Owning Your Recruiting


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Presentation to be given at Alchemist Accelerator 12/6.

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  • Daniel - great presentation. Loved it and wrote up some notes here: http://www.startuptextbook.com/hiring/what-i-learned-from-greylocks-owning-your-recruiting-presentation/
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  • 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. 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.
  • 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
  • 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
  • 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
  • Owning Your Recruiting

    1. Owning Your RecruitingDecember 2012Dan Portillo, VP Talent Greylockdportillo@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
    23. LinkedIn Recruiter Page 23
    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
    26. Page 26
    27. Page 27
    28. Job Posting 2.0 Page 28
    29. Page 29
    30. Questions? Page 30