Casestudy Bersin Pfizer Red Hat

Research Bulletin | 2011
BERSIN & ASSOCIATES

September 30, 2011 Volume 6, Issue 49

Using Social Networks: How
Global Recruiting Tools
Help Attract Top Talent
About the Author Introduction

In recent years, the downturn in the global economy has forced
companies to critically eye global performance. Not surprisingly,
these dynamics are pushing talent acquisition teams to recruit and
hire more efficiently and effectively. Among the critical tools to do
so is social media, which has exploded in popularity and is revamping
Katherine Jones,
the recruiting landscape. Whereas third-party recruiting agencies
Principal Analyst once played a dominant role, especially in some geographies, now
social networking tools help internal recruiters gain more control
over their employment branding and hiring efforts. Many talent
acquisition teams, however, are still learning how best to use these
Bersin & Associates provides objective
vital tools.
research and analysis performed in
accordance with our rigorous research This Bersin & Associates research bulletin is targeted to corporate
methodology. This document is
recruiters in global organizations, and explores how two companies
underwritten in part by LinkedIn and
– Pfizer Inc. and Red Hat – deployed LinkedIn Recruiting Solutions
represents the unbiased view of the
worldwide. LinkedIn Recruiting Solutions provides a platform
analyst, based on conclusions from
through which talent acquisition teams can more easily communicate
that research.
with targeted talent and collaborate with other recruiters on their
teams, surpassing the value that LinkedIn by itself provides to users.

Competing for Global Talent

To be competitive in the talent market, global talent acquisition
BERSIN & ASSOCIATES, LLC
teams should learn to execute a successful talent acquisition and
180 GRAND AVENUE
SUITE 320 employment branding strategy using social media tools. Bersin &
OAKLAND, CA 94612 Associates research shows that these tools can improve internal
(510) 251-4400 team, organizational and brand performance markedly – and rapidly.
INFO@BERSIN.COM Smart use of social marketing tools gives recruiters better control of
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if deployed discerningly, can even help companies optimize
internal performance.

Both Pfizer Inc. and Red Hat selected LinkedIn Recruiting Solutions,
including the flagship Recruiter product, to improve their employment
brands and help their talent acquisition organizations become more
cost-effective. The insights of recruiting executives from each company
demonstrate best practices for companies planning a global rollout of
LinkedIn’s Recruiter platform.

Taking Control: From “Post and Pray” to Building a
Recruitment Brand That Draws Top Talent

Previously, recruiters posted a position on a job board and hoped that
KEY POINT
qualified candidates would respond to it (hence “post and pray”). Social
networking has changed that. Today, it plays a crucial role in recruiting
In the global war
candidates, supplanting less efficient job boards and first-generation
for talent, having
applicant tracking systems by enabling companies to locate and attract
a reputation as a top talent quickly and economically. Social networking solutions, like
good employer LinkedIn Recruiter, focus on facilitating relationships between users –
does not necessarily because building personal relationships with candidates often proves
critical to recruitment success.
mean the right
candidates apply A solution such as LinkedIn Recruiting Solutions uses built-in processes
for the jobs that and communication tools to allow companies to communicate in a
single brand “voice” to their markets of targeted talent. Tools on
are right for them.
LinkedIn can quickly evaluate how effectively recruiting campaigns
reach target talent while, at the same time, enabling top talent to more
easily reach the recruiters. The result is shortening the time it takes to
fill open positions.

An Overview of LinkedIn Recruiter: Social Networking
Expands and Filters the Prospect Pool

A critical element for global talent acquisition teams is the ability to
rapidly scale, a capability aided by LinkedIn’s communication platforms.
Recruiters in global talent acquisition organizations have direct access
6114 LA SALLE AVENUE to 120 million professionals. From this talent pool (the largest of its
SUITE 417 kind available online), companies can source applicants looking for new
OAKLAND, CA 94611 roles, as well as “passive candidates” who are not in the job market, but
(510) 654-8500 may be persuaded to change for the right opportunity.
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Using Social Networks
Katherine Jones | Page 2
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Case in Point: Red Hat Capitalizes on Its Ability to Attract
Social-Savvy Employees

Red Hat is the leader in enterprise Linux and is the most
KEY POINT
recognized open source brand in the world. Founded in 1993,
the company sits at the intersection of cloud computing1 and
Social networking
business computing, where both the business climate and the
tools are
labor market are highly competitive. The company currently
transforming employs approximately 4,000 people, one-half of whom are
the recruiting based in the U.S., and it hires about 400 new people per year
landscape. from all around the world. So the company has recruiters
everywhere – in North America, Latin America, Europe, the
Middle East, Africa and Asia-Pacific markets.

