The search insights tool in LinkedIn Recruiter provides an overview of the target talent pool including:
1. A breakdown of where professionals have worked before and where they currently work to understand industry and company trends.
2. A breakdown of years of experience to understand the seniority levels present.
3. A breakdown of years spent in their current role to understand how entrenched professionals are in their current positions.
This overview helps recruiters understand different aspects of the target talent pool to refine searches and develop a strategic sourcing plan.
This e-book discusses how using data and analytics can help recruiters find quality candidates faster. It recommends that recruiters: [1] Have an initial meeting with hiring managers to understand the role requirements; [2] Research and analyze data on the talent pool to define qualifications and refine search criteria; [3] Meet again with hiring managers to discuss findings, get feedback, and agree on a sourcing plan. Taking these steps helps recruiters act as strategic advisors to hiring managers and identify the best candidates from a data-driven perspective.
Data driven recruiting presentation - LinkedInAndreas Persson
Data driven recruiting uses analysis and interpretation of talent pool data to find quality hires faster. There are three steps: 1) Have an intake meeting with the hiring manager to discuss needs. 2) Research and refine the target talent pool using data on qualifications, companies, schools, etc. 3) Have a follow-up meeting to share findings and agree on a sourcing strategy. Interpreting data on the talent pool helps prioritize sources and candidates. Tools like Boolean searches and saved searches in LinkedIn Recruiter help efficiently research large talent pools.
HR needs to adopt new technologies in 2010 to better develop talent management strategies that align the workforce with business goals. These include mobile technologies to provide learning and transactions anywhere; HR analytics to measure metrics tied to profitability and consult business lines; social learning tools to identify expertise, share knowledge, and create communities of best practices; continuous feedback to improve evaluations and productivity; an employee portal for all HR data and workflows; and talent management platforms to unify processes and drive high performance. Adopting these technologies will help HR identify workforce trends, close capability gaps, and enhance connections to better support the business.
The 4 Ingredient Categories Your People Analytics Framework Needs to be Effec...LizzyManz
The document discusses the key elements needed for an effective people analytics framework, including enablers like skills and data infrastructure, deliverables such as organizational research, and governance structures. It provides examples of how companies have used people analytics to improve workforce planning, acquisition of the right talent, and retention of top performers. Effective people analytics can help optimize key areas of human resources like performance management and employee wellness.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
This document discusses HR trends and how HR can increase its impact. It identifies 8 trend areas changing the world, including the shift from hierarchies to networks and the invasion of smart technologies. To have more impact, HR must speak the business language, work multidisciplinarily, be a leader not follower, have clear principles, be flexible, experiment, innovate, and calculate using analytics. The document outlines 12 aspects for HR to focus on and provides a roadmap for determining HR priorities including understanding company strategy, capabilities, culture, and the gap between current and desired situations.
The HRTech Sector Software HR Analytics Market Charles Bedard
This document provides an overview of the HR technology analytics market landscape, including private company star performers and sponsored public companies in the space. Some of the key private company players highlighted include BI Worldwide, Beqom, BlackbookHR, Bullseye Engagement, and ZeroedIn. The document also discusses trends in the HR analytics field such as a focus on data-driven workforce spending decisions and migrating towards predictive analytics. Major acquisitions and funding rounds in the HR analytics space are also summarized.
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
This e-book discusses how using data and analytics can help recruiters find quality candidates faster. It recommends that recruiters: [1] Have an initial meeting with hiring managers to understand the role requirements; [2] Research and analyze data on the talent pool to define qualifications and refine search criteria; [3] Meet again with hiring managers to discuss findings, get feedback, and agree on a sourcing plan. Taking these steps helps recruiters act as strategic advisors to hiring managers and identify the best candidates from a data-driven perspective.
Data driven recruiting presentation - LinkedInAndreas Persson
Data driven recruiting uses analysis and interpretation of talent pool data to find quality hires faster. There are three steps: 1) Have an intake meeting with the hiring manager to discuss needs. 2) Research and refine the target talent pool using data on qualifications, companies, schools, etc. 3) Have a follow-up meeting to share findings and agree on a sourcing strategy. Interpreting data on the talent pool helps prioritize sources and candidates. Tools like Boolean searches and saved searches in LinkedIn Recruiter help efficiently research large talent pools.
HR needs to adopt new technologies in 2010 to better develop talent management strategies that align the workforce with business goals. These include mobile technologies to provide learning and transactions anywhere; HR analytics to measure metrics tied to profitability and consult business lines; social learning tools to identify expertise, share knowledge, and create communities of best practices; continuous feedback to improve evaluations and productivity; an employee portal for all HR data and workflows; and talent management platforms to unify processes and drive high performance. Adopting these technologies will help HR identify workforce trends, close capability gaps, and enhance connections to better support the business.
The 4 Ingredient Categories Your People Analytics Framework Needs to be Effec...LizzyManz
The document discusses the key elements needed for an effective people analytics framework, including enablers like skills and data infrastructure, deliverables such as organizational research, and governance structures. It provides examples of how companies have used people analytics to improve workforce planning, acquisition of the right talent, and retention of top performers. Effective people analytics can help optimize key areas of human resources like performance management and employee wellness.
Hiring in a Candidate Driven Market: People, HR & AnalyticsAggregage
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
This document discusses HR trends and how HR can increase its impact. It identifies 8 trend areas changing the world, including the shift from hierarchies to networks and the invasion of smart technologies. To have more impact, HR must speak the business language, work multidisciplinarily, be a leader not follower, have clear principles, be flexible, experiment, innovate, and calculate using analytics. The document outlines 12 aspects for HR to focus on and provides a roadmap for determining HR priorities including understanding company strategy, capabilities, culture, and the gap between current and desired situations.
The HRTech Sector Software HR Analytics Market Charles Bedard
This document provides an overview of the HR technology analytics market landscape, including private company star performers and sponsored public companies in the space. Some of the key private company players highlighted include BI Worldwide, Beqom, BlackbookHR, Bullseye Engagement, and ZeroedIn. The document also discusses trends in the HR analytics field such as a focus on data-driven workforce spending decisions and migrating towards predictive analytics. Major acquisitions and funding rounds in the HR analytics space are also summarized.
More than ever, as HR organizations strive to enhance both their business alignment and impact, decision support is becoming a key attribute of High Impact HR organizations. While many organizations struggle with how to make this happen, Bersin & Associates will present its research and a common-sense approach to building and maintaining a capability that both informs and drives business decision making. Participants will gain an understanding through a state-of-the-industry view of:
The importance and impact of quality HR measurement on talent and business outcomes.
How analytics helps address critical talent challenges organizations face today.
How to evolve and mature your analytics capability.
How current technologies can be readily leveraged to build an analytics capability that enhances both the prioritization and outcome achievement of your human capital initiatives.
Copy of a presentation delivered at the 3rd HR Analytics, Metrics and Measurement Conference, sharing some of the key lessons, tips and mistakes I have learned during two decades managing Human Resources, Workforce Planning and HR Analytics programs.
It is increasingly difficult for leaders to earn respect, trust and loyalty if they do not bring results. The focus has to return to good management, results and responsibility. Evidence-based HR provides HR with the means to build credibility & capability.
Get the latest on the data trends impacting the HR space. With this deck, you can:
- Understand what’s driving the rise of analytics in HR
- Learn how early adopters are leveraging the power of data & insights
- Discover how to build a data-driven culture
- See how you can apply analytics to answer critical talent questions
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
ATC Building A Proactive Sourcing Function To Fill Critical PositionsRob McIntosh
This document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining the recruitment charter and synergies between recruiting and sourcing teams. It also covers creating comprehensive passive and active candidate sourcing channel strategies, and measuring the value of sourcing and recruitment functions.
This document describes a two-day Strategic Workforce Planning Masterclass hosted by Kienco, a boutique consultancy specializing in workforce strategy. The masterclass provides a comprehensive introduction to strategic workforce planning through case studies, examples, and hands-on exercises to help participants apply the principles in their own organizations. Previous attendees have used what they learned to successfully conduct strategic workforce planning. The document outlines Kienco's eight-step methodology and provides details on course locations and dates in Australia, New Zealand, and other countries.
HR ca not operate in traditional ways any more
The technology driven data management is a necessity .
HR analytic is pretty useful in driving crucial decisions.about work force
especially in IT sector.
Here are few tips.If you liked least you could do is to share
also read my latest book in Amazon
HR Analytics and KPIs with LBi HR HelpDeskLBi Software
A well-designed and mature HR Case Management solution can provide great value through powerful analytics.
By delivering HR Help Desk Key Performance Indicators (KPI) in a graphical Executive Dashboard format, senior management will have the right information at their fingertips, in real time and with pain points clearly and visually presented, to make the critical decisions necessary to maximize organizational performance.
We will also show how this valuable data can enhance other KPI tools such as Balanced Scorecard analytics. Find out why Big Data analytics is truly a necessity to succeed in today's highly competitive business climate!
We will discuss and demonstrate how LBi HR Help Desk analytics can transform your organization by providing a keen understanding of your workforce dynamics, including exposure to general employee attitudes, management issues, festering labor disputes, and other workplace concerns that can impact productivity
Building A Talent Acquisition Strategy For The Ages: People & Culture John Bersentes
The document discusses several topics related to talent acquisition and management, including:
1) Current trends in talent management such as digital citizens in the platform economy and building employer branding strategies.
2) Examples of connecting students and young professionals with mentors and career resources through organizations like hellenext.org.
3) Building an effective diversity and inclusion strategy focused on workplace inclusion and identity.
4) The rise of talent communities and employer collaboratives to address issues like diversity, regional innovation clusters, and STEM talent.
