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Get Real to Break Through in 2020
1
Talent Attraction Insights from the Fortune 500
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Director of Strategy, Beamery
Kyle Lagunas
Head of People, Beamery
Steve Bianchi
Speaker Introduction - two speakers
Speaker photo
Placeholder
Speaker photo
Placeholder
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● Introducing the Talent Attraction Index
● Kyle’s Key Findings
○ Get Real
○ Break Through
○
● Steve’s Hot Take
Here’s
what we
want to
talk about
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Introducing the Talent Attraction Index
Scope - Methodology - Highlights
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Scope and Methodology
4 aspects to talent maturity
Employer brand
presence
Team specialization
Employee activation
and ambassadorship
Candidate conversion
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Talent Attraction Index: The results
Thriving companies
grew their overall
headcount 7x more than
Surviving companies**
*Linkedin data 2019
** “Thriving” tier are companies that scored higher than 75% of the highest score in the Talent Attraction Index.
“Surviving” tier are companies that scored lower than 25% of the highest score in the Talent Attraction index.
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Talent Attraction maturity has a corollary connection to performance in the Fortune 500.
The top 20 companies on
the Index rank 57 places
higher among the
Fortune 500 on average.
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Talent Attraction Index: The highlights
Employee
Activation was the
strongest scoring
capability for 50%
of the top 10
performers in the
Talent Attraction
Index.
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Of the 500 companies,
only 37% maintain a talent
network, and of those,
only 8% sent more than
one email within a month
of registration.
Missed opportunities in candidate engagement
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Missed opportunities in candidate engagement
<10
Of the 185 companies with talent
networks, fewer than 10 made any effort
to actually engage their candidates by
sending content such as event
invitations, tips for interview
preparation, etc.
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Kyle’s Key Findings
What can you learn from the F500?
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Humanize employer brand.
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The most underutilized asset in talent attraction: Employees
Prospective employees
don’t want to hear from
marketers; they want to
hear from their peers.
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Opportunities for challengers to break through with employee voices.
Companies using
employee
testimonials are on
average ranked 22
places higher on the
Fortune 500 ranking
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Connect with your audience.
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Breaking through lackluster employee sentiment is critical for all—even in Fortune 500.
At 3.45 of the Fortune 500 is higher than the 3.3 global average. The full spread of
Glassdoor ratings is heavily skewed toward the tail end, with 91% of companies
scoring below 4 stars.
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Everyone has staked out digital real estate for careers content, most stop there.
Immense opportunity to go a layer deeper with content for digital careers assets.
For instance: by calling out specific candidates personas based on their niche
professional skills.
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Call in the professionals.
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Opportunities for challengers: Team Specialization
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54% of companies
have fewer than 5
specialized
recruiters.
Opportunities for challengers: Team Specialization
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Steve’s Hot Take
“So what?”
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Companies in the lead are leaping forward. What is needed to catch up?
What will need to change in…
… talent team specialization?
… insourcing/outsourcing?
… automation and infrastructure?
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Companies investing less in
advertizing and more on
talent team skills,
engagement, community
building?...
What do these changes mean for talent teams?
E.g.: giving same resources to “Marketing Graduate” vs
“Node.js” Recruiter despite different time to value and
impact/strategic value of role in org.
...Understanding the upstream
value chain of target roles?
...Optimizing resource
deployment for impact and
recruiter capacity ?
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Future-proofing the TA organization
What does the talent team of the future look like?
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Doubling down on recruiter strengths and leveraging automation for the rest
Candidate journey progress
Recruiter
1 to 1 bespoke
interactions
Talent Operations
Scalable augmented
processes
Early engagements Offer
Value to
candidate
journey
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Questions?
Send us your thoughts through
the “Questions” module on
GoToWebinar
Beamery
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Talent Attraction Insights from the Fortune 500

  • 1.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Get Real to Break Through in 2020 1 Talent Attraction Insights from the Fortune 500
  • 2.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 2 Director of Strategy, Beamery Kyle Lagunas Head of People, Beamery Steve Bianchi Speaker Introduction - two speakers Speaker photo Placeholder Speaker photo Placeholder
  • 3.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved ● Introducing the Talent Attraction Index ● Kyle’s Key Findings ○ Get Real ○ Break Through ○ ● Steve’s Hot Take Here’s what we want to talk about
  • 4.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Introducing the Talent Attraction Index Scope - Methodology - Highlights
  • 5.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Scope and Methodology 4 aspects to talent maturity Employer brand presence Team specialization Employee activation and ambassadorship Candidate conversion
  • 6.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 6 Talent Attraction Index: The results Thriving companies grew their overall headcount 7x more than Surviving companies** *Linkedin data 2019 ** “Thriving” tier are companies that scored higher than 75% of the highest score in the Talent Attraction Index. “Surviving” tier are companies that scored lower than 25% of the highest score in the Talent Attraction index.
  • 7.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Talent Attraction maturity has a corollary connection to performance in the Fortune 500. The top 20 companies on the Index rank 57 places higher among the Fortune 500 on average.
  • 8.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Talent Attraction Index: The highlights Employee Activation was the strongest scoring capability for 50% of the top 10 performers in the Talent Attraction Index.
