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LinkedIn Day Presentation in Barcelona 8th May 2014

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  • It seems what he learned really boils down to three main things (read points).
  • Historically, recruitment has never been particularly efficient…And outcomes have often been less than optimal.It’s always started with the help wanted sign. That sign was in the shop window, or outside the factory. Later it evolved into a newspaper ad. Later it was online on a job board, but the basic premise remained the same. Invite people to apply…
  • Historically, recruitment has never been particularly efficient…And outcomes have often been less than optimal.It’s always started with the help wanted sign. That sign was in the shop window, or outside the factory. Later it evolved into a newspaper ad. Later it was online on a job board, but the basic premise remained the same. Invite people to apply…
  • And they will… often, hundreds or even thousands of people will apply.And now you and your team pan for gold, sifting through them all in search of the few with the right qualifications. You select the best, interview them, and…
  • You hire your top choice.Congratulations! You just hired the best person for the job… or did you?Actually, you hired the best of those who happened to be looking for work when your job was posted…
  • And the reality is that only a pretty small portion of the workforce is looking at any time. These numbers are pretty consistent over time. About 20% of the workforce is doing what job seekers do: visiting job boards, visiting career sites, responding to posted openings etc. The rest aren’t doing any of these things because they are busy being great at their current job. And if it’s 20% or so of the total workforce that are doing what job seekers are doing, how many of these folks do you think are actively looking?The unemployment rate is extremely low for in-demand skills like engineering, financial services and many more fields. If you focus on active job seekers in these areas you’re targeting a tiny percentage of those with the needed skills and experience.
  • Or put another way… if you were to post a software development role and state that applicants should be a graduate of a top school like Stanford, Berkeley or MIT, and they should currently work for a leading employer like Apple, Google or Microsoft, how many qualified applications do you think you’d get?Maybe one or two? Maybe none? The fact is that more that 4000 people in the US meet those extremely stringent requirements and they’re all easily findable on LinkedIn. They are certainly out there, but they aren’t going to job boards or your career site.
  • Taking a look back in time, labor needs were a lot different from what they are today. A hundred years ago the vast majority of workers provided strong backs, easily learnable skills, and not a whole lot more. Think factories, farming, road and railway construction, textiles and the like.There were a small number of people at the top of the organization who developed the strategy, while the vast majority of the people did what they were told. At the top, the difference between an average person and a superstar made a huge difference. A brilliant leader could be the difference between success and failure; between huge profits and huge losses. But for most of the people in the organization, competence was adequate. There really wasn’t much of an opportunity to be a superstar factory worker or ditch digger. Perhaps a smarter, stronger, more motivated person would be a bit more valuable to the company, but not by much. Certainly nothing like the performance differences ay the top of the pyramid. Not even close.
  • It’s a whole different world now, isn’t it? That line has moved WAY down the pyramid.In most workplaces today a much larger portion of the employees make a contribution that goes well beyond basic labor inputs. Far more people now participate in the success of the organization in such a way that there is a very large difference between adequate and excellent. In some companies it’s every single person. The traditional approach to “help wanted” recruiting just doesn’t cut it anymore. Fishing the small pond of active job seekers is not the way to hire the best, it’s the way to fill seats, and that’s just not good enough in today’s super-competitive economy.
  • The fact is that not all roles are equal, and as a result not all recruiting challenges are equal.
  • LinkedIn is a very deep, very wide, and extremely rich talent pool. Done right, the fishing here is amazing!
  • The growth in LinkedIn’s membership continues to accelerate, now topping 1 million new members each week. LinkedIn has become, far and away, the professional network of record in dozens and dozens of countries.The US, India, Brazil, the UK, and Canada top the list in terms of member numbers, but LinkedIn is now more than ever a truly global network.** Add specific mention of membership numbers in a few countries most relevant to the audience **
  • ¿Y qué están haciendo todas esas personas en LinkedIn? Obviamente no todas están buscando trabajo. De hecho, la gran mayoría están contentos con su trabajo.El valor que aportamos a nuestros miembros es triple: Identidad: Nos encargamos de guardar su perfil profesional y de mantenerles conectados a otros profesionales.Conocimientos: Les proporcionamos conocimientos profesionales y empresariales para que mejoren en su trabajo. LinkedIn se está convirtiendo rápidamente en una potente plataforma de publicación profesional, donde muchos de los pensadores y empresarios más importantes comparten sus conocimientos con los demás. Richard Branson tiene casi un millón y medio de seguidores, quienes pueden leer sus extensas publicaciones y artículos. Cientos de referentes en nuestro programa de miembros influyentes están consiguiendo rápidamente gran cantidad de seguidores, y eso que se trata de una función lanzada hace sólo unos meses. En cualquier lugar: Trabajamos allá donde vosotros trabajéis. Más de un cuarto de nuestro tráfico procede de dispositivos móviles, y esa proporción va en aumento. Los profesionales utilizan LinkedIn para acelerar su camino al éxito ya sea en la oficina, de viaje, en casa o cualquier otro lugar de trabajo.Así se consigue que nuestros miembros sigan con nosotros todos los días.
  • Today’s professionals are on LinkedIn, and while most of them are not actively looking for a new job, they will entertain a conversation if approached in the right way.
  • The question is, do you want to fish like this…
  • … or like this?I think we all know who’s going to bring in the best catch.
