LinkedIn - Strategic Recruitment Leadership

©2013 LinkedIn Corporation. All Rights Reserved. TALENT SOLUTIONS
Strategic Recruitment Leadership
Is Your Organization Keeping Pace?

Historically, recruitment hasn’t
been particularly efficient
And outcomes have often
been less than optimal

It all started with the help wanted sign
Invite people to apply…

And they will. Often LOTS of people will apply.

Congratulations. You’ve hired the best person for the job… or have you?

Actually, you hired the best of those who happened to be looking right when you posted

Engaging the BEST talent, not just active job seekers
7
20%
Semi-active
& active
80%
Passive
& Super-Passive

Unemployment rate for in-demand skills
8
Source: http://online.wsj.com/article/SB10001424127887323936804578229873392511426.html
Biomed.
Engineers
Petroleum
Engineers
Real Estate
Appraisers
Insurance
Underwriters
Computer
Hardware
Financial
Analysts
.4% .6%
1%
1.7% 1.9%
2.3%
National
Avg.
7.6%

4000+
On LinkedIn in
the United States
Software Developer

Highly variable impact
Excellence is vital
Marginal variable impact
Competence is adequate

are equal
ROLES
Not all
RECRUITING CHALLENGES
are equal
Not all

Diversity of impact
Adequate vs. star
Difficult to find/hire
High demand/low supply
13
Increased Quality
+ Reduced Time
+ Reduced Cost
BIG
IMPACT

Monthly uniques Source: Comscore
LinkedIn: A deep, wide, and rich talent pool
14
85M+
N. America
20M+
L. America
&
Caribbean
65M+
Europe,
Middle East
& Africa 39M+
Asia Pacific
238M+
Members Worldwide
1M
New Members/Week

Insights
Be great at what
you do
Everywhere
Work wherever our
members work
Identity
Connect, find, and
be found
15

Increasingly integral to the life of today’s professional
16
!
!
!!

Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013
Two years ago Currently Two years from now
Screening/
interviewing
applicants
Posting jobs Pipelining
talent
Employer
branding
Social
recruiting
24% 22% 19% 16% 10% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%
Where do you spend your time?
17

NEW MINDSETS
for today’s recruitment opportunities

“Hiring the best person available for a position,
rather than the best person who applies to a
job posting, requires a different type of recruiter
and a different type of recruiting process.”
Lou Adler
CEO
Adler Group

1
2
3
4
5
6
1
Career Opportunities
NOT
Job Descriptions

Careers are a lot like shoes
Preferences differ, and fit is extremely important

A different target…
22
Active Candidates
§  Regularly visit job boards &
career sites
§  Have a current resume
§  Eager to read job descriptions
§  Likely to apply for a variety of
positions
§  Don’t visit job boards or career
sites
§  Don’t have current resumes
§  Unlikely to read a standard job
description
§  Likely will listen to the right
opportunity
Passive Candidates

©2013 LinkedIn Corporation. All Rights Reserved. TALENT SOLUTIONS 23
…Requires a whole different approach
ü  Focus on what they will do and become, not what
qualifications they have.
ü  Start a career conversation, don’t lead with job
descriptions.
ü  Initial evaluations based on their LinkedIn profile,
not their resume.
ü  Willingness to ‘play the long game.’ Build
relationships. Build a pipeline of talent for the future.

3
4
5
6
2
Recruiting
IS
Marketing
1
NOT Job Descriptions

Great recruiters think about jobs the
way marketers think about products
Strong brands move people toward
purchase long before they enter the store

Through decision
making process
57%
Due
diligence begins
Purchase
decision
Consideration
list formulated
First contact
with supplier
Source: http://www.executiveboard.com/exbd/sales-service/the-end-of-solution-sales/index.page

Do you think people treat
CAREER DECISIONS
any less seriously?

Most
InDemand
Employers
2013
It’s not about free food and ping pong tables

Source: http://www.mckinsey.com/insights/leading_in_the_21st_century/how_leaders_kill_meaning_at_work
A multiyear research project found
that of all the events that can deeply
engage people in their jobs, the single
most important is making progress in
meaningful work

30
The most engaged employees are
motivated by a sense of pride
§  They are proud to tell others where
they work
§  They care deeply about the future of
the organization
§  They are inspired by company
leadership and by those they work with

Millennials will comprise the majority of the workforce
by 2015
32
2015 2020 2025 2030 2040
Builders Baby Boomers Gen. X Gen. Y Gen. Z
Source: U.S. Census Bureau

Large company or small, every recruiter should
think like a marketer
Bold, memorable visuals
with lively colors
Focus on employees
through videos and
quotes that emphasize
culture
Arresting copy
that grabs the reader
Multiple page versions
highly targeted to
visiting talent
Custom Ads
with a branded look
35

36
Increasingly, your competitors are leveraging their employer brand
Are you?

Talent leaders know that brand matters
83%
Say employer brand
has significant impact
on ability to hire
great talent
37

Employer brand investment is rising
38
51
41
9
Spent Same
Spent Less
Spent More
“Did you spend more,
less or the same on
Employer brand in 2012
compared to 2011?”