Hiring in a Candidate Driven Market: People, HR & AnalyticsShelley Reece
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
What Is Talent Mapping? SGA Talent explainsSGA Talent
What Is Talent Mapping? Talent Mapping is the process where a company analyzes their current and future talent needs, and then maps out talent pools of potential candidate talent to meet those needs
Talent Mapping - Provides talent intelligence and insight into a competitor’s organization
Talent Mapping - Produces valuable data used for proactive recruiting efforts to build candidate pipelines for current and future roles
Talent Mapping - Used as a great tool to create engaged talent communities
Talent Mapping - Provides the recruiting team with the entire talent pool ensuring completeness and access to the potential talent universe reducing the chance of missing out on the “right candidate.”
Talent Mapping - Is often delivered in organization chart format, proving a visual of relationships of who is who and who does what within an organization, taking the guesswork out of the equation
Talent Mapping - The go-to resource to understand a competitor’s structure after the pandemic
Person of Interest meets Recruitment - Predictive Analytics for HR and Recrui...Joberate
1) The document discusses how predictive analytics can help human resources (HR) and recruitment functions. It describes how predictive models can forecast things like which employees may leave a company, who should be prioritized for open roles, and ideal times to contact candidates.
2) Traditional reporting in HR involves analyzing past data, while predictive analytics uses data to forecast future events and probabilities. The document provides examples of metrics that could be tracked, like the number of profiles being monitored and how many predicted active job seekers actually change jobs.
3) Near-term focus areas discussed are retaining existing employees and improving recruiting. The benefits highlighted are early risk detection, talent planning, and gaining a competitive advantage through predictive insights.
Building a proactive sourcing function to fill Critical PositionsRob McIntosh
The document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining a clear recruitment charter by collaborating with leadership and recruiters. It also covers creating comprehensive passive and active candidate sourcing strategies, measuring the value of sourcing, and brainstorming solutions.
Fundamentals of Recruitment Analytics OutlineDan Meyer
This document provides an outline for a training on fundamentals of recruitment analytics. It covers topics such as defining recruitment analytics, assessing an organization's current use of analytics, key recruitment metrics to track, finding the right data, applicant tracking systems, using big data and business intelligence in recruiting, and making data-driven decisions. The training agenda includes an overview of trends in the Philippine recruitment industry and a self-assessment of an organization's analytics culture. It emphasizes using data to understand factors like employee retention and satisfaction.
The document provides strategies that top companies use for sourcing talent. It discusses promoting from within as the safest option, using employee referrals and leveraging employees' networks, considering job boards as a low-cost initial option, using LinkedIn to find both active and passive candidates though it requires more advanced searching skills, and considering recruiting firms for more specialized searches. The document provides pros and cons of each strategy and recommends starting with lower-cost options before progressing to more advanced strategies.
Drs 255 skills in job matching and placementpaulyeboah
The document discusses various strategies for identifying and hiring great employees, including:
1. Developing job matching patterns by evaluating top performers and creating profiles;
2. Managing employment interviews to directly observe candidates and assess skills;
3. Conducting pre-employment assessments to screen for abilities and personality fits.
Using objective assessments and clearly defining job requirements allows for a more strategic hiring process.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
LinkedIn Talent Insights + Recruiter User GuidePamela Foo
The document provides guidance on using the Talent Insights report in Recruiter to influence hiring managers and improve sourcing strategies. It outlines how to understand the available talent pool using data on supply, demand, diversity. It also recommends targeting top companies and hidden gem locations, and preparing recommendations for hiring managers based on the Talent Insights data.
Universum provides employer branding and talent attraction services to over 1,700 clients globally. Their Talent Insight Report uses survey data from over 1.3 million career seekers to help companies understand what their target talent groups want and which employers they find most attractive. The report provides comparisons of target groups' preferences, an analysis of employer brand strengths and challenges, and tailored recommendations to optimize employer branding strategy and activities based on target group insights.
This document provides a recruitment planning overview with sections on building relationships with hiring managers, writing effective job descriptions, finding top talent through various sourcing channels, and using ad posts for recruitment. The sections discuss collecting details from hiring managers, optimizing job posts for search engines, leveraging employee referrals and professional networks as sourcing channels, promoting internal candidates, and highlighting work from home opportunities in ad posts.
Click through to see key topics from ConnectIn 2013 in Toronto, including predictions of talent acquisition in 2015 and Moneyball sourcing.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Big Data = Big Headache? Using People Analytics to Fuel ROItalent.imperative
• Interpret trend information to understand the business case for Big Data in HR.
• Examine your fears and assumptions about Big Data.
• Learn from best practice case studies how to demonstrate HR’s contributions to ROI.
• Understand how to engage key stakeholders as part of your organization’s people analytics journey.
Copy of a presentation delivered at the 3rd HR Analytics, Metrics and Measurement Conference, sharing some of the key lessons, tips and mistakes I have learned during two decades managing Human Resources, Workforce Planning and HR Analytics programs.
It is increasingly difficult for leaders to earn respect, trust and loyalty if they do not bring results. The focus has to return to good management, results and responsibility. Evidence-based HR provides HR with the means to build credibility & capability.
Get the latest on the data trends impacting the HR space. With this deck, you can:
- Understand what’s driving the rise of analytics in HR
- Learn how early adopters are leveraging the power of data & insights
- Discover how to build a data-driven culture
- See how you can apply analytics to answer critical talent questions
Case Study: Building a Culture of Analytics in HR at MicronHuman Capital Media
Supporting 30,000 employees worldwide, the Workforce Information team at Micron Technology Inc. has a clear vision: When someone thinks of analytics at Micron, they want that person to think of HR. For most companies today, that seems a tall order to fulfill. And with Micron’s highly technical staff of more than 10,000 engineers, it was a particularly bold aspiration. Over the past two years Micron’s Workforce Information team, working within the HR department, has made significant progress in achieving that goal.
Since implementing Visier Workforce Analytics in late 2013, Micron’s Workforce Information team has rolled out self-service analytics to more than 150 HR leaders and business partners and more than 800 business-area managers globally. As a result, Micron is uncovering new workforce insights that can be used to make decisions that are closely linked to business performance.
For more than 30 years, Micron’s teams of dreamers, visionaries and scientists have redefined innovation — designing and building some of the world’s most advanced memory and semiconductor technologies.
Join 2014 Brandon Hall Excellence in Technology award-winner Tim Long, director of Workforce Information at Micron, as he discusses his team’s journey in enabling HR to “demand evidence and think critically.”
Long will share his team’s experience:
Developing global standards for workforce data.
Implementing a highly scalable solution for workforce analytics on demand.
Fostering a data-driven culture within HR.
Leveraging workforce analytics in HR processes, such as compensation reviews..
Speaker:
Tim Long - Director of Workforce Information Micron Technology INC.
As the director of Workforce Information at Micron Technology Inc., Tim Long leads a team of business intelligence engineers, analysts and data scientists to create insight from workforce data. Long’s team supports Micron’s strategic commitment to data-driven decision making helping to inform people decisions with sound analytics. Long holds a bachelor’s degree in mechanical engineering from the University of Wyoming and a master’s degree in business analytics from New York University’s Stern School of Business
ATC Building A Proactive Sourcing Function To Fill Critical PositionsRob McIntosh
This document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining the recruitment charter and synergies between recruiting and sourcing teams. It also covers creating comprehensive passive and active candidate sourcing channel strategies, and measuring the value of sourcing and recruitment functions.
This document describes a two-day Strategic Workforce Planning Masterclass hosted by Kienco, a boutique consultancy specializing in workforce strategy. The masterclass provides a comprehensive introduction to strategic workforce planning through case studies, examples, and hands-on exercises to help participants apply the principles in their own organizations. Previous attendees have used what they learned to successfully conduct strategic workforce planning. The document outlines Kienco's eight-step methodology and provides details on course locations and dates in Australia, New Zealand, and other countries.
HR ca not operate in traditional ways any more
The technology driven data management is a necessity .
HR analytic is pretty useful in driving crucial decisions.about work force
especially in IT sector.
Here are few tips.If you liked least you could do is to share
also read my latest book in Amazon
HR Analytics and KPIs with LBi HR HelpDeskLBi Software
A well-designed and mature HR Case Management solution can provide great value through powerful analytics.
By delivering HR Help Desk Key Performance Indicators (KPI) in a graphical Executive Dashboard format, senior management will have the right information at their fingertips, in real time and with pain points clearly and visually presented, to make the critical decisions necessary to maximize organizational performance.
We will also show how this valuable data can enhance other KPI tools such as Balanced Scorecard analytics. Find out why Big Data analytics is truly a necessity to succeed in today's highly competitive business climate!
We will discuss and demonstrate how LBi HR Help Desk analytics can transform your organization by providing a keen understanding of your workforce dynamics, including exposure to general employee attitudes, management issues, festering labor disputes, and other workplace concerns that can impact productivity
Building A Talent Acquisition Strategy For The Ages: People & Culture John Bersentes
The document discusses several topics related to talent acquisition and management, including:
1) Current trends in talent management such as digital citizens in the platform economy and building employer branding strategies.
2) Examples of connecting students and young professionals with mentors and career resources through organizations like hellenext.org.
3) Building an effective diversity and inclusion strategy focused on workplace inclusion and identity.
4) The rise of talent communities and employer collaboratives to address issues like diversity, regional innovation clusters, and STEM talent.
Hiring in a Candidate Driven Market: People, HR & AnalyticsShelley Reece
HR analytics empower organizations to use employee data to make better working decisions and improve performance in areas such as attracting top talent, accurately forecasting future staffing needs, and improving employee satisfaction. Join us to learn how to empower your organization to align metrics with strategic business goals, using HR analytics.