  • Just as deep sea fishing is very different from dropping a net in the old fishing hole, attracting and engaging passive talent is very different from job board hiring.Time spent posting jobs and screening applicants goes down. Time spent developing and projecting an authentic employer brand, and building relationships increases. It isn’t necessarily a net increase or decrease in time spent. It is, however, a fundamental reallocation of time. It’s time spent on higher value activities that elevate the strategic importance of recruitment within the organization and lead to better business outcomes.
  • In order to realign your recruiting activities, you need to embrace a number of fundamental changes taking place in talent acquisition today. The new mindsets these changes call for lay the foundation for passive talent recruitment success.
  • At LinkedIn we have the tremendous pleasure of working with thousands of companies around the world, of every size and every imaginable industry. We also have incredible data on who is attracting what talent, and how.As a result, we’re able to put together a really clear picture of what it takes to become really good at passive talent acquisition. It really boils down to six key areas.The first is a very clear understanding that passive talent is not interested in job descriptions. They already have jobs. Often, great jobs! They’re busy being excellent at what they do and they aren’t looking for a new job. As a result of this simple fact, everything you do has to be different from what you’ve been doing with active job seekers.They don’t want a lateral move, but they will likely consider a genuine career opportunity; an opportunity to fundamentally improve the trajectory of their career.
  • Don’t think this means that it always has to be about a more senior title or a bigger paycheck. That might be the case, but those aren’t the only things that motivate career change. Generally they aren’t even at the top of the list.Enticing opportunities to change the trajectory of a career come in many different forms, depending on the individual and what they value.Developing a clear employee value proposition and engaging top talent in a conversation about their intrinsic motivations enables you to find that powerful match. The right person for the right opportunity. When the fit is there it’s an exciting opportunity for the company and for the individual.
  • A lot of recruiters initially struggle with passive talent recruitment because they don’t reflect on how different active candidates are from passive candidates.Active candidates are ready to go. They visit job boards. They visit career sites. They eagerly read and apply to job postings. They’ve got an up to date resume ready to send.Think for a moment about how fundamentally different a passive candidate is…They don’t visit job boards or career sites, so your current opportunities are completely invisible to them.They don’t have a current resume and they are very unlikely to spend a couple of hours pulling one together for you unless you have really excited them about an opportunity that really appeals to them.There’s also no point in emailing them a typical job description. They’re very unlikely to read it. Why would they? They aren’t looking for a job.The bar to engage a passive candidate is much higher. You need to lead with a conversation. You need to learn about them, about what they like and dislike in their current role, and what sort of opportunity it would take to motivate them to consider a move.
  • While traditional recruiting focuses on what a candidate HAS, in terms of education, experience, title, skills etc, passive talent recruiting focuses on what a person will DO and what they will have the opportunity to BECOME in a new role. If you are insistent on hiring someone who has already done everything in the job description, then you’re offering a lateral move and that’s not going to be of interest to someone who is successfully employed elsewhere.“Build a sales team in a new market and become a leader in the organization”… “Play a key role in developing the next generation of mobile”… “Become an authority on the needs of our customers”… those are the sorts of things that may grab the attention of a passive candidate and provide an opportunity to begin a conversation.It really does have to be a conversation. The old model of “here’s a job description, apply if you are interested and qualified” will not get you very far with folks who are already successfully and happily employed. It’s a simple point, but it’s really at the heart of the matter, and a lot of recruiters just aren’t approaching things with that mindset.Be ready to asses people, at least initially, on their LinkedIn profile. If a recruiter approached me and asked for my resume early in the conversation, I’ve got a choice to make: spend two hours updating my resume tonight or spend that time with my kids, and I’m going to choose my kids every time. Unless I’m already warmed up, already engaged in a conversation and feeling that there’s a real alignment with your organization, you’re going to lose me the minute you tell me I have to send you a resume. There’s no need for it at this point. Between reviewing my LinkedIn profile and talking on the phone we can pretty easily determine if there’s a potential fit here, and if there’s something we’re both interested in taking further, a resume can follow in time.Another way in which passive talent recruitment requires a whole new mindset is a willing ness to play the long game. Move past an exclusive focus on the roles you have to fill today and think about the sort of talent you will need to hire tomorrow. Start building relationships with top talent even if you don’t have a role for them right away… or if they aren’t ready for a move today. Those organizations that build a pipeline of talent for future opportunities are creating something of tremendous value.
  • The second key mindset necessary to really excel at passive talent recruiting is an understanding that today’s recruiting is a lot like marketing.
  • How many of you have bought a pair of Nike shoes in the past few years? How much of that purchase decision was made before you arrived at the store? For some people, the answer would be 100%. It was just a matter of going into the store to make the transaction.For many people, the decision wasn’t entirely made in advance, but it certainly wasn’t all made in the store either. They went in with a lot of information already in their minds. Nike’s reputation as a sport shoe innovator, their association with leading athletes in numerous sports, their universally known logo and its associated rallying cry “Just Do It”. All this moves people toward selecting Nike before they reach the store and influences their perceptions when they begin to compare. All things being equal, they are probably more likely to purchase Nike than a similar shoe from a lesser known manufacturer. It’s no different with the many other consumer purchases you make. Brand moves you toward certain cars, electronics, and countless other products well before you make the ultimate purchase.Car makers have massive advertising budgets because they know you aren’t going to test drive the dozens of cars in your price range. You’re going to be heavily drawn toward the brands you identify with, and if they don’t build a brand relationship with you, you’re never going to set foot inside one of their dealerships.
