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06.12.14 zalp webinar_ speaker slides

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Consider the difference between a manager of recruiting and a recruiting leader. Can you discern the difference? Allow Dr. John Sullivan to shed some light on the vast differences that exist between these two seemingly identical roles. Take home the following from this Zalp-sponsored webinar:

How to be the best recruiter: make it a competitive advantage for your firm or organization
How as a leader you can differ from a manager. Lead by bold action (not just giving orders)
How to raise the bar by being aware of the bold actions leaders routinely take and follow through on
How to make a measurable impact in dollars
Build a brand to make your employer a “magnet firm” to attract the best in your industry
And so much more!
Whether you are a recruiting veteran or you’re new to the recruiting table, there is bound to be new information that you DO NOT want to miss out on. So sign up, join in, and prepare to arm yourself with the knowledge and processes to make YOU a recruiting leader.

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06.12.14 zalp webinar_ speaker slides

  1. 1. BOLD ACTIONS THAT SEPARATE TRUE RECRUITING LEADERS FROM MANAGERS OF RECRUITING Is your conservative approach to recruiting hurting your results? ERE.net webinar – June 12, 2014 © Dr John Sullivan 1
  2. 2. 3 goals for today 3 They asked me to… 1.Be a provocateur… and to aggressively challenge your thinking 2.To highlight the differences between traditional recruiting managers and bold recruiting leaders 3.To provide you with numerous examples of unique and bold recruiting practices
  3. 3. 4 Note I’ll move fast during this webinar But please send in your questions at any time 4 These slides are available through ERE.net
  4. 4. 5 The basic premise for today is… Merely being satisfied with being a “recruiting manager” may hurt your firm’s recruiting results, while being a true “leader” in recruiting, although it requires courage and bold actions… can lead to extraordinary recruiting results 5
  5. 5. 6 Overview Bold “recruiting leaders” differ from traditional recruiting managers in six different areas: 1. Going first for a competitive advantage 2. Taking significant risks in recruiting 3. Increasing the business impacts of recruiting 4. Being future focused 5. Metric driven decision-making in recruiting 6. Leaving an impression of boldness & innovation I will now cover each area individually with illustrations6
  6. 6. 7 Going first… for a competitive advantage Key difference area #1
  7. 7. How do the two act differently? 8 Going first for a competitive advantage  A recruiting manager – benchmarks already proven best practices and adapts them to their firm  A bold recruiting leader – goes first and creates “next practices”… and by doing something brand new, they provide a competitive advantage for their firm
  8. 8. 9 Some illustrative examples of… Where a firm was the first to try a new recruiting approach to gain a competitive advantage 9
  9. 9. 10 Product commercials serve the dual purpose of also building their employer brand A Sam Adams TV commercial “A story about loving what you do.” “When you love your job, you never work a day in your life.” “When beer is your calling, you never clock out.”
  10. 10. 11 Zappos TV uses internet TV to spread stories 11
  11. 11. An international practice – A TV show to find recruits Firms in China recruit on the popular “Only You” recruiting TV show (like our own shark tank)
  12. 12. Mobile phone practice – Phones are the #1 recruiting communications tool Mobile phone enabled job applications Sodexo has the first application that allows candidates to directly apply for jobs through their mobile app 13 Others: McDonald’s, Pepsi, UPS, Adidas, Intel, Citi and Microsoft (Only 11 firms allow direct mobile job applications)
  13. 13. 14 Billboard recruiting – Commuter “locate this firm” challenge
  14. 14. 15 Video job descriptions provide a competitive advantage A video job description can reveal the excitement behind a job (Quickstop, Accenture and Deloitte)
  15. 15. Point-of-purchase unique practice – Apply easily from your mobile phone 16
  16. 16. Using picture sites to recruit is unusual SW Air uses Pinterest for recruiting & branding 17
  17. 17. 18 Google uses social media “hangouts” to recruit 18 Hangouts
  18. 18. 19 A “virtual job tryout” To inform and assess before they apply 19Created by Shaker and implemented at Starbucks and Marriott
  19. 19. Even websites can be exciting and unique 20 Diagnose this coughing, 7-year-old miniature poodle
  20. 20. 21 Do you target college seniors? Google begins recruiting in their freshmen year Also Facebook and Twitter