What Is Talent Mapping? SGA Talent explainsSGA Talent
What Is Talent Mapping? Talent Mapping is the process where a company analyzes their current and future talent needs, and then maps out talent pools of potential candidate talent to meet those needs
Talent Mapping - Provides talent intelligence and insight into a competitor’s organization
Talent Mapping - Produces valuable data used for proactive recruiting efforts to build candidate pipelines for current and future roles
Talent Mapping - Used as a great tool to create engaged talent communities
Talent Mapping - Provides the recruiting team with the entire talent pool ensuring completeness and access to the potential talent universe reducing the chance of missing out on the “right candidate.”
Talent Mapping - Is often delivered in organization chart format, proving a visual of relationships of who is who and who does what within an organization, taking the guesswork out of the equation
Talent Mapping - The go-to resource to understand a competitor’s structure after the pandemic
Person of Interest meets Recruitment - Predictive Analytics for HR and Recrui...Joberate
1) The document discusses how predictive analytics can help human resources (HR) and recruitment functions. It describes how predictive models can forecast things like which employees may leave a company, who should be prioritized for open roles, and ideal times to contact candidates.
2) Traditional reporting in HR involves analyzing past data, while predictive analytics uses data to forecast future events and probabilities. The document provides examples of metrics that could be tracked, like the number of profiles being monitored and how many predicted active job seekers actually change jobs.
3) Near-term focus areas discussed are retaining existing employees and improving recruiting. The benefits highlighted are early risk detection, talent planning, and gaining a competitive advantage through predictive insights.
Building a proactive sourcing function to fill Critical PositionsRob McIntosh
The document summarizes strategies for building an effective proactive sourcing function to fill critical positions. It discusses determining a clear recruitment charter by collaborating with leadership and recruiters. It also covers creating comprehensive passive and active candidate sourcing strategies, measuring the value of sourcing, and brainstorming solutions.
Fundamentals of Recruitment Analytics OutlineDan Meyer
This document provides an outline for a training on fundamentals of recruitment analytics. It covers topics such as defining recruitment analytics, assessing an organization's current use of analytics, key recruitment metrics to track, finding the right data, applicant tracking systems, using big data and business intelligence in recruiting, and making data-driven decisions. The training agenda includes an overview of trends in the Philippine recruitment industry and a self-assessment of an organization's analytics culture. It emphasizes using data to understand factors like employee retention and satisfaction.
The document provides strategies that top companies use for sourcing talent. It discusses promoting from within as the safest option, using employee referrals and leveraging employees' networks, considering job boards as a low-cost initial option, using LinkedIn to find both active and passive candidates though it requires more advanced searching skills, and considering recruiting firms for more specialized searches. The document provides pros and cons of each strategy and recommends starting with lower-cost options before progressing to more advanced strategies.
Drs 255 skills in job matching and placementpaulyeboah
The document discusses various strategies for identifying and hiring great employees, including:
1. Developing job matching patterns by evaluating top performers and creating profiles;
2. Managing employment interviews to directly observe candidates and assess skills;
3. Conducting pre-employment assessments to screen for abilities and personality fits.
Using objective assessments and clearly defining job requirements allows for a more strategic hiring process.
The Thornton Group - Finding and Keeping the Best Talent - An 8 Step Hiring ...Neil Thornton HBA, MA
Finding, keeping and engaging top talent remains a priority for most, if not all of our clients today. To help, we have developed a unique approach to recruiting that is celebrating incredible success.
LinkedIn Talent Insights + Recruiter User GuidePamela Foo
The document provides guidance on using the Talent Insights report in Recruiter to influence hiring managers and improve sourcing strategies. It outlines how to understand the available talent pool using data on supply, demand, diversity. It also recommends targeting top companies and hidden gem locations, and preparing recommendations for hiring managers based on the Talent Insights data.
Universum provides employer branding and talent attraction services to over 1,700 clients globally. Their Talent Insight Report uses survey data from over 1.3 million career seekers to help companies understand what their target talent groups want and which employers they find most attractive. The report provides comparisons of target groups' preferences, an analysis of employer brand strengths and challenges, and tailored recommendations to optimize employer branding strategy and activities based on target group insights.
This document provides a recruitment planning overview with sections on building relationships with hiring managers, writing effective job descriptions, finding top talent through various sourcing channels, and using ad posts for recruitment. The sections discuss collecting details from hiring managers, optimizing job posts for search engines, leveraging employee referrals and professional networks as sourcing channels, promoting internal candidates, and highlighting work from home opportunities in ad posts.
Click through to see key topics from ConnectIn 2013 in Toronto, including predictions of talent acquisition in 2015 and Moneyball sourcing.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Big Data = Big Headache? Using People Analytics to Fuel ROItalent.imperative
• Interpret trend information to understand the business case for Big Data in HR.
• Examine your fears and assumptions about Big Data.
• Learn from best practice case studies how to demonstrate HR’s contributions to ROI.
• Understand how to engage key stakeholders as part of your organization’s people analytics journey.
Sourecon Presentation: Career Coaching - Mapping Your Next StepAMPLIFY//
You are killing it in your current role. But what’s next? How do take the next step to grow your career? In this session, you will discover new career paths. Using real life examples and information gathered by interviewing some of the most influential professionals in talent acquisition, you will learn how to leverage your experience in order to map out your future career.
The document discusses how LinkedIn Recruiter can be used to build talent intelligence and manage talent pools. It provides information on identifying the total addressable market for different roles using LinkedIn data and filters. Recruiters can analyze where candidates reside, went to school, and previously worked to develop a sourcing strategy. Talent pool reports and the Talent Pipeline feature allow recruiters to organize leads and track candidates through the hiring process. The goal is to leverage LinkedIn data to inform hiring managers and source top talent more effectively.
WhoKnows People Data Analytics for Human ResourcesJoanne Hernon
This document discusses how machine learning and people data analytics can help companies make better HR decisions. It explains that people analytics has traditionally relied on limited manually entered data, but new technologies allow companies to analyze more employee data from multiple sources. Machine learning and analyzing employee skills, relationships, and expertise across an organization can provide insights into talent gaps, team positioning, retention strategies, and strategic planning. The document promotes a people analytics platform called WhoKnows that helps companies leverage these techniques to realize the full potential of their employee talent and knowledge.
Using Data to Build an Effective Talent Acquisition StrategyTALiNT Partners
The word was ‘Big Data’, and that was fine but what happens once the hype dies down?
Do you know how to get from looking at the mountains of data to implementing a data-led Talent Acquisition Strategy?
Do you have the right resources within the team to analyse and get to the insight?
Workforce Analytics-Big Data in Talent Development_2016 05Rob Abbanat
1) The document discusses how workforce analytics uses big data approaches to improve talent management and recruiting. It outlines a 5-step process for implementing workforce analytics: clarifying the problem, determining metrics, gathering data, analyzing the data, and presenting results visually.
2) Most companies are still only reporting workforce analytics data, while few are able to forecast or simulate results. Examples are given of how some companies have used workforce analytics to optimize retention, promotions, and talent acquisition strategies.
3) The meeting discussed how workforce analytics can help move companies from decisions based on hunches to data-driven models, showing clearer links between talent expenditures and organizational performance.
En cntnt-ebook-savvy-hr-leader-guide-to-digital-recruitingAnthony Acampora
Digital tools can help optimize the talent lifecycle from attracting candidates to onboarding and retaining employees. During the attracting phase, companies should focus on building their employer brand and showcasing their unique culture. Data and predictive analytics can help identify the best candidates during the hiring process. Onboarding is critical for new employee productivity and integration, and digital tools can streamline onboarding. Ongoing employee development and empowerment is also important for engagement and retention.
People Analytics: Creating The Ultimate WorkforceCenterfor HCI
If you are a leader or manager in a large organization, you are probably familiar with these terms. But you may be unaware how your organization can benefit from people analytics and what it will take.
For decades, industries and companies around the world have known talent can serve as one of the best competitive advantages. It is also clear identifying the right talent for your business is vital because not everyone is going to be a perfect fit.
This document outlines emerging roles in recruiting that provide opportunities for career growth beyond traditional recruiting roles. It describes several new roles including Director of Recruiting Strategy who ensures recruiting maintains a competitive advantage; Director of Recruiting Programs and Program Managers who strategize and oversee recruiting initiatives; and Talent Acquisition/Marketing Manager who shapes employer brand perceptions. These roles demonstrate recruiting is becoming more strategic, technology-centric, and brand-focused.
Using Canadian Talent Supply and Demand Data in your Recruiting StrategyWANTED Technologies
This document discusses how companies can use data on talent supply and hiring demand to improve their hiring strategies in Canada. It recommends analyzing the number of job openings for specific roles, salaries, required skills, and locations to understand demand. It also suggests examining the number of candidates with certain qualifications to understand supply. Considering both demand and supply data using a "Hiring Scale" can indicate how difficult different jobs will be to fill. The document is authored by WANTED Technologies, which provides analytics on global talent supply and demand to help companies with workforce and recruiting strategies.
Similar to Linkedin ddr-ebook-final datadrivenrecruiting (20)
This document discusses how LinkedIn can help governments at every step of the recruiting process. It outlines the four main steps - plan, attract, post, and recruit. LinkedIn provides tools like analytics, career pages, ads, and job posting to help with workforce planning, promoting open jobs, and sourcing qualified candidates. Using LinkedIn's data and recruiting tools can help agencies attract better quality applicants compared to job boards alone.
LinkedIn Sponsored content best practices fall 2017 Michael Cirrito
The document provides best practices for content marketing, including mapping content to different stages of the buyer's journey or sales funnel. It recommends using different types of content like infographics, blog posts, case studies and webinars depending on whether an audience is at the awareness, interest, favorability, or action stage. It also provides tips for optimizing sponsored content on social media, such as refreshing creative frequently, testing different variations, and personalizing messages for specific audiences. Finally, it discusses best practices for content in the social media feed, such as offering value to members, keeping introductions short, using compelling images, maintaining a consistent brand identity, and designing content with mobile in mind.
