Recruitment Report 2006

The Top-Consultant.
com 2006 Recruitment Channel Survey
View the latest global opportunities in consulting at www.Top-Consultant.com 1

The Top-Consultant.com 2006 Recruitment Channel Survey
Table of Contents
Executive Summary
1. A profile of the respondents
2. Recruitment channels – size, effectiveness &

candidate preferences
• Which channels are most effective in 2006?
3. Recruitment firms assessed:
• Market reach vs. Candidate ratings
4. Internet job sites assessed:
5. UK newspapers assessed:
6. Active vs. Passive candidate engagement
Appendix: Feedback & contact details

Executive Summary
Key Trends and Action Points for Recruiters
Over the last 12 months the management consultancy

recruitment market has undergone a fundamental
transformation. Recruiters no longer enjoy their pick of
candidates; greater demand for new recruits means it is
increasingly costly to generate applications from quality
candidates; and most strong candidates are now likely to
receive multiple offers of employment - and a counter-
offer from their existing employer.
Making a successful hire has therefore become much more

challenging.
In compiling this report, 650 recruiters were asked if they

thought they would make more placements / hires in 2006
than they had done in 2005. Only 1% believed they will
make fewer placements / hires in 2006, whilst 90%
believed they will make “more” or “significantly more”
placements / hires in 2006. Clearly then the market for
experienced consulting hires is set to become tighter still.
This report will give you the insights you need to enhance
the effectiveness of your recruitment campaigns in 2006/7.
Each chapter consists of two parts:
Firstly an overview of the major trends identified by this

year’s survey results.
Secondly a series of ideas boxes that capture many of

the key action points from the report.

Executive Summary
Key Trends and Action Points for Recruiters, continued
Ideas that can be quickly implemented are

highlighted like this throughout the report
This Executive Summary provides an overview of the key

trends taking place in the management consultancy
recruitment space. The findings are UK-oriented, but many
of the report conclusions are relevant for a global audience
of recruiters – regardless of location or profession.
---------------------------------
In addition to our usual rankings of the best newspapers,

recruitment agencies and internet job boards, this year’s
report contains four key findings to be aware of and to act
upon:
1. Candidates will in future be less willing to apply to

companies via their corporate websites. Most have been
created to minimise the workload of processing
applications – so are tailored to a recessionary
environment. Very few have been optimised to sell the
firm to candidates and to maximise the likelihood of a
candidate applying – yet this is exactly what is needed in a
“War for Talent” environment.
2. Newspapers have experienced a collapse in

management consultancy candidate applications as
more and more candidate activity moves online and
headhunter activity picks up again.

Executive Summary
3. Active jobseekers are just that – very active! With this

year’s survey, we wanted to answer the question “is it
possible to reach active candidates who will not already be
in discussions with several of our competitors?”… since
most recruiters are reporting to us that they are now losing
a significant proportion of candidates that they have made
offers to.
The data presented in this report shows that even those

candidates who are less actively looking for a new role are
likely to have submitted 7 applications. So regardless of
whether recruiters have sourced a candidate from a
recruitment agency, corporate website, internet job board
or newspaper – they are likely to be competing directly
with several other firms to secure that candidate’s
signature. It is therefore critical that recruiters improve
their sales message and the whole recruitment process so
that every interaction with the candidate is a positive
experience that makes them want to join you rather than
the competition.
4. Engaging with more passive candidates is a key

success factor. The best way to win over strong candidates
is to have engaged with them before they have started a
new job search in earnest. By engaging with consultants
early on, you may be able to bring candidates into your
recruitment pipeline before they have started any
discussions with your competitors. This report provides
suggestions for achieving this.