  • So… consumer purchase decisions are substantially made in advance… Business purchase decisions are substantially made in advance…Do you think people treat career decisions any less seriously?If you want to hire the best, you’ve got to get out in front of this too. You’ve got to educate and inspire the talent marketplace about your organization and what makes you different from your competitors.You’ve got to think and act like a marketer. If you don’t do this and your competitors do, who’s going to be talking to the best and the brightest? Back to our car discussion, you might make the best best car in the world but if people don’t know you and don’t bond with your brand, very few shoppers are going to step into your dealership.
  • Just likemarketers strive to build desirable brands - brands that buyers flock to purchase - those of us in the talent acquisition world must strive to make our organizations In-Demand Employers.Jobs aren’t enough. Even great jobs aren’t enough. Top talent demands more.
  • A big McKinsey study reinforces something that makes a lot of intuitive sense… people want meaningful work. They want their efforts to matter. They want to be a part of something; build something; change something; make a difference. The specifics of that meaning are going to differ a lot from person to person, but the need to MATTER is pretty universal don’t you think?
  • El personal ha de estar siempre comprometido, y eso se consigue inculcando un sentimiento de orgullo. Orgullo por quienes sois, orgullo por lo que hacéis, y por lo que significa formar parte de vuestra empresa.
  • Así que, ¿cuál es VUESTRA imagen de talento? ¿Podéis contestar de formar simple y clara? A mucha gente le resulta una pregunta difícil, pero hay que encontrar respuesta si se quiere progresar en un mercado de talento tan competitivo como el actual.The third reason why understanding millennials is important is because it focuses you on the meaning of the work your organization does, and that’s at the heart of an authentic talent brand.Can you clearly enunciate what your organization stands for? How you are different from your competitors? What it means to work for your company?Most companies aren’t going to change the world, but getting to the heart of what you stand for is vital to building and projecting a powerful, authentic talent brand that will enable you to attract, engage, and hire those people who share similar values and motivations.The third reason why understanding millennials is important is because it focuses you on the meaning of the work your organization does, and that’s at the heart of an authentic talent brand.Can you clearly enunciate what your organization stands for? How you are different from your competitors? What it means to work for your company?Most companies aren’t going to change the world, but getting to the heart of what you stand for is vital to building and projecting a powerful, authentic talent brand that will enable you to attract, engage, and hire those people who share similar values and motivations.
  • That’s thinking like a marketer.Who do you want to attract (and who do you not want to attract)?What do they value (and what do they reject)?How are their needs and motivations aligned with what you stand for?How can you find them, engage them, and ultimately bring them on board?Every organization; every recruiter, increasingly needs to think like a marketer because marketing is at the heart of today’s war for top talent.
  • Our surveys of talent acquisition leaders show that they get it. They understand the power of brand. 83% say that employer brand has a significant impact on their ability to attract great talent. That’s huge.
  • This importance is reflected in spending. Even in a time of budget constraints, when many recruitment leaders are being challenged to do more with less, they certainly aren’t cutting spending in this area. More than half are increasing spend on brand, and most of the rest are at least maintaining spending levels.
  • The core attributes of a powerful, authentic talent brand are no different from what underpins a strong consumer brand.You have to be relevant to your target market… to the right people… to the talent you need to engage.You have to be consistent. If you are forever reinventing yourself, you are very unlikely to resonate. Remember, a brand isn’t a logo or a slogan, it’s the real experience, the real meaning, of working for your company.Your talent brand has to be credible. If you’re not delivering on the promise, not walking the walk every day with your employees, that credibility gap is going to become a big problem.Your talent brand has to inspire. Inspire top talent to join. Inspire top talent to stay. Inspire top talent to achieve the best possible results every day.And your talent brand also has to be unique. Not unique in the sense of being the only company in the world to think the way you do or do what you do, but differentiated amongst the completive set you recruit against. You know who you’re up against. What’s your unique value proposition?
  • Pulling all this together to become a true employer of choice is what sets the best apart from the rest.This is thinking like a marketer.And the payoff is no different from the payoff Nike achieves… the right people being well along the road to wanting what you have to offer even before you first talk to them.
  • Marketers create demand and build the foundation. Sales people take it the rest of the way through to the close.The third key to passive talent recruiting excellence is understanding that recruiting is a lot like sales.
  • Sales people don’t wait for a product to roll off the assembly line then go out and try to sell it. They’re always selling. Great recruiters aren’t waiting for reqs to open, they’re always recruiting top talent. They’re anticipating the needs of the organization. They’re at the table with their business partners, understanding where the business is going and what the talent needs are going to be.They’re building a pipeline of top performers for future growth, and to mitigate the risk of losing key people. If you lost a mission critical employee today, are you already engaged with the sort of people who could step in and fill those shoes?Great recruiters sleep very well at night because they know they’re well ahead of the plan and prepared for the unexpected.
