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1, March 2016
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IT Talent Acquisition;
the candidates view
Contents
1. Where do IT candidates look
for new jobs?
2. What stops IT candidates
responding to your adverts?
3. How do IT candidates prefer
to be contacted?
For example, in-house recruiters invest much in social media, listing it in 3rd place
for the amount of time and money they spend. Yet its not the first port of call for
IT candidates. As Chart I shows, few respond to IT jobs on Facebook or Twitter.
6. Conclusion
75%
Not responded to
IT jobs on Twitter
or Facebook
Social media
is ranked last by
candidates as a
source of new job
opportunities
So if job boards are where IT candidates congregate, why are in-house recruiters
having so little success using this online talent channel? This is a question we will
attempt to answer in the next section.
Its interesting to note that social media is ranked last by candidates as a source
of new job opportunities.
Our in-house recruiter research showed that recruitment departments are
investing heavily in social resourcing, yet it appears this is not a place that
candidates visit frequently.
We decided to examine this dichotomy in more detail and discovered that job
seekers view LinkedIn, which is something of a hybrid, as separate from other
social media. Chart II suggests that while candidates are reasonably happy to
check LinkedIn (4th place), they are less likely to use social media (last place).
Chart II - How do IT candidates find new jobs?
Tools candidates use to get a new job
19
18
15
14
14
Link
e
dIn
pan
y we
bsit
Prin
es
ted
pub
lica
tion
s
Soc
ial m
edia
10
Com
ds
frien
rds
boa
job
ine
ral f
rom
Refe
r
ent
itm
Onl
Rec
ru
Report:
IT Talent Acquisition;
the recruiters view
age
nc y
11
Source:
CuroCuro
Resourcing
Ltd, 2015. n = 300
Source:
Associates,
However, it would appear there is a role for social media in recruitment. We asked
IT job seekers if they had ever monitored a company where they ideally wanted
to work, 30% said they had used either social or digital tools. So there may be a
place for social resourcing in attracting passive candidates.
Note also that having a famous brand name does not necessarily affect response
to job postings. It ranks in last place as the reason IT candidates do not respond
to recruitment adverts.
Chart III - Why IT candidates dont respond to job adverts?
IT job advert failures
21
18
16
No
mpa
n co
ach
ieve
men
ny
ts
n
how
ry s
sala
No
loca
l co
mpa
b ro
ny
le
now
22
Unk
23
Not
Unc
lear
jo
Having a
famous brand name
does not necessarily
affect response to
job postings
Source:
CuroCuro
Resourcing
Ltd, 2015.
Source:
Associates,
2015. n = 300
Job adverts are much like any other form of advertising and maybe lessons can
be learned from the marketing department.
One of the rules of marketing is to test, test and test again. Marketers
continuously test different advertisement headlines, different body copy or
emphasise different benefits, different formats and even different websites - all
to maximise the response.
So when was the last time you tested two different adverts for the same job and
analysed the results?
Whatever channel you use, the offer to the candidate should be relevant to avoid
them switching off. Its not just about the 2% that say Yes, its also about the
98% that say No - the ones that unsubscribe, unfollow and refuse to take your
calls.
Chart IV - What channels do candidates prefer for contact?
Contact preferences for IT candidates
25
24
20
19
boo
k
Fac
e
Via
dIn
Via
L
inke
ge
essa
By t
ext
m
By t
e
leph
one
12
ail
By e
m
Preference for
email and telephone
contact may be linked
to the need for
discretion and the
value of human
interaction
Source:
Curo Resourcing Ltd, 2015.
Source: Curo Associates, 2015. n = 300
To make the job offer relevant you need good data; a deep understanding of
their preferences, needs and wants. But be careful the data you store does not
contravene Principle 3 of the Data Protection Act (i.e. that it is adequate, relevant
and not excessive). Respect the sensitive nature of candidate data.
The preference for email, telephone and text messages may be linked to the need
for discretion and the value of human interaction. Candidates may be at work, so
accessing emails or texts on their private mobile device has an advantage.
