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Owning Your Recruiting



December 2012
Dan Portillo, VP Talent Greylock
dportillo@greylock.com
Goals

   • Learn how to create the company “story”

   • Understand what it takes to do effective outreach and how
     to do it using tools & your networks

   • Manage agencies

   • Run an effective process

   • New Recruiting Applications and Services



                                                             Page 2
&




    Page 3
Telling the Story(s):

  • The Market Story:
     • Why does the company exist and what’s the potential?

  • The Technology Story:
     • How is the product built? What interesting, challenging?

  • The Relevance Story:
     • Why it should matter to them and why they fit?




                                                                  Page 4
• Consistent and aggressive with direct outreach (100 rule)

• Building referrals & making recruiting part of the culture

• Running a great process

• Closing




                                                               Page 5
The 100 Rule

   • The 100 Rule

   • 1 Offer Requires 10-15 Candidates

   • 10-15 Candidates Requires contacting a 100 targeted
     potentials (10-15% Conversion)
       • That’s work the more outreach the more flow you
         generate




                                                           Page 6
Building Pipeline: Direct Outreach

  • Potential Employees want to hear from you, not recruiters

  • Learn to Love LinkedIn & Coffee
     • Upgrade accounts

  • Target the “right” people
     • Do your homework – linkedin, github, twitter, blogs, stack
     • Understand their risk profile, passions, interests




                                                                    Page 7
Building Pipeline: Direct Outreach

  • Keep it short, sexy but personalized
     • Who cares – why what you’re working on is important
       (vision)
     • Who’s involved – don’t be afraid to name drop
     • Why the role is Relevant – play to their interests & passion
     • Why their experience/interests/passion is interesting to you
     • Build a connection even if they’re not available right now
         • Invite for coffee just to chat
         • Get them on the nurturing event invite list
  • DON’T INCLUDE THE JOB DESCRIPTION
  • Expect @20% Response Rate



                                                                 Page 8
Building Pipeline: Leveraging Networks
• Building out the Dream Team list

    • 1st Degree: Schoolmates, former coworkers, groups (open
      source contributors, professional certification groups), panels
      conferences

    • Everyone that’s great, regardless of if they’re looking




                                                                        Page 9
Leveraging Networks: Referrals
• Tapping Team Members:

    • Simple as ordering food and inviting teams to give names of
      great people

    • Must systematically go through their networks
       • Universities, career history, groups/associations

• Automate it

    • Make it part of the new-hire process




                                                                    Page 10
Building Pipeline: Leveraging Networks
• Interviewing vs Romancing your Dream Team

   • Who can you get into process right now

   • How do you deal with passive candidates




                                               Page 11
Building Pipeline: Leveraging Networks
• Frequent Nurturing Events

   • Monthly Open House/Happy Hour at the Office or Local Spot

   • Tech Talks: Leverage an investors, friend, former professor

   • Hack-a-thon, Design-a-thon

   • Sporting event, concert, bay to breakers




                                                                   Page 12
Building Pipeline: Leveraging Networks
• Make sure to

   • Get people into your space, see your style

   • Introduce them to the “right” people

   • Have them feel what it’s like to be part of the team

   • Avoid the hard sell




                                                            Page 13
Building Pipeline: Leveraging Networks

  • Alumni Mailing Lists & Events

  • Open-Source Projects

  • Groups/Meetups – SigChi, OWASP,
    Apache, Scala
     • Meetup.com – directory for local
       groups
     • Host a Meetup
     • If a group or Meetup doesn’t exist -
       make one



                                              Page 14
Building Pipeline: Managing Agencies

  • Don’t
     • Work with every agency under the sun
     • Screw them on fees

  • Do
     • Give them the “tools” they need – time & direction
     • Help them calibrate
     • Listen to feedback
     • Cut them if they’re not improving




                                                            Page 15
Candidate Experience: Killers
 • Time in process
    • Clock is ticking from initial intro or connection
    • Treat employee referrals like gold

 • Lumpy communication
    • Follow-up immediately

 • Missing interviews or being left waiting
    • Not paying complete attention – checking phone/email

 • Inconsistent expectations between interviewers, candidates

 • People that don’t what the hell they’re talking about

                                                                Page 16
Candidate Experience: Process

 • Scope the position’s role and responsibilities
    • Build in growth

 • Pick the interview team and communicate expectations

 • Evaluate Consistently
    • Phone Screen, Interview I, II

 • Debrief
    • If you’re not excited don’t hire




                                                          Page 17
Candidate Experience: Offers

 • Making Comp Recommendations
    1. Employee’s comp history – discuss early
    2. Expectations/Motivations (equity vs cash)
    3. Industry benchmarks
    4. Competing offers
    5. Internal comparisons




