Webinar#2- Outbound All Stars Webinar Series

VOLUME TO VALUE
How Outbound Hiring
is changing hiring
as you know it
Episode 2

Speakers
Subbu Raghunathan
Director,Transaction Engineering
Paypal
Aadil Bandukwala
Outbound Hiring Evangelist
Belong
Karthik Purushotham
India Talent Acquisition Leader
Paypal

Trendspotting
80%
of recruiters think they have a high to very high understanding of the
jobs for which they recruit.
61%
of Hiring Managers (HMs) say that recruiters have, at best, a low to
moderate understanding of the jobs for which they recruit.

51%
of recruiters said HMs should do a better job communicating what they
are looking for in a candidate and provide relatable examples.
54%
of recruiters feel that HMs expect recruiters to place candidates into
hard-to-ﬁll positions more quickly than is feasible.
77%
of HMs say that recruiters candidate screening is inadequate.

© 2017 Belong Technologies India Pvt. Ltd.
THE OUTBOUND ALL STARS RECRUITER SERIES 7 OF 57
Only 30% of hiring managers
& 22% of recruiters are
satisfied with their recruitment
processes.
Source: Allegis Group's 2017 Global Talent
Advisory Survey
73%  
of employers report that their recruitment processes fail
to leverage technology appropriately.
33%  
of employers think their organization’s recruitment
processes do not enable them to be competitive in
attracting top talent.
59%  
job seekers are dissatisﬁed with the typical hiring
process, due to poor communication and recruiters not
understanding the role completely.
Impact of Poor Internal Alignment

Business Repercussions of Poor Alignment
Missed financial projections due to delayed hirings
Culture erosion & morale problems
Stalled growth
Decreased revenue & profitability
Losing out on top candidates
Affects bottomline
1
2
3
4
5
6

Business Repercussions of Poor Alignment
Missed financial projections due to delayed hirings
Culture erosion& morale problems
Stalled growth
Decreased revenue & profitability
Losing out on top candidates
Affects bottomline
1
2
3
4
5
6

There is a Gap Between What
Leaders Want & What Recruiters
Deliver

Source: ‘Talent Acquisition 360’ by Cielo © HBR.org
The Gap Between What Leaders want & what Recruiters deliver

The gap between
what Leaders want
& what Recruiters
deliver
UNDERSTANDING OF TALENT MARKET
COMMUNICATING THE EMPLOYER
VALUE PROPOSITION
CANDIDATE EXPERIENCE3
2
1

77%
of Recruiters are more eﬃcient and eﬀective
when they understand the talent pool.
Source: LinkedIn Talent Solutions Survey 2016

Why Does This Gap Exist?
Recruiters don’t have ready access to insights that map workforce
needs to the supply of talent.
Higher time to ﬁll
Increased Cost-per-hire
Decreased conﬁdence
in the hiring process
Consequences
Compromised quality

Solution
Talent Maps
helps you identify the most efficient
channel to get to candidates and
foresee potential roadblocks and re-
work your plan.
Personas
a tool for you to crystallize the insights
derived from Talent Maps into a clear
picture of whom you want to hire

Think of your
Talent maps
as your own
hiring GPS
It tells you where your
talent pools are
Helps you foresee
potential roadblocks
and re-work your plan
Helps you identify the
most eﬃcient channel
to get to them
Talent Maps

How do Talent Maps help
Validating key
assumptions in
your Opportunity
Profile
Not wasting time
on ineffective
sources/channels
Crafting
relevant
engagement
Building trust &
respect among
target candidates

People Insights

IT Services & Computer Software dominate the Talent Pool
Industry Insights

Bangalore Talent inflow & outflow
Geo Insights

Persona
Personas are a tool for you to crystallize insights derived from Talent Maps into a clear picture of whom you
want to hire.
They help you create more relevant content and messaging for your
target audience.
They are an ideal tool for creating alignment across your teams —
including Hiring Managers — about your hiring goals and strategy.

Rani
AGE
STATUS
COMBINED
INCOME
26
Married, no children
Rs. 60lacs
Org Impact
Creating
Growth
Leadership
“I spend 50% of my time
every week on meetings”
Motivations
Brands
Bio
Rani hails from and lives in a tier 1 city.
She received both her bachelors and
masters from tier 1 institutions. She’s an
intelligent and passionate individual who
wants her work to touch people’s lives.
Goals
• Shift to Product
Management
• Work on projects that
create user impact
• Learn people management
better
Frustations
• Lack of alignment when
working with multiple
teams
• Lack of work-life balance
Interests
• Open Source
• Marketing
• Reading
Currently working as Lead Engineer
Paypal, ex Amazon.
Engineering Tier 2 college,
Masters Tier 1 college
“We aren’t spending enough time
on the bigger picture - every push is
like a band aid on a gaping wound”
AGE
STATUS
COMBINED
INCOME
26
Rs. 60lacs
Org Impact
Creating
Growth
Leadership
Motivations
Brands
Bio
Goals
Management
create user impact
better
Frustations
teams
Interests
• Open Source
• Marketing
• Reading
Paypal, ex Amazon.
AGE
STATUS
COMBINED
INCOME
26
Rs. 60lacs
Org Impact
Creating
Growth
Leadership
Motivations
Brands
Bio
Goals
Management
create user impact
better
Frustations
teams
Interests
• Open Source
• Marketing
• Reading
Paypal, ex Amazon.
Frustrations
1

33%
of employers think their organizations'
recruitment processes do not enable them to be
competitive in attracting top talent.
Allegis Group's 2017 Global Talent Advisory Survey

“As more good candidates go online to look,
the objective of a job description should not be
to pre-qualify the person, but rather to generate
interest in the position and company.”
LOU ADLER
CEO & Co-founder, The Adler Group

Why are JDs failing?
Skills written on a job description are arbitrary
& misleading.
Success measures for the role are often missing in a JD.
Knowing the job is essential for a recruiter to find,
recruit, assess, and close candidates.
Traditional JDs can hamper diversity efforts.
Attitude, cultural fit, organizational skills, drive &
consistency are not covered in traditional JDs.