The telephone adds human interaction into the mix; the ability to have a
one-to-one, real-time conversation about a candidates big decision.
Previous research by Curo Resourcings marketing department has also shown
how telephone contact makes people feel more valued - an important element
in the recruitment process.
4
Low pay is the
primary reason for
resignation in most
departments...
except IT
15
15
16
14
14
12
11
Low
pay
inte
rest
ing
wor
k
Hea
vy w
o
Trav
rklo
ellin
ad
g tim
e to
offic
e
Lac
k of
trai
ning
13
11
Poor management is an issue for all departments, but lack of training is not a
consideration for people in any department when looking for a new challenge.
But if these are issues that cause IT staff to resign, what would make them stay?
We examine this question in the next section.
Lim
Poo
r
man
Low
pay
a
gem
ited
ent
care
er p
Trav
rosp
ellin
ects
g tim
e to
offic
e
Hea
vy w
o
rklo
No
ad
inte
rest
ing
wor
k
Lac
k of
trai
ning
16
14
Source:
CuroCuro
Resourcing
Ltd, 2015.
2015. n = 300
Source:
Associates,
18
14
No
Poo
r
Lim
ited
care
e
r pr
ops
e
cts
man
age
men
t
17
17
15
15
14
13
nt
ana
gem
e
hom
from
of m
nge
Cha
Wor
king
trai
ning
ion
er IT
gnit
Furt
h
Rec
o
y
ng w
ork
one
rest
i
Mor
e
inte
Mor
em
od o
f pr
omo
tion
10
liho
Like
Low-cost
solutions, such as
a better spread
across the team of
interesting projects
and staff awards,
could reduce staff
turnover
It seems poor pay may not push IT staff to leave, but it could persuade them to
stay a little longer.
Source:
CuroCuro
Resourcing
Ltd, 2015.
2015 n = 300
Source:
Associates,
More interesting work and recognition for the quality of their work are in joint
2nd place. So low cost solutions, such as a better spread across the team of
interesting projects and staff awards, could help reduce staff turnover.
Often the more exciting IT projects are given to the same group of trusted IT
technicians, but asking other members of the team to assist gives everyone in
the department a chance feel involved.
Recognition for IT staff does not necessarily need to take the shape of formal
awards or certification. A simple recommendation on LinkedIn can go a long way
to making them feel valued.
Although management quality was an issue for all departments when
considering resignation, its less of an issue when considering to stay. Poor
management might make them leave, but a change may not keep them.
Go where your
audience is now, but
be prepared to move
as they migrate to
new pastures
Recruitment agencies and job boards are where candidates congregate at the
moment, and email or telephone are the means of contact they prefer. Its a mix
of old and new.
If job boards are not currently working for you, then test different versions of the
same job vacancy so you constantly improve response. Test and learn.
Social media may still have some way to go, and its effectiveness may require
the social platforms to adapt, but now is the time to polish your social resourcing
skills and get a better understanding of how it can add value.
If social media (excluding LinkedIn) is not where candidates first look for new
jobs, then maybe it can be used as a database of potential candidates - it much
the same way that you search CVs on a job board.
As you prepare for the future, ensure your recruitment messages are mobile
optimised. Candidates are already using their mobile devices to search and
apply for vacancies and that will only increase.
Its clear from our research that IT staff are a different breed. They are less
likely to move to a new job for more money compared to employees in other
departments. Limited career prospects is what pushes them to resign.
In summary, go where your audience is now, but be prepared to move as they
migrate to new pastures. As IT is a vital department is all organisations, think
about implementing a special retention programme for them - one that offers
career advancement and recognition.
This report is a brief snapshot of our research. Microsoft Partners and
Microsoft Users wishing to discuss our findings in more detail can contact
Stuart Fuller, Head of Business Development, on 0845 094 4627 or email
stuart.fuller@curoresourcing.co.uk
If you would like to take part in next years research and receive the
subsequent report 2 weeks before official publication (and probably
ahead of your rivals), then please subscribe to our Curo Bulletin at
www.curoresourcing.co.uk/subscription