Executive Summary
In terms of overall channel performance, more candidates

submitted an application via a personal referral / bounty
scheme than via any other channel. But most candidates only
submitted 1-2 applications this way and so the channel
remained relatively small in terms of the total volume of
applications generated.
Job sites and recruitment agencies were used by almost as

many candidates – but crucially candidates submitted the
majority of their applications via these channels, making
them the channels that generate the lion’s share of
applications. Newspapers had the lowest share of applications
amongst the five channels we assessed, a finding
strengthened by recent recruiter feedback about the
diminishing effectiveness of this channel.
Looking to future trends, candidate enthusiasm for both the

corporate website and newspaper channels has plummeted,
meaning that both are likely to generate a lower share of
future applications unless remedial actions are taken.
Personal referral / bounty schemes remain candidates’
preferred means for finding their next role.
HR Managers needing to generate a shortlist

quickly will do best using either internet job sites or
recruitment agencies, with newspapers now less
effective than they were during the last recruitment
boom

Executive Summary
Optimising Recruitment Strategies In The Modern E-World
The rest of this report details the full survey findings and
the conclusions that have been reached with respect to
optimising recruitment campaigns in 2006/ 7. Some of the
key recommendations are outlined below as an action list
for recruiters wanting to assess their current practices
Use a mix of recruitment channels since no single channel

used in isolation has sufficient candidate penetration to
guarantee success
Expect all candidates in your pipeline to be in discussions

with your competitors – and fine-tune your processes
accordingly
Focus on improving your internal referral programme and

specifically making it easier (less embarrassing) for your
existing employees to bring people into the referral
programme.
Review the rates you have negotiated with your preferred

recruitment agency suppliers to ensure that you remain one
of their A-list customers and receive priority attention
when strong candidates come onto their books.
Use a mix of jobs boards and experiment with their

premium services, especially any that allow you to engage
with passive candidates more effectively. A small premium
can often achieve a multiplication of the results you enjoy.

1. A profile of the respondents
In the 5 years we have produced this report over 5,000

management consultants have submitted data. For the 2006
survey we generated responses from over 1,300 candidates
employed at over 400 companies. Candidates from all the
major consulting firms participated in the survey, including
the likes of Accenture, BearingPoint, Capgemini, IBM
Business Consulting, PA Consulting Group, Deloitte and
McKinsey. There were also many responses from
candidates employed at niche consulting firms or in
industry.
Our survey data is collected online, by consulting

candidates reading one of the following websites:
Top-Consultant, Consultant-News or the Institute of
Management Consultancy. Many of these respondents will
have found the survey whilst searching for consulting news
stories on Google, Yahoo or MSN.
By definition all those candidates that participated in the

survey do actively use the internet - all results should
therefore be viewed in this light. But the responses come
from a far wider audience than just the Top-Consultant
readership, making them a highly representative sample of
the total management consultancy candidate pool.
The findings should therefore prove the definitive guide –

for both candidates and recruiters – of recent trends in the
management consultancy recruitment market.


2.1 Share of applications
Our 1,300+ respondents were asked to estimate how many

applications they had made through the five major
recruitment channels. This produces one measure of the
importance of each recruitment channel within a
recruitment strategy – the share of CVs produced per
channel.
Corporate Sites
Personal Referrals
2001/02
2002/03
Newspapers 2003/04
2004/05
Candidate Agencies 2005/06
Recruitment
Channel
Internet
0% 20% 40% 60%
Source: 2006 Recruitment Channel Survey

% of applications
In last year’s report we predicted corporate websites would

continue to gain share and the latest data shows this has
indeed happened, though the rate of growth has slowed.
By contrast, candidates seem to have learnt that firing off

applications en-masse via the internet is not nearly as
effective as being more selective in their approaches – and
internet job boards seem to be stabilising their share at
around 1/3 of all candidate applications.


