Chicago connectin slides march 2013
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Transcript of Chicago connectin slides march 2013
#intalent
#intalent
Welcome Peter Kim Director of Relationship Management, Talent Solutions LinkedIn
Chicago #intalent
Today’s agenda
3
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
Chicago #intalent
Today’s agenda
4
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent
Talent Acquisition 2015 Wade Burgess Head of North America Sales, Talent Solutions LinkedIn
5
Chicago #intalent 6
Talent
Chicago #intalent
“ “ 7
Steve Jobs, 1994
I think part of what made the Macintosh great was that the people working on it were musicians, poets, artists, zoologists and historians who also happened to be the best computer scientists in the world.
8
Chicago #intalent 9 Chicago
Chicago #intalent 10 Chicago
Chicago #intalent 11 Chicago #intalent
Members worldwide
Chicago #intalent 12
Chicago #intalent
Legacy job boards are on the decline
13
Internet job boards Internal hires
6% 4% YoY YoY
Best sources for key quality hires
Fastest-falling Fastest-rising
35% 31%
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
Chicago #intalent
Here to stay: Passive candidate sourcing and recruiting via social and professional networks
14
#1
Top long-lasting trends
Finding better ways to source passive candidates
#2 Utilizing social and professional networks
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
Chicago #intalent
You’re recruiting in a highly competitive landscape
15
#1
Biggest obstacles to attracting top talent
Compensation
#2 Competition
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
Chicago #intalent 16
“Recruiters do not have the skills to source and attract passive candidates.”
“Competition for relative short supply of true ‘A Player’ talent.”
“Staying on top of social media.”
Your biggest concern today?
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
Chicago #intalent
Pressure makes recruiting “challenging,” though it remains “fun” and “important”
17
Recruiting is…
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
Chicago #intalent
Recruiting leaders are doubling down
18
On proactive sourcing and employer branding
If you could add one role to your team right now, what would it be?
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
#1 Sourcing specialist
#2 Employer brand manager
Chicago #intalent
Recruiting leaders are doubling down
19
On proactive sourcing
Passive talent a focus
Passive talent not a focus
62% 38%
Proactive sourcing of passive talent
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
Chicago #intalent
Recruiting leaders are doubling down
20
On proactive sourcing
Michael Ganiere Strategic Sourcing Leader at Johnson Controls Previous Oak Creek Assembly of God, Rowbottom Partners
Education Concordia University-Wisconsin
Chicago #intalent
Recruiting leaders are doubling down
21
On employer branding
83% Agree that employer brand has significant impact on ability to hire great talent
91% Companies spent more or the same on employer brand in 2012 compared to 2011
Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.
Chicago #intalent
Recruiting leaders are doubling down
22
On employer branding
Paul Maxin Global Resourcing Director at Unilever Previous PricewaterhouseCoopers, Antal, Alderwick Consulting
Education University of Essex
Tips
• Ensure brand authenticity: don’t promise externally what you can’t deliver internally.
• Empower all employees to be brand ambassadors.
Chicago #intalent 23
Chicago #intalent
A focus on improving the basics, while adopting the newest trends
24
Screening/ interviewing applicants
Posting jobs
Closing candidates
Pipelining talent
Employer branding
Social recruiting
24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%
Two years ago Currently Two years from now
Recruiting team time allocation, by activity
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
Chicago #intalent 25
A focus on improving the basics, while adopting the newest trends
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
Screening/ interviewing applicants
Posting jobs
Closing candidates
Pipelining talent
Employer branding
Social recruiting
24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%
Two years ago Currently Two years from now
Recruiting team time allocation, by activity
Say data analytics will be a critical talent acquisition
skill in 2015
Chicago #intalent 26
Talent assessment
Talent strategy development
Problem solving
Candidate experience mgmt.
Interviewing
Relationship building
39%
33%
22%
19%
17%
54%
Most important skills for being considered a strategic talent advisor within your organization
Top 6 responses
Necessary skills represent a “talent advisor” profile
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
Chicago #intalent
Necessary skills represent a “talent advisor” profile
27
#2 Social media
#3 Smart networking
#4 Talent strategy development
#5 Relationship management
#1 Talent assessment
Critical Talent Acquisition skills for 2015 Top 5 responses
Source: LinkedIn survey of 202 recruiting leaders in North America, September 2012.
