1. #TMwebinar
Speakers: Larry Jacobson
Director of Global Technology Talent Acquisition
Vistaprint
Kyle Lagunas
Talent Acquisition Analyst
Brandon Hall Group
Max Mihelich
Associate Editor
Talent Management magazine
The Role of Analytics In Talent Acquisition

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The Role of Analytics in
Talent Acquisition
Max Mihelich
Associate Editor
Talent Management magazine
mmihelich@humancapitalmedia.com

6. BIG DATA IS

7. According to a recent survey by the American
Productivity and Quality Center…
– 31 percent of companies use big data to track the best
recruiting sources
– 21 percent use it to benchmark their recruiting processes
– 18 use it to improve candidate experience
Common Uses of Big Data

8. • Coca-Cola Company
started using big data in
2008
• Developed strategy to
reduce turnover
• Visiting Nurses
Association uses big
data to figure out which
personality traits work
best for a position
Real Life Examples

9. • Social Media
• Mobile
Technology
• Applicant
Tracking
Systems
Where Does It All Come From?

10. •Conduct
research
•Talk with
your peers
Don’t Be Intimidated

11. • What
problems are
you trying to
solve?
Define Your Goals

12. • Start out with
a couple
pieces of data
Start Small

13. • Essential that
Big Data is
used in
decision
making
Embrace Change

14. • Establish
baseline
numbers
• Change up
strategy
• Review Data
again
Measure Your Results

15. • Data won’t be
100 percent
accurate
• Even a baseball
player who hits
.300 is an All-
Star
It’s an Art, Not a Science

16. • Big Data is proven to
offer recruiting
advantages
• Don’t be intimidated
by it. You’ll never
know how valuable
it is unless you try to
find out
The Round-Up

17. #TMwebinar
The Role of Analytics In
Talent Acquisition
Kyle Lagunas
Talent Acquisition Analyst
Brandon Hall Group
Kyle.lagunas@brandonhall.com
@KyleLagunas

18. #TMwebinar
What technology trends keep you up at night?
Category High or Very High
Interest in 2014
2014 Rank Change 2013 Rank
Social Media 51.3% 1 ↑ 2
Mobile Technology 50.0% 2 ↓ 1
Big Data/Analytics 43.6% 3 ↑ 5
Shortage of Talent 42.5% 4 −− 4
Economic Insecurity 32.1% 5 ↓ 3
Global Expansion 31.3% 6 −− 6

19. Changing Priorities in Hiring
61%
39%
38%
36%
30% 29%
21% 21%
0%
10%
20%
30%
40%
50%
60%
70%
Hire better
talent
Attract more
talent
Strengthen
employer
brand
Improve new
hire retention
Reduce time
to hire
Improve time
to proficiency
Reduce cost
per hire
Improve
candidate
experience
What are your organization's top three primary goals for talent acquisition?

20. • High-quality talent
expects high-quality
process
• Only 21% of
companies are more
than moderately
effective hiring
organizations
The Challenge in Hiring Better Talent
3%
18%
55%
17%
6%
How would you rate the overall
effectiveness of your organization's
talent acquisition efforts?
Extremely effective
Highly effective
Moderately
effective
Slightly effective
Not at all effective

21. 44%
39%
35%
30%
40%
Plan Source Assess Hire Onboarding
How would you rate your
organization’s effectiveness for
each of the five talent
acquisition phases?
Less than Effective
The Challenge in Hiring Better Talent
• Almost half ranked Plan
capabilities as less than
effective
• 1 in 3 organizations
ranked Hire capabilities as
less than effective.
• 61% of organizations are
taking at least four weeks
to hire a new employee.
• 21% are taking more than
eight weeks.

22. Shift in Focus: From Efficiency to Efficacy
77%
83%
70%
57%
64%
26%
Quality of hire Quality of
candidate sources
New hire
retention
Time to fill Time to
proficiency
Cost per hire
What Are the Most Important Metrics for High-Performing Organizations?
Quality of hire Quality of candidate sources New hire retention
Time to fill Time to proficiency Cost per hire

23. Advanced Analytics Quantifying Quality
• Lacking full-time data analyst, quantifying quality
measures is incredibly difficult
• Demand has steadily increased for tools to take heavy
lifting out of analytics.
• Recent explosion of options
– Ranging from Point Solutions to improved
measurement and tracking capabilities in Applicant
Tracking Systems.