2.1 Share of applications, continued
It should also be stressed that the Recruitment Agency

share of candidate applications is understated by this chart.
Such agencies have a much larger share of total
applications as many newspaper adverts and internet
adverts are placed by them.
What is clear is that internet job boards and recruitment

agencies between them generate the majority of all
candidate applications – so having good relationships with
suppliers of each is absolutely key.
The low share of newspapers has been driven by

advertisers’ aggressive switching to online alternatives –
and a lower penetration of the consultancy candidate
market than was previously enjoyed by the newspaper
sector. This has also forced some publications to close
down, resulting in a permanent shift to online alternatives.
Recruiters must consider both market penetration

and share of applications generated when deciding
on the right balance of channels to use. The internet
generates lots of CV applications but does not reach
all candidates…


2.2 Channel Penetration - % of candidates using each channel
The channel penetration figures are revealing for they show that
recruiters cannot rely on one channel alone to fulfil their
recruitment needs. If only 40% of candidates are using a
corporate site to apply for jobs, it would clearly be wrong to
expect to reach the whole market by relying on a corporate
website, no matter how well it is marketed. The same can be said
for each of the channels.
Personal Referrals remain the preferred route to securing a new

job, with 72% of candidates having applied in this way.
Corporate
Sites
Newspapers
2001/02
Candidate 2002/03
Internet Job
Recruitment Boards
2003/04
Channel 2004/05
Personal 2005/6
Referrals
Agencies
0% 20% 40% 60% 80% 100%

% of respondents who had used channel
The poor performance of corporate sites is particularly

pronounced in this chart. There are hundreds of corporate sites for
candidates to apply via and yet only 40% of candidates are
applying via any of these corporate sites. Some of the reasons for
this are provided later in this chapter.


2.3 Channel Preference – Candidate votes for the channels
they are most likely to use IN THE FUTURE
Lastly, candidates were asked to assess how likely they would be

to use each of the 5 main recruitment channels when they next
look for a new role. We wanted to differentiate between what
candidates had done in the past and what they are likely to do in
the future.
Newspapers 2.6
2 2001/02
2002/03
Corporate Sites 3 2003/04
2.5 2004/05
Candidate 2005/06
Agencies 3.3
Recruitment 3.1
Channel
Internet 3.3
3.3
Personal Referrals 3.6

3.7
1 2 3 4 5
Source: 2006 Recruitment Channel Survey Score (5 = highest)
Personal referrals are candidates’ most-favoured

means of finding a new consulting role.
Consultancies that are able to mobilise an effective
internal referrals scheme will be at a distinct
advantage over competitors.
These results indicate a number of key points. Firstly, the

internet and recruitment agencies are likely to be firms’ two
most effective mass-market recruitment techniques. The
favourable view of recruitment agencies reinforces our belief


2.3 Channel Preference, continued
that they will become an increasingly important recruitment

channel as the market becomes tighter and tighter. Indeed,
headhunting techniques are a great way to reach more passive
candidates, so in our view their time has come again.
Alarming for HR teams that have invested heavily in their

corporate careers pages is the candidate backlash against using
this channel in the future. Data on what is causing this backlash
is provided later in this chapter, but one key shortcoming has
been a lack of focus on maximising the conversion of visitors to
applicants. Amazon.com has perfected the art of ensuring
visitors to its site are taken seamlessly from a product page to a
successfully completed order. They have minimised the number
of hoops that the customer has to jump through to complete the
order and made the process as convenient as possible.
In a tight candidate market, corporate careers pages need to

adopt the same approach. Benchmarking studies we have
conducted with leading consulting firms show that over 90% of
applications can be lost from a corporate site if the application
procedure is too onerous. Candidates will simply leave the site
rather than jump through all the hoops. Is your site guilty of this?
If you do not already have such tracking in place,

ask your IT team to provide you with regular
updates on the % of visitors to your careers pages
that actually go on to apply to a job on your
corporate site. Make changes to the careers pages to
see how high you can drive this application %


