Trends in Fortune 500 Careers Web Site Recruiting

Transcription

1 Trends in Fortune 500 Careers Web Site Recruiting An Internet Intelligence Report by ilogos Research Authors: Yves Lermusiaux, President, ilogos Research Alice Snell, Vice President, ilogos Research Stephen Jones, Research Analyst, ilogos Research

2 Trends in Fortune 500 Careers Web Site Recruiting

3 Trends in Fortune 500 Careers Web Site Recruiting An Internet Intelligence Report by ilogos Research Contacts for ilogos Research: West Coast: Yves Lermusiaux x607 East Coast: Alice Snell Contact for Taleo: Press Contact: Julie Denardo x104 Taleo, Inc 182 Second Street San Francisco, CA 94105

4 Trends in Fortune 500 Careers Web Site Recruiting

5 Table of Contents Table of Charts and Graphs II Executive Summary Introduction Corporate Web Site Recruiting Increase in Online Response Only Major Trends in the Fortune Pre-Screening Tools 228% Growth Non-Job-Specific or Generic Online Pre-screening Questions-based (Job Specific) Online Pre-screening Skills-based Questions Benefits Recommended Approach Job Agent 120% Growth Benefits Recommended Approach to a Friend 117% Growth Benefits Recommended Approach Reuse of Candidate Information for Multiple Job Applications 43% Growth Job Cart Saved Candidate Account Benefits Recommended Approach Searchable Database of Job Positions 16% Growth Benefits Recommended Approach I

6 Trends in Fortune 500 Careers Web Site Recruiting Conclusion Aligning Supply and Demand Parts of a Whole Privacy Policy Best Practice Lessons from Trends Methodology Appendix: Fortune 500 Companies List About ilogos Research About Taleo About the Authors ilogos Research Bibliography All opinions contained in this document are based on information available at the time of the creation of the document and are subject to change. All brand product names are marks or registered marks of their respective companies. Portions of this report may be reproduced with proper attribution to ilogos Research.

7 Table of Charts and Graphs Fig. 1: Fortune 500 Careers Web Sites Fig. 2: Careers Web Sites, by Industry Fig. 3: Posting Jobs To Careers Web Sites Fig. 4: Online Application to Posted Job Positions Fig. 5: Online Response Only Table 1: Fortune 500 Careers Web Site Best Practices Fig. 6: Job-Specific Pre-Screening Fig. 7: Generic Online Pre-Screening Fig. 8: Job Specific Pre-Screening Example Fig. 9: Scalability vs. Consistency Fig. 10: Job Agent Fig. 11: Job Agent Example Fig. 12: Job Agent Fig. 13: to Friend Fig. 14: to Friend Example Fig. 15: to Friend Invitation Fig. 16: Multiple Job Application Tools Fig. 17: Job Cart Example Fig. 18: Saved Candidate Account Example Fig. 19: Job Cart vs. Saved Candidate Account Fig. 20: Searchable Job Database Fig. 21: Searchable Job Database Example Fig. 22: Evolution of Supply/Demand Platform Fig. 23: Best Practices Integration Fig. 24: Privacy Policy Example Fig. 25: Privacy Policy Usage All data gathered for this report is accurate as of the date gathered and is subject to change due to the dynamics of the Web. II

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9 Executive Summary Trends in Fortune 500 Careers Web Site Recruiting presents a view of the ongoing levels of implementation of best practices among the Fortune 500, as well as explanations of the nuances and implications of the adoption of specific best practices. These practices automate recruiting activities that directly impact the cost, reach and breadth of candidate sourcing, and the quality of the candidate (and ultimately, the quality of hire). Any large corporation will benefit from a comprehensive understanding of the value, and the levels, of these best practices. In 2001, among Fortune 500 companies: 89% have a Careers section on the corporate Web site. 75% post job positions on the Careers section of the corporate Web site. 74% post job positions and accept applications on the corporate Web site. In 2000, 27% of the Fortune 500 did not give jobseekers the option of responding offline to job positions posted to the corporate Careers Web site. In 2001 this jumped to 34%, showing a definite trend to go to an all digital response and process mechanism among large corporations. Overall adoption of best practices for corporate Careers Web site recruiting has increased at different rates from 2000 to Significant trends of high year-to-year growth in specific, leading edge best practices includes: Job-specific Pre-screening Tools: 228% Job Agent: 120% to a Friend: 117% Reuse of Candidate Information for Multiple Job Applications: 43% Searchable Database of Job Positions: 16% Implementations of some best practices have significant variation, which yield dissimilar results and are explained in the report in order to understand how corporations can optimize implementation. Pre-screening Tools may be designed for: Generic Online Pre-screening Questions-based Pre-screening Skills-based Pre-screening Reuse of Candidate Information for Multiple Job Applications may be implemented as a: Job Cart Saved Candidate Account 1

10 Trends in Fortune 500 Careers Web Site Recruiting A new best practice, posting a privacy policy has a 55% rate of adoption by Fortune 500 companies in ilogos Research forecasts skills-based automated online pre-screening will become the centerpiece of the human capital management process for large corporations. The benefits will not only apply to recruiting but also be used to develop standardized skills platforms for the corporation that enable skills inventory, skills gap analysis, talent optimization and deployment. This practice will link human capital acquisition into human capital management, and align recruiting with corporate goals. In addition, large corporations will rely almost exclusively on their own brand and proprietary candidate database for sourcing and staffing needs. Job Agent, to a Friend, Reuse of Candidate Information for Multiple Applications, and Searchable Jobs Database are representative new tactics that facilitate the attainment of that goal. 2

11 Introduction For Fortune 500 companies 1, the corporate Web site and more specifically the Careers section of the corporate Web site is an increasingly central and significant place to manage the recruiting process. It is the interface for the corporations presentation and communication with its visitors, designed with the intent to convert those visitors into candidates, into members of the corporate candidate pool. Accordingly, the goals of the corporate Careers Web site are to attract Web visitors to corporate careers, convince them to pursue opportunity with the company, and finally to capture and process the candidate information. The Careers section itself is public facing yet the data gathering from this front-end streams through into the back-end corporate recruiting system. The corporate Careers Web site and the corporation s recruiting methods and systems are inextricably linked. The ilogos report Best Practices for Fortune 500 Career Web Site Recruiting 2 identified best practices that optimize the benefit of the Internet in corporate recruiting. With these best practices implemented, a corporation may achieve a competitive edge in recruiting the most qualified candidates quickly, and gain financial benefits from both direct cost reductions and opportunity cost savings due to a faster and higher quality recruiting process. Best Practices for Fortune 500 Career Web Site Recruiting also examined the levels of implementation of those best practices in the year This report, Trends in Fortune 500 Careers Web Site Recruiting, reviews the rates of adoption by the Fortune 500 of the best practices for corporate Web site recruiting in More importantly, it establishes the trends in year-to-year growth rates and identifies the leading practices. The research analysis focuses in depth on the leading best practices in terms of their growth and details their complexity. It should be noted that the composition of the Fortune 500 list of companies is different each year, due to companies entering and leaving the list. High profile mergers between companies on the Fortune 500 list make room for newcomers; other changes in the list are due to rising and falling financial performances. For integrity, statistical comparison is done using the list current for the research period. Despite the relatively minor year-to-year changes, the aggregate activities of the Fortune 500 companies in any given year provide suitable benchmarks applicable for all large companies. 1 The Fortune 500 is a list compiled by Fortune magazine of the largest companies in the United States by revenue. 2 Best Practices for Fortune 500 Career Web Site Recruiting, ilogos Research. Available at 3

12 Trends in Fortune 500 Careers Web Site Recruiting Trends in Fortune 500 Careers Web Site Recruiting presents a view of the ongoing levels of implementation of best practices among the Fortune 500 as well as an explanation of the nuances and implications of the adoption of specific best practices. While a number of the best practices (including some with high 2001 adoption rates) are relatively straightforward and easy to implement, others require robust systems with leading-edge features to yield results. Five best practices are detailed in this report: 1. Pre-screening Tools 2. Job Agent 3. to a Friend 4. Reuse of Candidate Information for Multiple Job Applications 5. Searchable Database of Job Positions These practices automate recruiting activities that directly impact the cost, reach and breadth of candidate sourcing. Furthermore, instituting a systematic, automated process to prescreen candidates enhances the quality of candidates and ultimately the quality of hire. Any large corporation will benefit from a comprehensive understanding of the value, and the levels, of these best practices. 4

