¿Sabes usar los datos para la toma de decisiones?
•Descargar como PPTX, PDF•
4 recomendaciones•3,148 vistas
El talento que se esconde en los datos
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
Similar a ¿Sabes usar los datos para la toma de decisiones?
Similar a ¿Sabes usar los datos para la toma de decisiones? (20)
¿Sabes usar los datos para la toma de decisiones?
- 1. ©2014 LinkedIn Corporation. All Rights Reserved. El talento que se esconde en los datos
- 2. ©2014 LinkedIn Corporation. All Rights Reserved. “Leyendo las estadísticas a nuestra manera, encontraremos un valor en los jugadores que nadie más es capaz de ver.” MONEYBALL
- 3. ©2014 LinkedIn Corporation. All Rights Reserved. 4M+ INDONESIA 3M+ PHILIPINNES 2M+ MALAYSIA 1M+ SINGAPORE 1M+ SAUDI ARABIA 21M+ BRAZIL 115M+ UNITED STATES OF AMERICA 11M+ CANADA 30M+ INDIA 7M+ AUSTRALIA 1M+ NEW ZEALAND 4M+ SOUTH AFRICA 1M+ UNITED ARAB EMIRATES 18M+ UNITED KINGDOM 9M+ FRANCE 7M+ ITALY 2M+ BELGIUM 1M+ DENMARK 4M+ TURKEY 5M+ NETHERLANDS 2M+ SWEDEN 7M+ SPAIN 8M+ CHINA 364M+ Usuarios en todo el mundo 39M+ Más de 39 millones de estudiantes y recién licenciados (el grupo demográfico que crece más rápido en LinkedIn) 7M+ MEXICO 1M+ REP. KOREA 1M+ IRELAND 1M+ PORTUGAL 1M+ NORWAY 4M+ ARGETNTINA 2M+ CHILE 1M+ ECUADOR 1M+ VENEZUELA 4M+ COLOMBIA 1M+ JAPAN 1M+ THAILAND 1M+ HONG KONG 3M+ RUSSIA LinkedIn: Profesionales en todo el mundo
- 4. ©2014 LinkedIn Corporation. All Rights Reserved. La importancia y el significado de las métricas que ofrece
- 5. ©2014 LinkedIn Corporation. All Rights Reserved. USUARIOS – Quiénes son y por qué deberían interesarme? Métricas básicas Métricas más específicas COMPANY COMPANY
- 6. ©2014 LinkedIn Corporation. All Rights Reserved. NUEVOS EMPLEADOS – Quiénes son y por qué deberían interesarme? Métricas básicas Métricas más específicas
- 7. ©2014 LinkedIn Corporation. All Rights Reserved. VISTAS DE PERFILES DE LOS EMPLEADOS Embajadores de la compañía
- 8. ©2014 LinkedIn Corporation. All Rights Reserved. SEGUIDORES – Audiencia segmentada y de calidad
- 9. ©2014 LinkedIn Corporation. All Rights Reserved. Talent Brand Index: mide la imagen de marca de talento de cada compañía LinkedIn Confidential ©2012 All Rights Reserved Talent Brand Reach Talento cercano a la compañía desde sus propios empleados Talent Brand Engagement Talento interesado en la compañía como marca empleadora Buscando información en la página de empresa Haciéndose seguidor de la empresa en LinkedIn Viendo y/o aplicando en sus ofertas de empleo Viendo el perfil de sus empleados Conectando con sus empleados 197,310 members members 12,557
- 10. ©2014 LinkedIn Corporation. All Rights Reserved. Talent Brand Index: somos capaces de medir la capacidad de atraer talento de cada empresa LinkedIn Confidential ©2012 All Rights Reserved Talent Brand Index = Talent Brand Engagement Talent Brand Reach 6% Talent Brand Reach Talent Brand Engagement 197,310 members members 12,557
- 11. ©2014 LinkedIn Corporation. All Rights Reserved. Podemos comparar el Indicador de Talent Brand de la compañía con el de otras empresas afines Employer brand más fuerte Employer brand más débil 85 Compara con: • Competitor 1 • Partners • Field companies • Sector industries • Competitor 2 • Talent sourcer of COMPANY
- 12. ©2014 LinkedIn Corporation. All Rights Reserved. El indicador de Talent Brand de la compañía determina qué funciones profesionales están más vinculadas a la empresa y cuáles menos. Talento más fácil de incorporar Talento más difícil de incorporar TalentBrandIndex
- 13. ©2014 LinkedIn Corporation. All Rights Reserved. Tres pasos para convertirse en un asesor de selección de candidatos estratégico
- 14. ©2014 LinkedIn Corporation. All Rights Reserved. 14 Paso 1: Celebrar una reunión informativa preliminar con el responsable de contratación Cómo hacerlo Siguiente paso Haz preguntas con sentido y obtén ejemplos de empleados actuales con un alto rendimiento Organiza una reunión de seguimiento para discutir tus hallazgos en las bases de datos de candidatos, retoca tu estrategia de selección y acuerda un plan de ejecución. ¡Utiliza este formulario!
- 15. ©2014 LinkedIn Corporation. All Rights Reserved. 15 Paso 2: Examinar y perfeccionar la base de datos de candidatos objetivo con información Cómo hacerlo Siguiente paso ¿A quiénes quiere clonar tu responsable de contratación? Crea una búsqueda que los incluya. Añade los criterios que tu responsable de contratación haya mencionado. ¡Guarda la búsqueda! Crea un resumen de tu base de datos de candidatos. Recopila información sobre el mercado de talentos más amplio. Decide qué le vas a comunicar a tu responsable de contratación en cuanto al calendario, tu plan de selección y cómo te gustaría que te ayudara, así como los pasos siguientes.