  21. 21. 22 A willingness to take “big risks” Key difference area #2
  22. 22. Highlighting the differences 23 Risk-taking  A recruiting manager – manages to avoid major mistakes by focusing exclusively on incremental improvement that carries little risk  A bold recruiting leader – “bets the function” by striving for dramatic double-digit improvement… even though it may have a high failure probability
  23. 23. 24 Some illustrative examples of… Major risk taking in recruiting 24
  24. 24. Facebook’s move fast policy 25 “Move fast and break things” “The idea is that if you never break anything, you’re probably not moving fast enough”
  25. 25. Facebook doesn’t worry as much as you do about compliance 26
  26. 26. M&A based recruiting 27 Mark Zuckerberg Tech firms buy startups just to acquire talent "Facebook has not once bought a company for the company itself. We buy companies to get excellent people." Oct, 2010
  27. 27. 28 Zappos recently moved to a high-risk approach Zappos boldly shifted to a talent pipeline approach Shifted to a “pre-need” pipeline approach Eliminated job postings on their own website and on job boards Created a prospect / applicant community where “insiders” can learn about the company… and the firm can assess them gradually over time
  28. 28. 29 A unique approach because young people love video games – My Marriott Hotel video game
  29. 29. 30 Increasing the visible business impacts of recruiting Key difference area #3
  30. 30. Highlighting the differences 31 Costs versus business results  A recruiting manager – manages recruiting costs in order to show that they are efficient  A bold recruiting leader – focuses on having a measurable impact on strategic business results including revenue, innovation, time-to-market and profit. They quantify their impact by converting recruiting results into $
  31. 31. 32 Some illustrative examples of… How recruiting can impact the business 32
  32. 32. Which talent function has the highest business impact? (BCG) 33Source: BCG/WFPMA - From Capability to Profitability: Realizing the Value of People Management, 2012 By what % does each function increase a firm’s profit?
  33. 33. What is the value of a top performer at Apple? 35 "The secret of my success is that we have gone to exceptional lengths to hire the best people in the world… boy, does it pay off." Steve Jobs “The difference between the average programmer and a great one”… it's at least 25
  34. 34. Talent Management has a measurable impact at Apple Market cap ranking #1 Employees 80,000+ Average rev per employee $2,190,000 Average employee salary $125,000 Multiple rev over salary 17.5 times Profit per employee $460,772 Multiple profit over salary 3.7 times 36 Calculated: 6/4/14
  35. 35. What is the value of a top performer at Google? One top-notch engineer is worth “300 times or more… than the average” … 37 Alan Eustace Senior Vice President, Engineering and Research
  36. 36. How much is a single recruit worth ? “Engineers are worth half a million to one million” 38 Vaughan Smith Director of Corporate Development
  37. 37. BCG found that frequent “best place to work” placement influences stock market returns by ___ 39 Made Fortune list 3 out of 10 yrs. (109%) vs. S&P (10%) - BCG 2012 S&P 10X
  38. 38. 40 A focus on the future Key difference area #4
  39. 39. Highlighting the differences 41 Today versus a future focus  A recruiting manager – manages in order to effectively fill today’s job openings  A bold recruiting leader – is “future focused”, so they forecast future recruiting needs and develop a talent pipeline of pre-assessed talent
  40. 40. 42 Some illustrative examples of… Having a future focus in recruiting 42
  41. 41. Boomerang re-hires “You’re always welcome here” e-card + alumni group 16% of hires 43
  42. 42. Reconsider semifinalists Implement a "Silver Medalist Strategy" GM maintains ties with candidates who have been runners-up for past jobs (also almost qualified and top process dropouts) Silver medalists get emails and text updates as more job opportunities become available They are invited to join talent communities on LinkedIn and Facebook where recruiters field questions about life at GM "We hire a ton of people from that group" 44
  43. 43. A future focus using a “most wanted list” Red 5 Studios identified “100 dream prospects” They decide in advance who to target They developed an individual profile on each one using social media and personal blogs They airmailed each one a free iPod The message on each was personalized to the prospect… complete with artistic packaging and a recorded message from their CEO 90 of 100 recipients responded (3) 45
  44. 44. 46 Metrics driven decision-making in recruiting Key difference area #5