13 Corporate Web Site Recruiting Overall adoption of corporate Web site recruiting by the Fortune 500 has remained the same from 2000 to 2001, with 89 percent of companies in the group with a dedicated section of the corporate Web site devoted to staffing goals. This can be taken as a sign that corporate Careers Web site recruiting has reached maturity. N=497 Fortune 500 Companies with Careers Web Sites No Careers Web Site 11% Fig. 1: Fortune 500 Careers Web Sites Careers Web Site 89% Source: ilogos Research, 2001 The companies in the Fortune 500 with Careers Web sites represent: 100% of the High Tech sector 96% of the Health Care sector 93% of the Financial sector 89% of the Manufacturing sector 88% of the Transportation sector 87% of the Consumer sector 83% of the Resource sector 78% of the Wholesale sector Fortune 500 Companies with Careers Web Sites, by Industry 100% 80% 60% 40% 20% 0% Wholesale Resource Consumer Transportation & Ultilities Manufacturing Financial Health Care High Tech No Web Site No Careers Web Site Careers Web Site Source: ilogos Research, 2001 Fig. 2: Careers Web Sites, by Industry 5

14 Trends in Fortune 500 Careers Web Site Recruiting Fortune 500 Companies Posting Job Positions to Career Web Sites No Careers Web Site 11% Source: ilogos Research, 2001 No Job Posting 14% N=497 Job Posting 75% Source: ilogos Research, 2001 Fig. 3: Posting Jobs To Careers Web Sites If having a Careers section was a sufficient differentiator in the past, today the nuances and application of the best practices are needed in order to be a leader to attract human capital efficiently. The percentage of Fortune 500 companies using the Careers Web site as a corporate job board has remained unchanged over the past year, with three-quarters (75%) of companies in 2001 posting open job positions to the Careers Web site. The Fortune 500 is placing more of the recruiting process online. In 2001, 74 percent of the Fortune 500 provide jobseekers with a means of responding through the Careers Web site to a job position posted therein, compared to 71 percent in Fortune 500 Companies with Online Job Application to Posted Job Positions Job Postings Only 1% No Job Postings 14% No Careers Web Site 11% Online Application to Job Postings 74% N=497 Source: ilogos Research, 2001 Fig. 4: Online Application to Posted Job Positions 6

15 Corporate Web Site Recruiting In 2000, five percent of the Fortune 500 required jobseekers to apply exclusively offline to an online job posting, either by fax or through the postal mail. The number of Fortune 500 companies in 2001 that use the corporate Web site for job posting only is less than one percent. The number of Fortune 500 companies that do not offer an online means of expressing interest to a job position posted to the corporate Careers Web site is therefore approaching zero. Increase in Online Response Only The trend in the Fortune 500 to an entirely online recruiting process is even more apparent when one considers the number of companies for which the online channel is the only way to express interest in a job position posted to the Careers Web site. In 2000, 27 percent of the Fortune 500 did not give jobseekers the option of responding offline to job positions posted to the corporate Careers Web site. In 2001, 34 percent of the Fortune 500 direct all candidates wishing to respond to job positions posted to the corporate Careers Web site through a purely online response mechanism. Fortune 500 Companies with Job Postings and Online Response Only, Online response mechanisms offer 20% the jobseeker the fastest, cheapest, and most convenient means of 10% expressing interest in a job position. Since the jobseeker has conducted 0% the job search online, it is most natural to complete the Source: ilogos Research, 2001 process there as well. The entire Fig. 5: Online Response Only process can be completed in one session. The jobseeker wants to avoid the unnecessary delays and costs associated with submitting a resume by regular mail or fax. An online response offers the jobseeker a means of communicating his or her qualifications to the company nearly instantaneously. The candidate knows that since the online response is also the most efficient from the company s point of view, it should assure a timely answer from the recruiter. The goal of electronic recruiting is to transform the recruiting process into a paperless business process. The Internet represents a revolution in recruiting not so much because it is the single largest source of candidates ever, but because the information stream coming from that source can be put into a uniform electronic format. Encouraging online candidates to submit their qualifications via the regular post or fax can therefore be viewed as a retrograde step. 40% 30% 27% 34% 7

16 Trends in Fortune 500 Careers Web Site Recruiting Major Trends in the Fortune 500 In Best Practices for Fortune 500 Careers Web Site Recruiting, ilogos Research identified best practices for recruiting on the corporate Web site. An examination in 2001 of the Fortune 500 on the implementation of those best practices reveals an increased sophistication in integrating the corporate Careers Web site with back-end databases and recruitment automation software. Fortune 500 Career Web Site Best Practices, Adoption and Growth Best Practice 2001 Adoption Annual Growth Pre-screening Tools 5% 228% Job Agent 13% 120% to Friend 20% 117% Memorable Careers Site URL 47% 55% Re-use of Candidate Information 26% 43% One Click to Apply 68% 22% Company Culture Information 53% 21% Searchable Job Database 49% 16% Urgent Jobs Highlighted 3% 12% Automatic Requisition Tracking 42% 10% College Recruiting Section 46% 9% Employee Benefits Information 59% 8% One Click from Homepage 78% 7% Anonymous Job Application 1% 0% Table 1: Fortune 500 Careers Web Site Best Practices The five best practices that have significant growth and require a certain level of technology have been selected, and are detailed in the next sections. 8

17 1. Pre-screening Tools 228% Growth The corporate Careers Web site best practice that has exhibited the highest rate of growth in the Fortune 500 over the past year is the use of job-specific pre-screening tools. Online pre-screening tools separate qualified from unqualified candidates on the basis of a self-administered test or questionnaire. A job-specific pre-screening tool tailors the online test or questionnaire to pre-qualify the candidate in light of the unique requirements of each job position. Whereas just over one percent of the Fortune 500 in 2000 included pre-screening questionnaires as part of the online job application process, nearly five percent of the Fortune 500 (23 companies in total) do so in 2001, resulting in a year-over-year growth rate of nearly 230 percent. Though this best practice is still in the early stages of adoption, annual rates of growth should remain high as Fortune 500 companies recognize the value of online pre-screening in counterbalancing the increased volume of responses made possible by online recruiting in a changing economy. Fortune 500 Companies With Job-Specific Pre-Screening Tools on Careers Web Sites, With online job hunting, and the ease and convenience in applying 5% 4.6% for jobs it affords, it is now possible 1.4% for a jobseeker to apply for hundreds of job positions in a single 0% evening. Online recruiting can quickly swamp a recruiter with job applications and resumes. In Source: ilogos Research, 2001 the face of this increased volume, Fig. 6: Job-Specific Pre-Screening recruiters and hiring managers still must carry out the process of screening and assessing candidates, with the ultimate goal of making a hiring decision. This process had for years been carried out by sorting paper into piles and storing resumes in filing cabinets. Prior to the Internet, this process advanced with some automation built around a database. Although the resume database had limited functionality, a review of it may be instructive in understanding the evolution in prescreening. 10% 9