  • ** read slide **
  • “Recruiting is sales” has a lot of implications.It’s the mindset of the individual recruiter, be they part of a larger recruiting team or a team of one. A recruiter who thinks and acts like a sales professional. A recruiter who sells opportunities to top talent.It’s the structure of the recruiting function; the talent acquisition team regardless of size. Increasingly we’re seeing more and more companies structure and measure their recruiting teams like sales teams. And its also part of the culture of the entire organization. A true focus on attracting top talent goes beyond the recruiting function; beyond the HR function. Executive support… hiring manager support… engaging every employee as a talent brand ambassador… Great things happen when the entire organization understands that the talent you hire today is the DNA of tomorrow’s success, and everyone has a stake in ensuring that success.
  • For many, the focus is the funnel. Fresh opportunities go in the top of the funnel and progress through toward an eventual sale. A keen understanding of funnel analytics enables the organization to look well into the future to ensure they are laying the foundation today for sales tomorrow. Perhaps they know, based on historical data, that they need 22 qualified prospects in order to identify 10 with real need, willingness to engage, and budget to act. They know that engaging those 10 will result in issuing five proposals and, ultimately, one sale.If that’s the nature of their funnel, then it’s pretty straightforward to work backwards from the number of sales they need to make and determine how many qualified prospects need to enter the funnel each month.They also know that weakness at the top of the funnel today will mean insufficient sales a few weeks or months down the line. They even know when because they understand the length of their average sales cycle.
  • The recruiting funnel is no different.Sales minded recruiters and recruiting teams identify the top talent in relevant fields. That’s the top of the funnel.They then set out to engage them, whether they are looking for work or not. Remember, sales people don’t start by wondering if someone is “looking to buy”. Why should recruiters start with wondering if someone is “looking to make a move”? If a product or service meets important needs and is aligned with important values a sale is always a possibility.Sales-minded recruiting is no different. Most people are open to a conversation about their favorite topic… themselves! Once you get them talking it’s a matter of understanding their values and motivations, understanding what is and isn’t working for them in their current role, and what it would take for them to consider a move. Together, you determine if there might be a fit with your organization.A full funnel is a powerful resource, enabling the company to grow, to quickly respond to opportunities, and to fill critical roles quickly and with high caliber talent.
  • The focus on building a funnel of qualified prospects is the same, regardless of organization size.
  • Alright… so let’s review where we’re at:We’re clear that passive talent doesn’t respond like active job seekers do. The bar is higher. It’s about career opportunities not job descriptions. It’s about a much more collaborative approach to presenting an authentic value proposition. It’s about looking for genuine, mutually desirable fit.We’ve talked about how recruiting is increasingly about marketing. About brand building. About becoming an employer of choice.We’ve talked about how recruiting is increasing about sales. About prospecting. About engaging. About building a talent funnel to secure success for a long time to come.With these crucial mindsets in place, it’s time to recognize and leverage the talent acquisition power of everyone in your organization. It’s hard to overstate what a difference this can make.
  • Do you know what this is? It’s an InMap. A visual representation of one individual’s network on LinkedIn. You’re at the center of your InMap and all of your first degree connections are represented by a dot, color coded based on how you know them. You can make your own if you go to www.linkedinlabs.com. It’s pretty amazing to see your network laid out before your eyes like that.I guarantee you that if you employ engineers, there are a lot of other engineers in their networks. If you employ sales people, there are a lot of other sales people in their networks. One can hardly progress through their career without meeting and forming relationships with others in similar fields and with similar interests.That fact, together with the fact that the number one activity on LinkedIn is viewing the profiles of your first degree connections (those in your network) creates a very powerful dynamic. Not only are a LOT of people viewing your employees’ profiles, they are very often people with the same sorts of skills and experience that you want to hire!When your employees have robust LinkedIn profiles, full of passion for what they do and pride in who they do it with, they aren’t just making themselves look good… they’re making the entire organization look good! Remember, people want meaning… they want engagement… they want their work to matter, and where better than at a company filled with passionate, engaged coworkers and leaders!
  • Un paso muy importante es asegurarse de que vosotros y vuestro equipo central tengáis un buen perfil.Tenéis que atraer y motivar a los candidatos, y servir de ejemplo para el resto de miembros de la empresa.Una fotografía personal; un título que vaya más allá del cargo y que conecte con el público; un resumen sugerente que atrape a quien lo lea.Recordad: vuestro perfil no es un currículum. Es vuestra imagen corporativa. Se trata de una imagen enfocada al lector de lo que sois, lo que hace vuestra empresa y lo que debería importar al público (en vuestro caso, a los posibles candidatos). Tened eso en cuenta, y veréis que crear un perfil es fácil.
  • Next, roll it out, in particular across your recruiting team, your hiring managers, and your executives. This can be as simple as a working lunch session or, depending on the scale of your organization, may require a more organized approach. They payoff is huge.Put yourself in the shoes of a passive candidate with just a little bit of interest in your company. Perhaps she’s seen a recruitment add or been contacted by someone on your team. What’s she likely to do? Pretty quickly she’s likely to take a look at the profile of the recruiter for this role. Who is this person and what are they all about? She’s going to look for the company leadership. She’s going to try and figure out who the hiring manager is and take a look at him or her. Perhaps a sampling of other people at the company. What sort of people would she be working with? How engaged do they seem in what they are doing? Does this look like an environment she can get excited about?Those companies that get this part right; that get everyone - or at a minimum their recruiters, hiring managers, and executives - up to speed with robust, compelling profiles give themselves an immediate advantage in engaging top quality passive talent.