2.4 Getting better results from Corporate websites and from
online job board postings
Alongside the regular questions we pose to consultants to gauge

trends in the recruitment marketplace, we also wanted to collect
data to help understand how the performance of corporate
websites and of online job advertising campaigns could be
improved.
Question: What factors have prevented you from making

more applications direct to firms via their own websites?
Lack of specific job postings on an employer's site 58.9%
Lack of belief that opportunities on employer's 49.9%

website are current and up to date
Time required to research & find employers' websites 47.8%
Fully automated process - no opportunity to meet or 44.9%

interact with firm
Inability to submit a CV by email / having to use 42.2%

online application system
Difficulty in navigating an employer's website to 40.5%

find suitable career openings
Bad feedback from friends / colleagues about the 18.2%

employer's online recruitment processes


online job board postings, continued
The results from the previous page are staggering! Half of all
candidates do not believe that career openings on a corporate
website are current and up to date, yet simply adding an
application deadline to each role on the site would instantly
show that the posting is current.
In a similar vein, do you really want to lose 42% and 45% of

candidates respectively because you do not accept email
applications and because there is no opportunity to speak with
someone at your firm? Resource constraints make these things
impossible to offer during a downturn – but in a booming
market, can you afford to put HR efficiency ahead of
maximising your appeal to candidates?


online job board postings, continued
For online job postings, there were also some changes that
recruiters can quickly implement to improve response (and note
how unknown brands can still perform strongly on the internet)
Question: When looking at advertisements on internet job

sites, what factors most often discourage you from applying to
a job? (high number = strongly discourages from applying)
Below market salary package being offered 4.48

Insufficient information given about the role 4.09
Do not believe I meet the skills / experience 4.01
criteria for the role
Poor grammar and wording of advert 4.01
Not knowing who the employer is (name of 3.99
employer not stated)
Being forced to complete an online application 3.73
form (rather than emailing a CV)
Do not believe advert is for a genuine job opening 3.71
Bad experiences with the recruiter in the past 3.47
Bad reputation of the recruiter in the marketplace 3.4
Lack of key selling points in advert - why should 3.18
I want to join the firm?
Unknown brand name of advertiser 2.76

3. Recruitment firms assessed
3.1 Market reach

The graph below shows the share of all recruitment agency
applications that were generated by the top management
consultancy recruitment firms.
% of all Agency Applications
0% 2% 4% 6% 8% 10% 12% 14% 16%
Michael Page
BLT
Prism
Hudson
Hays
Korn Ferry
Woodhurst
Spencer Stuart
Harvey Nash
Selecture
Huxley
EM Consulting
Goodman Masson
Odgers
Russell Reynolds
Robert Walters
Robert Half
Mineral
Bullet Search
Heidrick & Struggles
Whitehead Mann
Shilston Partnership
Purchasing + Supply Chain

3.1 Market reach, continued
As one would expect, the recruitment consultancy industry is

quite fragmented within the management consultancy arena.
What’s more, the market share of the top firms has strengthened
considerably since 2003 – with their share of applications having
almost doubled. This is a very vivid illustration of how much the
recruitment consultancy industry has consolidated during the
consulting downturn.
However, share of applications is only one measure of

performance. The other measure we track is how well each
recruitment agency is regarded – since a firm that impresses a
good candidate is likely to form a strong bond with that candidate.
This means they will not only be well placed to work with that
candidate again in the future – but are also likely to receive lots of
candidate recommendations and referrals as a result of their high
service levels. The results of this measure are presented on the
next page.
In addition, a recent phenomenon that HR managers must be alert

to is the potential for recruitment agencies to now cherry-pick
their assignments. We are aware of numerous situations where
consultancies who are clinging on to low success fee rates
(negotiated during the downturn) are now considered a low
priority by their recruitment suppliers; the latter have a spread of
clients prepared to pay much higher fees in the current market
climate – so no prizes for guessing which firms are enjoying a
better candidate flow from the recruitment supplier as a result.
Beware therefore of making your company a C-list client and

losing out to that agency’s A-list client base!
3.2 Candidate Ratings
Best Management Consultancy Recruitment Agency 2006
All ten of the firms above deserve our warmest congratulations

for having built up strong rapport with the candidates they
represent. In particular, though, we must single out two firms –
Beament Leslie Thomas for their consistent high achievement,
having been ranked top for the last 4 years and who are runners-
up this year. Whilst Prism Executive Recruitment must be
congratulated on their consistent improvement, having been
ranked 4th in 2004, 3rd in 2005 and now 1st in 2006.

