How To Get Your Team Firing on All Cylinders with LinkedIn | Talent Connect London 2013


Published on

You've made your investment in LinkedIn, or are considering increasing your investment. But how can you maximise impact and drive adoption across your recruiting organisation? Hear needle-moving tips and tricks—so you don't have to make the same mistake.

Learn more about LinkedIn Talent Solutions:
Subscribe to our blog:
Follow our LinkedIn company page:
Tweet with us:

Published in: Business, Career
  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Please add your profile photo to this slide
  • How To Get Your Team Firing on All Cylinders with LinkedIn | Talent Connect London 2013

    1. 1. How To Get Your Team Firing on All Cylinders with LinkedIn Tim Le Maire Head of Recruitment, EMEA , Cushman & Wakefield Group James Dowling Executive Talent Manager, Centrica
    2. 2. Linkedin – from concept to proven results Tim Le Maire Head of Recruitment, EMEA Cushman & Wakefield
    3. 3. Introducing some of our hires…  Video clip (1-2 minutes) of some of the EMEA Linkedin hires 2013 YTD
    4. 4. Linkedin - Liftoff Proving Business Case  It’s all about ROR  The business case is very simple  Start off small, grow belief and demonstrate both the financial and non-financial benefits  Track cost avoidance to prove business case  Hires don’t make themselves, it’s all about persistence and identifying the right candidates
    5. 5. Cost Saving of Direct Sourcing January 2013 – August 2013 April 2012 - December 2012 Linkedin Hires 28% Hires with costs associated 72% £112k Hires with costs associated 55% Linkedin Hires 45% £168k
    6. 6. Proven cost avoidance Comparison to other recruiting methods Cost Avoidance £ 90000 80000 70000 60000 50000 40000 30000 20000 10000 0 Q2 2012 Q3 2012 Q4 2012 Q1 2013 Q2 2013 Q3 2013
    7. 7. Linkedin - Future Further progression  Look to build on what we have achieved thus far through regular recruiter training and sharing of best and successful practice  Understanding the ever-updating functionality that Linkedin offers  Checkin  Talent Pipeline  Work with us advertising  Utilise Linkedin Account Manager  Data, date and more data
    8. 8. Proactive Sourcing Success James Dowling Group Executive Talent Manager
    9. 9. Where did we start; where are we now?      North America trial starts Renewed larger UK package Expand resourcing team   Dedicated focus on sourcing channel Launched research team Additional investment in SoMe   UK trialled in 2009   2 licenses 10 job slots 2010 2011 2012 Sourcing team delivering in the UK and across International Connection with marketing and comms teams Segmentation of Centrica brands Today’s itinerary 2013        8 licenses 50+ job slots Gold and 4x Silver pages “Work with us” Videos and BU branding Targeted followers Full account support
    10. 10. How did we increase our budget? Dedicated sourcing team 2012 onwards £1M Savings (Based on conservative PSL savings) £500K Total costs (FTE + Social Media Channels) £100K Key insights to maintain ROI       Dedicated focus on LinkedIn as a sourcing channel High quality sourcing and/or research team Maintain high levels of license usage and Inmail response Relevant content for relevant people Selective on metrics and MI Utilise the support and training offered £0 † ROI representative but not to exact scale 2009 2010 2011 2012 2013
    11. 11. Key takeaways to share Channel HR Business  High quality sourcing and/or research team dedicated to this attraction channel  Build a service level agreement with your recruiters and share that with your HR colleagues  Engage with marketing team for digital and advertising expertise – their budgets can be sizeable  Target key areas of usage of tool – Inmail and license usage for example  Deliver consistent messaging and help enhance the EVP  Utilise the expertise of communications / branding teams for video and blogs  Utilise all training and support available  Demonstrate and celebrate successes internally; it becomes infectious  Ownership from the business /functional areas of Groups