1. Social professional networks are the top source for quality hires according to staffing firms in Southeast Asia.
2. Availability of quality talent is the biggest obstacle to attracting top talent, more so than compensation. Competition from other firms is also a major challenge.
3. Social professional networks, job boards, and internal candidate databases provide both quality and quantity of hires, and are among the top sources for placements. However, more can be done to track return on investment from different sourcing activities.
1) Social professional networks are the top source for quality hires for staffing firms in Southeast Asia, as well as globally.
2) Brand is a high priority for staffing firms, and Southeast Asian firms prioritize building their brand more than global counterparts. However, more can still be done to measure brand health.
3) Passive candidate sourcing and social professional networks are expected to be long-lasting trends that will shape the future of staffing, according to Southeast Asian staffing leaders.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
Global Recruitment Trends - Presentation delivered by Speaker Fernando Magalhaes, Senior Manager LatAm, LinkedIn at the marcus evans Latin HR Summit May 28-29 at the Trump Ocean Club, Panama City.
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
This document summarizes the key findings of the 4th Annual 2015 India Staffing Trends report.
The top 3 staffing trends in India are:
1) Social professional networks have become the top source of quality hires for Indian staffing firms.
2) Growing new clients and being a strategic partner to existing clients are the top organizational priorities.
3) Online professional networks have become the top channel for promoting a firm's brand, surpassing firm websites and job boards.
The report is based on a survey of 202 Indian staffing leaders and provides insights on topics like sourcing, branding, and the future of the staffing industry in India. It finds that social networks, passive recruiting
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
LinkedIn India recruiting trends for 2015!LinkedIn India
The document discusses key talent acquisition trends in India for 2015 based on a survey of over 4,000 talent leaders globally including 300 in India. Some of the main trends highlighted include:
- Hiring volumes and budgets are increasing in India indicating positive sentiment among organizations.
- Social recruiting is growing as a source of quality hires, with professional networks like LinkedIn closing the gap with job boards and referrals.
- Employer brands are getting more engaged on professional networks, which are replacing traditional channels like company websites.
- Sourcing skilled talent remains the top priority for recruiting leaders in India and globally. Compensation and competition are the biggest obstacles to attracting talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
1) Social professional networks are the top source for quality hires for staffing firms in Southeast Asia, as well as globally.
2) Brand is a high priority for staffing firms, and Southeast Asian firms prioritize building their brand more than global counterparts. However, more can still be done to measure brand health.
3) Passive candidate sourcing and social professional networks are expected to be long-lasting trends that will shape the future of staffing, according to Southeast Asian staffing leaders.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
Global Recruitment Trends - Presentation delivered by Speaker Fernando Magalhaes, Senior Manager LatAm, LinkedIn at the marcus evans Latin HR Summit May 28-29 at the Trump Ocean Club, Panama City.
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
This document summarizes the key findings of the 4th Annual 2015 India Staffing Trends report.
The top 3 staffing trends in India are:
1) Social professional networks have become the top source of quality hires for Indian staffing firms.
2) Growing new clients and being a strategic partner to existing clients are the top organizational priorities.
3) Online professional networks have become the top channel for promoting a firm's brand, surpassing firm websites and job boards.
The report is based on a survey of 202 Indian staffing leaders and provides insights on topics like sourcing, branding, and the future of the staffing industry in India. It finds that social networks, passive recruiting
1. Hiring in India remains healthy as over 50% saw increased hiring volumes in 2012 and budgets trended similarly.
2. Competition for talent is intense as competition and compensation were the top obstacles. Respondents were most concerned about competitors improving employer branding and talent pipelines.
3. Passive talent sourcing and pipelining remain important strategies, with 65% focusing on passive talent and 87% engaged in pipelining.
LinkedIn India recruiting trends for 2015!LinkedIn India
The document discusses key talent acquisition trends in India for 2015 based on a survey of over 4,000 talent leaders globally including 300 in India. Some of the main trends highlighted include:
- Hiring volumes and budgets are increasing in India indicating positive sentiment among organizations.
- Social recruiting is growing as a source of quality hires, with professional networks like LinkedIn closing the gap with job boards and referrals.
- Employer brands are getting more engaged on professional networks, which are replacing traditional channels like company websites.
- Sourcing skilled talent remains the top priority for recruiting leaders in India and globally. Compensation and competition are the biggest obstacles to attracting talent.
This document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. The top trends are:
1) Social professional networks have risen significantly over the past 4 years to become a top source for quality hires.
2) While internet job boards still produce the highest quantity of hires, quality of hire is considered the most valuable metric for measuring recruiting team performance.
3) Both passive candidate recruiting and using social media/online networks to promote employer brand are growing trends, with over 60% of companies now focusing on passive talent and these channels becoming top ways to spread talent brand.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
Les tendances 2016 du recrutement en FrancePierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This annual report uncovers recruiting trends in France that will move your organization forward, and position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
The document is a report from a survey conducted by the American Management Association (AMA) regarding critical skills in the workforce. Some key points:
- Over half of executives say their employees need improvement in critical thinking, communication, collaboration, and creativity skills.
- Three out of four executives say these "four C" skills will become more important for business success in the future due to factors like the fast pace of change.
- However, over half of executives rate their current employees as only average in these skills. The report suggests companies need to better develop these skills in their workforce to remain competitive.