Chicago #intalent 28
Chicago #intalent 29
Chicago #intalent
Turn your team members into talent scouts
30
Ed Nathanson Director of Talent Acquisition at Rapid7 Previous Kronos, Veracode, Emptoris, Inc.
Education Ithaca College
Tips
• Align your sourcers with business units for maximum coordination and impact.
• Motivate and incentivize your recruiting team like a sales team.
1.
Chicago #intalent
Measure your employer brand
31
So you can manage it
only one out of three regularly measure employer brand in a quantifiable way
2.
Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.
Chicago #intalent
Measure your employer brand
32
So you can manage it 2.
LinkedIn Talent Brand Index
Chicago #intalent
Invest in your pipeline
33
Troy Grabel Talent Acquisition Manager at LeanLogistics Previous Kelly Services, Atwell LLC, Kensington Community Church
Education Central Michigan University
Tips
• Determine what success looks like and work toward that vision.
• Let Talent Pipeline work for you by leveraging search alerts, tags and projects.
3.
Chicago #intalent
Embrace the power of data
34
4.
Average or poor at using data
75%
Utilizes data well
25%
How well does your organization use data to make hiring decisions?
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
Chicago #intalent 35
#InTalent
Moneyball for Talent Acquisition
Will Hamlin Insights, LinkedIn @Will_Hamlin
Using LinkedIn Data to Inform Your Strategy
Chicago #InTalent
Let’s get to know you…
37
Chicago #InTalent
In Moneyball data transformed baseball
38
Chicago #InTalent
In Moneyball data transformed baseball
39
Chicago #InTalent
In Moneyball data transformed baseball
40
Chicago #InTalent 41
It’s time for data to transform Talent Acquisition
Chicago #InTalent 42
Chicago #InTalent 43
Of Talent Acquisition leaders believe that their organization utilizes data well when hiring
Chicago #InTalent
LinkedIn data can measure much better than before
44
Starting with the profile
Broader
200M+ Members
Deeper Real-Time
Breakdown by geo, function, etc. Constantly updating
Chicago #InTalent
How to:
Plan
Prioritize
Put in practice
45
Chicago #InTalent
Let’s use Motorola Solutions as an example
46
Chicago #InTalent
Start by sizing up the talent pool to set expectations with hiring managers
47
Chicago #InTalent
Recruiter can measure the talent pool
48
“Software Engineer”
3,607 talent pool
United States (534,669)
Greater Chicago Area (19,242)
3 to 5 years (3,607)
Chicago #InTalent
Our strategic customers look at talent pool reports
49
• Recruiter can show supply of talent
DEM
AN
D
SUPPLY
NYC Chicago
Bay Area
• Now we can look at demand for talent
• This helps identify markets for talent
Chicago #InTalent
We run surveys to identify what the talent pool is looking for so you could tailor messaging
50
Challenging work Excellent compensation & benefits
High caliber people Job security
Good work-life balance
Matters more
Matters less
Chicago #InTalent
You can now all measure this through Talent Pool reports
51
1) Healthcare providers
2) Technical salespeople
3) Software engineers
4) Financial services
5) Marketing – CPG
6) Drilling & petroleum
7) Procurement & supply
Chicago #InTalent
You can find the Talent Pool reports at:
52
http://lnkd.in/plan
Chicago #InTalent
How can you use data to plan?
53
Set expectations with hiring managers 1
Identify markets for targeting talent 2
Chicago #InTalent
How to
Plan
Prioritize
Put in practice
54
Chicago #InTalent
Once you’ve identified the right people, are they interested in you?
