When a job board falls sick, who do you call? The Job Board Doctor, of course. We touched base with Jeff Dickey-Chasins (aka The Job Board Doctor) to discuss the challenges faced by job boards.

Q. What’s your diagnosis of the job board landscape in the US, are the best years for job boards over?
The job world is changing; as with all change, there will be winners and losers. I’ve said before that job boards must evolve or perish. The advent of social media has put both performance and price pressure on the traditional job board model. At the same time, the ongoing global recession has forced HR and recruiting departments to rethink how they locate and land new employees. The core function of the job board is still very much needed – employers must have a way to find the right candidates, as efficiently and effectively as possible. Thus, those job boards that continue to perform that function will do very well.

Q. Who/what do you think are the biggest threats to the survival of job boards?
The biggest single threat to the survival of most job boards is their own inaction in the face of a changing market. The challenges are quite clear. HR and recruiting departments are under extreme performance and cost pressure to do more with less. At the same time, other platforms such as Twitter and LinkedIn are competing for recruiting mindshare. The technical demands also continue; it’s no longer adequate to talk about site traffic and job views. Employers expect a higher level of accountability and integration with their internal tracking systems. But in the end, these are business problems – and if job boards tackle them, they will survive.

Q. There’s little doubt social media/networks are disruptive, in many ways, for job boards. How big a threat is social media for the job board industry?
Social media is a threat to the job board industry in a couple of distinct ways. First, it has grabbed the attention of recruiting professionals – it’s the ‘new thing’. Thus, companies are trying out social media – usually at the expense of some other recruiting expense, such as job boards or career fairs. Second, social media is a broad term for a variety of technologies and platforms, each of which perform at different levels of interaction and complexity. It’s a catch-all for a range of approaches (in a way, you can argue that job boards are social media!). I encourage my clients to embrace and integrate those parts of social media that deliver recruiting results – to make social media part of their sites.

Q. What role do you think job boards will play in the near future?
Job boards will continue to play the same role they’ve played for the past 15 years: they will provide a cost-effective flow of candidates to employers. In particular, niche sites are growing more popular because of their focus on particular locations, industries, or professions. Job boards work because they can concentrate job seeker audiences and motivate them to respond to job ads. That’s the bottom line for most employers.

Q. What must job boards do to survive?
First, job boards must evolve. The world has changed since 1995 – but many job boards haven’t. Time is running out for those sites. The recruiting world is always looking for a faster, more efficient, more effective, and less costly way to find quality candidates. Job boards have to invest in themselves to meet these needs. If they do, they’ll survive – and thrive.

Q. At Destination Talent we have a favourite question – what problems do you solve.  Can you shed some light on what you do?
In a nutshell, I help job boards and career sites reach their goals. Sometimes that involves improving the acquisition of job seekers and/or employers; at other times, it may mean adding new marketing channels such as Twitter or LinkedIn. I’ve been involved in the job board and HR world since 1998, and worked with over 30 different job boards across the globe on everything from launching a new site to acquiring other businesses. My background is primarily in marketing and sales, but I’ve also done print publishing, e-learning, numerous new product launches, and copywriting.

Jeff Dickey-Chasins, a veteran of the job board, publishing, and e-learning industries. Jeff was the original marketing director for Dice.com, growing it from $7 million to $65+ million in three years. He has worked with numerous job boards and HR-related sites over the past 20 years. Jeff has fought through countless site revisions, marketing campaigns, and challenging sales environments. He can be reached at www.jobboarddoctor.com

Personal branding in its simplest form is the application of marketing principles and tactics to promote an individual as a ‘brand’, with the expectation of gaining visibility, recognition and better career prospects. Since Tom Peters coined the phrase ‘brand you’ in the late nineties, the concept of self-promotion has taken off significantly. Today, it’s hard not to encounter material on personal branding; a Google search alone returned thousands of links on the topic.

Two main things (amongst many) seems to drive the popularity of personal branding. Changing work norms and low employment tenure means that job seekers need to engage in self-promotion fairly regularly. Secondly, the tools to self-promote are readily available and becoming easier to use.

Our survey found that executives are highly aware of the concept of personal branding. The vast majority (90%) think that it is important to promote their personal brand as opposed to the company they worked for.