18 Trends in Fortune 500 Careers Web Site Recruiting Resume Database The first generation of recruitment software, the client/server resume database, added a certain degree of automation and efficiency to screening candidates. Recruiters could search the database for resumes containing a particular keyword. Early resume databases stored each resume as a single record, consisting of a single, unstructured text file. Further development on the resume database concept led to text extraction algorithms, which use contextual rules to populate specific fields in a structured database with information drawn from the text of the resume. A structured resume database has distinct fields within a record for degrees, institutions, dates, job titles, and company names, among others. With a structured database, a recruiter can restrict the scope of a keyword search to a given field, and compare all candidates on their education and experience with greater accuracy than with full-text keyword searches. Word extraction algorithms and other forms of artificial intelligence function as an overlay on the basic resume material, providing a partial degree of digestion and summarization. Keyword and field searches are able to call up resumes in the database for all candidates who possess the same diploma for instance, but cannot distinguish different degrees of quality between those candidates. Consequently, recruiters using a resume database are forced to read the resume on screen and assess the candidate using subjective standards. Although technology is now available to mitigate these difficulties of candidate prescreening, there are distinctions in the configuration and results gained from its use. Three important categorizations can be made: 1. Generic Online Pre-screening 2. Questions-based Online Pre-screening 3. Skills-based Online Pre-screening 1. NON-JOB-SPECIFIC OR GENERIC ONLINE PRE-SCREENING With the rise of the Internet as a mass medium in the mid-1990s, companies saw the opportunity to place a front-end for the candidate resume database on the corporate Careers Web site. Resume Builders and other Web page forms populate data directly into the fields of a resume database. Check boxes, radio buttons and drop-down lists improve upon free-form text fields, by adding a new level of structure to the data. This data can be stored much more efficiently in a database and does not require interpretation, as is the case with free-form text. Companies reacted to the Internet as the newly found data collection medium by increasing the number of fields in the resume database to include such topics as the candidate s salary requirements, ability to relocate, willingness to travel, possession of 10

19 1. Pre-screening Tools 228% Growth Fortune 500 Companies Engaged in Generic Online Screening 40% 36% 30% 20% 21% 21% 18% 17% 17% 16% 15% 14% 10% 8% 3% 2% 0% Education Level Salary Skills Location Relocation Legal Status Work Type (FT/PT) Position Sought Date Available Travel Languages Other Source: ilogos Research, 2001 Fig. 7: Generic Online Pre-Screening a work visa, or whether the candidate seeks a full-time or part-time position. To populate this augmented candidate database, companies created a generic online job application form to be used for all job positions on the corporate Careers Web site. An examination of the Fortune 500 for 2001 reveals a high degree of generic online screening: 21 percent of companies gathers salary requirements from candidates applying on the Careers Web site; 17 percent asks whether the candidate is able to relocate; another 17 percent asks whether the candidate is legally entitled to work in the United States; eight percent of the Fortune 500 gathers information on a candidate s attitude towards business travel. Though not used for the purposes of screening candidates, 23 percent of the Fortune 500 ask candidates to select the media source by which they learned of the job. Additionally, eight percent of the Fortune 500 asks candidates to voluntarily identify whether they belong to any of the EEO categories, again for reasons other than basic screening purposes. Although a strong position by the OFCCP has not been taken yet regarding data gathering from online candidates, it is advisable to have a technology that enables the collection of that information. 2. QUESTIONS-BASED (JOB SPECIFIC) ONLINE PRE-SCREENING Job-specific online screening prompts a candidate applying to a job position to answer a set of pre-qualifying questions that are particular to the position. Instead of a generic online application form to be used by all candidates applying to all job positions, job-specific online screening adapts the application form to the job 11

20 Trends in Fortune 500 Careers Web Site Recruiting position. To engage in job-specific online screening, a corporate recruiter needs a tool to compose unique pre-qualifying questionnaires for each job requisition, and attach them to the requisition on the Careers Web site such that the right questionnaire is served to the right applying candidate at the right time. This is no simple matter, requiring intensive development of sophisticated back-end databases and database applications. A job-specific online screening tool may act only as a neutral instrument, to be used by a recruiter to compose ad hoc questions, extemporized for each job requisition. Such a screening tool leaves it up to the conscientiousness of the recruiter to formulate an effective pre-assessment of the candidate; an enterprise-wide standard for pre-qualifying candidates is impossible. 3. SKILLS-BASED QUESTIONS The effectiveness of online pre-screening will only be as good as the quality of the questions being asked of the candidate, and how closely the questions map onto the skills and competencies of the job. The questions asked must be relevant, non-trivial, and express the essence of the requirements of the job. With skills-based, jobspecific, online pre-assessment questionnaires, requisition creation is consistently devised across the organization based on a standard platform. Once the question sets are standardized to skills, the candidate responses can be ranked and scored automatically, or mined at a later date from the candidate database. Each job position and function in the organization is mapped to the set of skills and competencies that define success in the job. Each competency is associated with a set of questions in a centralized library of assessment questions. Benefits Gathering generic eligibility information from all candidates adds some value in screening candidates, as a lack of fit between the general characteristics of the candidate s career circumstances and the prerequisites of a company requirement can be grounds for screening out the candidate. Pre-screening online for basic eligibility improves the recruiting process. Prompting all online candidates to provide information on a common set of topics introduces a level of standardization missing from traditional resumes, the contents of which are determined by only vague conventions. Online screening data can be gathered in a structured format, which allows for automation of this very low-level recruiting task. Although still a step ahead of resume databases, the information gathered by non-job-specific screening is at such a macro-level that it can only function as a coarse filter, screening out only the candidates who do not match the most basic 12

21 1. Pre-screening Tools 228% Growth Fig. 8: Job Specific Pre-Screening Example generic requirements. The information is not sufficiently fine-grained to be able to create a short list for a specific job. What is needed to move beyond generic screening is a closer connection between the information pulled from the candidate and the specific requirements of each unique job position. Questions-based screening specific to a job position is a step towards gathering recruiter-driven information. Here, important details about the candidate s fit for the job requirements may be discovered. Questions-based screening, specific to a job, can provide consistency across the enterprise when the question format and structure of the answers is standardized. Skills-based questions makes the most of the opportunity inherent in the self-serve Web model, structured information format, automatically mined databases available to the corporation. Skills-based platforms define in advance the competencies for the position and enable the candidate to provide a comprehensive profile of his or her 13

22 Trends in Fortune 500 Careers Web Site Recruiting skills. If used throughout the organization, the skills-definition platform can be used for skills inventory and skills-gapping analysis to pinpoint needed training, and support internal redeployment of employees. Recommended Approach The process of devising job-specific online screening questionnaires must be consistent and repeatable for all requisitions across the enterprise. Recruiters use a menudriven system to build a screening questionnaire specific to each new requisition, selecting the questions that screen for the skills and competencies that are associated with the job function. An enterprise-wide talent definition platform that characterizes success in a job across all roles and functions is necessary to assure consistency and repeatability across the enterprise. Scalability Scalability vs. Consistency of Screening Generic online screening Skills based screening Questions based screening Paper resume Resume db (field search) Resume db (keyword search) Consistency of Screening Source: ilogos Research, 2001 Fig. 9: Scalability vs. Consistency 14

23 2. Job Agent 120% Growth During a visit to a company s Careers section, a jobseeker may register with a Job Agent to be informed if a position matching his or her job skills and interest arises in the future. Use of Job Agent technology by the Fortune 500 has more than doubled since Thirteen percent of Fortune 500 companies have the feature implemented on the corporate Careers Web site in 2001, compared to just six percent of the Fortune 500 in The return on investment, realized by developing ongoing relationships with candidates, explains the steep trend in the adoption by Fortune 500 of the best practice. Implementing a Job Agent requires a back-end database to store a candidate s job preferences and address, and a database application to send a notification to the address when the right conditions are met. The front-end user interface must be easy to understand and use, and must be inviting enough to encourage the online jobseeker to sign up. The Job Agent is based on , and will not work if candidates change addresses. It also leaves the decision to return in the hand of the candidate not the corporation. Fortune 500 Companies with Job Agent Feature, % 10% 5% 0% Fig. 10: Job Agent 6% 13% Source: ilogos Research, 2001 Typically the Job Agent is accessible from a central location within the Careers section, in order to be noticed by job seekers. Candidates may also be invited to request notification of future job positions as they submit their personal information in the course of applying for a job position. The push technology required to drive a Job Agent is fairly standard for Web marketing. The information gathered on the potential applicant by the front-end user interface is stored in a database. Every time a new job requisition is added to the company s database of job positions, the software solution compares the requirements of the job to profiles of all users registered with the Job Agent. When there is a match between the requirements of the newly posted job position and a registered candidate, the software triggers an automatic to that candidate. The text of the consists of a letter template that may be populated with the job position, its title, location, a brief description, and other pertinent information, drawn automatically out of the job position database. 15

