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

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

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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 ...

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.

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

  • 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
  • Linkedin – from concept to proven results Tim Le Maire Head of Recruitment, EMEA Cushman & Wakefield
  • Introducing some of our hires…  Video clip (1-2 minutes) of some of the EMEA Linkedin hires 2013 YTD
  • 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
  • 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
  • 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
  • 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
  • Proactive Sourcing Success James Dowling Group Executive Talent Manager
  • 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
  • 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
  • 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