                                                   Page 18
Candidate Experience: Pre-Closing
 • Ask them about their decision making process
    • Role expectations, quality of the team – address during
       interviews
    • Know their timeline
 • Try and take money out of the equation
    • Speak to career growth, developing new skills, learning
       from mentors
    • Don’t make it a “job” but part of the success of the company
 • Ask questions throughout the process
    • How excited are they about the position?
    • How does it compare to their other opportunities?
    • If we could agree on terms would you take the offer?
    • When can you start?
 • Don’t badmouth other offers or companies – petty & desperate
                                                                Page 19
Candidate Experience: Closing

 • Figure out the best person to deliver the offer
    • Hiring manager or CEO

 • Have a “confidant”
    • Typically the recruiter, someone that can discuss the details
      of the offer while still being removed from the negotiation

 • Deadlines?




                                                                Page 20
Candidate Experience: Re-closing

 • Mentally prepare the candidate for a counter offer

 • Strengthen their resolve

 • Stay connected, it’s not done until they show up




                                                        Page 21
Appendix: Tools

 • LinkedIn – still the only essential recruiting tool

 • Startups that are doing interesting things:
    • WhiteTruffle, TalentBin, Entelo, Gild, Developer Auction




                                                                 Page 22
LinkedIn Recruiter




                     Page 23
How to (scalably)
match intent & relevance




                           Page 24
Matching algorithm
                  It’s a data game

    Tags (relevancy)                         Behavior (intent)

Extracted tags from candidates &
                                                Matching
                                           Convert actions taken on
                                                 Whitetruffle
  companies profiles and other
                                         by companies & candidates to
       sources available.
                                        knowledge to improve matching.



                         Matching score
                                   Human validation


                       Match is released

                                                                         Page 25
Page 26
Page 27
Job Posting 2.0




                  Page 28
Page 29
Questions?




