptions
  31. 31. Let’s Talk Media
  32. 32. Once upon a time… • Posting on job boards • Company structure dictated a large investment and lots of postings • Inconsistent branding • Started to measure KPI of CPH; but did not set expectation, just awareness M E D I A S T R A T E G Y
  33. 33. Media evolution
  34. 34. The happily ever after • Measuring hires and CPH to position results for the position the posting was promoting • Looking at products individually, eg. banner ad vs job posting • Continuing to measure KPIs – now app to hire, cost per MT hire and percent of MT hires • FY18 media plan shift, setting benchmarks with medias, providing transparency to our data M E D I A S T R A T E G Y
  35. 35. Media Investments
  36. 36. Methodology for Media Goals • 2017 – the first year PPC was a majority investment as part of the MT hiring initiative • Goals were set in regards to MT hire volume as well as cost-per-hire efficiency • Monthly reviews with vendors to strong performance and improvements where necessary • FY17 data fed directly into setting FY18 considerations and goals • All of this is with the idea that we will run the same set-up as the previous year, and should maintain the same (if not improve) performance
  37. 37. 2018 Media Benchmarks MEDIA FY18 MT HIRE GOAL CPMTH GOAL PARTNER HIRE GOAL PARTNER CPMTH GOAL MEDIA #1 1,560 $ 822 $$ MEDIA #2 770 $$ 800 $$ MEDIA #3 320 $ NA N/A MEDIA #4 133 $$ 175 $ MEDIA #5 630 $$$$ NA N/A MEDIA #6 100 $$ 72 $$ MEDIA #7 39 $$ 45 $
  38. 38. Let’s Talk Social
  39. 39. Once upon a time… • Started with a Facebook Careers profile in 2009, following the lead of other companies • No real strategy, content calendar, etc. • Began with employee stories and career tip articles – when we could find them • By 2011, social’s continued growth started to define our strategy S O C I A L S T R A T E G Y
  40. 40. 2009 Social Posts Where we started
  41. 41. 2009 Social Posts Where we started
  42. 42. Social Calendar
  43. 43. Social Media Strategy
  44. 44. The happily ever after • Show Don’t Tell content, engaging with candidates and employees, partnership with Internal comms and QUEsocial & SocialBakers • Measurement, hires tracked to content, content specific to channel/ audience, recruiter vs brand content • Integration of the careers site, media and social • Integration between our careers website and our social content, driving candidates from social to apply. S O C I A L S T R A T E G Y
  45. 45. Spreading Social Content
  46. 46. Quality Content to Share
  47. 47. Quality Content to Share
  48. 48. Quality Content to Share
  49. 49. Leader Board / Gamification Employee Activation Activating Employees
  50. 50. QueSocial AT LAUNCH OF PROGRAM • 65 users • Total Reach: 14,561 CURRENT USERS AND CONNECTIONS • 163 users • Total reach: 204,823 CLICKS • 155,379 (8/1/16–7/31/17) IMPRESSIONS • 66,835 (8/1/16-7/31/17) SHARES • 200,873 CONNECTIONS • 13,425,346,955
  51. 51. Let’s Talk Metrics
  52. 52. Once upon a time… • Reporting to measure the financial results of our media spend S O C I A L S T R A T E G Y
  53. 53. Media Reporting
  54. 54. The happily ever after • Online, integrated 24/7 dashboard • Deeper metrics on reporting groups across all recruiting efforts • Optimizing at the national and local levels S O C I A L S T R A T E G Y
  55. 55. Ramped up reporting
  56. 56. Epilogue • Ongoing evolution of our always-on strategy by measuring the integration and results of our efforts • Expanding our partnerships • More hires! I N T E G R A T I O N S T R A T E G Y
  57. 57. The Muse • EHI I S I N T H E TO P 2 % for total impressions/reach on The Muse since going Live. This is with only 4 sponsored content articles to drive sponsorship views. Nearest Companies: Bookings, GSK, Wells Fargo • Social Sharing by EHI increased profile clicks by 6 0 % in Q2 • Strong 3rd party distribution on Facebook, LinkedIn, Twitter by EHI driving increase reach and performance on Muse and externally PERFORMANCE HIGHLIGHTS 2,318,155 T O T A L M U S E I M P R E S S I O N S / R E A C H
  58. 58. The Muse Impression Breakout Muse.com Impressions EHI Social Impressions 1,300,000 1,200,000 1,100,000 1,000,000 900,000 800,000 700,000 600,000 500,000
  59. 59. The Muse 187,657 EHI Social Impressions Key Takeaways •Average engage time at 2:30. A full minute above industry average. •57% of traffic via mobile. •53% of Social Actions from EHI Social Sharing •Distribution by EHI & Muse drove 1.5k + Page Views 117,452 Muse Social Impressions 839 Social Actions 5,710 Page Views
  60. 60. In Conclusion • Never stop trying to evolve – however minor • Adopt an always-on strategy across every space you play in • Measure what matters: work throughout your organization to define priorities, then once results start coming in you can confidently add or remove • Show (don’t tell) what is authentic to you, and don’t force it. A great story will always unfold naturally ( A K A T H E C L I F F N O T E S )
  61. 61. THANK YOU!

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