Master Your Recruiting Funnel for 2018 [Webinar]

Master Your Recruiting Funnel for 2018

Webinar Transcript:

Rachel: Good afternoon everyone thank you for joining us for mastering your Recruiting funnel for 2018. It does seem crazy that we're entering Q4 and getting ready for next year. We are really thrilled to share with you our insights and our learnings and I hope some of this will be not only kind of motivational and inspirational and give you that boost but also just really practical and how you think about mastering your recruiting funnel. So I name is Rachel Bitte and I'm the Chief People Officer here at Jobvite. And I'm going to set these for a little bit of our agenda here and of course I hand this off to my co-presenter Matt as well here at Jobvite.

And a little bit about my background I have nearly 20 years of HR experience both began my career as a recruiter but then also moved into the HR business partner line and left HR for a while and came back so have a lot of experience in the tech industry in particular but really thrilled to get a chance to work so much in this space and really thinking about recruiting is such an integral part of a business's success.

From an agenda perspective we're going to go through a handful of things first and foremost we're going to talk about how the recruiting industry is continuing to evolve and then of course what that means for recruiters jobs and how that's expanding our roles and our responsibilities we're going to go through a little bit of the new candidate based strategy as we talk about it so thrilled to kind of look at those components and really thinking about managing recruiting like a business and thinking about the things that we could be doing a little bit differently to help our businesses succeed in that area. So I will hand off to my co-presenter Matt to introduce himself a little bit and talk about Jobvite.

Matt: Thank You Rachel. Yeah and I'm excited to be on today's webinar I think we have a good one-two punch with Rachel and I hopefully there's some good takeaways from today's content. My background is in HR software so I've been in the industry for 12 plus years and been with Jobvite for the last five and have really grown to kind of become obsessed with the parallels between marketing and recruiting and we'll talk a lot about that in today's webinar.

And so just jumping into a quick overview of Jobvite and what we do you can see sort of our set of products on the right here and we juxtapose that with the various stages in the funnel that you guys as recruiters are working through. And so you can see we have a career site product at the top of the funnel for building that employment brand kind of that that storefront experience for prospective candidates and job seekers we have a product called Jobvite Engage which gives you the opportunity to build a CRM a database of passive candidates and market to them with landing pages and email campaign social campaigns and then a traditional ATS that includes video screening and onboarding at the bottom and then analytics and reporting built across all of that and we have many customers on the entire platform but we also offer the products ala carte so that recruiters can kind of go at their own pace. So that's a little bit about me a little bit about Jobvite.

So why don't we go ahead and jump into the content so as I mentioned earlier the parallels between marketing and recruiting are really fascinating and coming to Jobvite gave me the opportunity to kind of see those first-hand. And so what we've done here is just kind of shown some of those parallels in terms of the two funnels so my background traditionally has been in the operations and optimization of the funnel as a marketer and you know I have a strong belief in the data and emergence of data as the reason that marketing and the CMO has been you know has emerged as a more strategic role within the organization.

Twenty years ago we didn't have CMOs and I think that data and the ability to track that data is why we now have a seat at the executive table and I think that HR and recruiting has been on a very similar path and that that lack of tracking and data had somewhat marginalized the function as we have been in marketing and so I think it's a great opportunity it definitely adds to the strategic importance of the function and so you know I think that really what we're going to focus on today is knowing that data is what's empowering recruiters in HR.

You know what are some of the ways that you can harness that data and optimize your funnel from that first look all the way down to to their first day at the office. All right so why don't we jump into the content then. All right so yeah much like what's happened with the emergence of the Internet something similar is happening in the recruiting world.

So you know I'm sure for many of you on the call right now you're feeling the pain of hiring the economy is very strong it's definitely a buyers market right now and some of the high-level changes that we're seeing across the industry is you know that first point which I've made about the candidates and sort of their ability to pick and choose. So that's one of the big points and we've all heard about the you know this is sort of the Millennials emerging and debate the baby boomers exiting the workforce what that's doing in terms of the talent crunch education and the need for skilled workers so there's a variety of factors that are driving an excess of demand and a shortage of supply.

The third point is that similarity between marketing and recruiting in terms of the amount of research that folks can do both the recruiters and looking for candidates as well as the candidates researching companies where they would potentially like to work and we'll go  into more detail around that one later in the presentation and then lastly you know because of this competitive market the the speed with which you work candidates through the funnel is critical every stage is important and any bottlenecks that you have in your funnel can be a huge disadvantage in that in that war for talent. All right so as I mentioned you know that this transparency and the the pervasive availability of Technology is is really changing the way that market and the ways that recruiters recruit.

