Chicago connectin slides march 2013
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Chicago connectin slides march 2013

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Chicago connectin slides march 2013 Chicago connectin slides march 2013 Presentation Transcript

  • #intalent
  • Welcome Peter Kim Director of Relationship Management, Talent Solutions LinkedIn#intalent
  • Today’s agenda 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 Chicago 3
  • Today’s agenda 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 Chicago 4
  • Talent Acquisition 2015 Wade Burgess Head of North America Sales, Talent Solutions LinkedIn#intalent 5
  • Talent#intalent Chicago 6
  • “ “ 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. Steve Jobs, 1994#intalent Chicago 7
  • 8
  • #intalent Chicago 9
  • #intalent Chicago 10
  • Members worldwide#intalent#intalent Chicago 11
  • #intalent Chicago 12
  • Legacy job boards are on the decline Best sources for key quality hires   Internet job boards 35% Internal hires 31% 6 % 4 % YoY YoY Fastest-falling Fastest-rising Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.#intalent Chicago 13
  • Here to stay: Passive candidate sourcing andrecruiting via social and professional networks Top long-lasting trends #1 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.#intalent Chicago 14
  • You’re recruiting in a highly competitive landscape Biggest obstacles to attracting top talent #1 Compensation #2 Competition Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.#intalent Chicago 15
  • Your biggest concern today? “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.” Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.#intalent Chicago 16
  • Pressure makes recruiting “challenging,” though itremains “fun” and “important” Recruiting is… Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.#intalent Chicago 17
  • Recruiting leaders are doubling downOn proactive sourcing and employer branding If you could add one role to your team right now, what would it be? #1 Sourcing specialist #2 Employer brand manager Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.#intalent Chicago 18
  • Recruiting leaders are doubling downOn proactive sourcing Proactive sourcing of passive talent Passive Passive talent talent a focus not a focus 62 % 38 % Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.#intalent Chicago 19
  • Recruiting leaders are doubling downOn proactive sourcing Michael Ganiere Strategic Sourcing Leader at Johnson Controls Previous Oak Creek Assembly of God, Rowbottom Partners Education Concordia University-Wisconsin#intalent Chicago 20
  • Recruiting leaders are doubling downOn employer branding Agree that employer brand has 83% significant impact on ability to hire great talent Companies spent more or the same 91% on employer brand in 2012 compared to 2011 Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.#intalent Chicago 21
  • Recruiting leaders are doubling downOn 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.#intalent Chicago 22
  • #intalent Chicago 23
  • A focus on improving the basics, while adopting thenewest trends Recruiting team time allocation, by activity 24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12% Screening/ Posting Closing Pipelining Employer Social interviewing jobs candidates talent branding recruiting applicants Two years ago Currently Two years from now#intalent Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013. Chicago 24
  • A focus on improving the basics, while adopting thenewest trends Recruiting team time allocation, by activity 24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12% Say data analytics will be a critical talent acquisition skill in 2015 Screening/ Posting Closing Pipelining Employer Social interviewing jobs candidates talent branding recruiting applicants Two years ago Currently Two years from now#intalent Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013. Chicago 25
  • Necessary skills represent a “talent advisor” profile Most important skills for being considered a strategic talent advisor within your organization Top 6 responses Relationship building 54% Talent assessment 39% Talent strategy development 33% Problem solving 22% Candidate experience mgmt. 19% Interviewing 17% Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013. #intalent Chicago 26
  • Necessary skills represent a “talent advisor” profile Critical Talent Acquisition skills for 2015 Top 5 responses #1 Talent assessment #2 Social media #3 Smart networking #4 Talent strategy development #5 Relationship management Source: LinkedIn survey of 202 recruiting leaders in North America, September 2012. #intalent Chicago 27
  • #intalent Chicago 28
  • #intalent Chicago 29