Social networks are increasingly impacting hiring quality, while employer branding is both a competitive threat and advantage. Companies are using data better to make hiring and branding decisions, investing in internal hiring to retain talent, and figuring out mobile recruiting. Talent leaders surveyed focused on sourcing highly skilled talent and improving quality of hire. [/SUMMARY]
We surveyed 2,604 talent acquisition leaders who work in a small or mid-sized corporate HR department in 35 different countries. All
respondents are at the manager level or higher and have some authority in their company’s recruitment solutions budget. These survey
respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email.
Click through excerpts of LinkedIn's report on recruiting trends across Spain.
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
The document discusses 5 key trends changing the talent acquisition landscape:
1. Diversity hiring is becoming a priority as companies recognize the benefits of a diverse workforce. However, many organizations still lack concrete plans and fall short of their diversity goals.
2. Technology is playing a bigger role in recruiting through specialized tools that use analytics, AI, and machine learning to increase efficiency.
3. Candidates' overall experience, including those who aren't hired, is becoming important to maintain a positive employer brand and passive talent pool.
4. Online presence and social media are increasingly essential to employer branding and engaging prospective candidates beyond just job postings.
5. Advances in applicant tracking systems allow recruiters to quickly access
Linkedin global recruiting_trends_2013__us_en_130719Somraj Dey
The document discusses 5 key trends shaping the future of recruiting based on a survey of over 3,300 talent acquisition leaders in 19 countries. The 5 trends are: 1) social professional networks are increasingly impacting quality of hire, 2) employer branding is both a competitive threat and advantage, 3) data is used to make better hiring and branding decisions, 4) companies are investing in hiring internally to retain top talent, and 5) companies are figuring out mobile recruiting. Talent leaders' top priorities for 2013 focus on sourcing, recruiting, and hiring highly skilled talent. Hiring volumes are increasing faster than budgets so strategic use of resources is important.
Kate Hastings, Global Director, Insights, LinkedIn
Rajeev Mendiratta, VP, Head Workforce Management and Oversees Operations, Wipro
Melissa Thompson, Executive Director, Citrix
Hannah West, Global Resourcing and Employer Brand Manager, AXA
Stephanie Bevegni, Content Marketing Manager, Talent Solutions, Linkedin
To truly influence business decisions, you need to know what’s top of mind among your peers. In this session, LinkedIn researchers reveal emerging recruiting trends, upcoming challenges and opportunities ahead worldwide. You'll also hear from talent acquisition leaders about these trends, and how they are using this data to become a true business partner in 2016 and beyond.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Iago, a bitter soldier, conspires to disrupt many lives in Cyprus by spreading rumors of an affair between Othello's wife Desdemona and Cassio. Iago deceives Othello into believing he overheard Cassio speaking of a sexual encounter with Desdemona, though it was not truly her. Enraged, Othello murders Desdemona, only to discover later that Iago fabricated the entire plot out of jealousy for Othello.
This Othello lesson plan spans 18 weeks and involves students reading Shakespeare's play Act by Act. In the final weeks, students will watch a film version of Othello in class and discuss it. Students will then create their own media presentations on a chosen scene from the play to demonstrate their understanding of how the classic literature relates to modern media and their social experiences. The plan outlines the weekly breakdown of readings and cites the primary sources to be used.
Telegraph Academy (TGA) is an elite coding bootcamp in Oakland, CA focused on training motivated and aspirational minorities as world-class software engineers and partners in diversifying the tech industry.
The presentation details the current market, TGA's ideal positioning, and data-driven next best steps to engage potential applicants and B2B partnerships.
You and your group are elite detectives assigned to solve the mystery behind rumors that resulted in Desdemona's death in Othello. You must look at the main characters' motives and alibis, read about their states during key scenes without having read the source material yet. You should get into groups, research the characters using the provided book and internet, compare clues to determine who is guilty of starting the rumors. Finally, write a one page summary of your findings naming the culprit and justifying your choice with evidence from the source material.
The document outlines a lesson plan for teaching students multiplication tables 1-10 over the course of a week. On Monday, the teacher will introduce multiplication tables 1-3. Throughout the rest of the week, students will learn new tables each day, make flashcards, play games, and work in groups to review the tables with the goal of enumerating the tables with 85% accuracy by Friday. PowerPoint will be used and students can also use the websites Multiplication.com and Blank Multiplication Worksheets for practice.
2015 4 Supervision for Graduate Occupational TherapistJosephine Snowdon
This document provides information about professional supervision and mentoring opportunities for graduate occupational therapists in private practice and paediatrics in Melbourne, Australia. It describes two programs offered: 1) Individual mentoring involving monthly face-to-face or online meetings to support graduate therapists in their current work context. 2) A DEAP program over 36 weeks involving 6 small group spiritual mentoring sessions to help mentees engage in reflective practice and discernment around spirituality and its role in occupational therapy. The document outlines the objectives and formats of each program and provides details of session topics for the DEAP program, which focuses on integrating spirituality into therapeutic relationships and enabling occupation.
This document outlines the candidate journey for staffing firms on LinkedIn, which includes 4 stages: Discovery, Attraction, Application, and Engagement. In the Discovery stage, recruiters search profiles and company pages to find potential candidates. The Attraction stage involves using status updates, ads, and LinkedIn Pulse to pique candidates' interest. In the Application stage, recruiters can directly message candidates and post job listings. The final Engagement stage is about maintaining relationships with candidates over time through the LinkedIn Recruiter tool.
