Data Driven Recruiting

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  • Introduction
  • Agenda
  • Planning for future workforce requirements
  • Slot requirement Vs Strategic Staffing
  • This slide shows us who we’re winning talent from, and who we’re losing talent to. As you might expect, red means we’re losing talent to the organizations listed on the left, and green means we’re winning talent from those organizations. [NOTE: this isn’t our actual data, but we’re sharing it here as an example of what we review regularly]The left-hand side of this slide is fairly straightforward: we can see how many hires we’ve made from those companies in the past four quarters, and how many hires they’ve made from us.On the right side, we’ve calculated that data as a ratio.We can watch this data over time to understand what’s trending. It helps us identify competitive hiring risks or areas where we need more focus.
  • Let’s talk about how we start executing and operating using the future of data NOW…TODAY.In the States we call the impossible to find candidate the “purple squirrel” because they don’t exist.Raise your hand if you have every worked with a hiring manager who is asking you to recruit a type of candidate who simply doesn’t exist. They are asking for too much.The Engineer with a PhD from Oxford who also speaks Italian, can lead teams, can also sell to customers and has worked at a multinational, a start-up and is now working at either company X, Y or Z.…Can any of you relate with that?Well we can now start using structured data to educate our clients, our executives and hiring managers about the market and the “addressable candidate pool”. What does this do for our function?It builds credibility.Let’s take a look at an actual example from LinkedIn.
  • This was from an actual search we conducted for a Data Center Manager. David Henke, our SVP of Engineering, was under the gun, putting huge pressure on recruiting to get the search filled.We met with David to understand his requirements seen here. Told him we would be back in an hour to talk further. We knew that this was going to be very hard to fill, but we didn’t want to get in to a debate with our Sr. Vide President. So we went away, pulled some data and returned to his office to meet him.
  • We’ve also taken data from our internal processes and used it to identify where are our latencies in the system and our biggest opportunities to drive efficiency for Talent Acquisition. For instance…
  • Can anyone tell me what this is?Right – it’s a bunch of market data at the New York Stock Exchange.What if we had enough data on companies to literally have an index of company value?