Q. How important is it to build and promote your own personal brand separate from your employer’s brand?

What will happen in a world where everyone indulge in self-promotion?

These are early days and it’s hard to figure out the implications, other than the fact that people are by nature interested in self-promotion and will continue to invest in building their ‘personal brand’. In this scenario, what works in social media’s favour is it provides the tools and the environment for self-promotion. Perhaps, job boards will be at a disadvantage because they are not really equipped to help job seekers beyond presenting them with employment opportunities.

What’s certain is the ability for someone to find someone else will be enhanced significantly. Given that our whole industry is about finding someone, the rising phenomena of ‘personal branding’ will impact all in ways we cannot yet fathom.

SEEK Limited revenue grew by 35%, registering a net profit of $89.5 million, a 62% increase from FY 2009. 

SEEK Employment’s (the job board business)  revenue grew by 1% from 170.9 in FY09 to  172.8 million in FY10, which is a small percentage, but it’s an impressive performance considering it is generated in the midst of the GFC. Revenue from SEEK Training grew significantly. SEEK Learning, in particular, performed very well with revenue increasing by 45%. Again the GFC has probably a hand in this, with many choosing to retrain and invest in education during the downturn. Overseas investment are also starting to pay dividends too.

Overall it’s an impressive performance, it’s almost as if SEEK can do no wrong.

So, what’s next for SEEK?

SEEK is banking its continued growth on the demise of print. Yes, all signs are advertising dollars will continue to migrate from print, but what’s left of the industry is proving to be quite resilient. In fact some sectors even preferred print to online. If print media, currently worth around $400 million, further bleeds its market share SEEK is unlikely to be the only beneficiary.

Besides competition from other job boards, social media and LinkedIn in particular is looming as a potential threat. If the view that job boards attract mainly active job seekers is strengthen further, then SEEK (and other job boards) will have a fight on their hands.

Networking sites will be less of a threat if the market decides that job boards have ‘reach’ beyond active job seekers. In this scenario, large resume databases will become critical. I believe SEEK’s working to revamp their resume database. The value of a resume database has less to do with technology (though important) but more to do with size. The best technology have little value if there are only a few resumes to search. With about 1 million plus Australian members, and the benefits of networking and referring built in the system, LinkedIn is in a good position.

In the near future, my call is job boards will have to go ‘social’ in some way or the other. Will SEEK go social? Time will tell, but it’s not too far-fetched to imagine that SEEK will adopt the Internet’s (perhaps a partnership with Facebook?) new found ability to connect and engage. SEEK has brand recognition and traffic, if any job board wanted to dabble with social media, they are the best equipped.

So the road ahead will have bumps. Which is not say SEEK Ltd is in dire straits. It has insulated itself from risk with an investment in education, a perennial recession proof sector. A stake in the international student market, the second largest export industry for Australia, will insulate the company further. Online recruitment is yet to mature in many Asian countries, so I’ll not be surprised if new acquisitions are made overseas.

SEEK have deep pockets. If anyone can find other income streams, it is well equipped to do so. What they do will have immense bearings for the job board model and the industry as a whole.

How do executive recruiters navigate the evolving sourcing landscape? Paul Jury (Head of Executive Recruitment) sheds light on Talent2’s experience.

Talent2 was founded as a high-touch executive recruitment business focused on middle- and senior-level permanent and contract appointments. It has an experienced team of recruitment consultants who are recognised as leaders in their specialist areas. While our brand proposition might not traditionally be associated with the use of job boards, we strongly believe they can be utilised to greatly compliment high-quality executive level recruitment assignments.

In challenging markets it is essential that recruiters examine all sourcing channels when filling the requirements of their clients. While a specialist executive level firm such as Talent2 utilises search (from both research and consultant networks) advertising is also a crucial part of what we do. Both broad and specialist job sites offer access to substantial numbers of candidates who are both actively and in some cases more passively looking for new opportunities. This access comes with an immediacy that is a useful complement to the more time intensive processes of research, network search and traditional print advertising.  For example, 69% of permanent roles worked on in the last year by Talent2 utilised job boards to build their shortlists.