3.2 Candidate Ratings, continued
Best Management Consultancy Recruitment Agency 2006
Here’s just a small sample of the positive comments made about

the recruitment team of this year’s winners, Prism Executive
Recruitment (http://www.prismrec.co.uk/):
Prism - sensible heads, respond to communication and follow

through on promises
Prism - offer sound and objective advice
Prism - very pleasant and responsive, try to do their best to satisfy

your requirements
Prism - for their detailed client understanding and ability to

articulate what exactly clients are trying to achieve as outcomes
from a particular recruitment campaign.
Prism - All round understanding of the market place and

professionalism throughout my dealings with them
Prism - effective long term relationship management and personal

service

Candidate Feedback – what recruiters should do
Candidates voting for an agency as their preferred agency usually

gave one of the following reasons for why they valued their
relationship with that firm. Candidates liked firms that:
• Were consistently professional and dealt with the candidate in a

timely and efficient manner
• Gain a strong understanding of candidates’ aspirations /

requirements and only discuss with the candidate roles that fulfil
these aspirations
• Keep the candidate informed regarding the status of their

application and assist them in making it through to the next stage
of the recruitment process
• Only employ management consultancy experts
• Provide input and feedback before and after interviews
• Ensure candidates feel a “personal touch”, investing time in the

candidate relationship, making them feel valued
• Partner with the candidate rather than viewing them as a

commodity or a body to be placed

Candidate Feedback – what recruiters should avoid doing
Many recruitment agency practices were disliked by candidates.

Recruitment consultants are advised to avoid:
• Failing to respond in a timely manner to candidate applications

or enquiries. Never leave the candidate in a position where they
do not know if you have received their CV or whether it is being
progressed
• Sending CVs to potential employers without the candidate’s

prior consent
• Selling candidates roles that do not match their aspirations –

candidates compared recruitment consultants to estate agents in
this respect
• Failing to understand the consulting sector and therefore

imparting little confidence to the candidate
• Not displaying the same level of professionalism that

management consultants have to display in their day-to-day work

4. Internet Job Sites assessed
4.1 Market reach
% of respondents who regularly reviewed a Job Site

for job opportunities
0% 10% 20% 30% 40% 50% 60% 70% 80%
Top-Consultant
Monster
Jobsite
Exec-Appointments
Totaljobs
FT
Executivesontheweb
eFinancialCareers
Management Consultancy
/ Accountancy Age
Consultantsboard
This chart confirms the suspicions of many recruiters who have

used the internet as a recruitment channel: job boards reach totally
different audiences and a site that is good for one specialism is
likely to be quite weak for another. The leading website, reaching
70% of respondents, is more than twice as well read as the best
newspaper – which also reinforces the relative demise of the print
industry as a recruitment channel.

% of respondents who voted each site as

Best Management Consultancy Job Site 2006
0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00%
Top-Consultant
Monster
Jobsite
Exec-Appointments
Totaljobs
Executivesontheweb
FT
eFinancialCareers
Management Consultancy / Accountancy Age
Consultantsboard
When asked to vote on the best online source of management

consultancy jobs, Top-Consultant emerges as the clear winner –
whilst both this chart and the preceding volume chart show how
hard it is for a new entrant to break into a sector and generate any
significant levels of candidate traffic.

Taking into account that this survey polled readers of 3 consulting

websites – including Top-Consultant – there is the possibility that
the results here are skewed in Top-Consultant’s favour.
Nonetheless, the gap is quite striking and suggests either that there
is no overlap in readership between different job boards (an
argument for advertising on multiple sites) or that there is no other
jobs board out there being regularly referred to by the consulting
population.
The conclusion for recruiters is clear: be sure to run test campaigns

with any job board before committing to any long-term contracts.
Some sites out there may have a consulting jobs category but in
reality be reaching very few consultants at all.