This document provides guidance on building a strong employer brand through effective use of LinkedIn. It discusses encouraging employees to update their LinkedIn profiles, post and engage with content, and grow their connections. This helps expand the reach of the employer brand and build engagement. The document also stresses using a company's LinkedIn page and career pages to attract talent and tell an authentic story about the company culture. Building a strong employer brand through LinkedIn can help reduce hiring costs and improve hiring metrics.
Linked in for veterans (training 60 mins) 6.6.17 (compressed)Michael Cirrito
The document provides guidance to veterans on using LinkedIn to build their professional identity, network, and launch their civilian careers. It outlines how veterans can craft compelling profiles by translating their military experience, requesting recommendations, listing skills, and taking tutorial courses. It also explains how veterans can leverage their LinkedIn network to explore job opportunities, contact recruiters, understand company cultures, and develop in-demand skills. The goal is to empower veterans to fully utilize LinkedIn's tools and resources to advance their post-military professional goals.
Talent Acquisition For The Government of the FutureMichael Cirrito
1. Governments face significant skills gaps, especially in digital areas like cybersecurity and data analytics. Younger talent are also not attracted to government careers.
2. To compete for top talent, governments must transform their approach to talent acquisition. This includes emphasizing purpose over long-term careers, focusing recruitment on social media platforms, and using data to anticipate skills needs.
3. A new talent acquisition strategy should build the government brand on social media, use analytics to track skills gaps and campaign effectiveness, elevate talent acquisition as a strategic priority, and continually test and refine recruitment efforts.
This document provides guidance on building a professional brand on LinkedIn. It recommends adding a professional photo and compelling headline, writing a summary that highlights accomplishments and skills, detailing work experience, including recommendations and volunteer experience, finding and joining relevant groups, using messaging to connect with your network, and publishing content to showcase expertise. The goal is to optimize your profile, network, and use of LinkedIn's publishing tools to connect with opportunities and establish yourself as a thought leader in your industry.
This document summarizes a presentation about utilizing LinkedIn to attract lateral lawyers. It discusses challenges in legal hiring and outlines a pilot program conducted by Fox Rothschild LLP to increase their brand awareness and meet hiring goals on LinkedIn. The pilot utilized recruitment ads, sponsored updates, and personalized InMails. As a result, Fox Rothschild saw significant increases in followers, career page views, job applications, and other key metrics. The presentation provides examples of effective InMail messaging and concludes that the pilot doubled Fox Rothschild's speed in acquiring new followers and engaging candidates.
LinkedIn Profile Session For Transitioning FedsMichael Cirrito
This document provides guidance on building a professional brand on LinkedIn. It recommends adding a professional photo and compelling headline, writing a summary that highlights accomplishments and skills, detailing work experience, including recommendations and volunteer experience, finding and joining relevant groups, using messaging to connect with your network, and publishing content to showcase expertise. The goal is to optimize your profile, network, and use of LinkedIn's publishing tools to connect with opportunities and establish yourself as a thought leader in your industry.
The document provides tips for writing effective LinkedIn InMails. It emphasizes personalizing messages by mentioning common connections, groups, employers, schools, or interests. It advises targeting candidates who have been in their role for 1-3 years and sending messages during peak response times. The document warns against asking for resumes, referrals, or offering positions beneath candidates' experience in the first message as these are common pitfalls. It also provides analytics to help measure message performance and tailor outreach strategies over time.
The document discusses LinkedIn's recruiting tools and how they could help improve the speed, efficiency, and reach of a presidential transition effort. It outlines LinkedIn's multi-phase candidate journey approach, including planning and analysis of talent pools, building awareness of opportunities through the company page, ads, and content, and directly engaging candidates using InMails and talent direct targeting. The presentation then demonstrates specific LinkedIn recruiting products like talent pool reports, sponsored content, and talent direct that could help identify potential candidates, engage them, and capture them in the transition's talent pipeline.
1) Most companies still base talent decisions on intuition rather than data-driven evidence, but analytics are beginning to drive decisions about recruiting, retaining, and developing employees.
2) Early uses of workforce analytics have focused on reducing costs like turnover, but the goal of using analytics to directly impact revenue and profits is gaining importance.
3) For analytics to be effective, HR and business leaders must collaborate to link workforce data to financial data and business outcomes.
How to build a great profile and professional brandMichael Cirrito
This document provides tips and information for building a strong professional profile and brand on LinkedIn. It emphasizes connecting with others, staying informed with relevant news and knowledge through LinkedIn features like Groups and Pulse, and publishing content to strengthen your reputation and expertise in your industry. Specific recommendations include adding a professional photo, writing an attention-grabbing headline, including details about work experience, skills, causes, and examples of work in presentations/videos. The goal is to maximize profile views and engagement by showcasing your accomplishments, interests, and value through a complete LinkedIn profile.
The document provides tips and strategies for moderating LinkedIn groups. It discusses engaging new members, fostering community, enabling great discussions, finding and sharing content, celebrating member success, and growing the group. The document includes success stories from moderators and their advice.
LinkedIn Profile Tip Sheet for Government EmployeesMichael Cirrito
The document provides tips for creating an effective LinkedIn profile for government employees. It recommends including a professional photo, listing relevant experience with numbers and accomplishments, adding education and skills, and getting recommendations to gain credibility. Volunteer work and involvement in organizations and groups are also suggested to help viewers understand your interests and start conversations.
GovExec - January 2015 Cover Story on Federal Hiring and FiringMichael Cirrito
This document summarizes the challenges the US federal government faces in hiring employees. It discusses the complexity of rules around programs like Pathways and veterans' preference that are meant to help with hiring but have become difficult to understand and apply properly. It also notes the long timelines required to hire someone through the federal process. Representatives from different agencies expressed frustration with these issues at a conference on rethinking government hiring strategies.
1) The document outlines a 5-step process for boosting a talent brand through content marketing: plan, develop content, share content, amplify content, and measure/adjust.
2) It recommends defining target audiences, creating personas, and developing a content calendar to plan content strategy.
3) For developing content, it suggests curating existing materials and creating original content like blog posts, videos, and presentations on topics like the talent brand, thought leadership, and company news.
4) Content types could include blog posts, infographics, ebooks, videos, photos and more to engage audiences.
The document discusses what makes a modern recruiter and provides tips for using LinkedIn effectively. It includes quotes from recruiting experts that define a modern recruiter as someone who is a business generalist, salesperson, marketer, and data analyst. The document then provides recommendations for crafting compelling LinkedIn profiles and company pages, using LinkedIn tools to source candidates, and promoting companies as top employers.
#NowHiring - The Role of Social Media in Agency RecruitingMichael Cirrito
LinkedIn & The Partnership for Public Service assess the rules of the road for Federal recruiters and talent acquisition professionals who want to be more engaged on Social Media. They spoke with The Office of Personnel Management (OPM), the Office of Government Ethics (OGE), and six different agencies to identify effective and approved practices for being more engaged.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Recruitment marketing involves promoting job opportunities and workplace culture, including employee feedback, along with products or services, in the form of articles, ads, images, videos, etc.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
2. 2Data Driven Recruiting
In the age of social recruiting, there are massive amounts of data and
candidate profiles to wade through. Finding “the one” for your role
can feel like searching for a purple squirrel.
Instead of being overwhelmed by data, organizations can turn it into
a competitive advantage.
If the mention of data and analytics gives you hives, don’t
worry - we’re here to help! In this e-book we’ll guide you step-by-step
through how to find the best person for the job faster, using talent
pool insights that will make your hiring manager smile.
Table of contents
What’s the big deal with data driven recruiting
Three steps to being a strategic talent advisor
How to reasearch and refine your talent pool
Execute your sourcing plan
You can’t manage what you can’t measure
Four stories about data driven recruiting
Welcome to the world of data driven recruiting
Introduction
Part 1
Part 2
Part 3
Part 4
Part 5
Conclusion
Why read this e-book
Problem:
Opportunity:
Never fear, we’re here for you!
3. 3Data Driven Recruiting
It’s the analysis and interpretation of talent pool data to find the best
people for your organization faster. In this e-book, we’ll arm you with
the analytical chops you need to:
• Ask the right questions about the roles you’re recruiting for;
• Look for talent pool data to answer those questions; and
• Interpret that data to provide actionable recommendations to
hiring managers.
recruiters don’t have the tools necessary to understand
the market and talent pool they are recruiting from1
What’s data driven
recruiting, anyway?
1
LinkedIn Talent Solutions Survey, (Dec 2014).
2 out of 3
4. 4Data Driven Recruiting
The best developer at Apple is over 9X more productive than
the average software engineer at other technology companies.
The best sales associate at Nordstrom brings in over 8X more
revenue than the average sales associate at other department stores.
The best blackjack dealer at Caesar’s Palace in Las Vegas plays
his table over 5X longer than the average dealer on the Strip.
The best transplant surgeon at a top medical clinic has a success
rate over 6X better than the average transplant surgeon.
The bottom-line impact
of top talent is real.
Boolean Black Belt
Big Data, Data Science, and Moneyball Recruiting, (Sept 2011)
LinkedIn Talent Connect interview, (Oct 2014).
Bain and Harvard Business Review
Making Star Teams Out of Star Players by Michael Mankins, (Jan 2013).
“Human capital data can be leveraged to identify and hire
more great people more quickly... but the vast majority of
companies have yet to fully embrace data as a strategic asset
in talent acquisition.”
9X
8X
5X
6X
Glen Cathey
SVP, Talent Strategy and Innovation
Kforce
5. 5Data Driven Recruiting
Data matters for finding
talent faster & more efficiently
Talent acquisition teams with mature analytics are:
2
Forbes, The Geeks Have Arrived in HR: People Analytics Is Here,
(Feb 2015).
more likely to improve their recruiting efforts; and
more likely to realize cost reductions and efficiency gains
2X
3X
“The old fashioned fuddy-duddy HR department is changing.
