SmashFly Transform: Why Metrics & Measurement Are Key to Building an Employer Brand Strategy
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The document outlines the significance of metrics and measurement in crafting an impactful employment brand strategy for Thomson Reuters, which employs around 53,000 individuals and hires approximately 12,000 annually. It emphasizes understanding candidate priorities, utilizing various data sources like surveys and social media, and tailoring messages for different audiences to enhance hiring effectiveness. Additionally, it advocates for continuous assessment and iterative improvements to align the employment brand with candidates' expectations and experiences.
SmashFly Transform: Why Metrics & Measurement Are Key to Building an Employer Brand Strategy
- 1. METRICS & MEASUREMENT Why you need M&Ms to build an impactful employment brand strategy
- 2. J ohn Q u d e e n VP, Recruiting & Staffing, Thomson Reuters
- 3. • 53,000 employees in almost 100 countries • $12.2 billion revenue (2015) • ~12,000 hires annually (internal and external) • We provide data and solutions to industry experts in: – Legal – Tax & Regulatory – Financial & Risk – Intellectual Property – Scientific “The intelligence, technology and human expertise you need to find trusted answers” Snapshot of Thomson Reuters
- 5. • Authentic • Compelling • Differentiated • Long-lived • Tells a story Your employment brand reflects you
- 6. What not to do • Be Complex • Be Opaque • Fail at Being Clever • Be Over Produced • Lack a Voice Others see a flower. You see Fibonacci.
- 7. response rate: 38% respondents: 20,809 Relative Importance Relative Strength Career Development 24% 3% Chance to Innovate 18% 4% Compensation 15% (26%) Work-Life Balance 9% 1% Strength of Manager and Team 9% 2% Empowered to Make Decisions 7% (5%) Benefits Quality 7% (3%) Corporate Reputation 6% 21% Culture/Diversity 4% 4% Corporate Social Responsibility 2% 0% Candidate Impression after Interview (2012) Analyzing failure CAREERS WITHOUT BOUNDARIES 24% WORK THAT MATTERS 18% FLEXIBILITY TO PERFORM 9% Our brand and career messages aligned with attributes that candidates deem most important GOOD NEWS Even after an interview, candidates rate us poorly against those key attributes BAD NEWS Create target audiences to focus our messages and express those messages in a way that’s relevant to those audiences OUR RESPONSE
- 8. Technologists •“…you’re able to dissect the cworld’s omplexities to develop cutting-edge solutions. Your innovative ideas are always heard and the work you do will have a positive impact on the world around you Industry •“The industries we serve are continually evolving and we are depending on you to guide that change. To enable our customers to make the decisions that shape our world.” Sales •“With the right tools and resources at your disposal, you’re able to identify, prioritize and close opportunities. Here, you will represent innovative solutions and services that shape the future of the industries we serve. Express messages differently by segment
- 10. Imagery, impact and emotion • High Tech • Curious • Visually Arresting • Beckoning • Exotic • Adventurous • Human
- 11. Going social
- 13. How we used to do it 0 200 400 600 800 1000 Corp F&R IP&Sci Legal TRTA External Internal Filled Positions By internal and external source Source of Hires As a percentage of external hires (n=3,242)
- 14. Then we expanded to visitors 0.0 5.0 10.0 15.0 20.0 25.0 0 40 80 120 160 200 Jan May Sep Jan May Sep Jan May Sep Jan May Sep Visitors and Applications, 2009-2012 Visitors per Requisition Applications per Requisition 0 50 100 150 200 India United States Philippines United Kingdom 2010 2011 2012 Visitors per Requisition (4 largest locations) 0 10 20 30 40 India United States Philippines United Kingdom 2009 2010 2011 2012 Applications per Requisition (4 largest locations)