Three years ago, Red Hat had more than 2,500 employees and
was scaling rapidly (the company was making more than $600
million in revenue). The problem was that the company did not
have any meaningful way to scale its recruiting technology and
process – nor a philosophy or approach to internal recruiting.
The company’s talent acquisition team began using LinkedIn
Recruiter after determining that the candidates being targeted
were all early adopters of LinkedIn. In fact, 95 percent of the
people Red Hat hired in the U.S. were already on LinkedIn and
75 percent of its new hires elsewhere around the globe also
already were on the social networking site (other than those in
China, the Czech Republic and Germany).

Within 30 days of launching LinkedIn Recruiter, Red Hat had
what it considered “quality wins” up and down its organization.
The company’s internal recruiters credited the tool with driving
candidates to them and the company has only seen this success

1
The term “cloud computing” originates from the common practice of using a cloud
BERSIN & ASSOCIATES, LLC symbol to stand for the often nebulous networks (especially the public Internet) in between
6114 LA SALLE AVENUE an end-user computer and the various servers and services that user accesses. Originally a
buzzword in the IT world, cloud computing is a natural extension of the concepts of SaaS
SUITE 417
and services-oriented architectures. For instance, imagine that every one of the systems you
OAKLAND, CA 94611 use in your company was delivered to you on a fully SaaS basis – and yet (because those
(510) 654-8500 systems were designed to be open), each of those systems was fully integrated with each
other. The IT department within your company would not need to worry about questions of
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hardware (other than the PC on your desktop), data centers, system integrations, et al. That
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Case in Point: Red Hat Capitalizes on Its Ability to Attract Social-Savvy
Employees (cont’d)

intensify in the last few years. The Red Hat Career Page on
LinkedIn is shown in Figure 1.2 e

Figure 1: Red Hat’s Career Page

Source: LinkedIn. 2011.

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Source: http://www.linkedin.com/company/red-hat/careers.


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Social Networking in Recruiting

Social networking supports hiring managers in several ways, by:

• Enhancing communication between recruiters, and both job seekers
and passive candidates;

• Enabling applicant evaluation through the use of online profiles
and references; and,

• Helping to build a consistent employment brand.

LinkedIn Recruiter resides on a social networking-based search
KEY POINT
and communications platform through which talent acquisition
professionals can:
Social networking
tools help internal • Search deeper into the LinkedIn professional network;
recruiters gain
• Communicate directly with targeted talent; and,
more control over
their employment • Collaborate within the recruiting team.

branding and Recruiters today often use LinkedIn as end-users to search for talent;
hiring efforts. LinkedIn Recruiter allows them to expand those capabilities.

LinkedIn Recruiter also enables recruiters to better source candidates
and to more successfully collaborate in the search process. Recruiters
can share searches, profiles, notes on candidates and “InMails3,” so
that talent management teams can collaborate effectively, whether on
recruitment, hiring strategies or employee branding initiatives.

In addition, recruiters can conduct searches of all LinkedIn profiles and
initiate conversations with target candidates anywhere in the world
using the built-in templates at LinkedIn InMail. Talent acquisition teams
can create personal profiles that attract targeted talent, post jobs
directly from LinkedIn Recruiter to LinkedIn Jobs Network, monitor
conversations across the web, set profile reminders to follow up with
candidates in a timely fashion and collaborate across LinkedIn Groups
BERSIN & ASSOCIATES, LLC with peers while also communicating in Groups with job seekers (see
6114 LA SALLE AVENUE Figure 2).
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“InMail®” is LinkedIn’s messaging environment.


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Figure 2: LinkedIn Recruiter

Source: LinkedIn. 2011.