As the fundamental shift from print advertising to job boards continues, most active candidates will use job boards during their job search. It therefore becomes imperative that advertisers, both corporate and recruiters make it as easy as possible for candidates to find their ideal job posting. The key is to stand out from the pack and whilst there are a variety of upgrade options to enhance the prominence of your ad and catch the job seekers eye, there are some basics which need to be followed. It is imperative that ad copy is well crafted to both tell and importantly sell the story. Motivated candidates want to be both excited and informed. Interestingly, the basic principles of the more traditional employment display advertisement still ring true.

On-line job seekers focus on salary levels, the location of the role and the job title. Where ever possible we advocate the inclusion of salary details, doing this will maximise the search experience and ultimately the matching process. It is easy to get lost in the ‘noise’ of a generalist job board, especially as most job seekers only have short grabs of time to search the sites (often only 20 minutes here and there). A safe guard for all parties, especially job seekers, is to ensure they have targeted job alerts updating them on the latest and greatest jobs that fit their search criteria. The effectiveness of job alerts is often underestimated. Seek in particular send millions of job alerts and this email process creates
enormous value.

In this current recovery phase where new jobs and job seekers are more evenly balanced, job boards are a cost effective way of sourcing candidates, as is the Early General News sections of the major newspapers with the later particularly well suited to mid and senior level executive appointments, albeit with a significantly different value proposition.The big challenge for job boards and newspapers will be the re-emergence of talent shortages in Australia. In the short to medium stages of the recovery there will be growth in advertising volumes as many corporations and recruiters do what they have always done and advertise their roles (we are already seeing this happen).

The experience from the later stages of the boom years in 2006 and 2007 was that the quantity of responses to ads began to decline and over time the quality of applications followed. We predict the next phase of candidate shortages will be even more competitive and those doing the hiring will not be able to first and foremost rely on job boards alone.

Talent shortages will once again place pressure on the effectiveness of both online and press advertising. It’s all about return on investment and as the employment market tightens the quality and quantity of applications will become variable. As the supply and demand change many hiring managers will increase their usage of head-hunters to search the market for executive level talent.

Many larger organisations have been adapting and are already a lot savvier about how they engage with future talent including employee referral systems, employee value propositions, their own searchable talent pools and effective marketing communications. Many of the larger corporations have established in-house careers centres or partnered with recruitment process
outsourcing firms, including Talent2, to provide these services. While they use job boards as part of the process they have developed other strategic sourcing channels.

So who and what job boards will win out in this competitive employment market place? SEEK will continue to be the market leader and dominate. Niche boards with content and/or strong communities of regular users should prosper i.e. an e-financials. All other sites that are predominately only a job board will fail unless they are able to reach out, connect and build
relevant communities who regularly come to their site to engage on all range of matters including job postings. There still remain clear opportunities for job boards to offer and market searchable databases that are effectively monetised and LinkMe is well placed. That said, we may already have a clear winner in the contest to build the best database as there
are now over 1 million Australians on LinkedIn. We can all network with like minded professionals including introductions and referrals to jobs. The job boards, recruiters and corporate who most effectively connect and/or source from the LinkedIn networks will have a competitive advantage.

While the best job boards will be pieces in the talent acquisition jigsaw puzzle it is LinkedIn that may well become the centre piece. Meanwhile, hiring managers will be forced to cover as many bases as possible, executive recruiters will do more searches, while job seekers work out just how quickly they want to embrace online networks rather than just job boards.

Paul Jury is inspired by the Talent2 vision to create success with organisations that acquire, manage and optimise their human capital.  As the Head of Executive Recruitment with oversight for A/NZ he thrives on the value of finding the right person for the right job. Interestingly, his first days in recruitment were as a talent scout for the Essendon FC – once he got the bug for finding talent he was hooked for life!

An abridged version of this essay appeared in the Job Board Report 2010.

To many observers, job boards are passé; relics of a bygone era. Carey Eaton, CIO of SEEK, Australia’s largest job board, thinks otherwise. Here’s his take on the current challenges and future opportunities for job boards.