So we'll go into more details on this point as well but it really the idea that you can learn so much more about a company much like consumers can learn about a product or organization before they actually engage with that vendor and we're seeing something similar happening in recruiting so you've got candidates who are able to research you on Glassdoor look at your social media presence look at current employees and alumni on LinkedIn so you know the metaphor that we use that Jobvite is to really start thinking about yourself like a Dean of Admissions at a university and the idea that job seekers are approaching their career much like they approach their education in the sense that that 10 years are decreasing so you know you can think about it in terms of some you know some employees many these days will only stay for what would be equivalent to like an associate's degree where they stay for two maybe three years at the company and then you have folks that stay four or five for a bachelor's and occasionally you'll get people who stay for that post graduate degree and stick around for you know five six plus years.

And so in that regard you know they're evaluating everything like they would a university since they're not going to be there as long they really want to know what it's going to do to empower them with skills to set them up for their next opportunity and so you really need to be thinking about that things like you know the campus at the university being your office the admissions being the recruiters the teachers being the current employees alumni being former employees and so you know using that metaphor I think is a helpful way to approach the problem and again just know that the candidates are researching you whether or not you're taking a proactive

strategy about your presence online so rather than hide from the problem you know our recommendation is to really set forth some strategies in terms of how you can position against that take control of your presence on social media and online so that they do formulate a positive impression of your employment brand.

Alright Rachel you want to take over.

Rachel: Yeah absolutely thanks Matt. It definitely is part of when you think about the context of what's going out there it makes it really real for the our jobs on a daily basis.We're going to talk a little bit about you know how has this changed our roles as recruiters and then in some cases as TA leaders and HR leaders of overseeing this function I've definitely been very fortunate to be you know chief people officer that gets a chance to do the entire component here at Jobvite but also you know as a TA leader as a the TA manager as well as an HR leader and then also most recently actually owned a requisition here at Jobvite so I actually got to sit in that recruiter seat which I haven't sat in for a little bit and so it is definitely more complex it is the business demanding so much more at the same time our budgets are getting tighter in some cases and so we're having to do more with less and to really be smart about how we're thinking about leveraging our dollars in our budgets with regards to the recruiting demands but also just that experience component that not talking about your candidates having a great experience your hiring managers and recruiters and finance and marketing all working really well together is a critical component.

So just going to highlight a couple things around when we think about the funnel and how this has really changed. You know I remember back in the day when it was really about reviewing resumes that came to you and closing that candidate. And so as a recruiter you know we had this plethora of talent that was coming into our systems or into our inboxes that we could just evaluate and go through and our primary value that we added to the organization at that time was around assessment skills and closing skills. My early days as a recruiter would have been to a whole bunch of ex military recruiters and boy did they knew how to close so that was a skill that I learned early on and I think a lot of us had - that was a big part of what the the work was about.

And then we really went into heavy sourcing this is what I think you know not only the markets got competitive but in the tech world I think for others in different industries it is dependent upon their timing where you really had to go after those those passive candidates and so that heavy sourcing ended up looking like are you really posting your opportunities in the right areas to catch attention so if you've got quality candidates but that you are also really going after passive candidates and so we've all leveraged all kinds of tools to go try to find that talent.

Our value at this point really then was around the are you being strategic about where you're looking for that talent and became some heavier hunting skills as we do the comparison between sales and marketing we were no longer farming we were hunting and going out there and looking for that talent and wooing skills became kind of you kind of wanted to catch somebody's attention whether they're very crafted individual outreach or you wooed them actually ed event sometimes. So that's where the shift started to happen for heavy heavy sourcing which I know many of you are probably deep in as well right now.

The next thing you really started to see emerge was not only building and maintaining your employer brand but I also think of it as leveraging the company brand as well and Matt spoke about this that candidates are really evaluating your company and your culture you know really before they're almost interviewing now it used to be that they would do research later in the process and that is actually happening even sooner. And so really I think if this is this isn't about having an extensive budget or it really is about leveraging current assets that you already have and and so the important component that we played as recruiters and TA leaders in this space was really about being creative and as well as the partnership with marketing and the rest of HR and so everything from really thinking about leveraging a bunch of the materials that your marketing organization may already be building to showcase the company brand partnering with your existing HR organization to understand what are some of the current employee experiences and stories that we could be telling candidates. And so that really became a partnership change as well as I think more of a creative event and thinking about how do you showcase your company what's unique about you.