- 16. ©2014 LinkedIn Corporation. All Rights Reserved. 16 Paso 3: Celebrar una reunión estratégica de seguimiento con el responsable de contratación Cómo hacerlo Siguiente paso Comparte el mercado total objetivo cuantificado. Pregunta a tu responsable de contratación si los resultados muestran a los mejores candidatos del mundo para el puesto. Informa a tu responsable de contratación sobre el mercado. Repite la búsqueda guardada, discute y perfecciona de nuevo. ¡Define las expectativas con tu responsable de contratación! Una vez que hayáis acordado la nueva descripción del empleo y la estrategia de selección, puedes empezar a priorizar candidatos en tu base de datos, investigarlos y contactar con ellos.
Notas del editor
- How can we measure your employer brand? We start by looking at the reach and engagement you have with external talent TALENT BRAND REACH: Includes the people who know what it’s like to work at your company—those that are familiar with your company as an employer TALENT BRAND ENGAGEMENT: Includes the subset of people within your reach who are interested in you as a potential employer Research shows that people familiar with what it’s like to work at your company are the same people connected to and engaging with your employees on LinkedIn Research also shows that people who are interested in working at your company are the same ones who are taking that extra step on LinkedIn to learn more: browsing/applying to jobs on LinkedIn, following your company, and visiting your company and career pages. Because these activities happen on LinkedIn, we can measure them. So we can see that at xyzCo, you have XXX members within your reach, and YYY of them have engaged with you and shown an interest
- We use your talent brand reach and talent brand engagement to measure your talent brand index. Talent brand index measures your ability to engage the potential candidates who know about you. It measures your attractiveness among external talent. Your talent brand index is x%, and we will use this number to benchmark and compare your employer brand to peers, over time, and across functions and geographies.
- We can measure your talent brand index vs your talent peers. Your competitors to the left of the graph have the easiest time engaging talent– talent shows high interest in them. Your talent peers on the right of this graph have a harder time engaging talent, because of their weaker employer brand. The stronger your brand, the easier it is for you to attract the right candidates to your roles.
- We can also use talent brand index to determine where to focus your employer branding efforts. For example, for your functions on the left of this graph, you have an easier time hiring talent, but for the functions to the right of this graph, it has been more difficult finding talent to fill your roles. Does this resonate with you, both on and off LinkedIn?
- One of the most critical drivers of results is the recruiter-hiring manager relationship. Unfortunately, the data tells us that hiring manager & recruiter relationships can be a problem. Over half of TA organizations are reactive & tactical, where recruiters act as order takers for hiring managers instead of as consultative partners. 80% of recruiters think they have a high to very high understanding of the jobs that they are recruiting for. However, most hiring managers disagree. 61% say that recruiters have a low to moderate understanding of the jobs that they are recruiting for. And finally, 82% of recruiters have recently dealt with a hiring manager with unrealistic expectations. The data also tells us that developing relationships with hiring managers is the #1 driver of talent acquisition performance. It is four times more influential then any other factor. To be a talent advisor means becoming a strategic advisor to your hiring managers. Sources: Bersin by Deloitte, WhatWorks Brief: High-Impact Talent Analytics - Building a World-Class HR Measurement and Analytics Function, (Oct 2013). 2 iCIMS and hire expectations institute, Strategies to Improve the Recruiter and Hiring Manager Relationship, (Oct 2014). 3 LinkedIn Talent Solutions Survey, (Dec 2014).
- Step One is about clearly defining the role that you are recruiting for. The initial intake meeting is critical to get right because the latter stages involve spending a lot of time researching candidates and nurturing prospects in the talent pool you defined. Hit animation. During the meeting, ask questions so you fully understand the role. Get examples of high performers in these roles now, that your hiring manager would want to clone. Hit animation. Here is a sample intake form that we have used that has a direct input into the way that you will source those prospects. Hit animation. Set up a follow-up meeting to discuss your talent pool findings, tweak your sourcing strategy, and agree on the execution plan.
- Step two has two goals: To provide your Hiring Manager with macrolevel insights on the talent supply using data To set Hiring Manager expectations if their role requirements are too strict Hit animation. How: • Identify the high performing individuals at your organization the hiring manager would want to clone. • Create a search that includes them in the results to understand the ideal skills, experiences, and education you should look for. • Refine this search with the criteria you defined with your hiring manager. • Using an intake form as your guide, create an overview of your target talent pool that you can share with your hiring manager in your next consultation. • Gather data on the broader talent market using organization-based and exclusive Boolean search strategies. We’ll dive deeper into how to do this later on in the presentation. Hit animation. Here is an example of a visualization that shows an overview of the talent pool, as the recruiter has applied different criteria from the hiring manager. Look at the difference from left to right. As they adjusted the requirements, the talent pool got significantly larger. This is insight that you can then take to the hiring manager. Hit animation. Now that you are armed with initial data, you can decide how you want to communicate it to the hiring manager, set timelines and choose your next steps.
- The final step is to have a follow-up strategy meeting with your Hiring Manager. This will help you to get sign-off on the plan before you execute it and to educate, tweak role requirements, and agree on next steps. Hit animation. How: • Share the quantified total addressable market, and other views of your target talent pool you researched. • Ask your hiring manager if the results show the best people in the world for the role you’re trying to fill. • If the original request results in a tiny talent pool of people, it’s probably not a realistic request. • Educate your hiring manager on your market research, then work together to refine and remove criteria that aren’t priorities and can expand your target talent pool. • Repeat the saved search, discuss, and refine again as needed. • Set expectations! Remember that you are entering into an agreement with your hiring manager. Hit animation. Here are some sample discussions that might inspire you for your next conversation with your hiring manager. Once you have held this meeting and have agreed upon the next steps, it’s time to start building out your talent pool.