5. UK newspapers assessed
5.1 Market reach

% of respondents who regularly review a paper’s
consultancy opportunities
0% 5% 10% 15% 20% 25% 30% 35%
Times
FT
The Economist
Telegraph
Guardian
Sunday Business
Evening Standard
The results of the newspaper poll are very revealing as they

highlight that consultants are more than twice as likely to see an
advert appearing on Top-Consultant.com as they are to see an
advert in the leading newspaper. With newspaper advertising rates
still 10-20 times higher than their online counterparts, this
represents a staggering performance gap.
The continued presence of consulting recruitment campaigns in

these media would appear to be a mix of necessity (hard-to-fill roles
require the widest possible coverage if success is to be achieved)
and undoubtedly brand-building on the part of consulting partners.

5. UK newspapers assessed
% of respondents who voted for a newspaper as

best paper for consultancy opportunities
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Times
FT
The Economist
Telegraph
Guardian
Sunday Business
Evening Standard
After a wobble last year, the Times returns to the top of the pile as
consultants’ preferred newspaper for finding consultancy
opportunities. However, as the earlier penetration figures
demonstrated, consulting candidates are less likely to see jobs in
such newspapers than they were five years ago, reducing their
effectiveness as a recruitment channel.

6. Active vs. Passive Candidate Engagement
Application trends of “less active” candidates
Question: Are candidates that use internet job boards more likely to
have applied to lots of firms than candidates you might have
sourced through other channels?
To answer this question, we looked at candidates that had been less
active in their applications. That’s to say, only those candidates
who had submitted just 1 or 2 applications via a channel. What we
found is that candidates coming through a bounty scheme are likely
to have submitted almost as many applications in total as a
candidate that’s been applying via an internet jobs board – and they
are highly likely to have a recruitment agency already representing
them.
Similarly, a candidate you’ve had apply through a newspaper advert
is likely to have submitted just as many applications in total as a
candidate you’ve received through an internet jobs board.
Strikingly, of all the channels corporate websites are likely to
produce candidates that have distributed their CVs most widely to
competitor firms – with such candidates having submitted an
average of 8.7 applications each.

Application trends of “less active” candidates, continued
The implications of these findings are that all candidates are likely
to be in the recruitment pipeline of several firms, once they’ve
reached the stage of actively job-seeking. The simple act of having
created an up to date CV removes the main barrier to applying for
jobs – so once a candidate applies to one job they are likely to apply
to many, regardless of which channel they used initially.
This points to two ways of competing for candidates:
1. Option one is to be better at selling your firm than the

competition, so that when a candidate sees your advert and goes
through your recruitment processes they are more likely to join you
than they are to join the competition. Achieving this means
improving your ad copy, making yourselves available to talk to
candidates throughout the application process, generally making
them feel highly valued and ensuring you always have your best
foot forward. Clearly with this option you always need to be one
step ahead of the competition
2. Option two is to try to engage with potential candidates

whilst they are still passive candidates – ie. before they have even
started thinking about changing jobs. Inviting consultants to attend
sporting events, join you at careers evenings, engage with you on a
careers teleconference – or indeed approaching them through a
headhunter… these are all approaches that could portray your firm
to the potential candidate in a positive light, before they’ve even
reached the stage of thinking about a new job. These candidates
could be brought into your recruitment pipeline and be made an
offer without any competitors having the chance to counter.
Application trends of “less active” candidates, continued
Our own experiences of promoting careers events for consulting

firms (both big and small) is that they invariably attract a pool of
consultants and executives that are much less active in the jobs
market. Winning them over at such events can prove very powerful
if the conversion to successful hires is much greater than would
have been achieved through a job advertising campaign.
So the key to Option 2 is to figure out what your firm could do that
would engage consultants before they have actively started job-
hunting. This, we believe, will be a key success factor for firms
looking to hit their headcount targets in 2006/7.
We wish you every success in hitting yours!