This document discusses using podcasts in a math and science classroom. It provides examples of how students can create podcasts to explain their findings for math homework and science lab reports instead of written work. This allows students to better articulate their understanding through speaking. The document also includes a sample lab report explanation on Newton's First Law of Motion that students could explain through a podcast. It argues that podcasts put less pressure on students and give teachers more insight into students' thought processes.
This lesson plan introduces students to William Shakespeare's play Othello over the course of 5 days. On the first day, students will read Acts I-II and learn media presentation tools like PowerPoint. For the next two days, they will finish reading the play and work on their Othello projects. On the fourth day, students can get help preparing their projects. Finally, on the fifth day, students will present their media projects analyzing themes in Othello. The plan aims to help students understand how classic literature relates to their social experiences through a creative project.
En anatomía humana miembro inferior es cada una de las dos extremidades que se encuentran unidas al tronco a través de la pelvis mediante la articulación de la cadera.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Competition and compensation remain the biggest obstacles to attracting top talent.
2) While internet job boards remain the top source of quantity of hires, social networks are becoming increasingly important for sourcing in some countries like Canada, US, Brazil, Spain and Mexico.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting leaders globally but small companies place more importance on
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more proactive, cross-functional approach to developing their employer brand through channels like social media and online professional networks. Overall, the report finds that relationships are becoming a more critical factor in talent acquisition.
This document summarizes key findings from a global recruiting trends report. It finds that quality of hire continues to be the top metric for measuring recruiting performance. Employee retention is also emerging as a top priority. Employee referral programs are seen as an increasingly important hiring source and long-lasting trend. Employer brand is also a renewed focus, with organizations investing more and taking a more cross-functional approach to managing it. Relationship building and partnerships across functions like marketing are seen as important to employer brand success.
Les tendances 2016 du recrutement en FrancePierre Bernard
To truly influence business decisions, you need to understand where the industry is going. This annual report uncovers recruiting trends in France that will move your organization forward, and position you as a strategic business partner.
What’s more interesting is a renewed emphasis on relationships, which is a critical factor in talent acquisition. Learn how this theme ties into the top priorities, upcoming challenges and opportunities ahead in 2016 and beyond.
The document is a report from a survey conducted by the American Management Association (AMA) regarding critical skills in the workforce. Some key points:
- Over half of executives say their employees need improvement in critical thinking, communication, collaboration, and creativity skills.
- Three out of four executives say these "four C" skills will become more important for business success in the future due to factors like the fast pace of change.
- However, over half of executives rate their current employees as only average in these skills. The report suggests companies need to better develop these skills in their workforce to remain competitive.
Social networks are increasingly impacting hiring quality, while employer branding is both a competitive threat and advantage. Companies are using data better to make hiring and branding decisions, investing in internal hiring to retain talent, and figuring out mobile recruiting. Talent leaders surveyed focused on sourcing highly skilled talent and improving quality of hire. [/SUMMARY]
We surveyed 2,604 talent acquisition leaders who work in a small or mid-sized corporate HR department in 35 different countries. All
respondents are at the manager level or higher and have some authority in their company’s recruitment solutions budget. These survey
respondents are LinkedIn members who were selected based on information in their LinkedIn profile and contacted via email.
Click through excerpts of LinkedIn's report on recruiting trends across Spain.
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
The document discusses 5 key trends changing the talent acquisition landscape:
1. Diversity hiring is becoming a priority as companies recognize the benefits of a diverse workforce. However, many organizations still lack concrete plans and fall short of their diversity goals.
2. Technology is playing a bigger role in recruiting through specialized tools that use analytics, AI, and machine learning to increase efficiency.
3. Candidates' overall experience, including those who aren't hired, is becoming important to maintain a positive employer brand and passive talent pool.
4. Online presence and social media are increasingly essential to employer branding and engaging prospective candidates beyond just job postings.
5. Advances in applicant tracking systems allow recruiters to quickly access
Linkedin global recruiting_trends_2013__us_en_130719Somraj Dey
The document discusses 5 key trends shaping the future of recruiting based on a survey of over 3,300 talent acquisition leaders in 19 countries. The 5 trends are: 1) social professional networks are increasingly impacting quality of hire, 2) employer branding is both a competitive threat and advantage, 3) data is used to make better hiring and branding decisions, 4) companies are investing in hiring internally to retain top talent, and 5) companies are figuring out mobile recruiting. Talent leaders' top priorities for 2013 focus on sourcing, recruiting, and hiring highly skilled talent. Hiring volumes are increasing faster than budgets so strategic use of resources is important.
Kate Hastings, Global Director, Insights, LinkedIn
Rajeev Mendiratta, VP, Head Workforce Management and Oversees Operations, Wipro
Melissa Thompson, Executive Director, Citrix
Hannah West, Global Resourcing and Employer Brand Manager, AXA
Stephanie Bevegni, Content Marketing Manager, Talent Solutions, Linkedin
To truly influence business decisions, you need to know what’s top of mind among your peers. In this session, LinkedIn researchers reveal emerging recruiting trends, upcoming challenges and opportunities ahead worldwide. You'll also hear from talent acquisition leaders about these trends, and how they are using this data to become a true business partner in 2016 and beyond.