24 Trends in Fortune 500 Careers Web Site Recruiting Fig. 11: Job Agent Example For there to be any kind of matching performed by the Job Agent software between potential candidates and open job positions, there must be a correspondence in the structure of the two kinds of information gathered. For instance, if the Job Agent is gathering information about location, each job position must be given an associated job location in its own field in the job database. The same applies equally to all other pieces of information gathered for the purposes of pushing job positions to candidates via a Job Agent. A Job Agent, therefore, calls for a relational database that is linked to tables in the job requisition database. The database must also be Web-enabled, so that candidates on the Internet can create and modify records. A Job Agent could feasibly be configured to send job notification s based on multiple criteria. The two most common and recommended criteria for a Job Agent are job category and location, however there is no limit to the number of fields in the relational database that the Job Agent could draw upon. 16

25 2. Job Agent 120% Growth Benefits Job Agent functionality, a form of permission marketing, allows for ongoing and automated marketing with candidates; it builds the foundation for a continuous relationship with the candidate. Job Agent also enables cost reductions on advertising and search firm spending. Job Agent effectively leverages the candidate database and makes it a dynamic source for candidates to come update their profile. The same principle may be leveraged internally to help internal transfers and the awareness of internal openings. Fig. 12 Job Agent Recommended Approach A Job Agent is a good example of using an Internet technology to successfully automate recruiting communication. The jobseeker uses the Job Agent on his or her behalf as a time-saver; as a tool effortlessly promoting his or her best interests. The corporation enjoys an ongoing relationship with a candidate. By signing up with the Job Agent the candidate demonstrates an interest in the company an interest that can be built upon during future exchanges. Instead of screening out those candidates who for example do not have the right degree, do not live in the region and are not willing to relocate, or are unwilling to travel as much as required by a job position, it is better to source to those candidates, using these criteria and others as the means to target precisely an automated but personalized communication. 17

26 Trends in Fortune 500 Careers Web Site Recruiting Job Agent is best configured with at least location and job type as basic criteria. It can also be integrated with a sourcing team to leverage hard-to-find candidates who may have changed s and/or refused to receive invitations, to have a more proactive approach. 18

27 3. to a Friend 117% Growth Use of a feature on the Careers Web site that enables job descriptions to be sent to an address the to a Friend best practice has more than doubled in the Fortune 500 in the past year, from nine percent of companies following the best practice in 2000, to 20 percent of the Fortune 500 in The to a Friend best practice increases the reach of the Careers Web site beyond its immediate visitors, to include those visitors friends and contacts. The Fortune 500 Companies with to Friend Feature, % 20% 15% 10% 5% 0% Fig. 13: to Friend 9% 20% Source: ilogos Research, 2001 Fig. 14: to Friend Example 19

28 Trends in Fortune 500 Careers Web Site Recruiting Web programming required to implement this best practice is advanced, but not beyond the resources of Fortune 500 companies. The script takes the address of the recipient and the identity of the job position being referred; pulls the necessary information out of the job position database with which to populate an template; and sends the message. The return on investment is immediate. The to a Friend best practice should have continued strong growth in the Fortune 500 over the coming year. Fig. 15: to Friend Invitation Benefits The growth of the to a Friend best practice in the Fortune 500 from 2000 to 2001 highlights the importance of expanding the reach of a corporate Careers Web site exponentially. Many companies in the Fortune 500 enjoy strong name-recognition and the high Web traffic that comes with it. They can use interactive functionality on Careers Web sites to make the most of the Web traffic and stretch recruitment marketing dollars even further. to a friend can increase 20

29 3. to a Friend 117% Growth the quality and fit of candidates to the sites since they are, in essence, prescreened by their friends. Making use of the Web self-service model, to a friend is a classic example of viral marketing as the job opportunity propagates out to each site visitor s network of contacts. This best practice enlarges and optimizes the audience available for a Web site at any given time. Recommended Approach In implementing to a friend, have an inviting subject title, identify the sender in the , describe the job in the , and place a link in the to the job application and description page. 21

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31 4. Reuse of Candidate Information for Multiple Job Applications 43% Growth The practice of providing tools to jobseekers that allow them to reuse their personal information for multiple job applications has increased in 2001 to 26 percent of the Fortune 500, up from 18 percent in the previous year, for a yearover-year growth of more than 40 percent. Such growth shows that the Fortune 500 is paying more attention to the jobseeker s application experience, because it reduces the amount of data entry required of jobseekers when applying to more than one job position. However, companies must be ready with the systems to handle the increased data that results from encouraging jobseekers to apply to more than one job position per visit to the Careers Web site or over the course of subsequent visits. Fortune 500 Companies with Multiple Job Application Tools on Careers Web Sites, % 25% 20% 15% 10% 5% 0% 18% 26% Fig. 16: Multiple Job Application Tools Source: ilogos Research, 2001 Reuse of candidate information for multiple applications comes into play for Web site Careers section visitors interested in applying to more than one job position. Filling out a lengthy online application form such as a Resume Builder for each successive job position is time consuming for the candidate, as the same information must be keyed in each time. It is far more efficient from the candidate s point of view to apply to multiple job positions while only having to key in personal information once. There are two ways in which this can be accomplished: through a job cart feature or through a saved candidate profile or resume in an account on Careers Web site. 1. JOB CART Modeled on the Shopping Cart programs familiar from Web retail, a Job Cart allows a jobseeker to browse the list of open job positions, and add the ones that look appealing to a temporary list. After the list is complete, with perhaps the opportunity to review and modify it, the jobseeker proceeds to the online job application process, whereupon the personal information submitted is applied to all the selected jobs in the Job Cart. Candidate input, though, is not saved for any future sessions. 23

32 Trends in Fortune 500 Careers Web Site Recruiting Fig. 17: Job Cart Example 2. SAVED CANDIDATE ACCOUNT The second way of achieving multiple online job applications while eliminating unnecessary re-keying of personal information is to provide jobseekers with the ability to create an account or profile on the Careers Web site, which would contain all of the candidate s personal information. The candidate can access the profile with a password and attach it to specific job positions as the opportunities arise. Here, the jobseeker s address is typically employed as the username, to avoid the creation of multiple accounts for the same candidate. Applying to newly posted positions at a later date requires only the password, which avoids the unnecessary re-keying of candidate data for each job position being applied to. The Saved Candidate Account approach requires a back-end candidate database, Web-enabled to allow candidates to create new records and access them at a later date. 24

33 4. Reuse of Candidate Information for Multiple Job Applications 43% Growth Fig. 18: Saved Candidate Account Example Benefits There are several key differences between a Job Cart, and the Saved Candidate Account approach. With a Job Cart, no information is saved from user session to user session. A candidate returning at a later date to a Careers Web site to apply with a Job Cart to additional job positions will have to re-key in all of his or her personal information again. On the other hand, the Saved Candidate Account approach by its very nature keeps the candidate s personal information for his or her reuse in the course of future job-hunting sessions. In addition, the Saved Candidate Account approach is much more efficient at addressing certain data management problems facing large corporations. Some Fortune 500 companies implemented a Job Cart feature on the Careers Web site in an effort to reduce the number of duplicate records in the company s candidate database. Audits of candidate databases found that as high as percent of the records in the database were in fact duplicates or near duplicates, requiring elaborate but fallible computer algorithms to reconcile or match up multiple resumes belonging to one and the same candidate who submitted them. A Job Cart will 25

34 Trends in Fortune 500 Careers Web Site Recruiting eliminate duplicate candidate records, yet only insofar as they would otherwise be submitted during the course of one user session. A Job Cart is incapable of eliminating duplicate candidate records created over the space of several visits by the same jobseeker. A Careers Web site with Saved Candidate Accounts, on the other hand, makes the candidate, and not the resume, the fundamental unit of selection. Recommended Approach Between the two ways of implementing the reuse of personal information for multiple job applications, the superior solution is the one that is consistent with and supports other Careers Web site recruiting best practices. Between the Job Cart and Saved Candidate Account approaches, Saved Candidate Account is preferred, since it is better suited to work in conjunction with online pre-screening of candidates. The Saved Candidate Account approach is better suited because the focus is on one job position at a time. It allows the opportunity to ask questions of the candidate that are specific to the requirements of the job position, to better assess the match between the candidate s skills and the specific requirements of the job. The trend in the Fortune 500 for 2001 clearly favors the candidate account or profile approach over job carts, by a factor of nearly two to one. Of the companies in the Fortune 500 that have some multiple job application tool, 60 percent use Saved Candidate Accounts, while 32 percent have a job cart feature. In seven instances (5%), the company employs both a job cart and provides for candidate accounts, a phenomenon that was unknown in the Fortune 500 in Multiple Job Application Tools Implemented on Fortune 500 Careers Web Sites, 2001 Other 3% Job Cart 32% N=129 Candidate Account 60% Job Cart and Saved Resume 5% Fig. 19: Job Cart vs. Saved Candidate Account Source: ilogos Research,