             Page 30

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Owning Your Recruiting

  • 1. Owning Your Recruiting December 2012 Dan Portillo, VP Talent Greylock dportillo@greylock.com
  • 2. Goals • Learn how to create the company “story” • Understand what it takes to do effective outreach and how to do it using tools & your networks • Manage agencies • Run an effective process • New Recruiting Applications and Services Page 2
  • 3. & Page 3
  • 4. Telling the Story(s): • The Market Story: • Why does the company exist and what’s the potential? • The Technology Story: • How is the product built? What interesting, challenging? • The Relevance Story: • Why it should matter to them and why they fit? Page 4
  • 5. • Consistent and aggressive with direct outreach (100 rule) • Building referrals & making recruiting part of the culture • Running a great process • Closing Page 5
  • 6. The 100 Rule • The 100 Rule • 1 Offer Requires 10-15 Candidates • 10-15 Candidates Requires contacting a 100 targeted potentials (10-15% Conversion) • That’s work the more outreach the more flow you generate Page 6
  • 7. Building Pipeline: Direct Outreach • Potential Employees want to hear from you, not recruiters • Learn to Love LinkedIn & Coffee • Upgrade accounts • Target the “right” people • Do your homework – linkedin, github, twitter, blogs, stack • Understand their risk profile, passions, interests Page 7
  • 8. Building Pipeline: Direct Outreach • Keep it short, sexy but personalized • Who cares – why what you’re working on is important (vision) • Who’s involved – don’t be afraid to name drop • Why the role is Relevant – play to their interests & passion • Why their experience/interests/passion is interesting to you • Build a connection even if they’re not available right now • Invite for coffee just to chat • Get them on the nurturing event invite list • DON’T INCLUDE THE JOB DESCRIPTION • Expect @20% Response Rate Page 8
  • 9. Building Pipeline: Leveraging Networks • Building out the Dream Team list • 1st Degree: Schoolmates, former coworkers, groups (open source contributors, professional certification groups), panels conferences • Everyone that’s great, regardless of if they’re looking Page 9
  • 10. Leveraging Networks: Referrals • Tapping Team Members: • Simple as ordering food and inviting teams to give names of great people • Must systematically go through their networks • Universities, career history, groups/associations • Automate it • Make it part of the new-hire process Page 10
  • 11. Building Pipeline: Leveraging Networks • Interviewing vs Romancing your Dream Team • Who can you get into process right now • How do you deal with passive candidates Page 11
  • 12. Building Pipeline: Leveraging Networks • Frequent Nurturing Events • Monthly Open House/Happy Hour at the Office or Local Spot • Tech Talks: Leverage an investors, friend, former professor • Hack-a-thon, Design-a-thon • Sporting event, concert, bay to breakers Page 12
  • 13. Building Pipeline: Leveraging Networks • Make sure to • Get people into your space, see your style • Introduce them to the “right” people • Have them feel what it’s like to be part of the team • Avoid the hard sell Page 13
  • 14. Building Pipeline: Leveraging Networks • Alumni Mailing Lists & Events • Open-Source Projects • Groups/Meetups – SigChi, OWASP, Apache, Scala • Meetup.com – directory for local groups • Host a Meetup • If a group or Meetup doesn’t exist - make one Page 14
  • 15. Building Pipeline: Managing Agencies • Don’t • Work with every agency under the sun • Screw them on fees • Do • Give them the “tools” they need – time & direction • Help them calibrate • Listen to feedback • Cut them if they’re not improving Page 15
  • 16. Candidate Experience: Killers • Time in process • Clock is ticking from initial intro or connection • Treat employee referrals like gold • Lumpy communication • Follow-up immediately • Missing interviews or being left waiting • Not paying complete attention – checking phone/email • Inconsistent expectations between interviewers, candidates • People that don’t what the hell they’re talking about Page 16
  • 17. Candidate Experience: Process • Scope the position’s role and responsibilities • Build in growth • Pick the interview team and communicate expectations • Evaluate Consistently • Phone Screen, Interview I, II • Debrief • If you’re not excited don’t hire Page 17
  • 18. Candidate Experience: Offers • Making Comp Recommendations 1. Employee’s comp history – discuss early 2. Expectations/Motivations (equity vs cash) 3. Industry benchmarks 4. Competing offers 5. Internal comparisons Page 18
  • 19. Candidate Experience: Pre-Closing • Ask them about their decision making process • Role expectations, quality of the team – address during interviews • Know their timeline • Try and take money out of the equation • Speak to career growth, developing new skills, learning from mentors • Don’t make it a “job” but part of the success of the company • Ask questions throughout the process • How excited are they about the position? • How does it compare to their other opportunities? • If we could agree on terms would you take the offer? • When can you start? • Don’t badmouth other offers or companies – petty & desperate Page 19
  • 20. Candidate Experience: Closing • Figure out the best person to deliver the offer • Hiring manager or CEO • Have a “confidant” • Typically the recruiter, someone that can discuss the details of the offer while still being removed from the negotiation • Deadlines? Page 20
  • 21. Candidate Experience: Re-closing • Mentally prepare the candidate for a counter offer • Strengthen their resolve • Stay connected, it’s not done until they show up Page 21
  • 22. Appendix: Tools • LinkedIn – still the only essential recruiting tool • Startups that are doing interesting things: • WhiteTruffle, TalentBin, Entelo, Gild, Developer Auction Page 22
  • 24. How to (scalably) match intent & relevance Page 24
  • 25. Matching algorithm It’s a data game Tags (relevancy) Behavior (intent) Extracted tags from candidates & Matching Convert actions taken on Whitetruffle companies profiles and other by companies & candidates to sources available. knowledge to improve matching. Matching score Human validation Match is released Page 25
  • 28. Job Posting 2.0 Page 28
  • 30. Questions? Page 30

Editor's Notes

  1. LI recruiter has broadened their offereing to include marketing campaings and targeted advertisting at perespective candidates. They’ve added a pipeline tool to better track status and search. It’s still pretty early in it’s development so there are a few things to still figure out.
  2. 2. WhitetruffleIs using data and machine learning tactics to match individual and companies. Their algorthm learns over time based on the candidates that companies select who to show them in the future. It also does the same thing for active candidates in the system.
  3. Gild wants to demystify gitbhub by showing you:How good a developer is at each languageUndersatnd years of experience Determine influence in developer communities. Go to slides
  4. Entelo believes there is. Patent pending algorithm that analyzes over 70 variables to predict if a passive candidate is going to become active. This will be what really definies their company. They have search and it works well. Did a quick search on scala – new programming language
  5. Gild wants to demystify gitbhub by showing you:How good a developer is at each languageUndersatnd years of experience Determine influence in developer communities. Go to slides