Check out the best of Talent Connect: http://bit.ly/1MBqz6m
Iago, a bitter soldier, conspires to disrupt many lives in Cyprus by spreading rumors of an affair between Othello's wife Desdemona and Cassio. Iago deceives Othello into believing he overheard Cassio speaking of a sexual encounter with Desdemona, though it was not truly her. Enraged, Othello murders Desdemona, only to discover later that Iago fabricated the entire plot out of jealousy for Othello.
This Othello lesson plan spans 18 weeks and involves students reading Shakespeare's play Act by Act. In the final weeks, students will watch a film version of Othello in class and discuss it. Students will then create their own media presentations on a chosen scene from the play to demonstrate their understanding of how the classic literature relates to modern media and their social experiences. The plan outlines the weekly breakdown of readings and cites the primary sources to be used.
Telegraph Academy (TGA) is an elite coding bootcamp in Oakland, CA focused on training motivated and aspirational minorities as world-class software engineers and partners in diversifying the tech industry.
The presentation details the current market, TGA's ideal positioning, and data-driven next best steps to engage potential applicants and B2B partnerships.
You and your group are elite detectives assigned to solve the mystery behind rumors that resulted in Desdemona's death in Othello. You must look at the main characters' motives and alibis, read about their states during key scenes without having read the source material yet. You should get into groups, research the characters using the provided book and internet, compare clues to determine who is guilty of starting the rumors. Finally, write a one page summary of your findings naming the culprit and justifying your choice with evidence from the source material.
The document outlines a lesson plan for teaching students multiplication tables 1-10 over the course of a week. On Monday, the teacher will introduce multiplication tables 1-3. Throughout the rest of the week, students will learn new tables each day, make flashcards, play games, and work in groups to review the tables with the goal of enumerating the tables with 85% accuracy by Friday. PowerPoint will be used and students can also use the websites Multiplication.com and Blank Multiplication Worksheets for practice.
2015 4 Supervision for Graduate Occupational TherapistJosephine Snowdon
This document provides information about professional supervision and mentoring opportunities for graduate occupational therapists in private practice and paediatrics in Melbourne, Australia. It describes two programs offered: 1) Individual mentoring involving monthly face-to-face or online meetings to support graduate therapists in their current work context. 2) A DEAP program over 36 weeks involving 6 small group spiritual mentoring sessions to help mentees engage in reflective practice and discernment around spirituality and its role in occupational therapy. The document outlines the objectives and formats of each program and provides details of session topics for the DEAP program, which focuses on integrating spirituality into therapeutic relationships and enabling occupation.
This document outlines the candidate journey for staffing firms on LinkedIn, which includes 4 stages: Discovery, Attraction, Application, and Engagement. In the Discovery stage, recruiters search profiles and company pages to find potential candidates. The Attraction stage involves using status updates, ads, and LinkedIn Pulse to pique candidates' interest. In the Application stage, recruiters can directly message candidates and post job listings. The final Engagement stage is about maintaining relationships with candidates over time through the LinkedIn Recruiter tool.
This document discusses using podcasts in a math and science classroom. It provides examples of how students can create podcasts to explain their findings for math homework and science lab reports instead of written work. This allows students to better articulate their understanding through speaking. The document also includes a sample lab report explanation on Newton's First Law of Motion that students could explain through a podcast. It argues that podcasts put less pressure on students and give teachers more insight into students' thought processes.
This lesson plan introduces students to William Shakespeare's play Othello over the course of 5 days. On the first day, students will read Acts I-II and learn media presentation tools like PowerPoint. For the next two days, they will finish reading the play and work on their Othello projects. On the fourth day, students can get help preparing their projects. Finally, on the fifth day, students will present their media projects analyzing themes in Othello. The plan aims to help students understand how classic literature relates to their social experiences through a creative project.
En anatomía humana miembro inferior es cada una de las dos extremidades que se encuentran unidas al tronco a través de la pelvis mediante la articulación de la cadera.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and this trend is expected to continue in 2015.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Competition and compensation remain the biggest obstacles to attracting top talent.
2) While internet job boards remain the top source of quantity of hires, social networks are becoming increasingly important for sourcing in some countries like Canada, US, Brazil, Spain and Mexico.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting leaders globally but small companies place more importance on
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities, though small and large companies differ slightly in their focus areas.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important in 2015.
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
Recruiting Trends Global Linkedin - 2015Ajumal Khan
The document provides a summary of the 4th Annual 2015 Global Recruiting Trends report. Some key findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is most commonly measured through new hire performance evaluation and retention.
4) Both candidates and companies are increasing their use of mobile for recruiting activities, and mobile optimization will continue to be important.
The document provides a summary of key findings from a 2015 global recruiting trends survey of over 4,000 talent acquisition leaders in 31 countries. Some of the main findings include:
1) Social professional networks have become one of the top sources of quality hires, increasing 73% over the past 4 years.
2) While 75% of professionals consider themselves "passive" candidates, only 61% of companies recruit passive candidates.
3) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally. It is typically measured by new hire performance, retention, and hiring manager satisfaction.
4) Both candidates and companies are increasing their use of mobile for recruiting activities like job searching and optimizing career sites for
The document summarizes key findings from a survey of over 4,000 talent acquisition leaders in 31 countries regarding global recruiting trends for 2015. Some of the main findings include:
1) Social professional networks have risen significantly as a top source of quality hires over the past 4 years, increasing by 73%. Internet job boards remain the top source for quantity of hires.
2) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the biggest competitive threats seen by leaders.
3) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiting organizations, though small and large companies differ slightly in their focus areas.
This document summarizes the key findings of a 2015 global recruiting trends report. It finds that:
1) Hiring volumes and budgets are increasing for the first time in four years, putting pressure on recruiters to scale operations and do more with less.
2) Sourcing highly skilled talent and improving quality of hire are the top priorities for recruiters globally. Small companies prioritize these more than large companies.
3) Competition and compensation are the biggest obstacles to attracting top talent. Employer brand and retention are the top competitive threats globally.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries. Three top trends are identified: 1) Social professional networks continue rising as a top source of quality hires. 2) Talent brand promotion grows on social media and online networks. 3) Quality of hire is the most valuable metric for measuring recruiting team performance. Sourcing highly skilled talent and improving quality of hire are the top priorities for both small and large companies. Competition and compensation remain the biggest obstacles to attracting top talent.
Hiring volumes and budgets are increasing in South Africa, with over half of recruiting leaders projecting growth. Internal hires are the top source of quality hires. While most companies believe talent brand is important, fewer measure or invest enough in it. Mobile behaviors are rising globally, and companies are adapting by optimizing for mobile. Passive candidate recruiting and job matching technologies may reshape the future of recruiting.
Social media and digital marketing are becoming the new norm in recruiting. Recruiting budgets and volumes are increasing for the first time in 4 years, putting pressure on talent acquisition leaders to scale operations while doing more with less. Competition is the top obstacle to attracting talent, especially for US companies. Social professional networks have become the top source of quality hires, growing 57% over the past 4 years. Employer branding and passive candidate recruitment are also major competitive threats. Mobile recruiting is on the rise as the talent industry embraces new technologies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities. Competition and compensation were cited as the biggest obstacles for attracting talent. For small companies, recruiting skilled talent and improving quality of hire were higher priorities than for large companies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities for both small and large companies. Competition and compensation were cited as the biggest obstacles to attracting top talent. With hiring volumes and budgets increasing for the first time in four years, talent leaders will need to scale operations while doing more with less. Emerging technologies are also disrupting recruiting, providing opportunities to find and engage talent in new ways.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries.
Some of the top trends include:
1) Social professional networks continue rising as a top source of quality hires, increasing 73% over the past 4 years.
2) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally.
3) Both small and large companies are focused on recruiting passive talent, or candidates open to new opportunities but not actively job searching. The US and China lead in passive candidate recruiting.
The document discusses 4 key trends in the recruitment industry according to a LinkedIn survey:
1) The US recruitment market is heating up as hiring growth outpaces global growth.
2) Social professional networks like LinkedIn are increasingly driving quality hires and seen as the most important long-lasting trend.
3) Most firms focus on recruiting passive talent but over half report difficulties in doing so effectively due to a lack of tools and skills.
4) Context and quality content are becoming more important in recruitment marketing as firms invest more in online advertising.
Linkedin global recruiting trends report 2017Pierre Bernard
Why read this ?
In order to plan for the future, you need to understand where
you stand compared to your peers. The goal of this report
is exactly that -- to help talent leaders like you benchmark
against teams across the globe when it comes to the most
important recruiting metrics and trends.
About this survey
This report is based on the survey responses of nearly 4,000
corporate talent acquisition leaders across 35 countries. All
respondents are at the manager level or higher.
Recruiting leaders surveyed globally reported the following key trends:
1. Recruiting teams play a crucial role in companies' futures and talent is the top priority, though most teams' sizes will remain the same.
2. Hiring volume will increase for many, with a focus on sales, operations, and engineering roles. Quality of hire and time to fill remain top metrics.
3. Most recruiting budgets are spent on traditional tactics like job boards and agencies, though leaders want to invest more in branding and tools.
4. Employer branding has significant impact on hiring but receives limited budgets; culture messaging attracts candidates' interest the most.
5. Key future trends include increasing diversity, automation
The document summarizes key Nordic recruiting trends for 2015 based on a survey of over 6,000 talent acquisition leaders in 31 countries.
1) Hiring volumes and budgets in the Nordic countries are increasing for the first time in four years, widening the gap between hiring needs and budgets. This requires recruiting leaders to scale operations and do more with less.
2) Sourcing skilled talent is the top priority for both Nordic and global talent acquisition leaders. Social professional networks have increased as a source of quality hires in recent years.
3) The biggest obstacle for attracting talent in the Nordic is now lack of awareness or interest in companies rather than competition, which is a smaller issue
Similar to Recruiting Trends- SEA Staffing 2014 (20)
1. Must-Know Staffing Trends for 2015
2015 Southeast Asia Staffing Trends
Build, engage and recruit more by staying ahead of these industry trends
2. Introduction
To win in 2015, search & staffing leaders need to stay
ahead of the latest staffing trends. Broader technology
advancements have also begun to disrupt the talent
industry, setting the stage for a dynamic and exciting future
for the staffing industry.
About this survey
We surveyed 1,993 staffing decision makers in 19
countries to understand what’s keeping them up at night
and where they see the industry headed in 2015. Get a
head start on 2015: tap into our insights and chart your
course for success.