55
Chicago #InTalent
Let’s look at Ingredion, a food producer
56
Chicago #InTalent
Your employees are engaging talent every day; mobilize them as brand ambassadors
57
55,176 Potential candidates view Ingredion’s employee profiles yearly
Chicago #InTalent
Your company page draws in talent
58
5,327 Engaged Talent following Ingredion
Chicago #InTalent
But how do you pull together the pieces? First, look at brand reach and engagement
LinkedIn Confidential ©2012 All Rights Reserved 59
Talent Brand Reach
Talent
Talent that’s familiar with you as an employer
Talent Brand Engagement Talent that is interested in you as an employer
Researching company and career pages Following your company Viewing jobs and applying
Viewing employee profiles Connecting with your employees
169,549 members
members 45,625
Chicago #InTalent
Talent
Talent Brand Index can measure your employer brand
60
Talent Brand Index =
Talent Brand Engagement Talent Brand Reach
Ingredion 27%
Talent Brand Reach
Talent Brand Engagement
169,549 members
members 45,625
Chicago #InTalent
We can compare your Talent Brand Index against your peers
61
PEERS
Cargill
Hillshire Brands
Kerry Ingredients
IFF
National Starch Food
Tate & Lyle
27%
19% 16%
14% 12%
6% 6%
Ingredion
1 of 7
Weaker employer brand
Employer of choice
Chicago #InTalent
Talent more difficult to engage
Talent easiest to engage
We can measure how your Talent Brand Index varies across the functions you’re hiring…
62
35% 33%
29% 29% 26% 25%
Engineering Finance Research Opera0ons HR Sales
Chicago #InTalent
We can track how your Talent Brand Index progresses over time
LinkedIn Confidential ©2012 All Rights Reserved 63
20%
23%
26%
29%
Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13
Chicago #InTalent
How can you use data to prioritize?
64
Identify engaged candidates 1
Benchmark against peers 2
Diagnose strengths / weaknesses 3
5,327Engaged Talent following Ingredion
27%
19%16%
14%12%
6% 6%
Ingredion
35%33%
29% 29%26% 25%
Engineering Finance Research Operations HR Sales
Chicago #InTalent
How to:
Plan
Prioritize
Put in practice
65
Chicago #InTalent
Start using data & keep it simple
66
What is the size of your talent pool?
How well are you engaging that talent?
Chicago #InTalent
Should you create a new workflow?
67
NO!
Chicago #InTalent
Integrate and enhance your existing workflow
68
Look at the data to:
1) Plan based on the size of the talent pool
2) Prioritize engaged talent
Ask for the data:
1) How big is the talent pool?
2) How many candidates are we engaging?
Recruiter
TA Leader
Chicago #InTalent
Talent Tips from LinkedIn
69
Team TA
Sourcing Ops &
Analytics
Coordination
We embedded ops & analytics into TA
Measure, manage, iterate… Repeat
Chicago #InTalent
How can you best operationalize talent analytics?
70
Start using data & keep it simple 1
Integrate and enhance your workflow 2
Create the right team structure 3
Team TA
SourcingOps &
Analytics
Coordination
Chicago #InTalent
Put in practice
Plan
Prioritize
You should now know how to use data to:
71
Chicago #InTalent
You can now verify skills with endorsements
72
Chicago #InTalent
We can help companies to understand where they are skill leaders or skill trailers
73
Is that good?
• How does it compare to our peers?
• How does it vary by geo, function, etc.?
Chicago #InTalent 74
Chicago #intalent
Today’s agenda
75
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent
Best practices from InDemand companies in Chicago
Vildan Stidham, Divisional VP, Global Talent Acquisition, Abbott Laboratories Dan Jessup, Head of People Strategy, Groupon, @danjessup Kristen Storey, Senior Talent Acquisition Manager, PepsiCo Leela Srinivasan, Group Marketing Manager, LinkedIn, @leelasrin
lnkd.in/gettheplaybook
77
Chicago #intalent
Today’s agenda
78
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
Chicago #intalent
Today’s agenda
79
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
Building An Internal Sourcing Team
Johnson Controls 81
Building An Internal Sourcing Team Introduction
Building An Internal Sourcing Team Agenda
Johnson Controls 82
Structure Measurements People
Johnson Controls 83
Building An Internal Sourcing Team Overview of Johnson Controls
Johnson Controls 84
Building An Internal Sourcing Team Overview of Johnson Controls
Johnson Controls 85
Building An Internal Sourcing Team The Difference 10 Years Makes
2002 2012
Johnson Controls 86
Building An Internal Sourcing Team Why A Sourcing Team?
