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Finding Opportunities for Filipinos with the Use of Digital Marketing
Presentation made by Janette Toral at the "Power of Clicks: Empowering Jobs for Every Juan" event last February 9, 2012 at SM Centerpoint, Sta. Mesa, Manila.
Presentation made by Janette Toral (sharing personal experience in building communities through blogging) at Philippine Internet Congress & Expo at Mega Trade Conference Center, SM MegaMall, Mandaluyong City last March 10, 2012.
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Directi Case Study Contest- Team Joka warriors from IIM CDirecti Group
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This document summarizes the business canvas of a social lending platform over 5 days. On Day 1, the platform focuses on matching underprivileged borrowers with investors to help pay off credit card debt. Key hypotheses are tested, including whether affinity groups and social investors are viable. On Days 2-4, the platform expands its marketing channels to non-profits, universities, and community organizations to reach more borrowers and investors with a social cause. Customer and investor archetypes are identified. The economics of the model are analyzed. On Day 5, the canvas focuses on reaching urban underprivileged borrowers with low income, challenging stories or high debt, and connecting them with college-educated impact investors seeking a social investment cause
Finding Opportunities for Filipinos with the Use of Digital MarketingJanette Toral
Presentation made by Janette Toral at the "Power of Clicks: Empowering Jobs for Every Juan" event last February 9, 2012 at SM Centerpoint, Sta. Mesa, Manila.
Presentation made by Janette Toral (sharing personal experience in building communities through blogging) at Philippine Internet Congress & Expo at Mega Trade Conference Center, SM MegaMall, Mandaluyong City last March 10, 2012.
The document discusses 7 ways to measure the return on investment (ROI) of social recruiting. It outlines both quantitative metrics like traffic, comments, followers, and costs, as well as qualitative metrics like influence, engagement, and candidate feedback. Specific tools for measuring these metrics are also presented, including Google Analytics, Facebook insights, and Klout. The key message is that measuring both quantitative and qualitative metrics provides insights to improve recruiting quality, costs, and speed.
This document provides information about smart recruitment services from Appointments Personnel. It highlights the benefits of using a recruitment agency such as saving time spent screening candidates, attracting top candidates, and receiving a fee refund if a new hire doesn't work out within 100 days. The agency offers services like skills testing, profiling, training resources, and an online employer zone. Testimonials from clients praise the agency for consistently finding the right candidates. The value of smart recruitment is emphasized as hiring the wrong person can be costly. Contact details are provided to follow up about the services.
This document summarizes a presentation about recruiting top talent. It discusses focusing recruitment efforts on "career activists" rather than generational differences. Career activists see themselves as talented individuals looking for support rather than just workers. The presentation recommends an aspiration-based approach to recruitment advertising, corporate websites, and processes. This includes highlighting opportunities for growth, challenges, and how the organization supports talent development. It argues this non-generational strategy can help companies gain an unfair share of the best talent in the "war for talent".
Vlerick hr seminar social media 25 nov 2011__finalJurgen Moenaert
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--> Presented by Jurgen Moenaert, Head of Recruiting Deloitte Belgium @ Vlerick HR Alumni Seminar, 25 Nov 2011
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The document discusses strategies for recruiting passive talent. It outlines 10 ways to successfully recruit passive candidates, including getting on the same page quickly with hiring managers, finding stars beneath the radar, immersing yourself in a candidate's world, and keeping the door open with long-term relationships. The document also notes that passive talent values making an impact, corporate culture fit, and challenging work over recognition and skill development opportunities. It encourages building meaningful connections, developing a personal brand online and offline, and minding your manners when recruiting passive talent.
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Presented by Doug Berg, Founder & Chief Innovation Officer, Jobs2Web, Inc. and Lou Adler, President, The Adler Group.
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• The importance of targeted messaging
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1. Strategic People Management & Talent Acquisition.
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1
2. The following material
on the subject of Key Talent Candidate Sourcing
is entirely original and is our own work.
It is based on our own practical experience as practitioners and consultants.
Strategic People Management & Talent Acquisition. 2
3. The Key Talent Candidate Sourcing Challenge
It is important for an Organisation to understand the
Candidate Sourcing Challenge, which differs for each role,
as part of deciding whether to use direct, in-house Candidate Sourcing
or whether to use the services of an Intermediary.
Strategic People Management & Talent Acquisition. 3
5. The Key Talent Candidate Sourcing Challenge……
Start = Factors / Constraints
Approval to
Recruit • Degree of URGENCY
• Degree of CONFIDENTIALITY
• Degree of CANDIDATE SCARCITY Candidate Categories
• Degree of PACKAGE ATTRACTIVENESS
• Actives
• Degree of ROLE ATTRACTIVENESS
• Degree of COMPANY ATTRACTIVENESS • Passives
• Resistants
• BUDGET AVAILABLE
for eternal recruitment support:
o Consultant’s Fee
o Channels Utilisation charges
o Other Expenses
HOW exactly
to locate and contact
potentially suitable,
potentially interested
and available
Candidates?