02 Introduction
03 Executive summary
04 Part 1: The staffing industry in 2015
08 Part 2: Sourcing
14 Part 3: Brand
18 Part 4: The future of staffing
2Southeast Asia Staffing Trends
3. Executive summary: Southeast Asia staffing trends
3 must-know talent acquisition trends and predictions for 2015
1 Sourcing: Social professional
networks are by far the #1 source of
quality hires for staffing firms.
2 Brand: Most firms prioritise the
need to build their brand. Now their
actions are beginning to catch up.
“Think about the key quality hires that your
organisation made in the past 12 months.
Which of the following were the most important
sources for those key positions?”
77%
78%
56%
53%
Our brand has a
significant impact on
our ability to engage
great talent
Our brand has a
significant impact on
our ability to grow our
business
Those responsible for
our brand have enough
resources to do it well
We regularly measure
the health of our brand
in a quantifiable way
% Agree
“Please indicate the extent to which you agree or
disagree with the following statements as they
relate to your firm's brand.”
3 The Future: Passive candidate
sourcing and social professional
networks expected to shape the future.
62%
61%
43%
59%
65%
32%
Finding better ways to
source passive
candidates
Utilising social and
professional networks
Boosting referral
programs
SEA Global
“What do you consider to be the three most
essential and long-lasting trends in recruiting for
professional roles?”
3
36%
38%
51%
66%
0% 20% 40% 60% 80%
2014
Social professional networks
Internet job boards
Employee referral programs
Your ATS/internal candidate
database
Southeast Asia Staffing Trends
5. Internal pressure and external threats
Southeast Asia hiring volume and budgets
remain healthy
A whopping 76% of Southeast Asian staffing leaders project
that their hiring volumes for full-time employees will increase
this year. The gap between Southeast Asian hiring volumes
and budgets remains wide. Staffing leaders must scale and
invest wisely.
“Considering only full and part-time professional employees, how do
you expect the hiring volume across your organisation to change this
year?”
“How has your organisation's budget for recruiting solutions changed
from last year?”
Part 1: The Recruiting Industry in 2015
79%
76%
42%
61%
20%
40%
60%
80%
100%
2013 2014
Hiring Budget
Hiring Volume
% with increase
“What are the things that your competitors have done or may plan on
doing that would make you most nervous?”
22%
24%
25%
28%
25%
27%
27%
29%
Invest in their firms brand
Hire recruiters to
strengthen their team
Improve their client
experience
Build and nurture strong
talent pools or pipelines
SEA Global
Talent pipelines, social media, and client
experience are the top competitive threats
More Southeast Asian companies are concerned about
talent pipelining and client experiences than global
companies are.
5Southeast Asia Staffing Trends
6. Priorities: Top priorities are growing new client
base and being a strategic partner
Client business development and being a
strategic partner to clients are top priorities
Southeast Asian staffing firms prioritise growing their client
base and becoming a strategic partner as a top priority in
2015.
Boutique and large firms differ globally
Small staffing agencies are significantly more likely to
prioritise new clients and recruiting passive talent. We
define small agencies as organisations with fewer than 10
recruiters.
“Think about your firm’s top priorities for the next 12 months.
Which of the following choices would you consider to be the most
important and least important areas of interest for your
organisation?”
“Think about your firm’s top priorities for the next 12 months.
Which of the following choices would you consider to be the
most important and least important areas of interest for your
organisation?”
Part 1: The Recruiting Industry in 2015
20%
24%
30%
46%
53%
23%
27%
32%
42%
50%
Improving quality of hire
Recruiting/sourcing highly-
skilled talent for my firm
Improving sourcing
techniques
Being a strategic partner to
my clients
Growing our base of new
clients
SEA Global
50%
19%
56%
25%
Growing our base of
new clients
Recruiting passive
talent
Large agencies Small agencies
6Southeast Asia Staffing Trends
7. Obstacles: Biggest obstacle to landing talent in
2015 is availability of quality talent
Availability of quality talent is #1 obstacle
Competition is the number one obstacle Southeast Asian
companies face in attracting top talent, outstripping
compensation.
Competition is obstacle for significantly more
large firms than for boutique firms
Competitive pressures are more of a threat to large firms than
to boutique firms. Offers made by clients is also viewed as a
threat to more large than small firms, although the difference is
less significant.
“What are your firm's biggest obstacles to attracting the best talent?”
Part 1: The Recruiting Industry in 2015
“What are your firm's biggest obstacles to recruiting talent?”
41%
45%
60%
47%
49%
57%
Offer made by my client
(includes compensation,
role, location, etc)
Competition
Availability of quality talent
SEA Global
42%
49%
Competition
Large agencies Small agencies
7Southeast Asia Staffing Trends
9. Top source for quality hires: Professional networks
Social professional networks are the top
source for quality hires
Social professional networks are the most important source
of quality placements. Get ahead of this trend by tapping
into social professional networks for quality placements.
“Think about the key quality hires that your organisation
(placed/made) in the past 12 months. Which of the following were the
most important sources for those key positions?”
Large and small staffing agencies are equally
reliant on social recruiting globally
Large agencies are more apt to use internet resume databases
to place high quality talent with their clients. As smaller agencies
gain increased access to data and information, this difference is
one worth watching.
38%
32%
46%
14%
Social professional
networks
Internet resume
databases
Large agencies Small agencies
“Think about the key quality hires that your organisation (placed/made) in
the past 12 months. Which of the following were the most important sources
for those key positions?”