Average Agency Fee =
$23,000
Average Sourcer Salary =
$50k - $75k
STRUCTURE Building an Internal Sourcing Team
Johnson Controls 87
Johnson Controls 88
Building An Internal Sourcing Team - STRUCTURE 1st Structure & Responsibilities
TA DIRECTOR
TA MANAGER
Recruiter Business 3
Recruiter Business 3
Recruiter Business 2
Recruiter Business 1
TA MANAGER
Recruiter Business 1
Recruiter Business 2
Recruiter Business 3
Recruiter Business 1
Sourcer Business 2
TA MANAGER
Recruiter Business 2
Sourcer Business 3
Sourcer Business 1
This didn’t
work so
well
Johnson Controls 89
Building An Internal Sourcing Team - STRUCTURE 2nd Structure & Responsibilities
TA DIRECTOR
TA MANAGER
Recruiter Business 3
Recruiter Business 3
Recruiter Business 2
Recruiter Business 1
TA MANAGER
Recruiter Business 1
Recruiter Business 2
Recruiter Business 3
Recruiter Business 1
TA MANAGER
Recruiter Business 2
SOURCING MANAGER
Sourcer Business 2
Sourcer Business 1
Sourcer Business 3
balanced
load but
still tripping
over one
another
Johnson Controls 90
Building An Internal Sourcing Team - STRUCTURE 3rd Structure & Responsibilities
TA DIRECTOR
TA MANAGER
Recruiter Business 3
Recruiter Business 3
Recruiter Business 2
Recruiter Business 1
TA MANAGER
Recruiter Business 1
Recruiter Business 2
Recruiter Business 3
Recruiter Business 1
TA MANAGER
Recruiter Business 2
SOURCING MANAGER
Sourcer Function 2
Sourcer Function 1
Sourcer Function 3
Great results
but still
reactive
Johnson Controls 91
Building An Internal Sourcing Team - STRUCTURE Fourth Structure & Responsibilities
TA DIRECTOR
TA MANAGER
Recruiter Function 3
Recruiter Function 3
Recruiter Function 2
Recruiter Function 1
TA MANAGER
Recruiter Function 1
Recruiter Function 2
Recruiter Function 3
Recruiter Function 1
TA MANAGER
Recruiter Function 2
SOURCING MANAGER
Sourcer Function 2
Sourcer Function 1
Sourcer Function 3
**Recruiting team is now aligned by function, and the manager remains the TA partner to each business unit
ahhh…
“strategic
sourcing…”
Johnson Controls 92
SOURCE: CLC Recruiting of the Corporate Leadership Council, “Building Talent Pipelines”, 2011.
low
low
high
high Level of Critical Need
Sourcing Difficulty
Sourcing
team wuz
Here
Prioritization Criteria:
• TALENT SUPPLY What talent is available in the
market? • CONFIDENTIALITY • SPECIALTY
How technical? • DIFFICULTY
Resource intensity? • CAPABILITY
Are we skilled enough? • ROLE CRITICALITY
Level of critical need? • INTEL TO BE GAINED
What can be learned for the sake of future searches?
• STRATEGIC SUPPORT Is the business willing to make
strategic hires from pipelines?
Prioritization Map
Building An Internal Sourcing Team - STRUCTURE Determining Pipeline Scope
Johnson Controls 93
Building An Internal Sourcing Team - STRUCTURE Service Level Agreement
MEASUREMENTS Building an Internal Sourcing Team
Johnson Controls 94
Johnson Controls 95
Building An Internal Sourcing Team - MEASUREMENTS No Motivation
know what
it takes to
get to the
goal
Quality of Pipeline
Johnson Controls 96
# Ads to Pipeline
# Connects / Leads
# Interviews
# Submittals
Submittal Lifecycle
# People Sourced / Req
# Calls Customer Survey
Time to Submittal
# Submittals / Week
# Reqs w/ Target Companies
# Reqs Engaged / Sourcer
# Submittals / Month
InMail Response Rate
# Responded vs. # Sourced
# Open Reqs in CRM
Reqs Engaged vs. Reqs Open
# Target Companies / Req
# Process Improvements
# Screens / Sourcer # Logins to Source Tools
% Shared vs. Hired
% Shared vs. Accepted
# Logins to Taleo # Records Updated w/ Proper Source
# Invites to Connect % Shared vs. Rejected
# Logins to CRM
% Shared vs. Offered
Time from Engagement to Disengagement Time from Engagement
to Research Complete
# Screened vs. # Targeted
# Screened vs. # Sourced
Call Length
SLA Execution
Number of qualified candidates submitted per
requisition / pipeline
Building An Internal Sourcing Team - MEASUREMENTS What should be measured?