Transcript

  • 1. Driving Improvements in your Recruiting Approach through Data 1 Brendan Browne Director, Global Talent Acquisition, LinkedIn Travis Burge Recruitment Product Consultant APAC, LinkedIn
  • 2. TALENT CONNECT 2012 To get us underway…. 2
  • 3. What we will cover today…. Slot Recruitment Vs Strategic Staffing Introduce a Framework for Strategic Staffing Case study on how LinkedIn have used data Insights to manage risk for our critical roles Q & A
  • 4. TALENT CONNECT 2012 What is the purpose of a T Intersection sign? To process information and make decisions, take action for next direction
  • 5. TALENT CONNECT 2012 “Strategic Sourcing” Vs “Slot Based” Recruitment 5
  • 6. TALENT CONNECT 2012 1 Workforce Supply Forecast Scenario Planning Workforce Demand Forecast Workforce Gap 2 Critical Role 2 Critical Role 1 Critical Role 3 Critical Role 4 Critical Role 5 3 Short listing Applicant Applicant Silver Medalists 4
  • 7. TALENT CONNECT 2012 1 Workforce Supply Forecast Scenario Planning Workforce Demand Forecast Workforce Gap 2 Critical Role 2 Critical Role 1 Critical Role 3 Critical Role 4 Critical Role 5 3 Short listing Applicant Applicant Silver Medalists 4
  • 8. TALENT CONNECT 2012 Top Tips? 1. Engage Executive Buy-In 2. Workforce Planning is not about exact numbers 3. Use Multiple Scenarios 4. Focus on Business Critical Roles 5. Market Map External Labour Supply for Critical roles 6. Get the Line Area to own their Workforce Plan
  • 9. TALENT CONNECT 2012 New Markets for Talent: Where, Why, How… 9
  • 10. Where we should open up a new engineering office?
  • 11. TALENT CONNECT 2012 Assumptions  Needs to be a healthy supply of talent in region  Want to be in a major metro area with eye on NYC or Seattle  Need a more junior mix of talent based on relo of internal senior leaders and managers to new metro area  Need existing relationships with talent pool  Looking for C#, SQL, Java 11
  • 12. TALENT CONNECT 2012 The Where: Over 475,000 Software Engineers on LinkedIn in the US 12
  • 13. TALENT CONNECT 2012 The Where: Big Markets vs. Hidden Gems 13(based on LinkedIn recruiter contact Feb-Aug 2012)
  • 14. TALENT CONNECT 2012 The Where & Some Why: New York provides a 33% larger supply of talent than Seattle, and has less overall demand for talent Region / Metro Area # SW Engineers # SW Eng Jobs posted (Q2 2012) Jobs Posted (% of total pool) % w job change (past 12 months) SF Bay Area 65,000 24,500 37.7% 19% NYC 36,100 5,200 14.4% 13% Boston 28,900 5,600 19.5% 15% Seattle 26,900 20,200* 75.1% 17% Washington DC 20,100 4,200 21.0% 12% Chicago 17,300 2,100 12.4% 13% 14 Supply Demand .
  • 15. TALENT CONNECT 2012 Seattle New York 15(word size represents skill frequency) The Where & Why: Skill Mix by City
  • 16. TALENT CONNECT 2012 The Where & Why Seattle has more entry-level engineers NY has more senior and manager-level talent 16 Manager and Above 9.6% Manager and Above 6.9%
  • 17. TALENT CONNECT 2012 The Why: ABC Co is more connected in Seattle with 618 employees connected to 2,255 engineers in Seattle Company # Connected in pool % Connected in pool # Connected at company Company 1 9,721 27% 22,280 Company 2 8,666 24% 8,620 Company 3 7,500 21% 7,583 Company 4 7,435 21% 11,844 Company 5 7,026 19% 8,974 Company 6 6,381 18% 5,583 Company 7 6,299 17% 5,241 Company 8 6,230 17% 5,103 ABC Co 1,106 3% 597 17 Company # Connected in pool % Connected in pool # Connected at company Company 1 20,335 76% 43,248 Company 2 15,573 58% 10,340 Company 3 11,675 43% 8,965 Company 4 6,474 24% 1,754 Company 5 6,311 23% 11,418 Company 6 5,523 21% 6,745 Company 7 5,183 19% 6,680 Company 8 5,097 19% 7,959 ABC Co 2,255 8% 618 New York Seattle
  • 18. TALENT CONNECT 2012 “Connectedness” Matters… 21% more likely to be knowledgeable of employers 12% more likely to have a positive impression of employers 10% more likely to consider a job with employers
  • 19. TALENT CONNECT 2012 The Why: Talent Flows: Are we winning and losing talent?
  • 20. TALENT CONNECT 2012 Now What? 20
  • 21. TALENT CONNECT 2012
  • 22. TALENT CONNECT 2012 Using data to set expectations… Keywords: "Data Center" OR "Datacenter" Location Within 50 Miles Industry: Internet Seniority: Manager Interested In: Potential Employees Company Size: 501-1,000 OR 1,001-5,000 OR 5,001-10,000, OR 10,000+ Years of Experience: 6 to 10 years OR More than 10 years Years in Position: 3-5 years OR 6-10 years Company Type: Public Company Language: English Recommendations: 3-4 OR 5-10 OR 11-20 OR >20
  • 23. TALENT CONNECT 2012 Search Results  Initial Search = 7  Remove Recommendation = 19  Remove Years in Position = 71  Remove Company Type = 82  Remove Company Size = 126
  • 24. TALENT CONNECT 2012 Forget number of candidates…HOW MANY ARE IDLE? How quickly are hiring managers giving profile/ resume feedback? How quickly can we schedule technical phone screens? Where are the constraints and why are they happening? Measuring throughput
  • 25. TALENT CONNECT 2012 Recommendation: Seattle  Talent Supply is high  Mix of skills is right  Experience level of talent is right  Connectedness is high  Same time zone helps in management and collaboration  Have internal leaders with deep professional ties to Seattle 25
  • 26. TALENT CONNECT 2012 Top Tips  Data = Increase in Influence  Clarify what problem you are trying to solve  Understand supply/demand  Understand skill mix by region  Understand experience levels by region  Understand how you compete vs. competition in new markets  Connectedness matters 26
  • 27. TALENT CONNECT 2012
  • 28. Thank you! Brendan Browne Director, Global Talent Acquisition, LinkedIn Travis Burge Recruitment Product Consultant APAC, LinkedIn