Jennifer Tracy, Senior Director of Talent Acquisition and Diversity at Bright House Networks, and Mary Grace Hennessy, Chief Product Officer at SmashFly, took a deep dive into recruiting analytics in our latest webinar. Jen walked through a live case study of how Bright House Networks enhanced and optimized its recruitment marketing strategy with the help of SmashFly’s Total Recruitment Marketing Platform.
Check out the answers to the questions they didn’t get to live – full of great tips on how to prove recruitment marketing ROI.
How often are you checking in on your recruiting metrics?
Jen: I expect my recruiters to be watching their metrics on a daily basis. If I had positions to fill in my role, I would be checking them every day! In my role as a leader, I look at the metrics on a monthly basis and make sure they map to what we set our budget for in order to tweak and modify if needed.
Do you fill all of your openings with PPC?
Jen: No. We still have many tools outside of PPC, this is just the largest shift we have made in 2016 relative to our recruitment marketing spend. For example, we still have tools like LinkedIn, but only two of my recruiters have LinkedIn Recruiter licenses.
What are you doing to reach more passive candidates?
Jen: We still have tools like LinkedIn, but only two of my recruiters have LinkedIn Recruiter licenses. My team also uses the CRM solution within SmashFly, through which we can make folders of passive candidates for specific positions/job families until we are ready to reach out.
What types of content can you send to your talent network to nurture candidates?
Mary Grace: The great thing is that talent acquisition teams probably have more content available to them than they think. To start off, you can always send your job openings – just make sure they are targeted to specific preferences and tell a story of the role. Other content we see customers send are Glassdoor reviews, employee stories, updates on company projects or awards, career or interview tips, careers blog posts, and more. Borrow from your marketing team. Ask employees to share a quick story or quote. See what you can pull from your career site. Curate content from other top career resources. For more ideas, check out this blog post.
How do you overcome the resistance to give up legacy reports?
Mary Grace: This can take some adaptation, but the easiest way to prove time savings in pulling the reports and data with the added bonus of more value. The proof needs to be in the new, accurate reporting you are getting, which will make everyone’s job easier!
What are some ways to increase participation in my employee referral program?
Jen: The way we did it at Bright House Networks covered a few areas: we created new signage and posters throughout the building, as well as tabletops for any of our main areas. I created an email template that was sent to the entire user base, and I followed up with a “re-education” process that showed employees how the new SmashFLy Referral solution worked, which generated more interest and activity because they knew how to use it. We are a smaller organization that is largely based in the same region, so it wasn’t as difficult for me to go meet with individual people to encourage interest. Another idea might be webinar or video sessions with employees.
Mary Grace: Jen mentioned some great tactics here, especially with getting employees in front of a new technology or process. Simplicity generates action!
I think another way to increase participation in the program is to expand the program beyond employees: brand advocates, alumni, leads, partners, etc. Think about all of the people that work with and respect your brand that aren’t employees! Sending an email to all your alumni and promoting the referral program with your partners or customers are two good ways to start getting the word out more broadly.
Obviously, incentives are a great way to generate quicker participation, but with the SmashFly Referral solution, it’s easier to track quality and progress of referrals. This might be an interesting motivator for employees to get involved if they know they are rewarded for more quality referrals, plus if they can stay somewhat involved in the process and act as a sponsor to their referral.
What are some strategies for increasing the size of a talent network?
Mary Grace: A couple of things. First and foremost, make sure you are inviting candidate leads to join your talent network in the apply flow. A lot of companies think, “We have a talent network call-to-action, it’s up in the corner of our website.” What we see from a data perspective is that 99% of leads join the talent network as they are applying for jobs. The reason for this is that job seekers are still looking for jobs! That traffic will generate traffic to your talent network. Other tactics are to try to expand the audiences you are marketing to, like specific job families or regions or looking in your CRM to encourage silver medalists to join.
Since using SmashFly, have you been able to optimize/reduce your investment in CPC advertising? Did it counter the cost of implementing a technology like SmashFly?
Jen: I didn’t look at it that way when I was considering SmashFly, but I do have some stats that prove cost savings and reallocation. When I joined the organization, it was requested that I optimize our career site for mobile, so I basically had approval of the money needed for a new technology platform. I was in a very good situation to make the pitch to purchase SmashFly!
What I can say is that I have not increased my spend in four years, which means I have been able to spend that money on rebranding my career site twice and rebranding my ERP program, among other initiatives. I have been able to reallocate money across my entire strategy by reducing spend in advertising and job boards. If I look at my total budget, my big stat is this: We had a 24% increase in filling positions from 2013 to 2015 and at the same time we decreased our cost by 48%.
Mary Grace: I’ll take that!
How do you measure social influence?
Jen: We monitor all the employment forums like Indeed, Glassdoor, etc. to make sure that we have a good pulse on what is being said about our brand. We do a quarterly review on these forums. A good example of why this is important: A year and a half ago, we went through a digitization process across Orlando, which impacted customers. Over this time period there was a ton of call volume, which affected our employees, which affected their comments on these sites. We were able to stay on top of their sentiment by monitoring and getting ahead of the issue. My team consistently responds to the employment forums, and we have a call on a monthly basis with Corporate Communications and Marketing to mark which comments are helpful, which comments need responses, etc.