“Men apply for the job if they think they meet
just 60% of the requirements, while Women
will apply only if they think they meet all of the
requirements. Who’s got a better chance of
getting that job - the man who applies for it or
the women who doesn’t?
Exactly”
MINDY ALLEN
Booz Allen Hamilton

Consequences
Missing out on
identifying
high-potential
candidates
Not being able to
engage qualified
candidates
Wasting time
on unqualified
candidates

Solution
What is the larger purpose and impact of this role?
What type of candidate will succeed in this role?
What are its key success factors and requirements?
Opportunity Profile
An Opportunity Profile documents what your ideal candidate will want to know about the role before
interviewing with you. And it’s the foundational part of what you need to know in order to identify and
engage your ideal candidates. It should ideally capture:

“We ﬁrst size up the opportunity we’re oﬀering very clearly. This
by design, is very output-oriented and gives us an understanding
of what this person will need to accomplish. Otherwise, we’ll end
up going by what this person should look like rather than what
they should do to be successful.”
KEVIN FREITAS
CHRO, Dream11

Because outbound recruiting is primarily a personalized hiring
strategy, it encompasses a range of tactics, from the most
intensive (aimed at highly strategic opportunities) to the
highly scalable (aimed at mid to relatively junior-level
opportunities).
A tiered approach can help you estimate the level of effort
involved in fulfilling an opportunity profile.
How to build an OP

Questions You Need to Answer Together

59%
of candidates are dissatisﬁed with the typical
hiring process, with lack of communication
during the process and recruiters not
understanding the role being the biggest
disconnects.
Source: Allegis Group's 2017 Global Talent Advisory Survey

Why does this gap exist?
Failure to map an ideal journey for the
candidate.
Failure to pre-determine the level of
commitment required from the HM
during the hiring process.

Why does this gap exist?
Failure to map an ideal journey for the
candidate.
Failure to pre-determine the level of
commitment required from the HM
during the hiring process.
Business implications
Results in bad reputation for a company.
A recent study conducted by Harvard
Business Review and ICM Unlimited
released in March 2016 found that
companies with 10,000 employees
could be spending up to $7.6 million in
additional wages to compensate for a
poor employer reputation.

Consequences

Candidate Journey
Today’s candidates expect more personalized
communication, interaction and transparency from
employers. And because Outbound recruiting puts you
in control of whom you target and engage, it enables you
to deliver exactly that.
Building a smooth candidate experience begins with
mapping their journey just as Marketing does for a
customer.
Solution

Benefits
Builds empathy for your candidate
Identifies the gaps that lead to negative experiences
Expanding the reach and effectiveness of your employer brand
Improves the quality-of-hire
Accelerates the speed-of-hire

Stages that require the Involvement of the HM
How to build a Candidate Journey

Talent Promoter Score
What is TPS? 
TPS is a measure of how likely a candidate is to refer friends or colleagues to
your organisation (i.e. a measure of employer brand advocacy).
TPS is a leading indicator of your ability to attract and engage top talent.
TPS also allows you to quickly understand if your candidates are having
a great experience engaging with your brand across the hiring cycle.

Scale of TPS
TPS is measured by asking candidates who have reached your interview stages or have been rejected, a simple question:
“On a scale of 0-10 how likely are you to recommend applying to (our company)?”

How to Calculate your TPS:
 
% of promoters — % of detractors = TPS 
While scores can range from -100 to 100, anything above zero is considered
good, anything above 50 is excellent.

Hiring Success Rate
Hiring Success Rate is an impact metric that helps Talent
Acquisition leaders to move towards demonstrating the impact
of hiring on core business metrics such as profitability and
growth.

Hiring Success Rate
No of candidates promoted in less than 12 months in given function
____________________________________________
No of candidates hired for the function
No of candidates promoted in less than 24 months in given function
____________________________________________
No of candidates hired for the function
X 100 = % of unequivocal success hires
X 100 = % of success hires

Revenue Per Employee
The Revenue Per Employee Ratio is the overall metric that ties
revenue increase created by your workforce to the efforts of
Talent Acquisition in hiring the workforce.
Revenue Per Employee =
Net Revenue
Average Number of Employees
How to Calculate ?

How to Secure Business Alignment
Ensure you are selling the need for change
Make the Outbound Hiring journey clear
Make sure senior leadership is on board
Show what’s in it for business
Commit to business success
1
2
3
4
5

VOLUME TO VALUE:
How Outbound Hiring is changing hiring
as you know it
Basics - 6 Processes of Candidate Discovery -
Creating an Opportunity Profile [Targeted]
ALIGNED FOR IMPACT:
Secret weapons for a winning Business
and Talent Acquisition Partnership.
Aligning with Business
MONEYBALL:
Sure fire strategies to engage with top
talent with social and predictive data.
Exploratory calls, email best practices, using historic data
insights, source attribution [Personalized]
CANDIDATE DELIGHT:
Crafting cross-channel candidate
experiences for the digital age.
Candidate Personas, Candidate Delight [Candidate focused]
BY THE NUMBERS:
Where's the $$$ in Outbound Hiring?
Cost of hire, savings against agency, improved recruiter efficiency,
cost of bad hire - [people who will succeed]

Webinar#2- Outbound All Stars Webinar Series

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