  • 1. Turn your team members into talent scouts 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.#intalent Chicago 30
  • 2. Measure your employer brand So you can manage it only one out of three regularly measure employer brand in a quantifiable way Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.#intalent Chicago 31
  • 2. Measure your employer brand So you can manage it LinkedIn Talent Brand Index#intalent Chicago 32
  • 3. Invest in your pipeline 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.#intalent Chicago 33
  • 4. Embrace the power of data How well does your organization use data to make hiring decisions? Average or poor at Utilizes data well using data 25 % 75 % Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.#intalent Chicago 34
  • #intalent Chicago 35
  • Moneyball for Talent AcquisitionUsing LinkedIn Data to Inform Your Strategy Will Hamlin Insights, LinkedIn @Will_Hamlin#InTalent
  • Let’s get to know you…#InTalent Chicago 37
  • In Moneyball data transformed baseball#InTalent Chicago 38
  • In Moneyball data transformed baseball#InTalent Chicago 39
  • In Moneyball data transformed baseball#InTalent Chicago 40
  • It’s time for data to transform Talent Acquisition#InTalent Chicago 41
  • #InTalent Chicago 42
  • Of Talent Acquisition leaders believe that their organization utilizes data well when hiring#InTalent Chicago 43
  • LinkedIn data can measure much better than beforeStarting with the profile Broader Deeper Real-Time Breakdown by geo, 200M+ Members Constantly updating function, etc.#InTalent Chicago 44
  • How to: Plan Prioritize Put in practice#InTalent Chicago 45
  • Let’s use Motorola Solutions as an example#InTalent Chicago 46
  • Start by sizing up the talent pool to set expectationswith hiring managers#InTalent Chicago 47
  • Recruiter can measure the talent pool “Software Engineer” United States (534,669) Greater Chicago Area (19,242) 3 to 5 years (3,607)#InTalent 3,607 talent pool Chicago 48
  • Our strategic customers look at talent pool reports •  Recruiter can show supply of talent Bay Area DEMAND •  Now we can look at Chicago NYC demand for talent •  This helps identify markets for talent SUPPLY#InTalent Chicago 49
  • We run surveys to identify what the talent pool islooking for so you could tailor messaging Matters more Matters less Challenging work Excellent compensation & benefits High caliber people Job security Good work-life balance#InTalent Chicago 50
  • You can now all measure this through Talent Poolreports 1)  Healthcare providers 2)  Technical salespeople 3)  Software engineers 4)  Financial services 5)  Marketing – CPG 6)  Drilling & petroleum 7)  Procurement & supply#InTalent Chicago 51
  • You can find the Talent Pool reports at: http://lnkd.in/plan#InTalent Chicago 52
  • How can you use data to plan? Set expectations with 1 hiring managers Identify markets for 2 targeting talent#InTalent Chicago 53
  • How to Plan Prioritize Put in practice#InTalent Chicago 54
  • Once you’ve identified the right people,are they interested in you?#InTalent Chicago 55
  • Let’s look at Ingredion, a food producer#InTalent Chicago 56
  • Your employees are engaging talent every day;mobilize them as brand ambassadors 55,176 Potential candidates view Ingredion’s employee profiles yearly#InTalent Chicago 57
  • Your company page draws in talent 5,327 Engaged Talent following Ingredion#InTalent Chicago 58
  • But how do you pull together the pieces? First,look at brand reach and engagement Talent Brand Reach Talent that’s familiar with you as an employer 169,549 members Viewing employee profiles Connecting with your employees Talent Brand Engagement 45,625 Talent that is interested in you as an employer members Researching company and career pages Following your company Talent Viewing jobs and applying#InTalent LinkedIn Confidential ©2012 All Rights Reserved Chicago 59
  • Talent Brand Index can measure your employerbrand Talent Brand Reach 169,549 members Ingredion Talent Brand Index 27% Talent Brand Engagement = Talent Brand Reach Talent Brand Engagement 45,625 members Talent#InTalent Chicago 60
  • We can compare your Talent Brand Index againstyour peers 27%   1 of 7 PEERS 19%   Cargill 16%   14%   Hillshire Brands 12%   Kerry Ingredients 6%   6%   IFF National Starch Food Ingredion Tate & Lyle Employer of Weaker choice employer brand#InTalent Chicago 61
  • We can measure how your Talent Brand Indexvaries across the functions you’re hiring… 35%   33%   29%   29%   26%   25%   Engineering   Finance   Research   Opera0ons   HR   Sales   Talent easiest to Talent more engage difficult to engage#InTalent Chicago 62
  • We can track how your Talent Brand Indexprogresses over time 29% 26% 23% 20% Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13#InTalent LinkedIn Confidential ©2012 All Rights Reserved Chicago 63