I know for some this stage was a little challenging at first because it felt like oh gosh I'm gonna have to have a big budget and the reality is you don't you can really leverage a lot of what you already have whether it's a fun photo at a volunteer event that you can put out on Instagram that really shows something about your company what you care about and your values it's really Important. The next one that we started to all really focus on is onboarding and as we all know the competition for talent the business needs were you know if the business scene isn't really met until that talent is actually onboard and fully ramped and so we also saw recruiting start to be measured a little bit more on the quality of their hire but also the retention of that talent  and and so this onboarding component has definitely become important there has definitely been increases around the globe around the candidates accepting multiple offer some not showing up right and so the statistics are very much showing that we need to be thinking about their entire experience until they're really fully ramped not just even here. And so we talked about the value that we bring in that space is around the candidate experience and really thinking about that entire end-to-end and I know for some at first it might be feeling cost as a recruiters job it's never really quite done and the answer is you're right.

How do you then have those candidates become new hires who then become maybe leads for other referrals and so it's making sure that you have that continuous candidate engagement an experience that is really phenomenal. So then the fun part is like as Matt was really talking about I mean this is what I love about the work we get to do in recruiting is it you know I get to go to Matt and be like Matt what about this and how does this work in marketing and we have some I'm sure we all have marketing and sales within our company and our CEOs and our CFOs very much understand the sales and marketing funnel and so you've got a great stakeholders who understand this concept and so how do you really kind of look at all of this from a recruiting perspective and you pull all of these pieces together you really get a chance to kind of look at how are you optimizing the experience through the funnel but how are you also optimizing all of your resources whether it's people resources or budget resources to really be  effective and efficient in your hiring practices and this takes what we often call both a creative and an analytical work in this space.

And I've always I've always loved folks that can take the data and analyze it but also really have a great creative view of thinking about that candidate experience. And so we we've got kind of two parts we want to share with you about this and we do kind of think about it as a little bit as left brain and right brain right and so that day it being really data-driven and really understanding what where something might be breaking down in your funnel and having the data to show gosh my offer acceptance ratio is not at benchmark and then to be able to dig in and why is that and getting to the root cause and figuring that out. Really proving the return on the investment there's some incredible things that we've been doing recently around targeted campaigns going after talent pools and it is really fun to just kind of put a leverage a little bit of creative with a very great list and it doesn't cost a lot and it can be really  targeted and have the return on that happen with not only hires but great candidates that are knowing more about your company's opportunities that they have out there.

And then of course really finding a way to make this repeatable you know the hard part is that sometimes you've got to figure out the root cause of where something's not working and then adjust appropriately but then when you do find something that's working you just keep putting you know gas on that part of the engine and it just continues to work really well and so making that repeatable and automate as much as you can at times can really be just rewarding to get some of that mundane  components of the of the funnel kind of off your plate and working in that way with your systems in your tool.

The creator part which is really thinking about your audience we talked about just very much like the marketing and sales funnel we're trying to get those customers to come on board and they do make you know decisions with how they feel about something and same thing for candidates are you really thinking about how to very directly engage them engaging way are you really able to articulate what is unique about your company and your organization or that role. I love that we talk about storytelling here and really being able to leverage your existing employees voices in that storytelling and this really becomes kind of the ways that you catch people's attention and I'll share with you like we're doing some campaigns right now that if we're targeting sales folks were a little bit more people oriented in our creative that we're looking at if we're targeting some of our engineering folks were being a little bit more technical and the tools and the technology that they'd be working on.  And so really thinking about how do you target in a creative way that is going to catch that potential candidates attention really kind of becomes the fun part of the brain that you get to leverage as well too.

So I'm going to switch gears a little bit we're going to talk about this new candidate based strategy you know we talked about definitely it feels like the candidates are very much in control I know that we all have those times when gosh we feel like you know we're up against multiple offers and that's true and even when we're trying to catch people's attention there's got lots of different places they could be looking for opportunities and so the days used to be where applicants were really seeking jobs they were coming to awesome companies and that has really shifted and really has really much more been about you know the jobs are seeking the applicants and how are we getting out there and how are we making sure that we have a very customized and engaging approach. And by engaging we really mean often personalized right and really being able to think about what's important to that potential prospect or candidate in the mix.