Building An Internal Sourcing Team - MEASUREMENTS Measuring People
qualified
interested
affordable GOAL: § 10 in pipeline per week § 3-5 per open requisition § Focus on diversity
Johnson Controls 98
Building An Internal Sourcing Team - MEASUREMENTS Measuring Intel
competitors
talent perception
talent preferences GOAL: § 2 leads per week § monthly intel report
Johnson Controls 99
Building An Internal Sourcing Team - MEASUREMENTS What the numbers told us - Sales
Johnson Controls 100
Building An Internal Sourcing Team - MEASUREMENTS What the numbers told us - Engineering
Johnson Controls 101
Building An Internal Sourcing Team - MEASUREMENTS What the numbers told us - Savings
3rd PARTY AGENCY SPEND
2011 2010 2009 2012
Johnson Controls 102
Building An Internal Sourcing Team - MEASUREMENTS Measurements Take-Aways
FOCUS:
Measure everything, but only hold team accountable for a few
DELIVER:
Set the bar at excellence and expect nothing less
ALIGN:
Benchmark success against business needs
PEOPLE Building an Internal Sourcing Team
Johnson Controls 103
Johnson Controls 104
Building An Internal Sourcing Team - PEOPLE Building a Sourcing Perspective
TRADITIONAL RECRUITING
TALENT SOURCING
“How does the candidate fit us?”
“How do we fit the candidate?”
Candidate Sells – Recruiter Qualifies
Recruiter Sells – Candidate Qualifies
INFLUENCE
Johnson Controls 105
Building An Internal Sourcing Team - PEOPLE Build Sourcing Capability Through Influence
Candidates Direct-Sourced:
2011 = 1%
2012 = <5%
Building An Internal Sourcing Team - PEOPLE Hire Appropriately
Hire for Hunger & Train to Retain – Glen Cathey (www.BooleanBlackBelt.com)
HINDSIGHT Building an Internal Sourcing Team
Johnson Controls 107
1. LISTEN: What’s the real need?
2. MEASURE: Identify what can be measured, then prioritize
3. HIRE: Get the right skill set on the team
4. DELIVER: Build culture of excellence & beat expectations
Johnson Controls 108
Building An Internal Sourcing Team - HINDSIGHT Success RoadMap in Hindsight
Johnson Controls 109
Building An Internal Sourcing Team Questions
Chicago #intalent
Today’s agenda
110
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
Chicago #intalent
Who’s in the room
111
Chicago #intalent 112
What’s keeping you up at night?
0 5 10 15 20 25 30 35 40 45
Recruit globally
Improve internal mobility
Embrace technological shifts (e.g. social, mobile, video)
Leverage data to demonstrate impact
Improve candidate experience
Be a strategic talent advisor to your business
Do more with less
Upgrade employer branding
Pipeline talent effectively
Find and engage top passive candidates
23
20
Source: Connect in Chicago Survey, 64 responses. # of Responses
43
40
37
33
27
18
11
7
Chicago #intalent 113
“It’s hard to navigate change when I can’t (yet) explain the benefit or payoff.”
“How do we do it all well when we can barely do it all?”
“We are in search of skills that are in limited supply.”
Tell us more…
“We have focused too much on filling positions only when they are open.”
“Employer branding in social media – we are way behind on technology.”
Chicago #intalent 114
Experience Sharing
Choose a topic and table, and share:
§ Name, title and company
§ Scope of role
§ Why this challenge keeps you up at night
→ Engage passive candidates → Do more with less → Be a strategic talent advisor → Embrace technology shifts → Recruit globally
→ Pipeline talent effectively → Upgrade employer branding → Improve candidate experience → Leverage data to demonstrate impact → Improve internal mobility
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