  • How can you use data to prioritize? Identify engaged 5,327 1 candidates Engaged Talent following Ingredion 27% 19% 16% 14% 2 Benchmark against peers 12% 6% 6% Ingredion 35% 33% Diagnose strengths / 29% 29% 26% 25% 3 weaknesses Engineering Finance Research Operations HR Sales#InTalent Chicago 64
  • How to: Plan Prioritize Put in practice#InTalent Chicago 65
  • Start using data & keep it simple What is the size of your talent pool? How well are you engaging that talent?#InTalent Chicago 66
  • Should you create a new workflow? NO!#InTalent Chicago 67
  • Integrate and enhance your existing workflow Recruiter TA Leader Look at the data to: Ask for the data: 1)  Plan based on the 1)  How big is the talent size of the talent pool pool? 2)  Prioritize engaged 2)  How many candidates talent are we engaging?#InTalent Chicago 68
  • Talent Tips from LinkedIn Team TA Ops & Sourcing Analytics Coordination We embedded ops & analytics into TA Measure, manage, iterate… Repeat#InTalent Chicago 69
  • How can you best operationalize talent analytics? Start using data & 1 keep it simple Integrate and enhance 2 your workflow Create the right Team TA 3 Ops & team structure Sourcing Analytics Coordination#InTalent Chicago 70
  • You should now know how to use data to: Plan Prioritize Put in practice#InTalent Chicago 71
  • You can now verify skills with endorsements#InTalent Chicago 72
  • We can help companies to understand wherethey are skill leaders or skill trailers Is that good? •  How does it compare to our peers? •  How does it vary by geo, function, etc.?#InTalent Chicago 73
  • #InTalent Chicago 74
  • Today’s agenda 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 Chicago 75
  • Best practices from InDemandcompanies 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#intalent
  • lnkd.in/gettheplaybook 77
  • Today’s agenda 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 Chicago 78
  • Today’s agenda 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 Chicago 79
  • Building An Internal Sourcing Team
  • Building An Internal Sourcing TeamIntroduction81 Johnson Controls
  • Building An Internal Sourcing TeamAgenda Structure Measurements People82 Johnson Controls
  • Building An Internal Sourcing TeamOverview of Johnson Controls83 Johnson Controls
  • Building An Internal Sourcing TeamOverview of Johnson Controls84 Johnson Controls
  • Building An Internal Sourcing TeamThe Difference 10 Years Makes 2002 201285 Johnson Controls
  • Building An Internal Sourcing TeamWhy A Sourcing Team?AverageAgency Fee =$23,000AverageSourcer Salary =$50k - $75k86 Johnson Controls
  • Building an Internal Sourcing Team STRUCTURE87 Johnson Controls
  • Building An Internal Sourcing Team - STRUCTURE1st Structure & Responsibilities TA DIRECTOR di dn’t This so TA MANAGER rk TA MANAGER TA MANAGER wo well Recruiter Recruiter Recruiter Business 1 Business 2 Business 3 Recruiter Recruiter Recruiter Business 1 Business 2 Business 3 Recruiter Recruiter Recruiter Business 1 Business 2 Business 3 Sourcer Sourcer Sourcer Business 1 Business 2 Business 388 Johnson Controls
  • Building An Internal Sourcing Team - STRUCTURE2nd Structure & Responsibilities TA DIRECTOR d ba lance lo d but i aSOURCING ng TA MANAGER TA MANAGER TA MANAGER tripp still ne MANAGER ver o o Sourcer other 1 Recruiter Recruiter Recruiter Business 1 Business 2 Business 3 n aBusiness Recruiter Recruiter Recruiter Sourcer Business 1 Business 2 Business 3 Business 2 Recruiter Recruiter Recruiter Sourcer Business 1 Business 2 Business 3 Business 389 Johnson Controls
  • Building An Internal Sourcing Team - STRUCTURE3rd Structure & Responsibilities TA DIRECTOR t Grea s TA MANAGER TA MANAGER TA MANAGER esult l rSOURCING il ut st MANAGER b e Recruiter Recruiter Recruiter re activ Sourcer Business 1 Business 2 Business 3 Function 1 Recruiter Recruiter Recruiter Sourcer Business 1 Business 2 Business 3 Function 2 Recruiter Recruiter Recruiter Sourcer Business 1 Business 2 Business 3 Function 390 Johnson Controls
  • Building An Internal Sourcing Team - STRUCTUREFourth Structure & Responsibilities TA DIRECTOR hhh… ic a SOURCING TA MANAGER TA MANAGER TA MANAGER “st rateg ” cing… MANAGER so ur Recruiter Recruiter Recruiter Sourcer Function 1 Function 2 Function 3 Function 1 Recruiter Recruiter Recruiter Sourcer Function 1 Function 2 Function 3 Function 2 Recruiter Recruiter Recruiter Sourcer Function 1 Function 2 Function 3 Function 3 **Recruiting team is now aligned by function, and the manager remains the TA partner to each business unit91 Johnson Controls