The other thing we really talk about is from first touch to first day and so think of this as kind of a continuous candidate engagement or even you know a candidate experience we talk a lot on the HR business partner work around employee experience and employees being engaged at work very similar kind of approach as we think about candidates and they may read an article about your company somewhere that sparks their interest then they start to see the name and they know the brand that goes with that all the way through to that onboarding experience. And candidates are looking for a lot of transparency and authenticity but also some consistency so you're also wanting to make sure that you're thoughtful about all of the experiences that you're mapping out and making sure that they kind of come into those components.

With that I'd love to hand it over to Matt he's going to talk us through kind of like four ways that you can really think about amping up that candidate based strategy and for those of you who have the luxury of having a strategic marketing lead on your organization and you haven't spent time with them and just shadowed them and understood their business I really encourage you to do this because this is something you can leverage a great deal in the recruiting side of the house. So back to you Matt.

Matt: Alright thank you Rachel. And when Rachel and I were putting the content together for this we were talking about you know kind of what we look for in a talk and a webinar and ultimately we want this to be useful for you guys who are listening to today's webinar and so you know I think our goal was to tee up the strategy in the first part and then give you guys some practical usable processes that you can implement right away in your own recruiting efforts so we'll jump into that stuff now. Okay so you know it's very much like marketing so as I talked about at the beginning the parallel between recruiting and marketing are unquestionable and so really what I'm taking you through here is something that you could slap this right into a marketing presentation in terms of you know how to begin your outbound marketing efforts and build your company brand could say the exact same thing about marketing.

So the first step and I'm just kind of logically working from top to bottom with the funnel is the idea that you need to segment your database so the point that Rachel just made about the personalization of content which we'll talk a little bit more about that's critical in both marketing and recruiting the recruiters are competing with so many other companies the candidates have so much noise in their inbox and their social media that you really need to target your audiences and you know don't be intimidated by this I think a simple taxonomy can be a fine place to start the way I think about it is you know you can really just think about a spreadsheet you've got a column of candidate names and a column of candidate emails ideally social media handles if you have that and then just kind of pick your first two variables some of the most common ones we see are things like geographic location areas of expertise and source you know where you found that individual and so once you have some basic tags like that you can start to segment those folks and do some outbound campaigns to them.

And so when we talk about the campaign you know there's a couple ways you can do it in marketing we talk about push and pull marketing so there's messages where you're trying to you know pull in the prospective candidates through things like your career website and your social media presence and then you've got your push marketing like email campaigns and landing pages where you're pushing stuff out driving stuff into their inboxes or into their worlds so that they'll hopefully consume it.

And these are just a couple of examples here so on the left you can see one that's a more explicit offer where the tenable one of the Jobvite customers their goal here is to drive folks to actually apply. And then you can see they've  got a talent pool set up on their career site so that they can continue to build out that CRM and you can see the jobs of interest in that bottom field there is one of their tags right and so this is something that we do for many of our customers through the CRM but you know if you're in the initial stages like I said you can start with a spreadsheet because when you do shift over to a technology like Jobvite you're going to need that spreadsheet anyways. So you know a huge win can simply be build that spreadsheet come up with some basic tags and just start sending out a quarterly email with basic updates on what's happening at the company just to keep those candidates passive candidates engaged in the process.

Okay so you know basically what we talked about so far these first couple steps is that you you've got your list of folks that you want to go after you kind of got your your push marketing strategy in place and then the other one is kind of that whole marketing right it's sort of what does that overall employer brand look like so as as Rachel mentioned one of the good ways to do that is to work with marketing and the broader HR team as well as the executive team to kind of you know assess the employment brand  what are the strengths and weaknesses I think the third point here is critical about finding a consistent and authentic voice I think the authentic one is a piece that often gets muddled because of this natural tendency for companies to want to appear to be a hot hyper-growth rocket ship company.

And you know if you create that employer brand externally that better be what it's like inside your company otherwise you're just creating a poor candidate experience and they're going to come in and feel like it was a bait and switch in terms of what they were told versus what they go and the other thing is the misconception that everybody wants to be at a rocket ship there's plenty of people who are afraid of rocket ships crashing because most of them do and they don't want to take that risk and they'd rather be with you know a big strong company perhaps work-life balance benefits the consistency of the the brand is  really what's you know what the company is about and so you should own that  right and exude that in all channels not just on the career site but in your social media presence and in the campaign's that you're running out to to your prospective candidates.