  • Remember, you’re not dealing with a typical job seeker here. You’re dealing with someone who already has a job… maybe a great job… and you’re just trying to warm them up a bit. Take them from a place of no interest and warm them up as they learn more about your company, your culture, your people, and the career opportunities that just might be a fit for her.Every step in this warming process is important. Don’t underestimate the impact that every member of your organization can have when they act as authentic, enthusiastic ambassadors.
  • The next thing to think about is data.Data changes conversations. Data changes minds. Data changes strategies and business models. Those organizations, and those individuals, that come armed with data tend to fare much better than those who do not.It’s no different in today’s recruiting world…
  • Have you ever been asked to find a purple squirrel? A seemingly impossible hire?The hiring manager says the right person for this role absolutely, positively must have a laundry list of qualifications that you know are going to be extremely difficult, if not impossible, to deliver on.It could be the multi-lingual Ivy League grad with 10 years of experience in particular key roles at particular top tier companies. You get the idea.Often, these conversations go pretty poorly, as does what follows. You end up frustrated with each other, lots of time ticks away, and there’s a lack of clarity about what the problem really is and what to do about it.Data can make this conversation entirely different.
  • What’s the best approach when reaching out to passive talent or writing a job posting? A detailed message? A quick attention grabber? Some though-provoking questions about their career and their future? Test and find out.If you manage a team of recruiters, it’s inevitable that some will do aspects of the job better than others. Measure and challenge top performers to teach their peers. Sun Life Financial, a large financial services firm headquartered in Canada does a great job of this. The recruiters who are best at searching out scarce talent teach others. Those best at engaging passive candidates teach others. It’s a continuous process of measurement, sharing best practices, and team-wide improvement.Having the data at your fingertips is also vital for communicating success throughout the organization. Making a clear ROI case for the executive team. Proving your impact to hiring managers. Demonstrating the power of engaging every employee as an ambassador…That’s the power of data.Recruiting is an art, but you can use science to bring out the best in your artists.
  • What all of this is building toward is a fundamental elevation of the recruitment function. A progression over time from service provider to strategic partner. From order taker to leader. From cost center to business driver.
  • At one time or another, pretty much every organization was here: let’s call it “Traditional recruiting”. Reactive req filling. Starting from zero for each new hire. Posting and praying, and outsourcing to agencies when that isn’t meeting your needs. Generally speaking this is inefficient, produces suboptimal results in terms of time to hire and quality of hire, and can be very expensive. Many companies have told us that budget for job boards and agencies was dispersed across various lines of business and various hiring managers, and when they eventually tallied it all up it was much more than they realized.As organizations begin to develop toward a more strategic approach to talent acquisition, they start to do a number of things differently. While posting and praying continues to be part of the picture, they start to shift at least part of their efforts toward sourcing passive talent in vital areas of the business. While still largely reactive, they begin to utilize social media to build awareness and push opportunities out to a wider network and they begin to see the benefits of doing so. They also define their employer value proposition and are generally able to enunciate who is best suited for their organization and why.Moving further up the strategic staircase, things are a whole lot different from what they once were. Strong internal sourcing capabilities have been established and are recognized throughout the organization. The talent acquisition team (or person as may be the case in a small company) is a trusted advisor to the business leaders and the natural go-to for the vast majority of hiring needs, even for tough to fill roles. No longer can the approach be classified as reactive, as there is a concerted, ongoing effort to engage key talent in critical areas and keep them warm for future openings. Employees across the organization understand their role in attracting top talent, and they think and act as talent brand ambassadors. At this stage we also see data really coming into the picture and beginning to influence talent acquisition decision making.Many organizations won’t get past this point, but stop for a moment and reflect on how different this is from where they started. The top of the strategic ladder, where the best of the best are heading, looks something like this: Continuous pipelining of talent for numerous roles. Continuous multi-channel engagement of that talent to maintain and strengthen relationships. A powerful employer brand and genuine status as an employer of choice. And talent acquisition data an essential part of the strategic direction of the organization.
  • That’s true strategic leadership, and even if your company is miles away from that, understand where the function is heading. Understand where at least some of your competitors are heading. Things are changing quickly and embarking on this journey is of vital importance to the long-term competitive position of your company.
  • Where is your organization today?Where do you want to be?What steps are you taking to get there?
  • Embracing these six mindsets and operating differently as a result is vital when fishing the deep waters of the passive talent pool.
  • So, just like Bob from our film at the outset of today’s talk, we’re ready to fish the much deeper waters of the passive talent pond.And we’ve taken to heart the six fundamental mindsets needed to succeed.The final piece is the right tools.Rich waters and new mindsets alone aren’t enough if we aren’t armed with the tools we need to succeed.
  • Une media de 45 millones de perfiles son visitadosdiariamente , la población de Españaactualmente son 46 millones….Existen a día de hoy más de tresmillones de páginas de compañías. Hay máspáginas de compañías en LinkedIn quecoches en la ciudad de los Ángeles…FUN FACT: There are more Company Pages on LinkedIn than vehicles based in Los Angeles.
  • Resulta que ese cliente, al que hemos estado persiguiendo durante tres meses nos ha llamado, por supuesto, necesita cubrir una vacante con unos requisitos muy específicos, y la necesita cubrir con urgencia
  • Es decir, tienes acceso al talento que en otras plataformas no vas a encontrar.