  • 9.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 9 Of the 500 companies, only 37% maintain a talent network, and of those, only 8% sent more than one email within a month of registration. Missed opportunities in candidate engagement
  • 10.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 10 Missed opportunities in candidate engagement <10 Of the 185 companies with talent networks, fewer than 10 made any effort to actually engage their candidates by sending content such as event invitations, tips for interview preparation, etc.
  • 11.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Kyle’s Key Findings What can you learn from the F500?
  • 12.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Humanize employer brand.
  • 13.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved The most underutilized asset in talent attraction: Employees Prospective employees don’t want to hear from marketers; they want to hear from their peers.
  • 14.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Opportunities for challengers to break through with employee voices. Companies using employee testimonials are on average ranked 22 places higher on the Fortune 500 ranking
  • 15.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Connect with your audience.
  • 16.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Breaking through lackluster employee sentiment is critical for all—even in Fortune 500. At 3.45 of the Fortune 500 is higher than the 3.3 global average. The full spread of Glassdoor ratings is heavily skewed toward the tail end, with 91% of companies scoring below 4 stars.
  • 17.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Everyone has staked out digital real estate for careers content, most stop there. Immense opportunity to go a layer deeper with content for digital careers assets. For instance: by calling out specific candidates personas based on their niche professional skills.
  • 18.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Call in the professionals.
  • 19.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Opportunities for challengers: Team Specialization
  • 20.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 20 54% of companies have fewer than 5 specialized recruiters. Opportunities for challengers: Team Specialization
  • 21.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Steve’s Hot Take “So what?”
  • 22.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 22 Companies in the lead are leaping forward. What is needed to catch up? What will need to change in… … talent team specialization? … insourcing/outsourcing? … automation and infrastructure?
  • 23.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 23 Companies investing less in advertizing and more on talent team skills, engagement, community building?... What do these changes mean for talent teams? E.g.: giving same resources to “Marketing Graduate” vs “Node.js” Recruiter despite different time to value and impact/strategic value of role in org. ...Understanding the upstream value chain of target roles? ...Optimizing resource deployment for impact and recruiter capacity ?
  • 24.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Future-proofing the TA organization What does the talent team of the future look like?
  • 25.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Doubling down on recruiter strengths and leveraging automation for the rest Candidate journey progress Recruiter 1 to 1 bespoke interactions Talent Operations Scalable augmented processes Early engagements Offer Value to candidate journey
  • 26.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved Questions? Send us your thoughts through the “Questions” module on GoToWebinar Beamery
  • 27.
    Beamery.com Private &Confidential - Do Not Share © Beamery Inc. All rights reserved 27 Slide for legal information Beamery Product Disclosure All content (“Presentation”) is strictly confidential and only for the intended recipient. If you have received this Presentation other than directly from Beamery Limited or Beamery Inc. (collectively, “Beamery”), please notify [email protected] immediately. Any retention, use or disclosure of this Presentation and all content not expressly authorised by Beamery is prohibited. NO RELIANCE. THE INFORMATION IN THIS PRESENTATION, INCLUDING (WITHOUT LIMITATION) IN RELATION TO BEAMERY’S ROADMAP, IS TO GIVE YOU AN INDICATION OF OUR CURRENT PRODUCT PLANS FOR INFORMATION PURPOSES ONLY. THESE PLANS ARE SUBJECT TO CHANGE, WITHOUT NOTICE, AND DECISIONS IN RELATION TO THE SAME ARE MADE BY BEAMERY IN ITS SOLE AND ABSOLUTE DISCRETION. NOTHING IN THIS PRESENTATION MAY BE CONSTRUED OR INTERPRETED AS A BINDING COMMITMENT AND MUST NOT BE RELIED ON, INCLUDING (WITHOUT LIMITATION) IN RELATION TO PURCHASING DECISIONS. THE PLANNING, DEVELOPMENT, RELEASE AND INTENDED TIMEFRAMES FOR ALL OF BEAMERY’S CURRENT AND FUTURE PRODUCTS, FEATURES AND FUNCTIONALITY REMAIN THE SOLE REMIT AND OPTION OF BEAMERY. Customers who purchase Beamery’s services must make their purchasing decisions based on products, features and functionality that are currently available. Any unreleased products, features or functionality referenced in this Presentation are not currently available and may not be delivered on time or at all. Beamery is, unless otherwise stated, the owner or authorized user of all copyright and other intellectual property rights in this Presentation and its contents. No part of this Presentation may be published, distributed, extracted, re-utilized, or reproduced in any material form (including photocopying or storing in any medium by electronic means and whether or not transiently or incidentallyto some other use of this publication), except as agreed in writing by the Beamery or as permitted by the Copyright Designs and Patents Act 1988 or the Copyright and Rights in Databases Regulations 1997, as applicable. Beamery Limited is incorporated in England and Wales under company number 08342136 with its registered office at 2nd Floor, Block A Stapleton House, 110 Clifton Street, London, United Kingdom, EC2A 4HT. Beamery Inc. is organized under the laws of the State of Delaware, USA with file number 5469735. © Beamery Limited 2019. All rights reserved.