Appendix: Feedback & Contact details
We hope you have found this year’s report a valuable insight

into the trends and factors that are shaping the evolution of the
Management Consultancy recruitment market.
If you are currently looking to recruit Management

Consultants, do visit our trial advertising page at:
http://www.top-consultant.com/UK/clients/trials.asp
For sales assistance please call +44 (0)207 667 6880 and ask to
speak with:
Tony Restell, Founding Director

(tony.restell@top-consultant.com)
Bryan Hickson, Sales Director

(bryan@top-consultant.com)
Dawn Fowler, Senior Account Manager

(dawn@top-consultant.com)
Please feel free to contact us with comments or questions at the

address below.
Editorial Team,
Top-Consultant.com,
18b Charles Street,
Mayfair,
London W1J 5DU,
United Kingdom

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The Top-Consultant.

com 2006 Recruitment Channel Survey

View the latest global opportunities in consulting at www.Top-Consultant.com 1

1. A profile of the respondents

2. Recruitment channels – size, effectiveness &

• Which channels are most effective in 2006?

3. Recruitment firms assessed:

• Market reach vs. Candidate ratings

4. Internet job sites assessed:

• Market reach vs. Candidate ratings

• Market reach vs. Candidate ratings

6. Active vs. Passive candidate engagement

Appendix: Feedback & contact details

View the latest global opportunities in consulting at www.Top-Consultant.com 2

Key Trends and Action Points for Recruiters

Over the last 12 months the management consultancy

Making a successful hire has therefore become much more

In compiling this report, 650 recruiters were asked if they

Firstly an overview of the major trends identified by this

Secondly a series of ideas boxes that capture many of

View the latest global opportunities in consulting at www.Top-Consultant.com 3

Key Trends and Action Points for Recruiters, continued

Ideas that can be quickly implemented are

This Executive Summary provides an overview of the key

In addition to our usual rankings of the best newspapers,

1. Candidates will in future be less willing to apply to

2. Newspapers have experienced a collapse in

View the latest global opportunities in consulting at www.Top-Consultant.com 4

Key Trends and Action Points for Recruiters, continued

3. Active jobseekers are just that – very active! With this

The data presented in this report shows that even those

4. Engaging with more passive candidates is a key

View the latest global opportunities in consulting at www.Top-Consultant.com 5

Key Trends and Action Points for Recruiters, continued

In terms of overall channel performance, more candidates

Job sites and recruitment agencies were used by almost as

Looking to future trends, candidate enthusiasm for both the

HR Managers needing to generate a shortlist

View the latest global opportunities in consulting at www.Top-Consultant.com 6

Optimising Recruitment Strategies In The Modern E-World

Use a mix of recruitment channels since no single channel

Expect all candidates in your pipeline to be in discussions

Focus on improving your internal referral programme and

Review the rates you have negotiated with your preferred

Use a mix of jobs boards and experiment with their

View the latest global opportunities in consulting at www.Top-Consultant.com 7

1. A profile of the respondents

In the 5 years we have produced this report over 5,000

Our survey data is collected online, by consulting

By definition all those candidates that participated in the

The findings should therefore prove the definitive guide –

View the latest global opportunities in consulting at www.Top-Consultant.com 8

2. Recruitment channels – size, effectiveness &

Our 1,300+ respondents were asked to estimate how many

0% 20% 40% 60%

Source: 2006 Recruitment Channel Survey

In last year’s report we predicted corporate websites would

By contrast, candidates seem to have learnt that firing off

View the latest global opportunities in consulting at www.Top-Consultant.com 9

2. Recruitment channels – size, effectiveness &

It should also be stressed that the Recruitment Agency

What is clear is that internet job boards and recruitment

The low share of newspapers has been driven by