  • .
  • Each time Eric logs into LinkedIn, he sees relevant jobs targeted to his professional background.Through the “Jobs You May Be Interested In” module, your jobs automatically target members right on their homepages using LinkedIn’s matching algorithm. The majority of these members are passive candidates who will only be shown jobs relevant to them.
  • Any time a candidate visits your LinkedIn Career Page--either from one of your employees’ profiles or company search--they see jobs targeted specifically to them.They will learn what it’s like to work at your company and what your employment brand is all about through banners, videos, employee testimonials and more.Again, by putting more of your jobs on LinkedIn, you can provide a relevant experience to the broad range of professionals who will be viewing the page. Limiting your jobs misses opportunities to reach those types of candidates when they come to your page.
  • To get the full power of the LinkedIn jobs network, you should put all of your professional jobs on LinkedIn.Every day, thousands of candidates are visiting:- Employee profiles- LinkedIn homepage- Company pages- GroupsAnd moreThe roles that you put on LinkedIn will be able to touch relevant professionals at all of these places. (example, Sales in slide)For roles that you don’t post to LinkedIn (e.g., Marketing, Finance), you’re missing all of these opportunities to reach quality candidates that are visiting all these places on LinkedIn. (They’ll see competing jobs on their homepages, they will not find relevant jobs for them on your LinkedIn career page, forwarded jobs won’t reach them, etc).
  • Ahora sí, ya tenemos una buena short list de candidatos
  • Y además la tenemos en un tiempo récord, una preselección de candidatos podemos tenerla en unas horas, y la lista definitiva a presentar, en una semana.
  • Empieza presentándote y explicando que eras una empleada feliz en otra empresa y no necesariamente estabas en búsqueda activa de empleo.
  • … pero un día recibes una de las notificaciones periódicas de LinkedIn con empleos que te pueden interesar y sientes curiosidad por uno que encaja muy bien con tu role, en este caso en Softonic, empresa de la cual lo único que sabias es que se puede utilizar para descargar software.
  • Cuando hiciste click en la oferta, viste una descripción que captó tu atención, pero no aplicaste inmediatamente, sino que te interesaste más por la empresa y por la persona que anunciaba el empleo.
  • Cuando hiciste click en Softonic, te llevó al Career Page de Softonic, donde explicaba porqué es interesante trabajar aquí, te dio una noción totalmente diferente de lo que Softonic es, viste un vídeo con el que te pudiste identificar…. Y decidiste hacerte follower para estar al corriente de lo que Softonic está haciendo.
  • Como follower, recibiste actualizaciones sobre la compañía, así como ofertas de empleo…. Y finalmente, diste el paso y proactivamente decidiste ver a a quien conocías en Softonic para interesarte por una de las vacantes.
  • (Eva por favor si tienes un pantallazo más nítido que este para “personas que conoces en Softonic, por favor cambialo) Uno de tus contactos te puso en contacto con la persona que llevaba el proceso y después de un proceso sumamente profesional y un trato excelente…..
  • Aquí estás, nueva RecruitmentResearcher en Softonic!!!
  • Barcelona may14 v2

    1. 1. Marketing Solutions
    2. 2. TRANSFORMANDO LA GESTIÓN DEL TALENTO
    3. 3. 3
    4. 4. Agenda • 9.30am: Registro • 10.00am: Introducción • 10.15am: La Transformación del mundo del Talento • 11.00am: Break • 11.30am: Caso de Éxito: Softonic • 12.00am: El día a día de un Candidato Pasivo • 12.15am: Conclusiones y Q&A • 12.30am: Cocktail y Networking
    5. 5. 5 @farbiol
    6. 6. Pescar en un estanque mayor1 Pensar diferente 2 Mejores Herramientas3
    7. 7. Conectando con el MEJOR talento, no sólo candidatos en búsqueda activa de empleo 11 20% Semi-activos & activos 80% Pasivos & Súper-Pasivos
    8. 8. 400+ En LinkedIn en España
    9. 9. Son iguales ROLES No todos RETOS DE RECLUTAMIENTO
    10. 10. Monthly uniques Source: Comscore LinkedIn: Una enorme fuente de TALENTO 17 92M+ USA & Canada 15M+ Brazil 74M+ Europe, Middle East & Africa 46M+ Asia Pacific 300M+ Miembros en el Mundo 1M Nuevos Miembros/Semana
    11. 11. ©2013 LinkedIn Corporation. All Rights Reserved.
    12. 12. Cada vez más importante en la vida del Profesional 19 ! ! !!
    13. 13. Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013 Hace dos años Hoy Dendro de dos años Screening/ entrevistando candidatos Anunciando Ofertas Pipelining talent Employer branding Social recruiting 24% 22% 19% 16% 10% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12% ¿A qué dedicas tu tiempo? 22
    14. 14. NUEVA MENTALIDAD Para los reclutadores de HOY
    15. 15. 1 2 3 4 5 6 1 Career Opportunities NOT Job Descriptions
    16. 16. Careers are a lot like shoes Preferences differ, and fit is extremely important
    17. 17. Un target diferente… 26 Candidatos Activos • Visitan los portales de empleo • Escuchan ofertas • Responden rápidamente • Buscan información • No tienen un CV actualizado • Es posible que escuchen ofertas • No responden a "enviar CV ahora" • Les cuesta más responder Candidatos Pasivos
    18. 18. …Requiere una aproximación diferente 27
    19. 19. 3 4 5 6 2 Recruiting IS Marketing 1 Career Opportunities NOT Job Descriptions
    20. 20. 29 Los mejores reclutadores del mundo piensan sobre empleos de la misma manera que Marketing piensa sobre productos Las marcas fuertes influencian la decisión de compra del consumidor mucho antes de que éste vaya a la tienda.