35 5. Searchable Database of Job Positions 16% Growth ilogos Research has found that in 2001, 49 percent of the Fortune 500 maintain the list of open job positions on the corporate Careers Web site in a searchable database, searchable by job category, job location, or keyword, or any combination of the three. The increase over 2000, when 42 percent of the Fortune 500 maintained job postings in a searchable database of jobs, represents a relative growth of 16 percent. The growth in this best practice is likely a reflection of the recognition among the Fortune 500 of the cost savings and efficiencies made possible by automating backend job posting functions. Benefits Fortune 500 Companies with Searchable Databases of Open Job Positions, Storing current job openings in a searchable database on the Careers 0% Web site removes from corporate Web site administrators the burden Source: ilogos Research, 2001 of maintaining the list. This Fig. 20: Searchable Job Database best practice is a necessity for managing the large number of open positions typical of most Fortune 500 companies. A searchable database also makes the job search much easier for the candidate. A job database on the Careers Web site can incorporate some sophisticated automated sourcing strategies. Using administrative screens, job postings can be posted, amended or deleted. Database rules can automatically remove a posting after a predetermined expiration date or when the job is filled. A central job database may also be the hub of a multi-posting strategy, encompassing the corporate Careers Web site, an Intranet for internal hires, and external job boards. A well-designed job-search user interface also can improve the quality of applications. With it, the job search quickly pares down the scope of a job search to just those positions that fit the candidate s interests and chosen career path. The jobseeker can be better matched to the job. For the job search feature to perform well, work is required on the back end to qualify the job. Locations and categories must be suitable, and strong database technology is needed. 60% 40% 20% 42% 49% 27

36 Trends in Fortune 500 Careers Web Site Recruiting Fig. 21: Searchable Job Database Example Recommended Approach Significant efficiencies arise when the searchable job database on the Careers Web site is integrated with the entire recruitment management system, so that job positions appear as soon as they are approved, without any manual copying and pasting or batch transfers to the Careers Web site. Searchable job database is best utilized with the two most major search criteria desired by jobseekers: location and job type. 3 3 Perception vs. Reality: Jobseeker Behavior Online. ilogos Research, 2001, pg. 37. Available at 28

37 Conclusion The adoption rate for corporate Careers Web site recruiting will continue to slowly rise as it moves towards 100 percent. More mature Internet penetration is reflected in the existing adoption by the vast majority of companies. As is typical in technology adoption curves, the laggards will join in, albeit at a prolonged pace. More significant, though, than the length of the interval to reach 100 percent adoption, is the increasing sophistication and integration seen in the practices of the companies engaged in Careers Web site recruiting. Rates of adoption of all ilogos identified best practices are on the rise. Clearly, leading companies are realizing the many benefits achieved through best practices implementation. Many others, however, are still in nascent stages of optimizing the corporate Careers Web site and consequently, the corporate recruiting process. As technology continues to evolve, visionary companies use advanced human capital management systems to gain advantage in speed, reduce cost and assure quality. Reluctant corporate recruiting departments disregard these trends and opportunities at their peril. Aligning Supply and Demand One discernable trend is the move to a completely online process in which all candidate information is received in a digital, and structured, format. With this the Internet facilitates a transactional process rather than simply acting as a medium for communication and transmission. The matching of two unstructured documents the resume and the job requisition has routinely been done by individuals who generally apply highly unsystematic and subjective criteria to make the first selection, prescreening. This activity not only has been highly inefficient, but also very ineffective. The ability to have structured information is key (see fig. 22) and enables the automated matching of supply (candidates) and demand (organizations). Candidatedriven information delivered in a resume format becomes secondary. Today, the expression of information about candidate supply and corporate demand can be aligned; structured information may be automatically ranked against matching criteria. In the most advanced systems, the information foundations both for supply and demand are structured on a skills-based platform. This allows for additional refinement in the prescreening process. Taken to its full power, corporations are now in a position to audit the need for skills, and maintain a skills inventory allowing for just-in-time staffing from either external or internal sources. 29

38 Trends in Fortune 500 Careers Web Site Recruiting Evolution of Supply/Demand Platforms Skills-based screening - Digital - Automated - Fast - Systematic -Scalable Job Req. Generic screening - Digital - Automated - Slow - Systematic - Scalable Resume Database - Digital - Manual - Slow - Non-systematic - Non-scalable Paper Resume Process - Paper based - Manual - Slow - Non-systematic - Non-scalable Question-based screening - Digital - Automated - Fast - Systematic - Non-scalable Candidate Resume Source: ilogos Research, 2001 Source: ilogos Research, 2001 Fig. 22: Evolution of Supply /Demand Platform Automated prescreening requires self-service input (a strong attribute of the Internet) from jobseekers combined with sophisticated back-end systems. The ASP (Application Service Provider) model, in which the software application is accessed through the Internet, furthers the delivery of these leading-edge systems as they develop. Parts of a Whole The best practices discussed in this report are components of an integrated whole, mutually supporting each other. The Saved Candidate Account method for Reuse of Candidate Information for Multiple Applications, for instance, supports a dynamic candidate profiling, which in turn supports the Job Agent. At the core, the structural basis that is leveraged resides on the skills and profile platform. 30

39 Conclusion Best Practices Integration Enables to Friend ad hoc job notifications Enables a Searchable Job Database Enables skills-based Pre-screening Enables targeted Job Agent Fig. 23: Best Practices Integration Source: ilogos Research, 2001 Privacy Policy Best Practice Nevertheless, best practices are not static. As Internet culture, technology and corporate practices develop, new best practices emerge. In 2001, an additional best practice for recruiting on the corporate Careers Web site is to post a privacy policy. Online privacy is a foremost concern, particularly among online jobseekers, for whom details concerning past employment history and current employment status may be particularly sensitive. A privacy policy, detailing how the corporation will protect a candidate s personal information, helps allay any concerns that the candidate may have concerning that personal information. 31

40 Trends in Fortune 500 Careers Web Site Recruiting Fig. 24: Privacy Policy Example A properly constituted corporate privacy policy meets the rising expectations of online visitors and jobseekers. To best comply with this practice: Post a clearly worded privacy policy, specific to recruiting. Incorporate the statement of the privacy policy within the online application process. Gather the explicit consent of the candidate. Provide online candidates a means of directly accessing their own personal records within the corporation s database, for the purposes of correcting or deleting the infomation contained therein. In 2001, 55 percent of Fortune 500 companies post a privacy policy on the corporate Web site. A rapid increase in adoption of privacy policy posting is likely to occur in the future. Privacy Policy on Fortune 500 Careers Web Site Employment-Specific Privacy Policy 2% No Careers Web Site 11% Generic Privacy Policy 53% N=497 Fig. 25: Privacy Policy Usage No Privacy Policy 34% Source: ilogos Research, 2001 Source: ilogos Research,

41 Conclusion Lessons from Trends The trends analyzed in this report are important for executive management as well as leaders of corporate HR departments to understand. Companies today face the challenge of recruiting, hiring and retaining outstanding individuals, who are now recognized as differentiating corporate assets that create strategic advantage. The Internet and economic conditions combined have created an enormous accessible talent pool for corporations to cultivate, to communicate with and to employ, if the skill set matches the corporate need. ilogos Research forecasts skills-based, automated online pre-screening will become the centerpiece of the human capital management process for large corporations. The benefits of skills-based pre-screening will not only apply to recruiting but also be used to develop standardized skills platforms for the corporation that enable skills inventory, skills gap analysis, talent optimization and deployment. This practice will link hiring into human capital management, and align recruiting with corporate goals. Furthermore, ilogos Research expects large corporations will rely almost exclusively on their own brand and proprietary candidate database for their sourcing and staffing needs. Job Agent, to a Friend, Reuse of Candidate Information for Multiple Applications, and Searchable Jobs Database are representative new tactics that facilitate the attainment of that goal. The utilization of best practice features and functionality on the corporate Careers Web site positions the corporation to benefit from automation and a systematic recruiting process to optimize the gain of human capital. The discovery, the database building, the acquisition and optimization of outstanding talent needed to meet corporate goals is more achievable today than ever before. 33