The Geeks have arrived. Today, for the first time in the fifteen
years I’ve been an analyst, human resources departments are
getting serious about analytics. And I mean serious.” 2
Josh Bersin
Principal and Founder
Bersin by Deloitte
1
Bersin by Deloitte, WhatWorks Brief: High-Impact Talent
Analytics - Building a World-Class HR Measurement and Analytics
Function, (Oct 2013).
6. What’s the
big deal with
data driven
recruiting
Three steps
to being
a strategic
talent advisor
7. 7Data Driven Recruiting
Hiring manager and recruiter
relationships can be a problem
56%
61%
80%
82%
Over half of TA organizations that are reactive and tactical.
Recruiters in these organizations act as order takers for hiring
managers instead of consultative partners.1
However, most hiring managers say recruiters have a low to
moderate understanding of the jobs they’re recruiting for.2
Most recruiters think they have a high to very high
understanding of the jobs they’re recruiting for.2
of recruiters have recently dealt with a hiring manager
with unrealistic expectations.3
1
Bersin by Deloitte, WhatWorks Brief: High-Impact Talent
Analytics - Building a World-Class HR Measurement and Analytics Function,
(Oct 2013).
2
iCIMS and hire expectations institute, Strategies to Improve the
Recruiter and Hiring Manager Relationship, (Oct 2014).
3
LinkedIn Talent Solutions Survey, (Dec 2014).
“The recruiting organization that figures out how to extract
the value of data will define the future of talent acquisition.”
Brendan Browne
Senior Director of Global Talent Acquisition
LinkedIn
8. 8Data Driven Recruiting
When hiring manager and
recruiter relationships are
working, the results are great
Bersin by Deloitte, WhatWorks Brief: High Impact Talent Acquisition:
Key Findings and Maturity Model, (Sept 2014).
Developing relationships with hiring managers is the #1 driver of
talent acquisition performance — 4X more influential than any other.
of companies have a mature talent acquisition organization,
in which recruiters:
1. Act as true consultants to hiring managers
2. Understand trends in the labor market
3. Hold kick-off meetings and establish service-level agreements
with hiring managers
4. Use various sourcing tools to build talent pools and pipelines
5. Proactively pursue, engage, and convert qualified candidates
4X 13%
9. 9Data Driven Recruiting
How to become a strategic
advisor to the hiring manager
Here’s the process we
recommend:
Advice on being a strategic
talent advisor from your
fellow recruiters
Anne-Marie Ryan
Senior Recruiter
LinkedIn
Have an informational
intake meeting with your
hiring manager
1
Step
Research and refine your
target talent pool with data
2
Have a follow-up
strategy meeting with
your hiring manager
3
Sample discussions to have during your hiring manager
strategy meeting:
• This is what the talent market looks like for the role
[Present your research and Total Addressable Market based
on the basic qualifications]. Does this look right? What can
we tweak or deprioritize to get a larger pool of candidates?
• Based on the background of your current team, are you
trying to fill gaps or go after people with similar
backgrounds?
• Set expectations on timelines for finding passive candidates.
It’s typically a longer process than they might expect.
• Tell them how often you will communicate progress.
• Get a commitment from the hiring manager that this is a
priority for them, and who on their team will be active
participants in the interview process, providing an excellent
candidate experience.
10. 10Data Driven Recruiting
Why:
To clearly define the role you are recruiting for.
The initial intake meeting is critical to get right
because the latter stages involve spending a lot
of time researching candidates and nurturing
prospects in the talent pool you defined.
Next step:
Set up a follow-up meeting to discuss your talent
pool findings, tweak your sourcing strategy, and
agree on the execution plan.
How:
During the meeting, ask questions so you fully
understand the role. Get examples of high
performers in these roles now, that your hiring
manager would want to clone.
Have an informational intake
meeting with the hiring manager
Step 1
Have an informational
intake meeting with your
hiring manager
1
Step
Research and refine your
target talent pool with data
2
Have a follow-up
strategy meeting with
your hiring manager
3
11. 11Data Driven Recruiting
Sample hiring manager
intake form
Job Function
Job Titles (Max of 20)
Job Function
Accounting
Senior Level Owner
Seniority Level Years of experience
New College Grad 1-3 years
Creative
Location
Geography (Global, Multiple)
Industry
Current or past company - Including specific companies may limit use of additional filters
Include (Min 5, Max 20) Exclude (Min 5, Max 20)
Skills Degrees LinkedIn Groups
Skills (Max 10) Degrees Groups
12. 12Data Driven Recruiting
Why:
• To provide your hiring manager with macro-
level insights on the talent supply using data.
• To set hiring manager expectations if their role
requirements are too strict.
How:
• Identify the high performing individuals at your
organization the hiring manager would want to
clone.
• Create a search that includes them in the results
to understand the ideal skills, experiences, and
education you should look for.
• Refine this search with the criteria you defined
with your hiring manager.
• Using an intake form as your guide, create an
overview of your target talent pool that you can
share with your hiring manager in your next
consultation.
• Gather data on the broader talent market
using organization-based and exclusive Boolean
search strategies. We’ll dive deeper into how to
do this in the next chapter.
Next step:
Decide what you’ll communicate to your hiring
manager in terms of timelines, your sourcing
and recruiting plan, how you’d like the hiring
manager to help, and next steps.
Research and refine the target
talent pool with data
Step 2
Have an informational
intake meeting with your
hiring manager
1
Step
Research and refine your
target talent pool with data
2
Have a follow-up
strategy meeting with
your hiring manager
3
13. 13Data Driven Recruiting
Why:
• Get sign-off on the plan before you execute it
• Educate, tweak role requirements, and agree
on next steps.
How:
• Share the quantified total addressable market,
and other views of your target talent pool you
researched.
• Ask your hiring manager if the results show the
best people in the world for the role you’re
trying to fill.
• If the original request results in a tiny talent pool
of people, it’s probably not a realistic request.
• Educate your hiring manager on your market
research, then work together to refine and
remove criteria that aren’t priorities and can
expand your target talent pool.
• Repeat the saved search, discuss, and refine
again as needed.
• Set expectations! Remember that you are
entering into an agreement with your hiring
manager.
Have a follow-up strategy
meeting with the hiring manager
Step 3
Have an informational
intake meeting with your
hiring manager
1
Step
Research and refine your
target talent pool with data
2
Have a follow-up
strategy meeting with
your hiring manager
3
Next step:
Once you agree on the new job description
and sourcing strategy, you can begin to prioritize
candidates in your talent pool, research, and
reach out.
14. 14Data Driven Recruiting
Agree on the target talent
pool after removing or altering
job criteria
Once you do this with your hiring manager, you will have a realistic talent pool of prospects to go after.
Remove or
alter a fourth:
126
Remove or
alter a third:
Remove or
alter a third:
8271
Remove or
alter one:
Every
“requirement”:
193
15. 15Data Driven Recruiting
“The hiring manager was frustrated because he felt it was
an easy role to place. I felt that it was a difficult role that
would take some time. Finally we sat next to each other to
look at LinkedIn Recruiter’s search insights. The hiring
manager said “Wow, your job is really hard. I have no idea
how you do this.” Originally he wanted to fill the role in a
month. Now he agrees that the position will take up to 6
months to fill. He also adjusted the criteria from 1 year of
experience to include those with 3-5 years of experience to
expand the talent pool. When the hiring manager empathized
with how hard our job is, I got excited. Hiring managers don’t
usually understand how in-demand and small a talent pool is,
especially with quality talent.”
“The purpose of the refine meeting is to go back and get
buy in from the client that you are supporting to make sure
that you are aligned on the talent that’s represented in your
talent pool.”
Brigitte Kearney
Staffing specialist
Qualcomm
Matt Tague
Talent Market Strategist - Lead Recruiter
LinkedIn
17. 17Data Driven Recruiting
Why build talent pools
using data
of recruiters say they are
more efficient in their recruiting
efforts when they have a solid
understanding of the market
and talent pool they’re
recruiting from.
of recruiters don’t use
talent pool insights during
intake or kickoff meetings with
hiring managers.
Yet 71% say they would if they
were easily available, sharable,
and understandable.
77% 75% 71%
LinkedIn Talent Solutions Survey, (Dec 2014).
18. 18Data Driven Recruiting
Benefits of sharing talent pool
insights with hiring managers
Before:
• Little to no understanding
of internal talent pools
• Searching reactively
• Constantly repeating
keyword searches
• Hunch-based talent
conversations with hiring
managers
After:
• Deep internal understanding
of internal and external talent
pools
• Understand the total
addressable talent market.
• Search once, prioritize,
then refine
• Data-driven talent
conversations with hiring
managers
2nd
Candidate talent pool development is the 2nd most influential
driver of talent acquisition performance, after hiring manager
relationships.1
19. 19Data Driven Recruiting
Learn how to use talent pool
insights for recruiting in 3 steps
Dion Love
Narrative Strategist,
CEB (Corporate
Executive Board)
Search once
and save
1
Step
Interpret
the data
2
Save your searches
and pipeline
3
“Data isn’t new. Getting insight from it also isn’t new. But the
amount of data we have access to now, combined with the
speed it comes at us means that the smartest recruiting
organizations are finding new ways to gather and analyze
data at speeds previously unthinkable. And they’re using that
data not only to make smarter recruiting decisions but to
influence broader business strategy that determines talent
needs in the first place.”
20. 20Data Driven Recruiting
Why:
• Similar to a market sizing exercise to
understand an overall revenue opportunity,
you want your hiring manager to understand
the total addressable market of talent you are
going after.
• If the total addressable market is too large or
small, you can refine the job criteria so you have
a reasonably-sized talent pool to pursue.