During the last year job boards around the world have seen the toughest operating circumstances in the history of the job board industry. Yet despite these circumstances, job boards in many leading economies and emerging markets have continued to build a stronger position than ever and deliver increasing value to customers. Across all of SEEK’s market leading job websites in Australia and New Zealand, and significant stakes in leading job boards in China, Brazil, Malaysia, Singapore, Taiwan, Philippines, Indonesia and other South East Asian earlier stage markets, the story of 2009 and 2010 is one of weathering difficult challenges while continuing to take advantage of the significant opportunities in the job board space.

Cyclical Impacts
2009 saw severe economic challenges as hiring intention plummeted in all international markets. Ad volumes decreased significantly and suddenly. Across nearly all international markets, ad volumes at the bottom of the cycle in mid-2009 were approximately half where they were the year before. In some sectors and economies the decline was as steep as a 70% reduction. Many companies slashed recruitment agency budgets, driving some recruitment agencies to the wall and massively reducing ad volumes from the sector. The downturn saw even more difficult operating environments for legacy businesses such as print employment advertising and employment advertising agencies.

In both the Australian and the U.S. market, the downturn saw an acceleration of the migration of traffic, job advertisements and revenue from print newspapers to the online medium. In the U.S. market, the online share as a percentage of overall employment advertising expenditure grew from a 50% share to a 70% share in 2009. In Australia, which tends to lag the U.S. market by two years, the share of overall employment advertising spend grew 25%.

Long term Newspoll data shows that while online media overtook print media as the preferred way jobseekers look for work in 2006, this trend has accelerated since then including during the downturn – online now commands a 73% share of jobseeker preference with print at 27%.

“aggregators in small markets, monetised referral businesses and resume database access models proved their unsustainable exposure to negative economic cycles.”

More importantly, there is strong evidence that the downturn drove market share shifts within the online sector, with many employment advertising customers rationalising their spend across several generalist and niche job boards to the market leading job board and occasional niche job boards. Many experimental business models in the online space that drew significant headlines towards the end of the boom in 2008 did not survive this rationalisation – aggregators in small markets, monetised referral businesses and resume database access models proved their unsustainable exposure to negative economic cycles.

Job Board Resilience
Throughout 2009, job board businesses around the world have demonstrated growing market share from jobseekers, advertisers and dollars, driven from both print and online, with many market leading job boards around the world emerging from the downturn stronger than ever demonstrating long term cyclical resilience.

Between March 2009 and March 2010, SEEK jobseeker traffic rose by 40%. More importantly, the frequency of visiting job boards grew exponentially – over the same period, the number of individual visits (sessions) on SEEK Australia grew by 221%. In Brazil, membership of market leader Catho.com.br grew by over 20% and similar growth patterns were observed in all Asian markets, with Zhaopin reaching record monthly visitor numbers of over 25 million.

Attention turns to social media
In an extension to the trend towards spend consolidation in the online sector the downturn was marked by increasing attention towards the potential opportunities presented by social media for employers, jobseekers, recruiters and job boards. As general adoption of social networks occurred around the world, social networks offered employers and recruiters the perceived attractive prospect of a cheap alternative to more expensive sourcing methods such as recruitment agencies or ad posting across multiple similar job boards.

The consensus view is that targeted social media brands are here to stay and may play a
complementary role to other sourcing channels in select market segments, particularly hard-to source roles, well targeted communities such as new media or sectors where the practice of
searching for and headhunting candidates is already the norm.

“ Trends in consumer adoption of both social networks are likely to drive a renewed focus by job boards on their resume databases.”

That said, it seems unlikely that the Social Media model as-is in 2010 will become the primary model for the employment marketplace, in that job boards continue to better meet the majority of jobseeker and advertiser needs. For the majority of advertisers in the majority of sectors who need to quickly fill a vacancy with interested, available candidates, job boards are a far more effective tool, delivering better volumes, quality, ease of transaction, instant and wide reach. An advertiser is always going to need to ‘signal’ to the workforce that they’re hiring and they’ll want to do this to the largest audience at a point in time, which job boards provide.

Consistent research suggests that jobseekers wish to control the job hunting process and access the entire market of opportunities: job boards remain the better option to meet these core needs. It is unlikely that more people will trust their friends, former colleagues and recruitment consultants with choices about the future of their working lives more than they trust themselves.