Okay so yeah as I said you really want to share that story so once you've got the story  you're in agreement internally on what that's going to look like you know just try to make it as human as possible the feedback we get from customers is that you know they have more success when they try to basically humanize the site as much as possible so things like an intro video from the CEO on the main careers page an intro video from department heads as I drill in and look at engineering and marketing and finance jobs that I'm actually getting to hear the head of that department to understand what it's like. Commentary from individuals within those different departments if I'm going to be an engineer that basically I can get a good idea of what a day in the life of an engineer looks like at that organization.

And then you know lastly is just the simplicity of navigation so sharing the story is the content but it's also the delivery method so be thinking about  things like friction on the site how easily can I navigate the site on both a desktop and a mobile device if I choose to apply for a job how easily can I apply for a job. So one of the basic tests is to just go onto your career site on a mobile device and oftentimes the career site itself will look great but when you click apply and go to actually submit your resume for a job the the site blows up right because it's a different underlying technology that's driving the career site versus the apply pages and our recommendation for our customers is to do it all in one shot so with Jobvite both the career site and the apply process or mobile optimized and you're really damaging the employer brand if you have you know mobile career site and not the mobile apply process so that's kind of a few tactical points to think about in addition to the story you're telling is sort of the medium and the method for for how you're telling that story.

Okay so basically thus far what we've said is you know you've built a CRM you've targeted who you're going after you've started doing the outbound campaigns to those folks you've started you know focusing on the inbound employer brand through things like your career site Glassdoor presence social media presence and so  basically you've got all your pieces in place now it's time to scale and repeat those programs so at this step you really want to assess the process so you launch the programs you need to take a look at what's working what's not working figure out where you need to optimize scale the things that are working and those that aren't you know continue testing and try different things test different subject lines test different content days of week time of day there's lots of variables within the whole recruitment marketing piece so just be thinking about that  test variables one by one and just optimize overtime.

Okay and then lastly for me is the change management journey and I know that Rachel will go into more detail on this because she's been on the receiving side of it as a head of HR and I've more been on the delivery side of it so you know an example there's two ways that it happens and it depends on your organization but one way is you've got an existing process that you want to change right and that has its own set of of initiatives around it so an example would be when I came into Jobvite we were scaling and growing as an organization and we really needed to change the way that we were marketing versus an early stage company that's just starting that journey.

And so you know with change management comes obviously metrics so the number one thing is that you're going to want to come with some data and at a very minimum its baseline data of where you are today as an organization and then you want to evangelize that right don't don't just limit it to hiring managers or just executives take the time to really understand you know  who are going to be your town criers within each of the business units that you care about align with those folks and get their help driving the initiative.

And then the second thing is you know what we talked about in the top half of the presentation is that there is this macroeconomic shift in the labor market and the way that recruiters are recruiting and so don't assume that others in the organization are aware of that so I went through the same thing as a marketer which sort of this marketers where I assume everybody knows that you know content is becoming pervasive across the web and we have to start targeting and changing the way that we're marketing I made the mistake of assuming that everybody knew that and so you know learn from that and know  that they probably need a little bit of education upfront like the stuff we showed you just a couple of slides some data points to sort of validate why you're trying to drive this change across the organization. So that's it on this front I'm going to pass it back over to Rachel to kind of go into some of the tops down perspective and what she looks for you know when when she's worked with recruiters who were driving this type of process.

Rachel: Great thanks Matt I do think that the change journey is a really big part of probably what folks are dealing with is that you might be reacting to something that's currently going on in your organization and we talk about those as you have a burning platform meaning like you have a problem that gets to be solved and so like that's a great place to be of catching people's attention and focus on this within your company but the other part that you're probably also thinking about and looking at some of these best practices is about creating a future of vision and that can be just as galvanizing to get an organization around to drive that change in how you're thinking about approaching candidates from an experience perspective. And so think about both of those right sometimes you've got burning platform - that's on fire we got to go fix it and the other times is we actually get to help create a vision of what great could look like and so feel I think it's important to leverage both of those in that change journey. So we're going to talk a little bit about kind of that manager recruiting like a business and this is kind of what I love about a big part of what we get to do in HR and the work that we have it has a very direct impact of the company being successful and hiring that great talent and retaining that talent.