- 15. And looked across channels … in different countries CHANNEL GROWTH 2011-2012 0% 5% 10% 15% 20% 25% 30% Career Site Search Engine Email Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 PHL CHANNEL GROWTH 2011-2012 0% 10% 20% 30% 40% 50% 60% Career Site Search Engine Email Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 GBR CHANNEL GROWTH 2011-2012 0% 10% 20% 30% 40% 50% Career Site Search Engine Email Q1 2011 Q2 2011 Q3 2011 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012
- 16. • Focus groups • Candidate surveys • Glassdoor • LinkedIn • Universum • RivalIQ Look outside for sources of data Reuters/Greb Glanich
- 17. The power of surveys for point in time information Applicants • Recruiter responsiveness • Brand awareness • Net promoter score Interviewees • Interview experience • Brand awareness change • Net promoter score change Hiring Managers • Recruiter responsiveness • Recruiter capability and knowledge • Timeliness of candidate slate • Quality of candidate slate
- 18. 0% 5% 10% 15% 20% 25% 30% Listen to your audience Relative Importance of Candidate Messages 2016Benefits CareerDevelopment SocialResponsibility Culture&Diversity StrengthofManager EmpoweredtoMakeDecisions InnovateandMakeanImpact Work/LifeBalance -15% -10% -5% 0% 5% 10% Change in Relative Strength of Candidate Messages 2012-2016 Benefits CareerDevelopment SocialResponsibility Culture&Diversity StrengthofManager EmpoweredtoMakeDecisions InnovateandMakeanImpact Work/LifeBalance CAREERS WITHOUT BOUNDARIES 30% WORK THAT MATTERS 20% FLEXIBILITY TO PERFORM 11% 8% 7% 6%
- 19. The details matter -30% -20% -10% 0% 10% 20% 30% Global United States India United Kingdom Philippines Relative Strength of Candidate Messages Q2 2016 Benefits Career Development Social Responsibility Culture & Diversity Strength of Manager Empowered to Make Decisions Innovate and Make an Impact Work/Life Balance
- 20. Reinforce the intersection of value and strength
- 21. Analyzing data: Does recruiter response affect NPS? Recruiter responsiveness: • Other than the automated response you received when you applied, have you received any additional follow up from Thomson Reuters via email or phone? • Yes/No Detractors (0-6) Neutrals (7-8) Promoters (9-10) Net promoter score: • How likely are you to recommend a friend to Thomson Reuters? • Scale of 0-10 Country Recruiter Responsiveness Net Promoter Score United States India UAE United Kingdom Canada Brazil Poland 25% 26% Q2 2016 Q1 2016 21% 19% Q2 2016 Q1 2016 31% 35% 31% 33% 38% 32% Q2 2016 Q1 2016 19% 19% 30% 31% 51% 50% Q2 2016 Q1 2016 15% 15% Q2 2016 Q1 2016 12% 23% 33% 31% 55% 46% Q2 2016 Q1 2016 28% 29% Q2 2016 Q1 2016 27% 33% 35% 33% 38% 34% Q2 2016 Q1 2016 18% 16% Q2 2016 Q1 2016 24% 30% 32% 31% 44% 39% Q2 2016 Q1 2016 21% 30% Q2 2016 Q1 2016 6% 12% 27% 9% 67% 59% Q2 2016 Q1 2016 36% 51% Q2 2016 Q1 2016 24% 17% 35% 44% 41% 39% Q2 2016 Q1 2016 Q1: -3 Q2: +7 Q1: +31 Q2: +32 Q1: +24 Q2: +43 Q1: +1 Q2: +11 Q1: +9 Q2: +20 Q1: +47 Q2: +61 Q1: +22 Q2: +17 N (Q1) =1,848 N (Q2)=1,459 N (Q1)=597 N (Q2)=731 N (Q1)=261 N (Q2)=287 N (Q1)=231 N (Q2)=277 N (Q1)=177 N (Q2)=195 N (Q1)=105 N (Q2)=106 N (Q1)=71 N (Q2)=99
- 22. Analyzing data: Ask the right question Prior approach: • Q: Does recruiter responsiveness affect Net Promoter Score? • A: Not clear Better question: • Q: Do candidates who receive a timely response from recruiters have a higher NPS than those who don’t? • A: Clearly 20% 80% Yes No “A recruiter followed up with me via email or phone” (Q3 2016) n=3,359 NPS: +28 NPS: +17
- 23. Leverage vendors for data Glassdoor LinkedIn
- 25. Final thoughts • Guides strategy • Allows you to identify improvement • Use for shock value KNOW WHY YOU WANT TO MEASURE SOMETHING • Measuring often, at lower expense, means you will actually do it • Re-think the questions you want to ask • Use pre-packaged data where appropriate and available KEEP IT SIMPLE • Don’t waste your time if you won’t use the data • Get senior leadership buy-in on your metrics … then they’ll pay attention • Revisit often so you can make incremental changes ACT ON THE INFORMATION
- 26. B O S T O N | 2 0 1 6
Editor's Notes
- #9: Work that matters