How:
• Use your hiring manager’s job criteria to create
a Boolean search string that captures all the
ideal qualifications of the role you’re recruiting
for.
• Alternatively, create a search that will result in
the top talent at your organization that you want
to clone. Then use exclusive search tactics to
find similar talent outside your organization and
exclude the types of people you DON’T want
from your results.
• Quantify your total addressable market by
recording the total number of professionals that
fit all of your ideal criteria.
• Save your search results.
• Remove criteria that you think could be
de-prioritized to see how your total
addressable market expands.
• Create a slide that helps your hiring manager
visualize and quantify the total addressable
market for your ideal candidate vs candidates
with low-priority qualifications removed.
Recruit faster - Search
once then save your search
Step 1
Search once
and save
1
Step
Interpret
the data
2
Save your searches
and pipeline
3
21. 21Data Driven Recruiting
Quantify the total addressable
market for your hiring manager
Total Addressable Market
Individual possess
the minimum requirements
Software Engineer
Software Engineer +
Java AND C++
+ Bay Area
+ Medical Industry
+ ERP Technology
+ a few desired job requirements Java AND C++
+ Bay Area
Ideal candidates
“When I was sitting with
the hiring manager and
looking at LinkedIn
Recruiter’s search
insights, we immediately
knew if we were casting
too tight of a net and how
we needed to adjust the
criteria. It allowed me
to talk about how big the
market is, and whether
the hiring manager
needed to adjust his
strategy. We also
discovered companies we
weren’t looking at before,
that had people with the
background we wganted.”
Brigitte Kearney
Staffing specialist
Qualcomm
22. 22Data Driven Recruiting
Use search insights in
LinkedIn Recruiter
In LinkedIn Recruiter, do a search then click on the search insights tool in the upper right hand corner.
23. 23Data Driven Recruiting
Get an overview of your
talent pool
Understand different aspects of your target talent pool - where they’ve worked before, where they currently work, a breakdown in years
of experience, a breakdown of years in their current experience, which schools they attended, what they studied, and where they live.
24. 24Data Driven Recruiting
Why:
Get different views of your talent pool to
understand where the largest pockets of
candidates lie.
How:
Dig into these suggested views of your talent pool.
Play around with the tool to see more interesting
cuts of the data.
Interpret the talent pool data
Step 2
Search once
and save
1
Step
Interpret
the data
2
Save your searches
and pipeline
3
25. 25Data Driven Recruiting
Prioritize companies with
the largest target talent pools
Why:
• Get competitive intelligence on which companies have the largest
talent pools of people you’re interested in and prioritize recruiting
from those companies.
• By focusing on one organization at a time, you can understand
that organization’s language for jobs and save yourself time.
• Move from:
How:
• Save time by searching once, then refining the same search string
and saving each subsequent search in LinkedIn Recruiter.
• Find companies with the largest target talent pools.
• Filters: Select your ideal qualifications (i.e. skills, years of
experience, etc.)
• Search Results:
• Identify terms that are not a fit and start removing
these people.
• These become the NOT keywords for your search
query (i.e. NOT intern, NOT CEO, etc).
• Check if the list of results / people looks right.
• Once the results look right, save your search and sign
up to get alerts.
• Alerts tell you when an organize has promoted
someone, or when someone has left the organization
so you can keep tabs on your top talent.
• Go to search insights and click on companies to see
which companies (both current and past) have the largest
talent pools.
• Understand where you’ve previously recruited talent from.
• Select your organization under Current company.
• Look at the past companies section of search insights to
understand where you’ve recruited from in the past.
Before:
Filter focused
Inclusive searches (creating
a Boolean string)
After:
Company focused
Exclusive searches (subtracting
criteria you don’t want, like title
= intern)
27. 27Data Driven Recruiting
Prioritize schools with the largest
student and alumni talent pools
Why:
• Speed up your sourcing by prioritizing schools with the largest
talent pools of students and alumni that meet your criteria.
How:
• Find schools with recent grads in your target talent pool.
• Re-run your saved Boolean search query with target criteria.
• Select <1 year or 1-2 years of experience.
• In the search insights section, click the “Education” tab.
• This is the recent graduates talent pool with your desired
skills and experiences.
• Understand which schools have alumni in your target talent pool
• Repeat the above but under Years of Experience check the
options you’d like to target.
• Understand where your organization’s current employees
graduated from
• Repeat the above but under Company, enter your
organization.
29. 29Data Driven Recruiting
Uncover hidden
internal talent pools
Why:
If you work for a medium to large sized organization, there may be
internal talent that fits your qualifications and aren’t already working
in the group you’re recruiting for. They may be slightly junior or the
same level as the role you’re trying to fill, and open to a promotion or
lateral move.
How:
• Using company filters, select both current and past company as
your own.
• Select ideal # years of experience you’re targeting.
• To find those who could be promoted, enter keywords of roles
that are immediately junior to the one you are sourcing for.
• Identify potential lateral transfers by excluding people in the
junior role.
30. 30Data Driven Recruiting
Search for referral talent
in your hiring manager’s
network
Why:
Chances are, your hiring manager will know qualified people
because of network effects. As the theory goes, birds of a feather
flock together.
How:
• Communicate with your hiring manager that you will use LinkedIn
Recruiter to target talent in his or her network.
• Connect with your hiring manager so you can see his/her
connections on LinkedIn.
• Navigate to your Hiring Manager’s profile in LinkedIn Recruiter.
• Click on connections.
• Source your hiring manager’s connections using the search string
you created.
• To visually summarize the talent pool that is in his/her network,
in search insights click on the Compare All tab.
• Recommend a messaging strategy for referral candidate outreach.
Craft a message for the hiring manager to use to reach out
directly to candidates.
31. 31Data Driven Recruiting
Why:
1. This will save you a tremendous amount of time
and work in the long run. You’ll no longer need
to re-enter search criteria and filters each time
you look for candidates.
2. Help your teammates and manager track your
progress and help you as needed.
How:
1. As you identify different talent pools, save your
search query, save your filter sets as custom
filters, and save leads to your project / pipeline.
2. Add a note to leads referencing the name of
the talent pool you’re sourcing for.
3. Use notes to indicate which individuals you’ve
begun sourcing and outreach with.
Save your searches
and pipeline
Step 3
Search once
and save
1
Step
Interpret
the data
2
Save your searches
and pipeline
3
Pro tip: Use the update feature
in LinkedIn Recruiter to get alerts on when
someone in your target talent pool has been
promoted or has left the organization.
32. 32Data Driven Recruiting
Resources to get started with
using talent pool insights:
1. Free LinkedIn talent pool reports on SlideShare:
lnkd.in/plan
2. Search Visualization tool in LinkedIn Recruiter.
Contact us to learn more.
33. 33Data Driven Recruiting
Try exclusive search tactics
yourself in 15 minutes!
1. Create an organization-based search for your target talent pool
a. Enter keywords for your role.
b. Under Current company, enter your target organization.
c. Filters: Select fixed requirements (i.e. Years of experience,
Location, etc.).
2. Refine your search
a. Identify terms that are not a fit and begin removing
these terms.
b. These terms become the NOT keywords for your
search query.
c. Save search and Get alerts. Alerts will tell you when someone
is promoted or leaving.
What LinkedIn’s free talent
pool reports will tell you:
1. Which cities to target by understanding macro talent supply
AND demand data.
2. Which LinkedIn groups to target by seeing which groups are
most popular.
3. How to craft your InMail messages by understanding what your
target talent pool values in a job.
35. 35Data Driven Recruiting
Put your sourcing and
recruiting plan into action:
1. Prioritize candidates that are most likely to respond and are the
best match for your organization.
2. Research and referral check high potential candidates by
interviewing connected employees.
3. Contact candidates by reaching out through mutual 2nd or 3rd
degree connections. This is proven to be more effective than cold
contacting.
4. Pipeline proactively to track your nurture process and
collaborate with your team. Proactively nurture relationships
with top candidates, even if they aren’t looking to switch at that
moment. Help them become aware of your organization, want to
work there, and eventually convert into candidates. Tag them in
your system as high potential candidates you may want to go
back to.
Prioritize
1
Step
Research and
referral check
2
Contact through
mutual connections
3
Pipeline
proactively
4
36. 36Data Driven Recruiting
Target different talent pool
segments with different types
of outreach.
Customer
Acquisition Funnel
1:Many
1:1
Sales
Marketing
Talent
Brand
Sourcing
Recruiting
Candidate
Acquisition Funnel
Outreach
Approach
37. 37Data Driven Recruiting
Why:
You’ll end up with hundreds and sometimes
even thousands of target candidates in your
talent pool. It’s important to prioritize your
time with this list wisely.
How:
• Once you’ve agreed on the overall talent pool
with your hiring manager, we recommend
prioritizing the prospects with the highest
match and some affinity toward the
organization to maximize the likelihood
of getting a response.
• Prioritize prospects who are the best match,
from the top half of your LinkedIn search
results. All of your search results meet your
search requirements, but you can now take
advantage of LinkedIn’s new search relevancy
enhancements that better prioritize those
results by taking into account signals of
interest and fit.
• Prioritize prospects with some affinity toward
your organization by looking at the prospects
who are most connected to your employees,
are following your organization, have opted
into your talent community, etc.
• Top priority talent should receive 1:1 InMail
and referral attention.
• Second priority talent requires a 1:Many
strategy. Use LinkedIn’s Work With Us ads, an
email or InMail nurture campaign, etc. to reach
these segments.
Prioritize prospects in your
agreed-upon talent pool
Step 1
Prioritize
1
Step
Research and
referral check
2
Contact through
mutual connections
3
Pipeline
proactively
4
38. 38Data Driven Recruiting
How to prioritize prospects
in your talent pool
Match
Affinity High
High
Low
Prioritize
Here!