Branding to Hire

Recruitment brand-building is critical, and requires both building a
consistent global brand and controlling the channels through which
that brand’s message is conveyed. LinkedIn Recruiting Solutions allows
enterprises to build a recruitment brand campaign through its ability
to foster connections to and build closer connections with job seekers,
and to enhance brand awareness among a global talent pool. LinkedIn
achieves this whereas traditional applicant tracking systems cannot (see
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the following case in point).
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Case in Point: Pfizer Goes Social for Employment Branding

Pfizer Inc., founded in 1849 and headquartered in New York,
KEY POINT
is a leading global biopharmaceutical company that offers
prescription medicines for humans and animals worldwide.
Recruitment brand-
Historically, the company had a decentralized talent
building is critical,
organization, with recruiters reporting up through different
and requires lines of business or regions. In 2009, recognizing the need to
both building scale and coordinate recruiting efforts to build a recruitment
a consistent brand and attract top talent, the company formed a global
talent acquisition team.
global brand and
controlling the Today, Pfizer has a vice president of talent acquisition, under
channels through whom are regional directors who manage recruitment within
each geographic region. The company’s talent acquisition model
which that
enables its directors to create teams to meet the specific talent
brand’s message is
acquisition needs of each region. Currently, the company has 51
conveyed. recruiters across the globe using the LinkedIn Recruiter platform.
The only area in which the company has not completely rolled
out LinkedIn Recruiter is in the Asia-Pacific market.

The company’s applicant tracking system does not enable it to
accurately track the source of hires, so LinkedIn Recruiter has
become the resource through which Pfizer’s talent acquisition
team does this. The team can view the volume of activity
generated by jobs placed on the LinkedIn Jobs Network, see
who views each job and understand how well jobs are being
seen to determine whether jobs posted are reaching the target
audience. The manager of branding and operational excellence
for Pfizer cites the level of reporting it receives from LinkedIn
Recruiter and LinkedIn Reports as unparalleled.

“[LinkedIn] is a significant connection partner that
supports my team’s strategy and helps us reach
around the globe with ease. It has truly made the
world a lot smaller.”
SUITE 417 LinkedIn Recruiting Solutions have proven to be so powerful
OAKLAND, CA 94611 within Pfizer that the company recently launched its new global
(510) 654-8500 recruitment brand using LinkedIn as the primary vehicle. The
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Case in Point: Pfizer Goes Social for Employment Branding (cont’d)

company derives recruitment insights from the solution to
understand how people perceive the Pfizer brand and then
launches targeted materials to give individuals information
requiring feedback, which can be measured again to see
how perceptions of the Pfizer employee brand are changing.
Recruiters also use the question-and-answer section on LinkedIn,
so that they can build credibility with their own personal brands
on LinkedIn. e

For industries whose target candidates tend to be technologically
A N A LY S I S
savvy, LinkedIn Recruiter may offer an ideal social networking
recruitment solution.
To be competitive
in the talent Red Hat uses LinkedIn Recruiter to drive top talent who is already using
market, global LinkedIn to the Red Hat brand.
talent acquisition
teams should
learn to execute Case in Point: Red Hat’s Talent Pool
a successful talent
Red Hat realized that the vast majority of the company’s target
acquisition and talent pool was already using LinkedIn, in part due to the
employment “early adopter” mentality of the company’s technology-driven
branding strategy industry. The talent acquisition team held internal discussions
using social about the metrics on finding the right candidates for Red Hat,
media tools. using LinkedIn Recruiter to help convince colleagues to invest
time in learning the platform. The company decreased spending
on, and use of, its other recruitment tools after internal research
showed that people were getting results with
LinkedIn Recruiter. e

Best Practices in Social Recruiting
BERSIN & ASSOCIATES, LLC From these LinkedIn deployments, best practices are beginning
to emerge:
SUITE 417
OAKLAND, CA 94611 • Start with small pilots;
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• Provide training to the recruiters who will use the tool and then
ensure that it is actually being used.

For the global organization, LinkedIn Recruiter provides key flexibility –
it can be scaled as needed and used as required in various markets
to meet different recruiting needs. Starting small gives talent
organizations the option to “tweak” strategies that work best in
different markets as they increase their use of LinkedIn Recruiter.

Case in Point: Piloting at Pfizer

Pfizer’s talent acquisition team initially started small –
purchasing three LinkedIn Recruiter user licenses and five
Job Slots4 in the U.S. in 2008. The three user licenses were
purchased for use by junior-level recruiters who supported the
company’s three major divisions (sales, business, and research
and development), each of whom is responsible for posting jobs
and assessing the efficacy of the solution. When Pfizer recruiters
realized that they could find the majority of candidates without
using agencies, they invested further in LinkedIn Recruiter. e

Successful Deployment of LinkedIn Recruiter

When deploying a new solution to a team of recruiters who work in
different time zones and geographies, the following three issues are
essential to success.