I'm just going to talk a little bit about you know the fact that everybody seems to really want to go what we're up to right and so talk  about you know this is a the wonder and the greatness of getting to be part of a strategic role in a company is that folks really want to know like what are you all working on what's going on and this isn't just from your boss it's also all your hiring managers it can be all your hiring teams it can also be your partners and marketing and finance that are looking at headcount forecasting and so that's you've got folks that are interested in kind of how you're tracking things how you're leveraging your resources your entire recruiting budget as well and you might have things pop up is like hey when is that key role going to get filled right because they're trying to determine how to deliver for the business.

And lots of times folks will be like what's your strongest source of hire do you know that for your business not only just for the actual hire but maybe even just for applicants. And then how are we determining the quality of a hire and how do we determine that what what makes that differentiation.  And so those are important components I think you know all these all these questions and this is just a couple questions the reality is is there's even more questions than this but you know we'd be really look at your recruiting funnel you can take a look at all of that and figure that out. I'm just going to share with you we've been talking a little bit about kind of the multiple components with them recruiting and I'm just going to highlight a couple simple ones around candidate experience and hiring manager and then we're going to dive a little bit more into the funnel part so we talked about this candidate strategy is changing and so I do think that that candidate experience is something you're going to want to start to take a look at. Is it engaging experience we often are looking at new hires and saying gosh did everything we tell you about the job of a company actually matched and so we talked about it being an expectations match we've all been there where something didn't match and that isn't good either. You're also looking at the success of the ramping of that onboarding so are they ramping at the rate that we are expecting them to rant to make sure they deliver for the business.

We also are looking at some Net Promoter scores like if you're a new hire would you recommend the company for someone else to come worker would you recommend your new boss would you recommend the recruiter that you got to work with now and so we do look at that promoter across the spectrum here. The second one we think about is your hiring managers and when I say hiring manager is I mean the hiring manager the  the VP the executive that's in there as well it could be the whole spectrum of your key kind of partners and stakeholders in this work that you do.

And they're really the ones that can help with the quality I think of their measurement around the quality of the hire is and their perspective on is the person ramping at the rate that they wanted them to ramp and how is that onboarding going we talked about a hiring manager batting average it's kind of a fun statistic that Chris who's a partner with us has some great information on that if you if you've never seen it go check it out it's pretty cool. We all have known this where we've had high every managers that are great hiring manager partners and some that struggle and so I think of it as identifying your managers it might be new to recruitment or new to hiring and how do you help them be more successful.

And then of course the hybrid manager is also kind of giving a bit of the net promoter score on the recruiter. So those are two of the pillars that I tend to think about this third one is where we spend a lot of time in looking at our recruiting funnel and so the first one I have here is hiring to the business need and so definitely I encourage organizations to think about that if you have a hiring plan for this next business year what is that actual plan what is the targeted you know types of roles what locations do they need to be when do they need to be on boarded and and ramp and being able to build your recruiting engine to deliver for that business need.

Now we do know that when you have back fills it's a little bit of huh do we know that attrition was coming maybe we should start to know more of that attrition might be happening. And so that I think is the fundamental important component at the overarching levels are you actually helping the business succeed and hiring to that business need.  And then there's others of the metrics that you see a little more traditionally of like speed to higher quality is the candidate flow throughout your funnel kind of in the right arena are you actually getting the numbers of hires what's your source of hires are you getting the return on your investment in your programs on to bringing them into the top of the funnel. And then also looking at diversity effectiveness this is something I know a lot of companies have been focusing on of how to attract talent and as well as to have them go through the process but then also looking at your talent pools are you starting to target user experience talent or data scientist and really thinking about is that effective and efficient because you're probably putting people hours as well as dollars against that program.

So and let me just let's kind of tie this up with a funnel we really look at benchmarking here and so what's great about the Jobvite platform is we get lots of data to share with you and so just as Matt had talked about you know that top of the funnel is where you have your potential website visitors and this is about visitors to applicants and you guys can see the stats here it's a little bit over 8% and then you have applications to do actual open requisitions and you can see the correlation to the marketing and sales funnel that's just underneath there and so that's about you know really it takes  about 52 to make that happen and then you look at the applications to the interviews and then interview to offer and then offer accept it which of course tends to be the highest statistic there at 83%.