42 Trends in Fortune 500 Careers Web Site Recruiting Methodology This report is based on an exhaustive survey of the corporate Web sites and Careers Web sites of the Fortune 500 group of companies. The list of companies is from Fortune Magazine (see Appendix). The Fortune 500 list for 2001 is compiled based on financial results from The list is published at the beginning of the second quarter of each year. Data collection for this study took place during June and July There were three mergers between Fortune 500 companies prior to the data collection period: Union Carbide merged with Dow Chemicals; Litton Industries merged with Northrop Grumman; and Summit Bancorp merged with FleetBoston Financial. In each case, the Web site of the acquired company was no longer operational. The report is based therefore on a sample size of 497 companies. 34

43 Appendix: Fortune 500 Companies List Company Name Homepage URL Industry 1. Exxon Mobil Resource 2. Wal-Mart Stores Consumer 3. General Motors Manufacturing 4. Ford Motor Manufacturing 5. General Electric Financial 6. Citigroup Financial 7. Enron Transportation 8. Intl. Business Machines High Tech 9. AT&T High Tech 10. Verizon Communications High Tech 11. Philip Morris Consumer 12. J.P. Morgan Chase Financial 13. Bank of America Corp. Financial 14. SBC Communications High Tech 15. Boeing Manufacturing 16. Texaco Resource 17. Duke Energy Resource 18. Kroger Consumer 19. Hewlett-Packard High Tech 20. Chevron Resource 21. State Farm Insurance Cos. Financial 22. American International Group Financial 23. Home Depot Consumer 24. Morgan Stanley Dean Witter Financial 25. Merrill Lynch Financial 26. Fannie Mae Financial 27. Compaq Computer High Tech 28. Lucent Technologies High Tech 29. Sears Roebuck Consumer 30. Merck Health Care 31. Procter & Gamble Consumer 35

44 Trends in Fortune 500 Careers Web Site Recruiting 32. WorldCom High Tech 33. TIAA-CREF Financial 34. Motorola High Tech 35. McKesson HBOC Wholesale 36. Kmart Consumer 37. Target Consumer 38. Albertson's Consumer 39. USX Resource 40. Berkshire Hathaway Financial 41. Intel High Tech 42. Goldman Sachs Group Financial 43. J.C. Penney Consumer 44. Conoco Resource 45. Costco Wholesale Consumer 46. Safeway Consumer 47. MetLife Financial 48. Dell Computer High Tech 49. Ingram Micro Wholesale 50. Freddie Mac Financial 51. Cardinal Health Wholesale 52. United Parcel Service Transportation 53. Pfizer Health Care 54. Dynegy Transportation 55. Reliant Energy Resource 56. E.I. du Pont de Nemours Resource 57. Delphi Automotive Systems Manufacturing 58. Johnson & Johnson Health Care 59. Allstate Financial 60. UtiliCorp Resource 61. International Paper Resource 62. Wells Fargo Financial 63. Aetna Health Care 64. United Technologies Manufacturing 65. Lehman Brothers Holdings Financial 36

45 Appendix: Fortune 500 Companies List 66. BellSouth High Tech 67. Walt Disney Consumer 68. ConAgra Consumer 69. Lockheed Martin Manufacturing 70. Bank One Corp. Financial 71. Honeywell International Manufacturing 72. Tosco Resource 73. First Union Corp. Financial 74. American Express Financial 75. Sprint High Tech 76. Southern Transportation 77. Alcoa Resource 78. Dow Chemical Resource 79. Microsoft High Tech 80. Prudential Financial 81. FleetBoston Financial Financial 82. PG&E Corp. Transportation 83. AutoNation corp.autonation.com Consumer 84. Georgia-Pacific Resource 85. TXU Transportation 86. El Paso Corp. Transportation 87. New York Life Insurance Financial 88. Bristol-Myers Squibb Health Care 89. Phillips Petroleum Resource 90. Walgreen Consumer 91. UnitedHealth Group Health Care 92. Loews Financial 93. Coca-Cola Consumer 94. PepsiCo Consumer 95. Tech Data Wholesale 96. Sara Lee Consumer 97. Supervalu Wholesale 98. AMR Transportation 37

46 Trends in Fortune 500 Careers Web Site Recruiting 99. Caterpillar Manufacturing 100. CVS Consumer 101. Viacom Consumer 102. Cigna Health Care 103. Bergen Brunswig Wholesale 104. UAL Transportation 105. Sysco Wholesale 106. Electronic Data Systems High Tech 107. Cisco Systems High Tech 108. Lowe's Consumer 109. Xerox High Tech 110. Federated Department Stores Consumer 111. Raytheon Manufacturing 112. FedEx Transportation 113. Pharmacia Health Care 114. TRW Manufacturing 115. Johnson Controls Manufacturing 116. Northwestern Mutual Financial 117. IBP Consumer 118. Minnesota Mining & Mfg. Manufacturing 119. HCA Health Care 120. Qwest Communications High Tech 121. Liberty Mutual Insurance Group Financial 122. Weyerhaeuser Resource 123. Delta Air Lines Transportation 124. Washington Mutual Financial 125. Sun Microsystems High Tech 126. Emerson Electric Manufacturing 127. Nationwide Insurance Enterprise Financial 128. Coca-Cola Enterprises Consumer 129. Hartford Financial Services Financial 130. Rite Aid Consumer 131. Valero Energy Resource 38

47 Appendix: Fortune 500 Companies List 132. Publix Super Markets Consumer 133. Occidental Petroleum Resource 134. May Department Stores Consumer 135. Fleming Wholesale 136. Goodyear Tire & Rubber Manufacturing 137. Ultramar Diamond Shamrock Resource 138. McDonald's Consumer 139. Solectron High Tech 140. Lear Manufacturing 141. Eastman Kodak Manufacturing 142. Kimberly-Clark Resource 143. American Home Products Health Care 144. Abbott Laboratories Health Care 145. Winn-Dixie Stores Consumer 146. American Electric Power Transportation 147. Gap Consumer 148. Halliburton Manufacturing 149. Deere Manufacturing 150. Textron Manufacturing 151. Arrow Electronics Wholesale 152. Archer Daniels Midland Consumer 153. Dana Manufacturing 154. Sunoco Resource 155. Circuit City Stores, Inc. Consumer 156. Best Buy Consumer 157. Waste Management Not Classified 158. Amerada Hess Resource 159. Anheuser-Busch Consumer 160. Farmland Industries Consumer 161. Household International Financial 162. Union Pacific Transportation 163. Texas Instruments High Tech 164. Edison International Transportation 39

48 Trends in Fortune 500 Careers Web Site Recruiting 165. AmeriSource Health Wholesale 166. Xcel Energy Transportation 167. Office Depot Consumer 168. Williams Transportation 169. PacifiCare Health Systems Health Care 170. Northwest Airlines Transportation 171. Tenet Healthcare Health Care 172. Toys `R' Us Consumer 173. Mass. Mutual Life Insurance Financial 174. American General Financial 175. Fluor Manufacturing 176. Eli Lilly Health Care 177. Manpower Not Classified 178. Staples Consumer 179. Humana Health Care 180. General Dynamics Manufacturing 181. Whirlpool Manufacturing 182. Bear Stearns Financial 183. Marsh & McLennan Financial 184. Oracle High Tech 185. Limited Consumer 186. Marriott International Consumer 187. Entergy Transportation 188. Gillette Consumer 189. Illinois Tool Works Consumer 190. U.S. Bancorp Financial 191. Continental Airlines Transportation 192. Schering-Plough Health Care 193. AFLAC Financial 194. Gateway High Tech 195. TJX Consumer 196. Applied Materials Manufacturing 40