  45. 45. Highlighting the differences 47 Metrics driven decision-making  A recruiting manager – manages using established practices and their intuition “I hate metrics because they make my opinion less relevant”  A bold recruiting leader – realizes that the world of recruiting changes rapidly, so they make decisions based on data and metrics (i.e. what is the best source for quality of hire?)
  46. 46. 48 Some illustrative examples of… Data based decision-making in recruiting 48
  47. 47. 49 A metrics driven approach leads you to focus on referrals because they are #1 in both hiring volume and quality of hire Employees on Social Media can now drive referrals up to 50% of all hires
  48. 48. Proactive referrals Proactively seek out top performers and ask them… Give me 5 – the names of the best in targeted areas (Google) The best in college, best manager, best innovator? Who beats you? Who do you learn from? 50
  49. 49. Assigned referrals The best assign employees to a hot prospect  Accolo referral community - for each of its jobs, it selects a few employees based on the likelihood that they will know the right person  They average 8 referrals for every job 51
  50. 50. 52 Non-employee referrals The best firms have a “friends & family” referral program Friends and family who refer qualified candidates to their open positions receive $1000 USD for each successfully hired referral 52
  51. 51. 53 Referral practice – Google has a story inventory A story inventory for recruiters and referrals 53
  52. 52. 54Source: Whirlpool
  53. 53. 55 Reward frequent successful referrers Expedia’s frequent hire club $1000 USD plus a travel coupon for additional hires
  54. 54. 57 Creating a public impression of boldness and innovation Key difference area #6
  55. 55. Highlighting the differences 58 Leave an impression of boldness and innovation  A recruiting manager – manages conservatively and avoids controversy and confrontation with their talent competitors  A bold recruiting leader – uses bold approaches that are designed to “be noticed” and that publicly reveals the organization’s… boldness, risk-taking, use of technology and focus on innovation
  56. 56. 59 Some illustrative examples of… Recruiting that leaves an impression of boldness and innovation 59
  57. 57. Would this be “bold and aggressive”? The valley has a long history of “billboard wars” 60
  58. 58. 61 For example… Would this be “bold and aggressive” recruiting? Tokbox parked a taco truck across from Yahoo HQ
  59. 59. 62 Kixeye’s “attack video” makes most recruiting look conservative
  60. 60. 63 Aggressively e-mailing a competitor’s employees Hi I am a member of Microsoft's marketing staffing team… I know a lot of people from Yahoo! have been reaching out to us lately because they are nervous about the pending layoffs… You've read this far so you must be at least a bit intrigued by what we may have to offer... Global Central Sourcing Team, Microsoft We’re Hiring! Silicon Alley Insider 1/08 63
  61. 61. Would this feature attract top workers? 64 Free Wi-Fi shuttle bus and ferry to work… For recruiting, collaborationand to do some work 7,100 stops per day (Google, Facebook, Apple, Yahoo, Genentech etc.) Why?
  62. 62. 65 Yahoo raised the bar even further Coffee cart recruiting at Google’s bus stop 65 How many years before your firm reaches this level of boldness?
  63. 63. 66 POP “proximity” recruiting Bigcommerce recruiting at hi-tech bus stops with “poached” egg sandwiches and coffee 66
  64. 64. Can you match this – Free beer for life Hipster… offered new hires $10,000, a lifetime supply of Pabst Blue Ribbon, "authentic" skinny jeans, striped bowties, and a pair of Buddy Holly glasses 67
  65. 65. Mobile recruiting… the low tech way He also handed out business cards, cut out of cardboard with their URL scrawled onto it in black Sharpie pen 68 Notice the intentional mis-spelling
  66. 66. Mobile recruiting… the low tech way Zscaler drove this van for a week around their competitor’s neighborhood… with this sign to entice Blue Coat employees 69
  67. 67. 70 And finally… If you’re ready to grow a pair of “recruiting huevos”… consider these extreme approaches 70
  68. 68. 71 Exceptionally bold recruiting approaches Team “lift outs” Make a lesser firm in your industry your recruiting “farm team” Targeted poaching of key jobs at your competitors Ask for names during the interview process Recruit on the "right day" “Hire them both” buddy program Utilize "exploding offers”
  69. 69. If 10 = extremely bold recruiting leadership… how many points out of 10 would your recruiting manager honestly get? JohnS@sfsu.edu 72 Did I succeed in making you think?

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