39. 39Data Driven Recruiting
Why:
• Get a fair view of high potential candidates
before reaching out, and save yourself time and
headache later.
• Take advantage of your colleagues’ knowledge
in two key areas:
• What it takes to be successful at your
organization.
• Their deeper understanding of the pros
pects’ skills and aspirations.
How:
• Reach out to employees connected to each
prospect. Keep your questions open so
employees
share their thoughts freely. Ask open ended
questions such as:
• What are your thoughts on this person?
• How do you see this person fitting in at our
organization?
• What did they do when you worked
together?
• Record their feedback and decide whether you
should go after that prospect.
Research and referral check
high potential candidates before
reaching out
Step 2
Prioritize
1
Step
Research and
referral check
2
Contact through
mutual connections
3
Pipeline
proactively
4
40. 40Data Driven Recruiting
Once you’ve advised the hiring manager and set expectations using
talent pool data, it’s time to prioritize, research, and reach out!
Instead of cold calling, try reaching out to your prospects through a
second degree connection like an employee. Why? The results speak
for themselves.
Results of using the warm outreach method at LinkedIn:
85%
28%
Average InMail response rates
when 1st degree employees reached out
Average InMail response rates
when recruiters reached out
Why warm outreach works
Bob Spoer
Former Talent Market Strategist -
Engineering, LinkedIn.
Currently Chief Entrepreneur for People/
Search/Partnerships, Ashoka.
“The referral insight gathering process is really where the
rubber meets the road. It’s where we actually get to validate
this great data that we’ve been using.”
41. 41Data Driven Recruiting
Why:
• There’s no reason to reach out cold in a
connected world where you have LinkedIn!
• By reaching out to passive candidates
through a warm contact or after sharing a
warm contact’s recommendations with passive
candidates in an InMail, you can make the
most of the trusted relationship between
the prospect and the mutual connection.
• Your goal with passive candidate sourcing
should be for the person to have a career
conversation with the hiring manager,
even if the candidate isn’t 100% sure
he/she is interested.
How:
• After making sure you have the right people
in the talent pool by validating with your hiring
manager and gathering additional referral data
from employees, it’s time to start reaching out.
• Build a relationship with the prospect and use
the data gathered in the research phase to
figure out the best way to approach the
individual. The recruiter is responsible for
developing the outreach strategy and
facilitating the process. Ideally, the outreach
will be done by the employee or mutual
connection that has the deepest connection
to the individual to increase the chances of a
response.
• The recruiter should figure out the best way to
contact the prospect
• First choice – Most connected employee
• 2nd choice – Hiring Manager
• 3rd choice – Recruiter
• If the prospect isn’t responsive:
• Understand whether the outreach was
specific enough.
• Maybe they aren’t interested in having a
career discussion.
Contact candidates through
mutual connections
Step 3
Prioritize
1
Step
Research and
referral check
2
Contact through
mutual connections
3
Pipeline
proactively
4
42. 42Data Driven Recruiting
Why:
• By proactively pipelining for high priority roles
instead of reacting to every new job posting,
organizations can monitor and increase the
speed and effectiveness of their recruiting
teams.
• By transitioning from reactive recruiting to
• proactive pipelining, recruiters can free up their
time for strategic conversations with hiring
managers about the desired future skills
make-up of their teams.
How:
• Proactive pipelining comes down to the
processes and tracking of individual recruiters.
• Once these statuses are added, recruiters and
recruiting leaders can then see where in the
funnel their prospects fall and track speed
and progress.
Pipeline candidates
proactively
Step 4
Prioritize
1
Step
Research and
referral check
2
Contact through
mutual connections
3
Pipeline
proactively
4
43. 43Data Driven Recruiting
To pipeline, use these
sample tags and statuses
New Prospect:
This prospect has just been added to the talent pool and hasn’t
moved through the process.
Reference Check Pending:
A Reference Check has been requested, however we still need to
gather two or more pieces of positive feedback on the prospect
before moving forward.
Outreach TA:
Somebody on the talent acquisition team has made an outreach to
the prospect.
Outreach EE:
An employee has reached out to the prospect to engage them.
Outreach Manager:
The prospective manager has reached out to the prospect to engage
them on behalf of the organization.
No Response:
The prospect has not responded to the outreach made.
Not Interested:
The prospect has responded to our outreach but has indicated that
they are not interested in engaging.
Not a fit for this role:
We determined that this prospect is not someone we want to engage
with right now based on their skills.
Nurture:
The prospect is in the Nurture phase and is receiving regular “Nur-
ture” activities from the right person.
Moved to ATS:
This prospect has decided to apply for a role at your organization
and enter the recruiting process via the applicant tracking system.
Not Qualified:
Prospect is not a fit for the talent pool based on skills and feedback
provided from reference check process.
Do Not Contact:
Prospect has indicated that they do not want to be contacted by your
company.
44. What’s the
big deal with
data driven
recruiting
You can’t
manage what
you can’t
measure
45. 45Data Driven Recruiting
Set your recruiting goals
It’s imperative to define the following in order
to measure and reach success:
1
Flickr Creative Commons Isaac Mao
Peter Drucker
Management consultant,
educator, and author.
“What gets measured gets done.”
Your business’ key objective
The success metrics you’ll monitor to reach that goal
Your recruiting goal as it relates to that objective
The targets you want to hit to reach success
1
3
2
4
46. 46Data Driven Recruiting
Example of adjusting your
success metrics to match
business needs
LinkedIn Talent Connect SF, Recruiting Metrics That Really Work For You,
(Oct 2014).
Jennifer Hill
Lead Recruiter
Main Street Hub
Business Goal Recruiting success metrics
Entry into new location, product, or service
Hiring slowdown, merger or acquisition
Business or talent competition, diversity
Executive hires, succession planning
# hires, time to accept, brand awareness & engagement
Retention, new hire performance rankings
# hires, time to accept, brand awareness & engagement
Retention, new hire performance rankings
47. 47Data Driven Recruiting
Sample recruiting success
metrics to monitor
Sourcing
• Increase your InMail response rates
from X% to Y%
• ROI: Increase applicants per source
by X%
• ROI: Increase interviewees per source
by X%
• ROI: Increase offers per source by X%
• ROI: Increase hires per source by X%
• ROI: Decrease cost (per applicant, hire)
per source by X%
Talent Brand
• ROI: Increase career site visits by X%
month over month.
• Increase # of company followers by X%
month over month
• Increase % recruiters with an optimized
social presence
• Increase your LinkedIn Talent Brand Index
by X% relative to key talent competitors
for high priority functions / regions
• Increase candidate experience scores (i.e.
NPS, CSAT, etc.) by X%
• Increase candidate offer acceptance rates
by X%
Recruiting overall
• Decrease time to fill by X%
(by department, recruiter, job type, etc.)
• Decrease cost per hire by X%
• Improve hiring manager satisfaction
ratings for new hires (i.e. NPS,
CSAT, etc.) by X% as a proxy for
increasing quality of hire
48. 48Data Driven Recruiting
Lou Adler’s 6 recruiting
metrics that matter
Lou Adler, LinkedIn Talent Blog, The 6 Recruiting Metrics That Really
Matter, (Feb 2015).
Lou Adler
CEO
The Adler Group
Candidates
per hire
Email
conversion rate
Passive candidate
conversion rate
Passive candidate
call back rate
Referrals
per call
Job posting
effectiveness
1
4
2
5
3
6
49. 49Data Driven Recruiting
Tools to help you track
recruiting performance
1. Tie metrics back to your recruiting goals and business objectives.
2. After identifying your metrics, set SMART targets that are specific,
measurable, assignable, realistic, and time-bound.
3. Create an executive dashboard that allows you to monitor and
adjust, focus more time on recruiting, and less time on reporting.
Always
remember to:
Bersin by Deloitte, WhatWorks Brief: High-Impact Talent Analytics -
Building a World-Class HR Measurement and Analytics Function,
(Oct 2013).
“Don’t wait for
industry standards to
come to market. While
some standards are
underway, world-class
companies build their
own systems and use
vendor tools to start.
There are no “complete”
sets of metrics for any
particular company.” 1
ATS reports:
Hires, time,
offer acceptance rate
Finance:
Spend and cost data
Social Media:
InMail response rates,
company followers, Talent
Brand Index
Survey tools:
Hiring manager satisfaction,
candidate satisfaction
Google Analytics
Career site traffic
50. What’s the
big deal with
data driven
recruiting
Four stories
about data
driven recruit-
ing
51. 51Data Driven Recruiting
About Red Hat:
Red Hat is a leader in open source information technology and the
birthplace of an open source platform known as Linux.
Business Problem:
It operates in the competitive and fast-moving software technology
industry, where competition for engineering talent is hot.
Recruiting Problem:
In 2013, Red Hat anticipated 17% revenue growth, resulting in the
need to hire 1,100 global engineers quickly.
Red Hat finds engineers
by combining data from
multiple sources
Story 1
52. 52Data Driven Recruiting
Bersin by Deloitte, WhatWorks Brief: High Impact Talent Acquisition:
Key Findings and Maturity Model, (Sept 2014).
Strategy:
Outbound social sourcing:
Red Hat was an early adopter of LinkedIn Recruiter, which
allowed them to identify engineering talent pools, InMail leads,
and proactively pipeline them. Red Hat also created an employer
brand group that proactively posts updates about the organization
to Twitter, Facebook, LinkedIn, and other social networks.
Inbound social sourcing:
Red Hat created a dedicated team to monitor technical online
communities and search for qualified candidates among those
who posted answers. Red Hat sometimes posts its own tricky
problems on online forums and goes after prospects who come
up with creative solutions.
Referrals:
Red Hat encouraged referrals from employees who were naturally
active in online communities of open source programmers who
actively discussed industry issues with external prospects.