49 Appendix: Fortune 500 Companies List 197. Consolidated Edison Transportation 198. UnumProvident Financial 199. H.J. Heinz Consumer 200. Computer Sciences High Tech 201. Colgate-Palmolive Consumer 202. US Airways Group Transportation 203. Dominion Resources Transportation 204. WellPoint Health Networks Health Care 205. Ingersoll-Rand Manufacturing 206. Burlington Northern Santa Fe Transportation 207. Unocal Resource 208. Avnet Wholesale 209. Health Net Health Care 210. National City Corp. Financial 211. CMS Energy Transportation 212. Nike Consumer 213. Eaton Manufacturing 214. Guardian Life Ins. Co. of America Financial 215. Principal Financial Financial 216. EMC High Tech 217. Smurfit-Stone Container Resource 218. Dillard's Consumer 219. Anthem Insurance Health Care 220. PPG Industries Resource 221. SunTrust Banks Financial 222. St. Paul Cos. Financial 223. Cenex Harvest States Wholesale 224. United Services Automobile Assn. Financial 225. CSX Transportation 226. KeyCorp Financial 227. Navistar International Manufacturing 41

50 Trends in Fortune 500 Careers Web Site Recruiting 228. Cinergy Transportation 229. Genuine Parts Wholesale 230. SCI Systems High Tech 231. Conseco Financial 232. Northrop Grumman Manufacturing 233. Comcast High Tech 234. Ashland Resource 235. R. J. Reynolds Tobacco Consumer 236. Apple Computer High Tech 237. The Pepsi Bottling Group Consumer 238. Paccar Manufacturing 239. Avista Resource 240. MBNA Financial 241. Boise Cascade Resource 242. PNC Financial Services Group Financial 243. American Standard Manufacturing 244. John Hancock Financial Services Financial 245. Exelon Transportation 246. Bank of New York Co. Financial 247. Aon Financial 248. Micron Technology High Tech 249. Premcor Resource 250. Crown Cork & Seal Consumer 251. Wachovia Corp. Financial 252. Corning High Tech 253. Aramark Not Classified 254. Chubb Financial 255. Masco Consumer 256. Rockwell International Manufacturing 257. Tyson Foods Consumer 258. Baxter International Health Care 259. Sempra Energy Transportation 260. Charles Schwab Financial 42

51 Appendix: Fortune 500 Companies List 261. NorthWestern Resource 262. Safeco Financial 263. Tricon Global Restaurants Consumer 264. FPL Group Transportation 265. Alltel High Tech 266. FirstEnergy Transportation 267. Adams Resources & Energy No Web site Resource 268. Firstar Corp. Financial 269. Kellogg Consumer 270. Newell Rubbermaid Consumer 271. America Online High Tech 272. Unisys High Tech 273. Rohm & Haas Resource 274. Lincoln National Financial 275. Public Service Enterprise Group Transportation 276. Express Scripts Health Care 277. Progressive Financial 278. General Mills Consumer 279. AES Transportation 280. Oneok Transportation 281. Plains Resources Resource 282. Cummins Engine Manufacturing 283. Saks Consumer 284. Union Carbide 4 Resource 285. Seagate Technology High Tech 286. Automatic Data Processing High Tech 287. Campbell Soup Consumer 288. Gannett Consumer 289. CNF Transportation Transportation 290. CIT Group Financial 4 Merged with Dow Chemicals. 43

52 Trends in Fortune 500 Careers Web Site Recruiting 291. Norfolk Southern Transportation 292. Omnicom Group Consumer 293. Kohl's Consumer 294. NiSource Transportation 295. Computer Associates Intl. High Tech 296. Science Applications Intl. High Tech 297. Sonic Automotive Consumer 298. Federal-Mogul Manufacturing 299. Mellon Financial Corp. Financial 300. ServiceMaster Not Classified 301. NCR High Tech 302. Centex Not Classified 303. Providian Financial Financial 304. State Street Corp. Financial 305. Northeast Utilities Transportation 306. Owens-Illinois Manufacturing 307. R.R. Donnelley & Sons Consumer 308. Suiza Foods Consumer 309. VF Consumer 310. Avon Products Consumer 311. Nextel Communications High Tech 312. Allied Waste Industries Not Classified 313. First Data High Tech 314. Anadarko Petroleum Resource 315. PPL Transportation 316. Southwest Airlines Transportation 317. Interpublic Group Consumer 318. DTE Energy Transportation 319. Mattel Consumer 320. Litton Industries 5 Manufacturing 321. Engelhard Resource 5 Merged with Northrop Grumman. 44

53 Appendix: Fortune 500 Companies List 322. B.F. Goodrich Manufacturing 323. Nordstrom Consumer 324. Air Products & Chemicals Resource 325. Fortune Brands Consumer 326. Ikon Office Solutions Wholesale 327. Capital One Financial Financial 328. Dover Manufacturing Com High Tech 330. Parker Hannifin Manufacturing 331. Clear Channel Communications Consumer 332. BB&T Corp Financial 333. Ryder System Transportation 334. Eastman Chemical Resource 335. Baker Hughes Manufacturing 336. Graybar Electric Wholesale 337. Sherwin-Williams Resource 338. GPU Transportation 339. OfficeMax Consumer 340. Arvin Meritor Manufacturing 341. Smithfield Foods Consumer 342. KeySpan Transportation 343. Tesoro Petroleum Resource 344. Tribune Consumer 345. Transmontaigne Transportation 346. Praxair Resource 347. Quaker Oats Consumer 348. Conectiv Transportation 349. Medtronic Health Care 350. W.W. Grainger Wholesale 351. Owens Corning Manufacturing 352. LTV Resource 353. BJ's Wholesale Club Consumer 45

54 Trends in Fortune 500 Careers Web Site Recruiting 354. Pacific Life Insurance Financial 355. Park Place Entertainment Consumer 356. United Auto Group Consumer 357. ITT Industries Manufacturing 358. Peter Kiewit Sons Not Classified 359. Crestline Capital Consumer 360. Radio Shack Consumer 361. American Family Ins. Group Financial 362. Dole Food Consumer 363. Sodexho Marriott Services Not Classified 364. Quantum High Tech 365. Lennar Corp. Not Classified 366. Venator Consumer 367. Cendant Not Classified 368. Willamette Industries Resource 369. Advanced Micro Devices High Tech 370. Murphy Oil Resource 371. USA Networks Consumer 372. AK Steel Holding Resource 373. Nucor Resource 374. Black & Decker Manufacturing 375. Dollar General Consumer 376. Golden State Bancorp Financial 377. Niagara Mohawk Holdings Transportation 378. Phelps Dodge Resource 379. Pitney Bowes High Tech 380. Brunswick Manufacturing 381. Kelly Services Not Classified 382. AutoZone Consumer 383. Cooper Industries Manufacturing 384. Caremark Rx Health Care 385. Cablevision Systems High Tech 386. Starwood Hotels & Resorts Consumer 387. Flowers Industries Consumer 388. Mead Resource 46

55 Appendix: Fortune 500 Companies List 389. Estee Lauder Consumer 390. Temple-Inland Resource 391. McGraw-Hill Consumer 392. Leggett & Platt Consumer 393. Fifth Third Bancorp Financial 394. Mutual of Omaha Insurance Financial 395. Maytag Manufacturing 396. Avis Rent A Car Consumer 397. Pittston Transportation 398. Hershey Foods Consumer 399. Bethlehem Steel Resource 400. Healthsouth Health Care 401. USA Education Financial 402. Pulte Not Classified 403. TruServ Wholesale 404. Jones Apparel Group Consumer 405. Kerr-McGee Resource 406. Progress Energy Transportation 407. Autoliv Manufacturing 408. Oxford Health Plans Health Care 409. Encompass Services Not Classified 410. Barnes & Noble Consumer 411. Comerica Financial 412. Clorox Consumer 413. Dean Foods Consumer 414. Lyondell Chemical Resource 415. Longs Drug Stores Consumer 416. Nash Finch Wholesale 417. Allegheny Energy Transportation 418. Ames Department Stores Consumer 419. Merisel Wholesale 420. Foster Wheeler Not Classified 421. Golden West Financial Corp. No Web site Financial 422. Shopko Stores Consumer 47