24. • Improved Planning
– Spot gaps in succession
plan or potential talent
shortage
– Tie hiring plan to corporate
growth months in advance
• Improved Sourcing
– Scour social web for
indications of candidate
viability like culture fit and
influence
– Powerful keyword-based
search using associated
terms
New Use Cases for Advanced Analytics

25. • Improved Assessment
– Evaluate candidate
behaviors to identify high-
performers and high-
potentials
• Improved Hiring
– Continuously monitor
efficiency metrics, keeping
time-to-hire in check
• Improved Onboarding
– Use candidate assessment
data to tailor training and
onboarding
New Use Cases for Advanced Analytics

26. What Talent Acquisition Technology
Do You Have in Place?
17.7%
5.1%
4.6%
11.4%
13.7%2.9%
44.6%
ATS Only
ATS + Single integrated point
solution
ATS + Single unintegrated point
solution
ATS + Multiple integrated point
solutions
ATS + Multiple unintegrated point
solutions
Full talent acquisition suite
Assorted tools (Outlook, Excel,
etc)

27. What Talent Acquisition Technology
Do You Have in Place?
17.7%
5.1%
4.6%
11.4%
13.7%2.9%
44.6%
ATS Only
ATS + Single integrated point
solution
ATS + Single unintegrated point
solution
ATS + Multiple integrated point
solutions
ATS + Multiple unintegrated point
solutions
Full talent acquisition suite
Assorted tools (Outlook, Excel,
etc)

28. Modern Technology Supporting High-
Quality Talent Acquisition
0% 10% 20% 30% 40% 50% 60% 70%
Plan
Source
Assess
Hire
Onboarding
How Satisfied Are You with Your Talent Acquisition Technology?
MEOs
HPOs
LPOs

29. Summary: Lessons to Learn from HEOs
• Hiring better talent requires deploying better
process
• Talent analytics can be used to develop and
monitor better process
• Investment in more effective technology is
critical to success

30. Talent Acquisition Analytics
Presented by Larry Jacobson,
Director Global Technology Talent Acquisition

31. Company Confidential Vistaprint © 2013
Agenda
3/21/2014 31
• Context
o Who is Vistaprint?
• What is the problem we are
trying to solve?
• Why does it matter?
• Challenges
• Metrics
• Solution
• Impact
• Questions

32. Company Confidential Vistaprint © 2013
Context: Who is Vistaprint?
3/21/2014 32
• We are transforming a market
o We make it easy for micro businesses and the home to create professional
marketing materials
• Previously only available/affordable to large
companies
• We are growing rapidly
o 1 to 4,200 employees
o Serve over 17 million customers per year
o Annual revenue to $1BB+
• NASDAQ: VPRT
• We are global
o 20 offices in 14 countries
o 25+ localized websites
o Serving customers in 130 countries

33. Company Confidential Vistaprint © 2013
What is the problem?
• Aggressive hiring goals and a high bar
• Expensive and time consuming
• Business needs to have some predictability
• Visibility into the return on our investments
33

34. Company Confidential Vistaprint © 2013
Challenges
3/21/2014 34
• Data Integrity
• Single version of the truth
• What is important?
o Quality
o Volume
o Efficiency
o Cost
o Time to hire

35. Company Confidential Vistaprint © 2013
The Metrics that Matter
3/21/2014 35
• Activity Based Costing
• Conversion Ratios
• Time to Hire

36. Company Confidential Vistaprint © 2013
Activity Based Costing
3/21/2014 36
Candidates
avg # interviews
business
cost of
interview
process
# hires
cost of
interview
process
avg hourly rate of
interviewers

37. Company Confidential Vistaprint © 2013
ROI
3/21/2014 37
Results

38. Company Confidential Vistaprint © 2013
Conversion Ratios
3/21/2014 38
Applicant : Contacted
Contacted : Phone Screen
Phone Screen : Interview
Interview : Offer
Offer :
Hire = performing at or above
level in 9 months

39. Company Confidential Vistaprint © 2013
Cost by Role/Function
3/21/2014 39
$5,000
$2,200
$1,200
$-
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
Specialist 1-4
Technology
Marketing
Corporate Services

40. Company Confidential Vistaprint © 2013
Time to Hire
3/21/2014 40
Duration
Function
Level

41. Company Confidential Vistaprint © 2013
Solution
3/21/2014 41
What if we could take a snapshot at
any moment in time and accurately
predict how many hires we
would make by role/level?

42. Company Confidential Vistaprint © 2013
Workforce Planning Dashboard
3/21/2014 42
*figures are for demonstration purposes only

43. Company Confidential Vistaprint © 2013
Impact
3/21/2014 43
• Predictability based on data (Technology, Finance, IT)
• Impact of our investments
• Portfolio management
• Hiring process optimization
(Cost and Speed)

44. Company Confidential Vistaprint © 2013
Cost to Hire Impact
3/21/2014 44
2012 2013 2014 2015 2016 2017
In-Person Candidates to hire
Sourcing Hours / Candidate
Recruiter Cost / recruiter
Hours / interview
Recruiting Savings $$$$$$ $$$$$ $$$$ $$$ $$ $

45. Company Confidential Vistaprint © 2013
You Can Contact Us Here…
3/21/2014 45
• @Vistaprint
• Linkedin: http://www.linkedin.com/company/vistaprint
• Careers.Vistaprint.com
Larry Jacobson
Director Global Technology Talent Acquisition
Ljacobson@vistaprint.com
@LJacobson100
www.linkedin.com/in/jacobsonlarry

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