1. Training – Continually reinforcing correct behaviors and training on
new processes help users to extract the greatest value from a social
networking investment. It also clarifies what works best in which
locations. Teams may have different needs depending upon cultural
norms, talent pools targeted, et al.

BERSIN & ASSOCIATES, LLC 2. Utilization – Making sure that staff members use the
6114 LA SALLE AVENUE solution deployed.
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3. Measurement – Effectively assessing the results. Metrics matter.
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“Job Slots” are the job postings on the LinkedIn Jobs Network that automatically target
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LinkedIn Recruiter gives users the ability to customize their usage
reports, enabling talent acquisition leaders to track how successfully
their recruiting teams operate around the globe. This software also
offers metrics by which to assess the company’s own communication
and team performance.

Case in Point: Pfizer Measures Recruiter Use

Customized reports allow Pfizer’s talent acquisition team
to monitor adoption rates and understand where in
the organization training is most needed. The company
acknowledged spending an “inordinate” amount of time on
change management and holding repeat training sessions for its
talent acquisition staff.

LinkedIn representatives went to regional team meetings and
attended a lengthy all-hands meeting in New York at which every
recruiter in Pfizer was present. Pfizer’s global talent acquisition
leaders also worked with its sourcing teams and hiring managers
as they collaborated on the skills sets sought, while using LinkedIn
to post jobs and post their own profiles. What made this possible
was the company’s ability to measure recruiter usage rates on
LinkedIn Recruiter, and to monitor region-by-region usage rates
and InMail response rates for each recruiter.

• For a company dealing with teams in European and Asian
markets that routinely use external recruiting agencies,
LinkedIn Recruiter has had a transformational effect on
Pfizer’s recruiting organization.

• Pfizer’s talent acquisition leadership initially had early
successes with LinkedIn Recruiter to foster broader global
adoption within the team by having each of its regions
nominate a person from their team who would serve in a
BERSIN & ASSOCIATES, LLC “super user” role. In recognizing and rewarding these users,
6114 LA SALLE AVENUE the company encouraged other team members to follow
SUITE 417 their leads. The effort has proved successful. Pfizer overcame
OAKLAND, CA 94611 a dependence on external recruiting agencies in some of its
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international markets by demonstrating how it could deliver
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Case in Point: Pfizer Measures Recruiter Use (cont’d)

the same, if not better, results with LinkedIn Recruiter.
Talent acquisition leadership members leveraged the
advantage of their inside view; they inherently had a better
“picture” of the organization and culturally understood the
organization better than any outside agency ever could. e

Monitor Usage Patterns for Faster Global Deployment

Monitoring usage and response enables talent acquisition organizations
to pinpoint where recruiter training is needed most, thereby
streamlining deployment of social networking solutions like LinkedIn
Recruiter while enhancing team performance. For example, Red
KEY POINT
Hat’s senior director of global talent acquisition and infrastructure
With its global commented that the firm could have sped up the adoption and
effectiveness of LinkedIn Recruiter with a more regional rather than
rollout of LinkedIn
global approach. The company’s recruiting leaders found that they had
Recruiter, Red Hat
to spend time working with each regional market’s team members to
reduced its agency help them gain familiarity with the tool.
fees by 80 percent
and total cost of Reduce Total Recruiting Costs
recruiting by Monitoring recruitment successes also helps teams better understand
20 percent. how targeted talent perceived the company’s brand. It also
demonstrated the savings derived through the use of LinkedIn Recruiter.

Case in Point: Red Hat Lowers Cost of Recruiting

With its global rollout of LinkedIn Recruiter, Red Hat reduced
its agency fees by 80 percent and total cost of recruiting by 20
percent. The company dramatically reduced its job board budget
once LinkedIn Recruiter was put in place. It then redirected 60
percent of the money saved into building the team, and funding
the company’s relationship with LinkedIn and others. Red Hat
also has reduced the time it takes to source candidates. At the
SUITE 417
same time, the company has increased hiring by 20 percent. Red
OAKLAND, CA 94611
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Hat reports a dramatic change in time to present and time to fill
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Case in Point: Red Hat Lowers Cost of Recruiting (cont’d)