    21. 21. ¿Crees que los profesionales tomarán DECISIONES SOBRE SUS CARRERAS Menos seriamente?
    22. 22. Empleadores más demandados 2014 No se trata sólo de refrescos gratis y mesas de ping pong
    23. 23. 32 Source: http://www.mckinsey.com/insights/leading_in_the_21st_century/how_leaders_kill_meaning_at_work
    24. 24. ©2013 LinkedIn Corporation. All Rights Reserved.
    25. 25. ©2013 LinkedIn Corporation. Todos los derechos reservados.
    26. 26. Independientemente del tamaño de la compañía, cada reclutador debería pensar como un profesional del Marketing 35
    27. 27. Los líderes en talento saben que la marca cuenta 36 83% Dicen que una marca empleadora fuerte tiene un gran impacto a la hora de reclutar al mejor talento
    28. 28. La inversión en Employer brand sigue creciendo 37 51 40 9 Invierte Lo mismo Invierte Menos Invierte Más “¿Ha invertido más, menos o lo mismo en Employer Brand en el último año?”
    29. 29. Una marca de talento fuerte tiene… 38
    30. 30. CulturaAutenticidad Dialogo Consistencia AtracciónConocimiento Empleador Referencia
    31. 31. Recruiting IS Sales 4 5 6 3 1 Career Opportunities NOT Job Descriptions 2 Recruiting IS Marketing
    32. 32. great RECRUITERS are always recruiting great SALES PEOPLE are always selling
    33. 33. Los grandes reclutadores hacen lo mismo! Vendedores…
    34. 34. Mentalidad Estructura Cultura 43 Como vendedor Team Individual Organización
    35. 35. El sales funnel 44 VENTA! Prospects Cualificados Propuestas Económicas Solution Overviews
    36. 36. El recruiting funnel NO es diferente 45 Contratos! Perfiles Cualificados Entrevistas Respuestas Interesados
    37. 37. Independientemente del tamaño de la empresa 46 Contratos! Perfiles Cualificados Entrevistas Respuestas Interesados
    38. 38. 5 6 4 1 Career Opportunities NOT Job Descriptions 2 Recruiting IS Marketing Every Employee IS An Ambassador Recruiting IS Sales3
    39. 39. YO Cada empleado un imán 48 Cada perfil visitado UNA OPORTUNIDAD
    40. 40. ©2013 LinkedIn Corporation. All Rights Reserved.
    41. 41. Difúndelo
    42. 42. Calentando al talento pasivo 51 Alto Muy Alto Extremo Moderado Bajo
    43. 43. 6 5 1 Career Opportunities NOT Job Descriptions 2 Recruiting IS Marketing Harness the POWER of Data Recruiting IS Sales3 4 Every employee IS an ambassador
    44. 44. ¿Quieren tus hiring managers que encuetres a este especímen? 53 ¿Utilizas datos para hacer tu conversación más productiva?
    45. 45. Si lo mides, puedes gestionarlo Selección es un arte, pero tu puedes utilizar la ciencia para conseguir lo mejor de tus artistas 54 Test different approaches when reaching out to passive talent Communicate Success throughout the organization Share best practices with your peers
    46. 46. 6 1 Career Opportunities NOT Job Descriptions 2 Recruiting IS Marketing Be STRATEGIC Recruiting IS Sales3 4 Every employee IS an ambassador 5 Harness the POWER of data
    47. 47. Elevando la función del reclutador 56 Strategic Continuous pipelining Continuous multi- channel engagement Powerful talent brand Employer of choice Talent data guides business strategy True strategic leadership Developing Early shift toward passive talent Some social recruiting Building awareness Defined employer value proposition Traditional Post and pray Agency reliance Reactive Start from zero Foundational Strong sourcing capabilities Targeted engagement Employees as talent brand ambassadors Success metrics
    48. 48. Elevando la función del reclutador 57 Strategic Continuous pipelining Continuous multi- channel engagement Powerful talent brand Employer of choice Talent data guides business strategy True strategic leadership Developing Early shift toward passive talent Some social recruiting Building awareness Defined employer value proposition Traditional Post and pray Agency reliance Reactive Start from zero Foundational Strong sourcing capabilities Targeted engagement Employees as talent brand ambassadors Success metrics SourcingEngagingBrandingData
    49. 49. 58 Strategic Internal and external talent engagement Engage everywhere, including mobile World class marketing of talent brand Talent data guides business strategy True strategic leadership Developing Early emphasis on passive talent Job board and social recruiting Defined employer value proposition Traditional Agency reliance, reactive Post-and-pray Foundational Sourcing excellence, team-wide pipelining Targeted engagement Employees as talent brand ambassadors Success metrics SourcingJobsBrandMetrics ¿Dónde está tu compañía hoy? ¿Dónde quieres estar?