  • Building An Internal Sourcing Team - STRUCTUREDetermining Pipeline ScopePrioritization Criteria: Prioritization Map •  TALENT SUPPLY high rcing What talent is available in the market? •  CONFIDENTIALITY So u w uz •  SPECIALTY How technical? team •  DIFFICULTY Resource intensity? Sourcing Here •  CAPABILITY Difficulty 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 low strategic hires from pipelines? Level of low high Critical Need SOURCE: CLC Recruiting of the Corporate Leadership Council, “Building Talent Pipelines”, 2011.92 Johnson Controls
  • Building An Internal Sourcing Team - STRUCTUREService Level Agreement93 Johnson Controls
  • Building an Internal Sourcing Team MEASUREMENTS94 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTSNo Motivation what know s to e it tak the g et to goal95 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTSWhat should be measured? # Calls Submittal Lifecycle from Engagement Time to Disengagement Time from EngagementCustomer Survey % Shared vs. Accepted # Reqs w/ Target Research Complete to Companies Time to Submittal SLA Execution Quality of Pipeline # Reqs Engaged / # Invites to Connect Sourcer # People Sourced / Req % Shared vs. Rejected # Responded vs. Number of qualified # Interviews # Screened vs. # Logins to CRM # Sourced # Connects / Leads candidates submitted per # Sourced # Target Companies # Logins to Taleo # Records Updated w/ pipeline # Submittals / Month requisition / / Req Proper Source # Screened vs. # InMail Response Rate Targeted Reqs Engaged vs. # Submittals # Submittals / Week Reqs Open # Process % Shared vs. Offered # Ads to Pipeline Improvements Call Length % Shared vs. Hired # Logins to # Screens / Sourcer # Open Reqs in CRM Source Tools96 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTS Measuring People qualified interestedGOAL: affordable §  10 in pipeline per week §  3-5 per open requisition §  Focus on diversity
  • Building An Internal Sourcing Team - MEASUREMENTSMeasuring Intelcompetitorstalentperception talent preferences GOAL: §  2 leads per week §  monthly intel report98 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTSWhat the numbers told us - Sales99 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTSWhat the numbers told us - Engineering100 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTSWhat the numbers told us - Savings 3rd PARTY AGENCY SPEND 2009 2010 2011 2012101 Johnson Controls
  • Building An Internal Sourcing Team - MEASUREMENTSMeasurements Take-Aways FOCUS: DELIVER: ALIGN: Measure Set the bar at Benchmark everything, but excellence and success against only hold team expect nothing business needs accountable for a less few102 Johnson Controls
  • Building an Internal Sourcing Team PEOPLE103 Johnson Controls
  • Building An Internal Sourcing Team - PEOPLE Building a Sourcing Perspective TRADITIONAL RECRUITING“How does the candidate fit us?” Candidate Sells – Recruiter Qualifies TALENT SOURCING “How do we fit the candidate?” Recruiter Sells – Candidate Qualifies 104 Johnson Controls
  • Building An Internal Sourcing Team - PEOPLEBuild Sourcing Capability Through Influence INFLUENCE Candidates Direct-Sourced: 2011 = 1% 2012 = <5%105 Johnson Controls
  • Building An Internal Sourcing Team - PEOPLE Hire AppropriatelyHire for Hunger & Train to Retain – Glen Cathey (www.BooleanBlackBelt.com)
  • Building an Internal Sourcing Team HINDSIGHT107 Johnson Controls
  • Building An Internal Sourcing Team - HINDSIGHTSuccess RoadMap in Hindsight 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 expectations108 Johnson Controls
  • Building An Internal Sourcing TeamQuestions109 Johnson Controls
  • Today’s agenda 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 Chicago 110
  • Who’s in the room#intalent Chicago 111
  • What’s keeping you up at night? Find and engage top passive candidates 43 Pipeline talent effectively 40 Upgrade employer branding 37 Do more with less 33 Be a strategic talent advisor to your business 27 Improve candidate experience 23 Leverage data to demonstrate impact 20 Embrace technological shifts (e.g. social, mobile, video) 18 Improve internal mobility 11 Recruit globally 7 0 5 10 15 20 25 30 35 40 45 # of ResponsesSource: Connect in Chicago Survey, 64 responses.#intalent Chicago 112
  • Tell us more… “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.” “We have focused too much on filling positions only when they are open.”“Employer branding in social media – we are way behind on technology.” #intalent Chicago 113
  • Experience Sharing This room Next room →  Engage passive candidates →  Pipeline talent effectively →  Do more with less →  Upgrade employer branding →  Be a strategic talent advisor →  Improve candidate experience →  Embrace technology shifts →  Leverage data to demonstrate →  Recruit globally →  impact Improve internal mobility Choose a topic and table, and share: §  Name, title and company §  Scope of role §  Why this challenge keeps you up at night#intalent Chicago 114