5
6. Key Talent Candidate Sourcing - background
Just a few years ago, connecting senior-level demand with senior-level supply
was done via traditional, long-established methods.
“Connection Facilitators”
(Methods for getting connected)
Demand side Supply side
• via Print-media Advertisements
- newspapers, professional magazines Senior people
Organisations actively looking
looking • via Targeted Research for opportunities
externally for - phone & directories-based +
senior people Senior people
• via Personal Network(s)
- phone-based open to
opportunities
• via Direct Approaches to pre-known
individual(s)
- phone-based
Professional
Intermediaries
(Recruitment Consultants)
6
7. Key Talent Candidate Sourcing - background
Now, many more channels …..
“Connection Facilitators”
(Methods for getting connected)
Demand side Supply side
• via Online professional Networking Sites
Senior people
• via Online Job Board Adverts & Alerts actively looking
Organisations
looking • via Online commercial CV Repositories
for opportunities
externally for +
senior people • via private Talent Bank (via SEO) Senior people
open to
• via web-based Targeted Research opportunities
• via Personal Network(s) – email/phone
• via Print-media Adverts
Professional
Intermediaries
(Recruitment Consultants)
7
8. Key Talent Candidate Supply Pool
Online Sourcing - examples
....….. + very many specialist job boards 8
9. Using the internet as a key part of senior-level Candidate Sourcing
is now well established practice.
But, the channels and solutions available are part of a dynamically changing area,
with much innovation and “product development” ….
much of it being led from the USA.
The next slide provides an example of some publicity being given to a
new product in this field. This new product is designed to help recruiters find
Candidates, with the Candidates being “ranked” by the software.
This is described in the article as a “new professional job search engine built on
Facebook data”, and the product is called “Identified”.
This was posted online on 19 Sept 2011.
http://www.forbes.com/sites/tomiogeron/2011/09/19/identified-launches-its-people-ranking-professional-search-engine/
It is not clear at all what will be possible, or what will exist,
even just 3 years from now.
9
11. The Key Talent Candidate Sourcing challenge………
Candidate Categories
• Actives
Factors / Constraints • Passives Channel Types:
• Resistants
• Consultant’s Own
• Degree of URGENCY Candidate Database
• Degree of CONFIDENTIALITY
• Degree of CANDIDATE SCARCITY • Consultant’s Own
• Degree of PACKAGE ATTRACTIVENESS Personal/Professional Network
• Degree of ROLE ATTRACTIVENESS
• Degree of COMPANY ATTRACTIVENESS • Research + Targeted Approaches
(i.e. traditional executive search)
• BUDGET AVAILABLE
for eternal recruitment support: • Professional Networking Sites
o Consultant’s Fee
o Channels Utilisation charges • Executive-Level Job-Boards
o Other Expenses
• Third-Party CV Repositories
/Databases
Key Talent
Acquisition Specialist
CUSTOMISED
CANDIDATE SOURCING
STRATEGY -
& DELIVERY
11
Strategic People Management & Talent Acquisition.
12. Strategic People Management & Talent Acquisition.
We have identified 11 Factors that influence
the success of a Key Talent Acquisition Project
(when using an external Intermediary)
We call these
“The 11 KTA Factors”.
12
13. Strategic People Management & Talent Acquisition.
Of course, we ourselves do handle Candidate Sourcing activities for our Clients.
And, we do that work very effectively, with a modern, progressive approach.
(In fact, this is often the only thing our Clients originally have in mind for us to contribute).
But, our Clients get much more from us than “just” that, because our approach includes
helping them to understand the 11 KTA Factors, and helping them to act on the
practical implications.
Through this approach, we give additional value to our Clients
- when they work with us, they are helped, in a spirit of partnership, to better see
the specific things that they themselves may also need to do, to help make sure
that any particular Key Talent Acquisition project will have a successful end-result.
13
14. Strategic People Management & Talent Acquisition.
If an Company does opt to use an Intermediary to help with a particular
Key Talent Acquisition Project, the Company then has to choose which Intermediary to use.
And, because there is much more to effective Key Talent Acquisition than “just”
the Candidate Sourcing activities, it makes sense to
choose an Intermediary that can help more broadly too.
14
15. Strategic People Management & Talent Acquisition.
Founding Partners:
John Gemmill, MBA, MA (Hons)
Managing Director
Mobile: 07983 526378
john.gemmill@insightdriven.co.uk
Richard Palmer, MA
Director
Mobile: 07714 188233
richard.palmer@insightdriven.co.uk
www.insightdriven.co.uk