KEY POINT
since it began using LinkedIn Recruiter. According to the senior
Consider director of talent acquisition and infrastructure for Red Hat,

incomplete “Three years ago, we largely outsourced looking
profiles. Red Hat for many of our critical hires; now today we largely
recruiters found in-source and use the LinkedIn Recruiter platform for
that top candidates our critical hires. We did not have a good database
were so busy at frankly, so it instantly gave us a database that far
exceeded any of the vendors we were using. Then it
work, they had
was just incumbent on us to get the
not taken time
maximum benefit.” e
to update their
profiles. As the
company’s senior Bersin & Associates ongoing research demonstrates that tracking metrics
director of talent is important to evaluating recruiting performance. Recruiting managers
who measure their cost-savings (e.g., in vendor fees or time required to
acquisition and
source a candidate) not only lower their total cost of recruiting, but also
infrastructure can better explain the quantitative value of their efforts to the company
noted, “Those as a whole.
are probably the
Not incidentally, the companies we spoke with believe that they are
people we want hiring a higher caliber of candidate today than they were before they
to target.” began using LinkedIn Recruiter. Whether this is due to greater ease of
targeting candidates or to the significant investment these companies
have made in training staff on how to use LinkedIn Recruiter is not
clear. To these companies, however, the benefits are clearly tangible.

Using LinkedIn Recruiter, Red Hat and Pfizer, Inc. report that they were
able to:

• Address strategic global talent acquisition and performance
management needs;

• Use a social networking strategy and solution for recruiter training
and recruitment brand building needs;
6114 LA SALLE AVENUE • Monitor and measure talent acquisition performance internally;
SUITE 417
OAKLAND, CA 94611 • Build relationships with target talent on a scale heretofore
(510) 654-8500 unmatched; and,
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Social Media in Recruiting: First Steps

For organizations actively recruiting, this research offers some guidance
on how to enhance and elevate those efforts, including the following.

• If the majority of candidates who the company has hired or is
targeting to hire is on LinkedIn, then LinkedIn Recruiter may prove
to be a useful tool. Both Red Hat and Pfizer executives told us that
this knowledge convinced them to invest in LinkedIn Recruiter.

• Evaluate your talent acquisition goals before committing to a social
recruiting strategy. Start with a pilot program and evaluate its
results before going global.

• Deploy a customized region-by-region rollout. What works in
KEY POINT
Europe, for example, does not necessarily work in Latin America.
Encourage Companies interviewed here had the flexibility to use a variety of

recruiters to
different products, depending upon the regional team’s needs.

build robust • Roll out enhanced corporate profile pages and career pages
and meaningful targeted to specific regions and functions.
personal profiles.
• Encourage recruiters to build robust and meaningful personal
profiles. Recruiters with good personal profiles have the highest
response rates and the most conversions. Recruiters who do not
seem to be authentic or well-informed about the jobs they are
seeking to fill are less successful. Pfizer has done significant training
with its recruiting teams to teach them how to build their own
personal recruitment “brands,” including training them to write
effective InMails.

• The companies participating in this research shared the activities
which their recruiting leadership cited as most critical to the success
of these programs:

o Provide ongoing training;
6114 LA SALLE AVENUE o Build annual training and host monthly drop-in webinars for all
SUITE 417 recruiters using the application;
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o Monitor quarterly recruiter usage rates and InMail response
rates region by region to best determine how to improve
training; and,

o Add LinkedIn usage rates and “Who’s Viewed This Job” analytics
to the recruiters’ dashboards.

• Encourage recruiting teams to give equal credence to incomplete
(or “skeleton”) profiles on LinkedIn. Red Hat recruiters found that
many top candidates have incomplete profiles. A likely explanation
is that they are so busy at work they have not had time to update
their profiles, but were likely the very candidates the company most
wanted to attract.

• Share best practices; partner with corporate communications to
make sure that the company speaks with one brand “voice.”

• Leverage scale to save costs and develop a social media policy.

• Employees are the best brand ambassadors. Engage them in
promoting the company’s image as a good place to work and
feature them in the company’s social media. Their personalized
KEY POINT presence often establishes the emotional connection that top
candidates seek.
In today’s talent
wars, companies Conclusion
which exploit Bersin & Associates sees social marketing tools transforming global
the cutting-edge recruiting practices. In today’s talent wars, companies which exploit the
potential of social cutting-edge potential of social networking have discovered that they
can hire faster and smarter. They have successfully and economically
networking have
targeted an expansive pool of top talent through collaborative hiring
discovered that
processes that are enabled by social networking. The exploding
they can hire faster popularity of sites, such as LinkedIn, is revolutionizing recruiting –
and smarter. allowing companies to expand their searches for top talent around the
globe in minutes.
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