56 Trends in Fortune 500 Careers Web Site Recruiting 423. United Stationers Wholesale 424. KB Home Not Classified 425. FMC Resource 426. Sanmina High Tech 427. SouthTrust Corp. Financial 428. Avery Dennison Resource 429. York International Manufacturing 430. Thermo Electron Manufacturing 431. Wesco International Wholesale 432. Constellation Energy Transportation 433. Comdisco High Tech 434. Ameren Transportation 435. CDW Computer Centers Wholesale 436. Regions Financial Financial 437. Lexmark International High Tech 438. Hasbro Consumer 439. American Financial Group Financial 440. USG Manufacturing 441. Danaher Consumer 442. Pathmark Stores Consumer 443. Spherion Not Classified 444. Amsouth Bancorp. Financial 445. Kinder Morgan Transportation 446. Westvaco Resource 447. Fleetwood Enterprises Manufacturing 448. Administaff Not Classified 449. Darden Restaurants Consumer 450. Pinnacle West Capital Transportation 451. MicroAge Wholesale 452. Hormel Foods Consumer 453. Ball Consumer 454. D.R. Horton Not Classified 455. Amgen Health Care 48

57 Appendix: Fortune 500 Companies List 456. Becton Dickinson Health Care 457. Yellow Transportation 458. Group 1 Automotive Consumer 459. Reliance Group Holdings Financial 460. Jabil Circuit High Tech 461. Tenneco Automotive Manufacturing 462. Northern Trust Corp. Financial 463. Trans World Airlines Transportation 464. Interstate Bakeries No Web site Consumer 465. Anixter International Wholesale 466. Cox Communications High Tech 467. Owens & Minor Wholesale 468. New York Times Consumer 469. Cooper Tire & Rubber Manufacturing 470. Harrah's Entertainment Consumer 471. Emcor Group Not Classified 472. Hilton Hotels Consumer 473. Puget Sound Energy Transportation 474. Scana Transportation 475. Quest Diagnostics Health Care 476. Jacobs Engineering Group Not Classified 477. Aid Association for Lutherans Financial 478. Universal Consumer 479. Tellabs High Tech 480. Wisconsin Energy Transportation 481. Steelcase Consumer 482. Hughes Supply Wholesale 483. OGE Energy Transportation 484. Allmerica Financial Financial 485. Borders Group Consumer 486. ADC Telecommunications High Tech 49

58 Trends in Fortune 500 Careers Web Site Recruiting 487. Western Gas Resources Transportation 488. Consolidated Stores Consumer 489. Airborne Freight Transportation 490. Armstrong Holdings Manufacturing 491. Mohawk Industries Manufacturing 492. Charter Communications High Tech 493. Lennox International Manufacturing 494. Summit Bancorp 6 Financial 495. Jefferson-Pilot Financial 496. MGM Mirage Consumer 497. Lutheran Brotherhood Financial 498. Pennzoil-Quaker State Wholesale 499. Knight-Ridder Consumer 500. Qualcomm High Tech 6 Merged with FleetBoston. 50

59 About ilogos Research ilogos Research analyzes best practices and innovative information technologies to provide intelligence, strategies and results-based consulting for large corporations, to optimize human capital assets. The research-driven consulting practice produces primary data on industry trends, impact of new technologies, best practice methodologies and benchmarking to provide fundamental metrics and recommend intelligencebased actions. Published reports and studies include Best Practices for European 500 Career Web Site Recruiting; Perception vs. Reality: Jobseeker Behavior Online; Best Practices for Fortune 500 Career Web Site Recruiting; Global 500 Web Site Recruiting Surveys; Lessons from the Global 500, 1999; and Achieving Results with Internet Recruiting, Founded in 1997 as ilogos Internet Intelligence, ilogos Research today is recognized as the most rigorous source of data for human capital Internet-related issues. ilogos Research ( is the independent research and consulting division of Taleo. Taleo ( is the leading provider of online hiring management solutions for Global 1000 companies. About Taleo Taleo powers enterprise-wide staffing management for leading companies across many industries. Among Taleo clients are Hewlett-Packard, Dow Chemical, The Gillette Company, Hyatt Hotels, Air Canada, Bank of Montreal, Nokia, Thompson Holdings, Deloitte & Touche, Canadian Tire, TELUS, Bombardier, MetLife, UnitedHealth Group. Taleo engineers the staffing process of large corporations around a profile-based approach, and helps large corporations to leverage branding within the employment world, by powering corporate career Websites and driving the greater proportion of the candidate traffic on the skills-based platform, thus enabling automatic and systematic matching. 51

60 Trends in Fortune 500 Careers Web Site Recruiting Taleo provides a complete solution for staffing management, including the software, services, and computing infrastructure to enable HR departments to rapidly improve staffing processes. Taleo is considered to be the best-practice solutions provider for staffing management, based on its proprietary ACE Staffing TM methodology, designed in collaboration with large corporations to improve corporate staffing processes, from entry to redeployment. In recognition of its exceptional staffing management methodology and technologies, Taleo has received many accolades, including: Best Overall Customer Satisfaction ERE Research; Best Response Time RPK Group; Best Hiring Management System (HMS) HR.com; "Top 100 B2B Internet Suppliers" VerticalZOOM TM ; ASP of Distinction VARBusiness; and Top 10 HR Products of the Year Human Resources Executive. info@taleo.com 52

61 About the Authors Yves Lermusiaux Yves Lermusiaux is president and founder of ilogos Research. On the leading edge of consulting, training and research, ilogos serves major corporations throughout the world and is recognized as the foremost provider of online recruiting information. As the head of ilogos Research, Mr. Lermusiaux forecasts and analyzes trends in human capital management and the strategic implications of the revolution the industry is experiencing today. Mr. Lermusiaux is the author of numerous reports analyzing the Internet and its impact on the recruiting process, including Lessons from the Global 500, and Achieving Results with Internet Recruiting. His articles and commentary are published regularly in publications such as Electronic Recruiting Exchange, IHRIM, and CareerXroads. Mr. Lermusiaux is well known as a public speaker and industry analyst on the topic of human capital, and often quoted in leading business media worldwide, including Fortune, The Wall Street Journal, Financial Times, Business Week, The Industry Standard, and Time Magazine. Mr. Lermusiaux founded and was subsequently president and chief of research of ilogos Corporation. In September of 1999, ilogos became a division of Taleo. Taleo, Inc. is a leading online staffing management solutions provider for Global 1000 companies. Prior to founding ilogos, Mr. Lermusiaux worked in London (UK) as an analyst and consultant for Romtec and MBI serving Fortune 500 companies including IBM, Oracle and Compaq. Mr. Lermusiaux earned a degree in Physics, Philosophy and a diploma in Economics from the University of Brussels and from the University of London. 53

62 Trends in Fortune 500 Careers Web Site Recruiting Alice Snell Alice Snell is vice president of ilogos Research, the independent research and consulting division of Taleo. As a leading industry analyst, she has authored numerous articles and reports discussing recruiting technology and human capital management issues including Perception vs. Reality: Jobseeker Behavior Online; Best Practices for Fortune 500 Career Web Site Recruiting, and Global 500 Web Site Recruiting Surveys. Prior to joining Taleo, Ms. Snell was a senior analyst at Kennedy Information, a leading information source on recruiting and human resources, where she published a number of comprehensive reports on the industry, including Recruiting Dot Com: The Impact of the Internet on Executive Search. Additionally, she helped launch the strategic partnership between Kennedy Information and The Wall Street Journal s interactive careers Web site. As an early adopter and proponent of the Internet s power in recruiting, Ms. Snell authored The Job-Seeker s Guide to On-Line Resources in 1994, followed by the second edition in She has been a contributing editor to Executive Recruiter News, Recruiting Trends, Human Resource Management News and Consultants News. Ms. Snell has been quoted in leading media including The Boston Globe, Chief Executive, The New York Times, PC Week, IT Recruiter, Chicago Tribune and CNBC.com. Ms. Snell has also contributed commentary to Electronic Recruiting Exchange, AIRS, HR.com, Vault.com and Recruiters Network. Ms. Snell holds a Master of Science degree from Boston University and a Bachelor of Arts cum laude from Brandeis University. 54