Part 2: Sourcing
9Southeast Asia Staffing Trends
36%
38%
51%
66%
0% 20% 40% 60% 80%
2014
Social professional networks
Internet job boards
Employee referral programs
Your ATS/internal candidate database
10. Top source for quantity: Professional networks
Social professional networks are a major source for
quantity of hires
Staffing agencies are currently utilising social professional
networks as a major source for the quantity of placements
around the globe. Job boards and candidate databases are
fairly close behind.
“Think about the key quality hires that your organisation placed in the
past 12 months. Which of the following were the most important sources
for those key positions?” Showing % with over 15% of hires.
Part 2: Sourcing
38%
50%
51%
15% 40% 65%
2014
Social professional networks
Internet job boards
Internet Resume Databases
56%
54%
53%
42%
31%
26%
24%
58%
46%
44%
34%
22%
20%
19%
Social professional networks
Internet job boards
Your ATS/ internal candidate
database
Internet resume databases
Company CRM system
Company career website
Employee referral programs
Large Agencies Small Agencies
Large staffing agencies are more engaged
With the exception of social professional networks, large
staffing agencies are more likely to utilise all sources for
professional placements.
10Southeast Asia Staffing Trends
11. Sourcing: There are a handful of sources
that provide both quality and quantity
“How significant were each of the following as a source of white collar professional hires
for your organisation in the past 12 months?” (>15% quantity of hires)
5 sources of hire for quality and quantity globally
“Think about the key quality hires that your organisation (placed/made) in the past 12
months. Which of the following were the most important sources for those key
positions?”
54%
of global staffing leaders believe
they’re not doing a good job
tracking return on investment on
sources of hire. There’s lots of
room for improvement.
As the gap between hiring
volume and budgets widens, it’s
time to invest in and optimise the
sources that return both the best
quality and quantity of
candidates.
Part 2: Sourcing
Company
career
website
Company
CRM system
Employee
referral
programs
General
career fairs
General
social media
Job boards
Internet
resume
databases
Other
Print
Social
professional
networks
ATS/ internal
candidate
database
Best quality & quantity
11Southeast Asia Staffing Trends
12. Passive candidate recruiting: Southeast Asia
above average
Southeast Asia is above average for % of
staffing firms that recruit passive
candidates
Why passive candidate recruiting works
Globally, 75% of professionals consider themselves “Passive.”
75%
Passive
25%
Active
Global Candidate Breakdown
Active candidate definition:
Actively looking
Casually looking a few times a week
Passive candidate definition:
Reaching out to personal network
Open to talking to a recruiter
Completely satisfied; Don’t want to move
“How would you describe your job search status?”
Source: LinkedIn’s Talent Trends 2014 study
“To what extent does your recruiting organisation focus on reaching
out to passive talent?” To some extent or very much so.
Part 2: Sourcing
United Kingdom 95%
China 94%
United States 91%
Canada 89%
Southeast Asia 88%
Australia 87%
India 87%
Brazil 84%
France 84%
Nordics 82%
Netherlands 72%
87%
Global
average
12Southeast Asia Staffing Trends
13. Sourcing: Number of placements is most valuable
hiring metric
Number of placements is most valuable
metric for staffing firms
Client satisfaction and quality of placement are also important
metrics staffing firms use to evaluate performance.
“What is the single most valuable metric that you use to track your
recruiting team's performance today?”
Large agencies are about scale while
small agencies are about satisfaction
Globally large agencies tend to judge themselves on the
number of placements. Smaller agencies tend to be
more focused on client satisfaction.
“What is the single most valuable metric that you use to track your
recruiting team's performance today?”
Part 2: Sourcing
18%
28%
29%
18%
24%
33%
Quality of
placement
Client
satisfaction
Number of
placements
SEA Global
32%
26%
18%
27%
30%
17%
Number of
placements
Client
satisfaction
Quality of
placement
Large Agencies Small agencies
13Southeast Asia Staffing Trends
15. Brand: It’s a priority and top reasons to invest
Brand is a key driver to hiring top talent
Global staffing leaders agree that brand is a priority that
impacts their ability to hire top talent. Their actions are now
beginning to catch up. Companies can get ahead of the
competition by creating a proactive brand strategy.
“Please indicate the extent to which you agree or disagree with the
following statements as they relate to your firm’s brand.”
Part 3: Talent Brand
70%
58%
48%
37%
Our brand has a
significant impact on our
ability to grow our
business
My company has a brand
strategy
Those responsible for our
brand have enough
resources to do it well
We regularly measure the
health of our brand in a
quantifiable way
% Agree
Top 4 reasons agencies invest in their brand
The number one reason Southeast Asian agencies invest in
their brand is due to increased competition. Southeast Asian
agencies are more likely to cite this as a reason than global
companies.
“For what reasons are you spending more on your firm’s brand this year?”
Directed to leaders who report spending more on brand this year.
46%
51%
46%
40%
45%
49%
49%
54%
Increased belief in the impact
of our firm's brand
Need to raise general
awareness
Increase in client demand
Increased competition
SEA Global
15Southeast Asia Staffing Trends
16. Brand: Top 4 channels for promoting it
Small agencies rely on word of mouth while
large agencies tend to rely on public recognition
Small agencies tend to take the friends and family approach
to building and promoting their brand. Large agencies are 2X
more likely to rely on public recognition awards.