And just a note on the bottom here recruiting and when we look at the very beginning to end it's a 0.2% and so think of that as statistically from an overarching benchmarking perspective and this is all of our data that we have with the millions and millions of applicants with thousands of customers takes about 500 kind of visitors to to a website that's actually going to lead to a higher.

Marketing also equally has the very beginning to end which is 0.9 percent and they take about 110 inquiries in order to get one cost or one deal that can happen and so now mind you we recognize that you know different industries or different locations in the country or different roles might be faster or slower too and we also have a timeline that we've matched to this but I think it's important to understand what are some of the best benchmarking out there and then you can evaluate your own organization and how that's working and where you may have some opportunities. So we'll talk about the things to keep in mind we encourage you know really build a hiring strategy for the year and then I also say you know build mechanisms to continually update one of the things that we do here at Jobvite is we literally sit down with the executive on a monthly basis with the HR business partner and the recruiting team and say what's changing right it's something changing your hiring plan do we think we might be having some attrition or we can get about changing that roll up a little bit we're going to reorder we you know align it we're doing some promotions and and growth of talents within the organization.

So it's always great to have that strategy but you've got to continually be looking at it from a business perspective. And then I do think that there is tons of data you could be looking at but really kind of think about what are the most more important ones are going to help inform your funnel and so talk with your boss about that your executive when you're looking at your own business plan you know think about which data is going to be most telling and look at that.

Of course the benchmarking we've got great stuff to share with you kind of a starting point and you might also look internally like statistically how long has it taken for your organization to hire you know those 400 customer care agents potentially or how long has a statistically taken your company to hire you know a data scientist in San Francisco right. And then of course you really got to identify and address your bottlenecks so it's important to take a look at and really figure  out root cause of why something isn't working out the way that you wanted it.

And then of course you've got it the market keeps changing and so making sure you keep coming back and taking a look at them those those benchmarks and figuring out how do you optimize for each quarter within your business.So with that I'm going to hand it back to Matt for our final takeaway.

Matt: All right, thank you Rachel and hopefully for those of you on the call that was useful information I know when I have the opportunity to hear from a CEO about what he or she is expecting from the marketing organization I'm all ears because you know that's obviously what makes us successful at the end of the day. And in terms of just summarizing you know the content we've gone over today so first off is this concept of art and science right left-brain right-brain it's just like marketing you've got the science of the funnel and understanding the metrics we've taken you guys through and how to optimize those various stages.

And then obviously the art side and the fact that the market has changed and you know spray-and-pray as we say in marketing spray-and-pray content doesn't work anymore you've got to take a targeted approach and then be really thoughtful about the nature of that content that you're delivering. When you get both sides down then you're ready to run a recruiting team just like in marketing you know our CEO is always telling me you've got to have a good command of both art and science to run a marketing organization I think the same is true for recruiters and then lastly that engagement process right so we've used this this phrase about you know first look to first day and really be mindful of the fact that they're looking at you before you're aware of it so take a proactive strategy about that. And once you do have engagement with the candidates have a strategy around how to engage them over time as they work their way through the funnel with the things we discussed like landing pages email content blasts or social media your employment brand on your career site and so forth. And yeah this is kind of implicit in the previous  two but it's about that again that proactive strategy so they're already looking whether or not you're conscious of it so go after them come up with that push marketing strategy for 2018 at a very minimum as I said just filled out that database even in an Excel spreadsheet and start out by sending simple emails out of your corporate email account once a month once a quarter just to begin that proactive outreach.

And then finally  you need to benchmark right you're trying to optimize the funnel so you need to start with some benchmark if you don't have any hopefully the data that we provided you today is a useful starting point and benchmarks on where to begin the journey. And then you know figure out how you're doing after you've given it a month or a quarter or whatever you're recruiting cycles are at your organization check-in against those benchmarks understand you know what you need to do and and then you know work with your broader team to to improve on the areas where you aren't seeing the lift in conversion rates that you were after. Well that's all the content that we have for today hopefully this has been a useful webinar for everyone that's taken the time out of their day to join and thank you for that. If you've got any additional questions we're going to be distributing the slides after the fact and we'll include contact information and so please feel free to reach out to us with any questions that came up during the presentation that we weren't able to cover on today's session and enjoy the rest of your day thank you very much.

Rachel:  Thank you everybody.