A Strong Talent Brand Is…
39
ü  Relevant– To the target audience
ü  Consistent– Must build trust
ü  Credible– Must deliver on its promises
ü  Inspirational– Will connect on an
emotional level
ü  Unique– Set itself apart from its competitors

CultureAuthenticity
Dialogue Consistency
EngagementAwareness
Employer
of choice

“Recruiters’ 10 years from now will be preoccupied
with marketing, PR, community building, and
employment branding. The ‘War for Talent’ will
be a ‘War of Relationship Marketing’.”
Matthew Jeffery
Global Head of Talent Strategy & Innovation
HR Talent Acquisition, SAP UK Ltd.

Recruiting
IS
Sales
4
5
6
3
1
2
Recruiting
IS Marketing

great
SALES PEOPLE
are always selling

great
RECRUITERS
are always recruiting

ü  Actively seek great prospects
ü  Pick up the phone; reach out; engage
ü  Build relationships
ü  Challenge people to think differently
Great recruiters do too
Sales people…

Mindset Structure Culture
46
A Sales
Team
Individual
Organization

Sales teams measure lots of
things, but they MANAGE on
the few measures that move
THE BUSINESS FORWARD

The sales funnel
48
SOLD!
Qualified Prospects
Proposals
Solution Overviews

The recruiting funnel is no different
49
Hires
Qualified Profiles
Interviews
Interested Responses

Regardless of organization size
50
Hires
Qualified Profiles
Interviews
Interested Responses

Ed Nathanson
Head of Talent Acquisition
Rapid7
“Talent acquisition will be run much more like sales
organizations and business partners than HR
organizations, with incentives in place beyond just
“hires” that measure retention and impact.”

5
6
4
1
2
Recruiting
IS Marketing
Every Employee
IS
An Ambassador
Recruiting
IS Sales3

Me
Every employee a hub
53
Every profile view AN OPPORTUNITY

Engaging, friendly picture
Who wouldn‘t want to work
with Stacy?
Links
to branded destinations
Killer summary
Written in the first person,
oozing with passion.
Descriptive headline
That goes beyond the title
OTHER FEATURES WE LIKE
•  Core skills, endorsed
by her network
•  Volunteer experiences
•  Just enough on prior
positions to build credibility
Lead by example
The anatomy of a well-branded recruiting profile

Warming up passive talent
56
High
Very
High
Extreme
Moderate
Low

6
5
1
2
Recruiting
IS Marketing
Harness the
POWER
of Data
Recruiting
IS Sales3
4
Every employee IS
an ambassador

Do your hiring managers want you to find this
little guy?
58
Do you use data
to make conversation
MORE productive?

Present your hiring managers with data, not opinion
59
Every “requirement”: 3
Remove or alter a second: 71
Remove or alter one: 19
Remove or alter a fourth: 126
Remove or alter a third: 82

Planning to expand? Is talent acquisition at the table?
60
LinkedIn
Recruiter
Sourcing tool AND
a talent pool analytics tool

If you measure it, you can manage it
Recruitment is an art, but you can use science to bring out
the best in your artists
61
Test
different approaches
when reaching out to
passive talent
Communicate
Success throughout
the organization
Share
best practices with
your peers

6
1
2
Recruiting
IS Marketing
Be
STRATEGIC
Recruiting
IS Sales3
4
Every employee IS
an ambassador
5
Harness the
POWER of data

Elevating the recruiting function
63
Strategic
Continuous
pipelining
Continuous multi-
channel engagement
Powerful talent brand
Employer of choice
Talent data guides
business strategy
True strategic
leadership
Developing
Early shift toward
passive talent
Some social recruiting
Building awareness
Defined employer
value proposition
Traditional
Post and pray
Agency reliance
Reactive
Start from zero
Foundational
Strong sourcing
capabilities
Targeted engagement
Employees as talent
brand ambassadors
Success metrics
Where is your organization today?
Where do you want to be?

1
2
3
4
5
Recruiting
IS Marketing
Recruiting
IS Sales
Every employee IS
an ambassador
Harness the
POWER of data
6
Be
STRATEGIC
6 Steps to Passive
Talent Recruiting
Excellence

LinkedIn Core Solution
Personalized
Job Targeting
The right job, in front of the
right people, even when
they aren’t looking.
Talent Brand
Development
Leverage your authentic
brand to improve applicant
quality and quantity.
Strategic
Sourcing
Find your ideal candidates
and engage them, quickly
and easily.
65

Target candidates with the most relevant jobs

Showcase your talent brand on LinkedIn

Showcase your talent brand on LinkedIn
Jim Young
Account Executive, xyzCo
San Francisco Bay Area | Software
Addison Augusto
Sr. Account Executive
xyzCo– San Francisco, CA
Current xyzCo, Account Excecutive
Previous Acme System, Associate Account Executive
Education San Jose University
Eric Robertson
Product Manager at xyzCo
Picture Yourself at xyzCo

Talent Brand ROI
69
50%
Savings in cost per
hire is associated with
a strong employer brand
Companies with stronger employer brand have
28% lower turn-over rates than companies
with weaker employer brands
$
Source: LinkedIn Survey, 2010, 2250 Responses

Find and engage your ideal candidates

A virtuous cycle of recruitment excellence
Strategic
Sourcing
Personalized
Job Targeting
Talent Brand
Development
71

Highly variable impact
Excellence is vital
Marginal variable impact
Competence is adequate
A new model for today’s recruitment challenges

LinkedIn - Strategic Recruitment Leadership

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