Fastest growing channel for promoting
agency brands is online professional networks
In Southeast Asia, online professional networks are the fastest
growing channels for promoting a staffing agency’s brand.
“Which channels or tools have you found most effective in promoting
your business?”
Part 3: Talent Brand
58%
63%
0%
20%
40%
60%
80%
2013 2014
Online professional networks (e.g., LinkedIn)
Our firm's website
Friends/family, word of mouth
Traditional Job Boards
“Which channels or tools have you found most effective in promoting
your business?”
30%
16%
43%
8%
Friends/family, word of
mouth
Public
recognition/awards
Large agencies Small agencies
16Southeast Asia Staffing Trends
17. Brand: Southeast Asian companies are on top in
prioritising and acting on their brand
Southeast Asian companies are
on top when it comes to
prioritising and acting on brand
Agencies in Southeast Asia and India are
leaders in branding. Get ahead of the
competition today by prioritising and investing
in your brand.
Part 3: Talent Brand
Brand is a top priority for our organisation
Mycompanyhasabrandstrategy
US
UK
Australia India
Nordics
Brazil
Southeast
Asia
China
Netherlands
France
Canada
17Southeast Asia Staffing Trends
19. The future: Professional networks and improved
candidate & job matching are in the cards
Passive candidate recruiting and social
professional networks are here to stay
Global and Southeast Asian staffing leaders believe that
passive candidate recruiting and social professional networks
are here to stay. SEA firms believe in the importance of referral
programs significantly more than their global counterparts
Trend spotting: Candidate and job matching
Candidate and job matching could reshape the recruiting
industry. SEA firms believe that expanding into emerging
markets is a key strategy for staffing firms of the future
compared to their global peers.
“What do you consider to be the three most essential and long-
lasting trends in recruiting for professional roles?”
“Which of the following new and upcoming trends do you think will play
a significant role in shaping the recruiting industry for the next 5 to 10
years?”
Part 4: Predicting the Future of
Recruiting
62%
61%
43%
59%
65%
32%
Finding better ways to
source passive
candidates
Utilising social and
professional networks
Boosting referral
programs
SEA Global
51%
42%
40%
30%
51%
35%
33%
31%
Improved candidate and
job matching
Expanding into emerging
markets
Recruiting becoming more
like marketing
Using "big data" for
predicting future talent
needs
SEA Global
19Southeast Asia Staffing Trends
20. Survey sampling and methodology
Data Comparisons
Global comparisons are reported as un-weighted averages from the noted
countries
Historical data comparisons are taken from 2011, 2012 and 2013 Global
Recruiting Trends research, which had similar sampling criteria and
methodology to 2014:
– 2014 survey fielded August-September 2014 with 201 SEA
respondents
– 2013 survey fielded April-May 2013 with 24 SEA respondents
Survey Sample
Survey respondents are talent acquisition professionals who:
– Work for a staffing firm
– Represent an even mix of small, medium, and large
firms
– Have at least some authority in determining their
company’s recruitment solutions budget
– Focus exclusively on recruiting professional hires for
clients
Survey respondents are members of LinkedIn who have
opted to participate in research studies. They were selected
based on information in their LinkedIn profile and contacted
via email.
Brazil: 185
USA: 202
Canada: 201
UK: 201 China: 100
Southeast Asia: 201
India: 202
Australia: 200
Nordics: 100
France: 200
Netherlands: 201
20Southeast Asia Staffing Trends
21. About LinkedIn
Talent Solutions
LinkedIn Talent Solutions offers
a full range of recruiting
solutions to help organisations
of all sizes find, engage, and
attract the best talent.
Founded in 2003, LinkedIn
connects the world’s
professionals to make them
more productive and successful.
With over 300 million members
worldwide, including executives
from every Fortune 500
company, LinkedIn is the world’s
largest professional network.
Subscribe to our Blog: talent.linkedin.com/blog/
Follow us on Slideshare: slideshare.net/linkedin-talent-solutions
Follow us on Twitter: @hireonlinkedin
Follow us on YouTube: youtube.com/user/LITalentSolutions
Follow us on LinkedIn: www.linkedin.com/company/1337
21Southeast Asia Staffing Trends
Discover additional insights:
https://business.linkedin.com/talent-solutions/staffing-agencies
22. About the authors
Sam Gager
Research Consultant,
LinkedIn Talent
Solutions
Sam is an experienced
researcher on
LinkedIn’s Insights
team. He and his
colleagues uncover
data-driven insights
from LinkedIn’s
proprietary data.
Lynette Pathy
Field Marketing
Specialist,
LinkedIn Talent
Solutions
Lynette is an avid fan of
great content and really
enjoys helping talent
professionals be
successful by driving
content to the
Southeast Asian talent
industry.
Esther Cruz
Insights and Content
Marketing Manager,
LinkedIn Talent
Solutions
Esther is passionate
about connecting
people and
opportunities. She
enjoys creating
content and disruptive
thought leadership for
the talent industry.
Ryan Batty
Director of Marketing,
LinkedIn Talent
Solutions
Ryan believes in the
power of great
storytelling to convey
meaningful ideas. He
leads a team of
marketers capturing
and sharing insights,
ideas and stories to
serve the talent
industry.
22 Southeast Asia Staffing Trends