Jobseeker engagement with job boards continues to grow rapidly. In March 2010 job applications and traffic on SEEK and most other international job boards were at an unprecedented all time high. While traffic to social media websites has grown at unprecedented rates, the growth has been driven by factors far beyond employment. While both are growing, the data clearly shows there is no migration of jobseeker traffic from job boards to any other source of job information, including social networks. In several surveys by Hays and groups like Nielsen (see chart below) future intentions firmly indicate the relative importance of online employment classified sites compared to other channel choices.

Several important questions around the social model also remain unanswered. There has been much debate around such concerns as ROI measurement and the productivity cost involved in using social media for recruitment or job hunting. More important questions are the sustainability of the utility of social networks as a sourcing platform as the employment rate grows and as talent becomes scarcer again. Social networks are taking active steps to balance increasingly large volumes of socially-active recruiters and product marketers with maintaining the attractiveness and value of groups and online communities. The social etiquette of mass online headhunting is yet to be written.

Trends in consumer adoption of both social networks are likely to drive a renewed focus by job
boards on their resume databases. It has been hard to point to sustained success in the resume database space anywhere in the world over the past ten years, partly because much of the thinking has been about resume databases as a competing source of candidates to advertising. Social networks will accelerate the debate about the role of resume databases in job board product portfolios. It is likely that new innovations and directions for resume databases will occur. Job boards nevertheless will have to decide between integrating, complementing or ignoring resume content on social networks. It is likely that a model where online resume content as a complement to job ad content will provide a route to more compelling online employment marketplaces and strengthen the job boards’ position as the primary destination for job seekers and recruiters.

Future prospects
As the cycle returns, strong prospects for job boards remain. The key opportunity for job board markets globally remains the sheer size of the remaining market.

“Mobile devices represent the new horizon of opportunity of universally held, constantly-on market access capability with instant communication built in. Mobile devices also represent the piece that completes the puzzle realising the transactional value of resume content online – whether socially connected or not.”

The percentage of people in the world accessing the internet in 2008 stood at only 20% according to ComScore but continues to grow at very fast rates. As the global population adopts the internet en masse, the ability to participate in labour markets will increase. 2009 marked the first year when all countries on earth could point to an active job board market with the late entry of Palestine, Somalia, Afghanistan, Mozambique and Congo, many of whose job board markets skipped the internet on PC’s and migrated directly to the mobile phone by SMS. For most African countries – 53 of them and a population of over a billion people – job board marketplaces are growing more rapidly by email, SMS and mobile phone access than they are on PC based internet websites with growth rates in the thousands of percent. Mobility remains an as yet unfulfilled opportunity for job boards in more mature markets, and mobile based job boards or applications are already playing significant role in employment marketplaces countries like Japan and South Korea where some job boards cite a greater proportion of traffic from mobile phones than PCs.

Mobile devices represent the new horizon of opportunity of universally held, constantly-on market access capability with instant communication built in. Mobile devices also represent the piece that completes the puzzle realising the transactional value of resume content online – whether socially connected or not. The combination of convenient and time-sensitive market access, the ability to seamlessly transact with resume or job content and the ubiquity of access remain a compelling proposition for new chapters in online recruitment marketplace products.

As such, the job board market is likely to see new developments in mobile optimised websites, job hunting and recruiting applications, and new forms of alerting product that capture the value mobile represents. Other developments in semantic search, social content, mobility, behavioural targeting, device development, ubiquity computing and as yet unseen technical advances all present possible opportunities and new challenges for job boards, jobseekers, employers and recruiters in the years ahead.

While 2009 will be remembered as a year of challenges, uncertainty and difficulty for many in the online employment sector, the long term opportunities remain significant and ever-evolving.

Carey Eaton, CIO, SEEK is responsible for SEEK’s IT activities . Carey commenced his career at SEEK as Product Director in 2007. Prior to joining SEEK, Carey’s career included senior roles at News Limited’s CareerOne and managing the regional internet strategy (covering China, Hong Kong, Singapore, Japan and Australia) for Michael Page International.

An abridged version of this essay appeared in the Job Board Report 2010.