They amplified their referral incentive and recognition program,
looking to their 5,900 employees as recruiters.
Innovative tools:
Red Hat wanted to hire engineers with experience in open source
software so they strategically targeted candidates that posted open
source code publicly available online. Red Hat piloted “Gild,” a tool
that identifies engineering candidates difficult to find through social
sourcing alone. Gild scores and ranks a prospect’s publicly available
code found on over 60 niche sites globally such as Google Code,
Github, Bitbucket, and Stack Overflow, as well as blog posts and
personal websites. Combining this tool with LinkedIn, Red Hat
helped recruiters make contact with prospects by reaching out
through shared connections.
Referrals:
Pilot with
a small team first
Source socially
Use multiple sources
of data
Results and lessons learned:
Referrals now account for 50% of Red Hat’s new hires.
It helped Red Hat to supplement social sourcing tools
with Gild’s scoring feature. Instead of reaching out to 50
candidates, for example, a recruiter could quickly focus on
the 5 or 6 top leads by aggregating multiple streams of data.
Being engaged in online engineering communities through
employees and recruiters was critical to their success.
then roll out changes with the help of the vendor.
This decreases pilot costs and establishes results before
expanding and scaling a new tool.
53. 53Data Driven Recruiting
Business Objective:
LinkedIn is the world’s largest professional network. It’s a social
media and technology company that requires top notch engineers
to build nimble and innovative products. To stay competitive, it also
needs top B2B salespeople and sales leaders to sell its SaaS
solutions to marketing, human resources, and sales functions.
Recruiting Objective:
LinkedIn needed to recruit high priority roles like engineers and
sales leadership. In Silicon Valley, the competition for engineers
and
software sales people is fierce.
Solution:
We created a new Talent Market Strategist position whose primary
job was to proactively nurture and pipeline top candidates into
critical positions.
LinkedIn creates new
“Talent Market Strategist”
role to source proactively
Story 2
Goal:
We wanted to move from:
Traditional Recruiting
Reactive to the business
Keyword search jockey
Prioritize top
of the search list
Cold candidate outreach
Talent market intelligence
dispersed
Talent Market Strategist
strategically and proactively
pipelining for key roles
Proactive approach that partners
with the business before needs
are specifically identified
Search once, refine,
and manage
Prioritize high fit and likelihood
of joining LinkedIn
Warm and tailored outreach
through employees
Talent market intelligence
quantified
54. 54Data Driven Recruiting
Strategy:
• Identify and increase engagement in critical talent pools
• Engage critical talent pools as ongoing “talent communities”
• Convert critical talent pools to hires
• Step up conversations with hiring managers and the business
• What the Talent Market Strategist does
• Creates a proactive “Total Addressable Market” strategy that
prioritizes top candidates based on quality and likelihood of
joining LinkedIn
• Researches highest priority candidates by talking to
employees connected to them
• Uses this research to craft a tailored 1:1 outreach approach
• Nurtures prospects from awareness to interest to becoming
an employee
• The timeline and process: This approach to sourcing was born
in September 2013 and launched in Q4 2014. We piloted the
approach in both Sales and Engineering in Q1 and Q2 of 2014.
Over the past year we have experimented and figured out what
works really well and what can be improved upon. This trial has
provided us with lots of data on how we can and should nurture
pools of talent moving forward.
Results:
hires made
in Engineering
After 1 year:
InMail response rates
to warm introductions
sources of employee
reference checks
gathered
hire made
in Sales, with
prospects now
at the interview
stage
18+
1 55
500+
85%
55. 55Data Driven Recruiting
About:
B/E Aerospace is a world leader in interior cabin products, fastener
distribution, and logistical services for commercial, business and
military jets.
Problem:
B/E Aerospace’s HR team needed to identify talent in the ultra-
competitive aerospace engineering labor market with not only
next-generation strategic and innovation skills but also a willingness
to relocate to Seattle.
Strategy:
The company, with the support of CEB Talent Neuron (CEB’s
talent analytics division), applied research from big data sources
to objectively compare various cities based on the availability
and migratory patterns of the talent pool. CEB Talent Neuron
also monitored competitor information to evaluate market
competitiveness and provided relocation ‘talking points’ unique
to the selected cities.
B/E Aerospace uses talent pool
locations and migration research
to recruit for niche skills
Story 3
Result:
The total analysis helped
B/E Aerospace target
and prioritize its
recruiting investments
and avoid wasting
advertising dollars
in the wrong markets.
56. 56Data Driven Recruiting
About:
Intermountain Healthcare is a fully integrated healthcare system
in the U.S. servicing Utah and southern Idaho. With 22 hospitals,
155 clinics, and 34,000 employees, it is the largest private
employer in Utah.
Problem:
Pro Re Nata (PRN) employees had a high turnover rate of 41 percent
within their first year of working. A PRN employee has no scheduled
hours, working shifts as needed. Managers were increasingly hiring
more PRN employees such that PRN employees grew to make up
over 34 percent of new hires. PRN turnover was projected to cost the
organization $18 million over 10 years.
Intermountain Health
Care increases retention by
improving new hire screening
Story 4
57. 57Data Driven Recruiting
Strategy:
• Intermountain’s HR analytics team formed a cross-disciplinary
team with members from the organizational effectiveness,
recruiting, and finance teams. They resolved to decrease first-year
turnover among PRN new hires by 12 percent.
• To improve the recruiting process, the team selected and
analyzed four metrics: 1) pre-screening scores for candidates sent
to hiring managers for review; 2) the percent of those candidates
actually interviewed; 3) the percent of interviewed candidates
who become five-star quality hires; and 4) the 90-day retention
rate for these candidates. They monitored these on a dashboard.
• After analyzing, the team decided to refine the screening
questions to more accurately represent the role of a PRN at
Intermountain and to filter out less-qualified candidates.
• Most importantly, the team created new tools for managers and
employees to manage their schedules via mobile devices since
employee feedback revealed that scheduling challenges were the
number one cause of turnover.
Results:
In year one,
Intermountain Healthcare
was able to shrink first-year
PRN turnover
from 41% to just 14%.
At the start of year two,
the group’s attrition
continued to improve,
dropping to 5%.
Bersin by Deloitte, WhatWorks Brief: High-Impact Talent Analytics—
Building a World-Class HR Measurement and Analytics Function,
(April 2014).
41%
14%
59. 59Data Driven Recruiting
Here’s a quick recap of all you’ve learned.
May our data be with you as you recruit!
Let your data driven recruiting
adventures begin
Be a strategic advisor
to hiring managers using data
Research and refine
your target talent pool using data
Turbocharge your team’s recruiting performance
with metrics and targets
Prioritize, Research,
then reach out
Have an initial intake meeting with your hiring manager Prioritize candidates that are most likely to respond
Search once then save your target talent pool in
Define your business objectives, recruiting goals,
Research and refine your target talent pool with data and are the best match for your company
LinkedIn Recruiter
and related success metrics
Have a follow-up strategy meeting with your hiring
manager
Research high potential candidates through referrals
Interpret the data through new lenses
Set SMART targets for your metrics
Refine your talent pool with your hiring manager
Monitor regularly and adjust
Warm contact candidates by reaching out through
2nd or 3rd degree connections2nd or 3rd degree connections
Pipeline proactively to track your nurture process and
collaborate with your team
60. 60Data Driven Recruiting
Learn more about
our search insights tool
A 7 Step Plan for Measuring
and Improving Quality of Hire
in the LinkedIn Talent
Solutions Learning Center
by Lou Adler
by Brendan Browne
by Bradley Lawrence
on SlideShare
by Jenny Jedeikin
by Lou Adler
Free LinkedIn talent
pool reports
5 Ways You Can Use Data
to Recruit More Efficiently
3 Principles for
Data Driven Recruiting
Do Your Metrics
Even Matter?
The 6 Recruiting Metrics
That Really Matter
More helpful resources
about data driven recruiting
61. 61Data Driven Recruiting
Recruit quality talent – passive and active, external and internal – on
the world’s largest professional network. Find the right person for
the job faster with LinkedIn’s social recruiting solutions.
Unlock full access to 347 M+ professionals
Attract, find, and hire talent while you sleep using our powerful
sourcing, pipelining, jobs, and talent brand tools.
About LinkedIn Talent Solutions Subscribe to our Blog:
talent.linkedin.com/blog/
Follow us on LinkedIn:
linkedin.com/company/linkedin
Follow us on Slideshare:
slideshare.net/linkedin-talent-solutions
Follow us on Twitter:
@hireonlinkedin
Follow us on You Tube:
youtube.com/user/LITalentSolutions
Learn more about LinkedIn Recruiter:
Request free demo
62. 62Data Driven Recruiting
Anne-Marie Ryan
Matt Tague
Peter Rigano
Josh Bersin
Brendan Browne
Nick Wiik
Glen Cathey
Robin Erickson
Esther Lee Cruz Bob Spoer
Mia Peterson
Dion Love
Lou Adler
Senior Recruiter
LinkedIn
Talent Market
Strategist - Lead
Recruiter
LinkedIn
Talent Analytics
Associate
LinkedIn
Principal and Founder
Bersin by Deloitte
Senior Director of
Global Talent
Acquisition
LinkedIn
Associate Product
Marketing Manager
LinkedIn
SVP, Talent Strategy
and Innovation
Kforce
Vice President, Talent
Acquisition Research
Bersin by Deloitte
Insights & Content
Marketing Manager
LinkedIn
Talent Market
Strategist -
Engineering
LinkedIn
Associate Project
Manager,
Talent Acquisition,
LinkedIn
Narrative Strategist,
CEB (Corporate
Executive Board)
CEO
The Adler Group
Esther is passionate about
connecting people and
opportunities.
She enjoys creating content and
disruptive thought leadership
for the talent industry.
Contributors & InfluencersAuthor