    50. 50. 1 Career Opportunities NOT Job Descriptions 2 3 4 5 Recruiting IS Marketing Recruiting IS Sales Every employee IS an ambassador Harness the POWER of data 6 Be STRATEGIC 6 Steps to Passive Talent Recruiting Excellence
    51. 51. Better Tools
    52. 52. 61 @africamv
    53. 53. 300MUsuarios
    54. 54. 3.5MPerfiles de compañía activos
    55. 55. 300KPuestos
    56. 56. ¿Cuáles son los retos diarios a los que como Recursos humanos nos enfrentamos?
    57. 57. 1. Selección/búsqueda de candidatos muy cualificados 50% 44% 2. Mejora de la calidad del proceso de selección 26% 30% 4. Mejora de las técnicas de búsqueda de candidatos 24% 18% 4. Imagen corporativa 19% 25% 5. Gestión de una base de datos de candidatos 15% 25% Lo más importante para los responsables de selección en 2013 Los expertos en selección se centran en mejorar lo básico: búsqueda, gestión y contratación de los candidatos más cualificados «Piensa en las prioridades de adquisición de talento de tu empresa para 2013. ¿Cuáles de estos aspectos te parecen de mayor y de menor relevancia para tu empresa?» Las 5 prioridades 2013
    58. 58. Porque todos buscamos EL MEJOR CANDIDATO…
    59. 59. ¿Y cuál es la estrategia que está tomando fuerza en todos los sectores en España? «¿Cuáles consideras que son las tres tendencias más importantes y duraderas en la contratación de cargos profesionales?» Uso de las redes sociales y profesionales 59% 39% Mejora de la imagen corporativa 31% 33% Formación a técnicos y responsables de selección 20% 16% Fomento de los programas de recomendaciones 18% 21% Uso de la tecnología CRM para la gestión de candidatos 18% 9% Identificación de formas de buscar candidatos pasivos 16% 27% Optimización de tu sitio web de empleo 12% 15% Entrevistas por vídeo 12% 7% Uso de la tecnología móvil para seleccionar personal 12% 7% Optimización de motores de búsqueda para anuncios de empleo 12% 6% Las 10 principales tendencias a largo plazo
    60. 60. El reclutamiento 2.0 ya no es un rumor o un tendencia…
    61. 61. Cómo los profesionales interactúan con tu marca como empleador Tráfico orgánico – Llamadas, InMails, Emails, reuniones Tus empleados son visitados por estos profesionales Investigan sobre tu compañía Incluso puede que ya sean seguidores
    62. 62. Cómo los profesionales interactúan con tu marca como empleador - ¿Cómo aprovechar esta situación? Licencia Recruiter Empleos Página de carreras
    63. 63. ©2012 LinkedIn Corporation. All Rights Reserved. 77 Welcome to the democrazy of LinkedIn! Con LinkedIn Recruiter tendrás acceso a toda la red de profesionales de LinkedIn
    64. 64. Incluso los Jobs se encargan de buscar el mejor talento Es la primera vez que candidatos pasivos aplican su candidatura LinkedIn Confidential ©2013 All Rights Reserved 88
    65. 65. Y DE HECHO, ESTE ES UN TRABAJO UN TANTO DURO… LinkedIn Confidential ©2013 All Rights Reserved 89
    66. 66. DEJEMOS QUE LOS JOB SLOTS HAGAN EL HEADHUNTING POR TI… ©2012 LinkedIn Corporation. All Rights Reserved. 90
    67. 67. RIGHT JOB, RIGHT CANDIDATE, RIGHT PLACE 91
    68. 68. Jobs You May Be Interested In See more » Account Executive xyzCo – Sunnyvale, CA x Sr. Account Executive Amazon.com – Seattle, WA x Sales Manager NetApp – San Jose, CA x beta aparecerán en su pantalla de inicio de LinkedIn Eric Robertson Account Executive, ACME systems San Francisco Bay Area | Software
    69. 69. También cuando visiten vuestra página de carreras, verán los Jobs que son relevantes para ellos 93 xyzCo xyzCo xyzCo xyzCo Eric Robertson Account Executive, ACME systems San Francisco Bay Area | Computer Software
    70. 70. ©2012 LinkedIn Corporation. All Rights Reserved. 94 Además los recibirán en su Inbox
    71. 71. Jobs you maybe interested in Director of Sales xyzCo – Apply Now Sr. Sales Director Gap Inc. – Apply Now Jobs you maybe interested in Finance Manager Microsoft – Apply Now Financial Analyst Bank of America – Apply Now Jobs you maybe interested in Marketing Associate yelp – Apply Now Marketing Manager Amazon – Apply Now Eligiendo automáticamente la audiencia deseada 95 Finance AnalystMarketing AssociateDirector of Sales
    72. 72. EL 40% DE TODO EL TRÁFICO EN LINKEDIN PROVIENE DE PLATAFORMAS MÓVILES
    73. 73. ¡Un momento!
    74. 74. otras cuestiones como formación, compensación, seguíamos con nuestras entrevistas, LinkedIn Recruiter ha seguido trabajando….
    75. 75. 116
    76. 76. 117 @farbiol
    77. 77. The Passive Candidate Journey Eva Cantero, new employee at SOFTONIC!
    78. 78. 119 @farbiol
    79. 79. 120
    80. 80. 121
    81. 81. 122
    82. 82. 123
    83. 83. 124
    84. 84. 125

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