The document outlines strategies to address talent acquisition challenges in the oil and gas sector, emphasizing a shift towards relationship marketing and the importance of employer branding. Key issues include a talent shortage in engineering and manufacturing, with a focus on attracting and engaging passive candidates through targeted messaging and enhanced online presence. Recommendations include leveraging data, enhancing social media engagement, and building a strong talent community to improve recruitment outcomes.

1. NEW STRATEGIES &
SOLUTIONS IN THE
GLOBAL WAR FOR
TALENT
April8-9,2014
u p s t a r t 3 6 0 . c o m / l i v e

2. LINKEDIN
TheFuture Of Recruiting
Chris Kelleher Sr. Manager, LinkedIn Talent Solutions
Heather King Director of Global Talent Acquisition, Cameron

3. +
Talent Solutions
The Future of Recruiting and The Cameron Journey
+
Chris Kelleher, Senior Manager, LinkedIn Talent Solutions
Heather King, Global Director Talent Acquisition, Cameron

4. Recruiters 10 years from now will be
preoccupied with marketing, PR, community
building, and employment branding. The ‘War for
Talent’ will
be a ‘War of Relationship Marketing’.
Matthew Jeffery
Global Head of Talent Strategy & Innovation
HR Talent Acquisition, SAP UK Ltd.

5. 17%Talent Acquisition Leaders believe their organization
uses data well to make hiring decisions

6. +
Agenda
 Introductions
 Heather King - The Cameron Journey
 Chris Kelleher – LinkedIn, Brand, Data
 Wrap-up and resources for you
 Q&A

8. +
Competitive Landscape for Talent
 Talent shortage in oil & gas intensified in the areas of engineering, field service, and
manufacturing categories such as machinists.
 45% of all manufacturing candidates are passive which require targeted messaging and
ease of application to engage.
 High retirement risk and insufficient talent supply in the 5-10 years experience range to
fill the gap.
 Attrition in key talent areas is increasing due to increased competition and changes in
generational behaviors.

9. +
Our Challenge
Hiring nearly 5,000 new employees where:
– Markets have negative or low unemployment rate
– Challenged ATS
– Decentralized recruitment strategy despite needing similar talent in
shared geographies
– Just-in-Time Recruitment
– HR Generalists executing the recruiting between other duties
– Organization keeps a low profile and takes a conservative
approach to media – Legal and Marketing
approve everything that goes external
– Social media (FB, LinkedIn, Twitter) only
approved for University

10. +
Starting with the Data
Hiring
Picture
Critical
Positions
Historic Hiring
Attrition
Geographic
Concentration
Labor
Landscape
Hiring
Projections
Time to Offer
Accept
Cost Per Hire
Quality of Hire

11. +
What the Data Told Us
¼ of Hires are “critical”
½ of All Hires Outside the US
Recruitment Pace Just Over Attrition
Time to Offer Accept ≈ 100 days average
Cost Per Hire was at the Median for similar orgs
Cost of Vacancy > Total Global Recruiting Spend
Heavy reliance on third party agency recruiting
Quality of Hire Variable

12. +
Forming the Plan
The Strategy had two key principles:
 Communicate a clear, consistent and
compelling Employer Brand
 Target Passive Candidates
With Planned Outcomes of:
 Differentiating Cameron among
employers in the market place
 Shorter time and higher close rate on
candidates who fit our culture and are
more likely to stay and perform
WHY WORK AT CAMERON
HOW TO JOIN CAMERON

13. +
Employer Brand

14. +
Passive Candidates

15. +
The Journey
Pilot
the Solution
Social Media, Career
Brand and Website,
and Strategic
Sourcing
Garner
Executive
Support
Division
HR, Marketing, ELT
Develop
the Plan
Critical
Roles, EVP, Sourcing
, Social Media
Understand
the Data
What is the current
state? What is the
need? What is the
gap?

16. +
The Journey

17. +
Fully Developed LinkedIn Presence
Modest base of Followers
(51,495)
Low InPacted Hires
(15%)
Low Talent Brand Index
(7 out 10 vs peer set)
2x+ Followers
(~105,000)
2x+ InPacted Hires
(32%)*
1.) Top 100 InDemand
Employer
2.) 1 of 10 TBI (35%)*
*See Appendix

18. +
Early Results of Efforts in Key Locations
Time to Offer Accept ≈
100 days average
Cost Per Hire was at the
Median for similar orgs
(9%)
Quality of Hire Variable
Time to Offer Accept =
49.5 days average
Cost Per Hire =7% of
Annual Salary
Passive Candidates
Increased to 39% of All
Hired

19. Talent Solutions

20. +
Connect the world‟s professionals
to make them more productive and
successful
Our mission

21. +
For our members
Identity Networks Knowledge

22. +
Create economic opportunity
Realize your dream
job
Find work Be great at what
you do

23. +
Create economic opportunity for Oil and Energy
Oil and Energy Industry InfluencersOil and Energy GroupsOil and Energy Universities

24. +
What do these professionals
value most in a job?*
44%
25%
18%
13%
Individual - Entry Individual - Senior
Manager Director+
17%
17%
8%
7%
7%
5%
5%
5%
3%
3%
Operations
Engineering
Support
Sales
Administrative
Program Mgmt
IT
Research
Finance
Accounting
Top 10 Functions Seniority
59%
53%
49%
36%
34%
Excellent compensation…
Good work/life balance
Challenging work
Job security
Having a good…
*From LinkedIn‟s 2013 Talent Drivers survey of
professionals in Oil and Gas Industries (n=4,438)Note: Data as of Dec. „13
The Oil and Energy Presence on LinkedIn
5M+
Professionals on
LinkedIn work in Oil
and Energy Industry
Top 10 Countries
US 1,301K
Brazil 354K
UK 307K
India 274K
Canada 250K
Italy 145K
Australia 111K
Indonesia 108K
France 105K
Spain 102K

25. +

26. +
Talent Acquisition Leaders recognize the importance of
Talent Brand…
84%Agree that talent brand
has significant impact
on ability to
hire great talent
70%
Prioritization of talent brand
(by company size)
Agree talent brand is a
top priority for their
organization
69%
65%
70%
75%
< 500 Employees
501-1,000 Employees
1,000-10,000 Employees
> 10,000 Employees
Source: LinkedIn 2013 Global Recruiting Trends survey

27. +
Best practices on building a strong talent brand
1) Use data to understand
segments
2) Ensure messaging focuses on
what resonates
Understand what matters
to your candidates
1) Amp your employees‟ presence
2) Leverage employee connections
for referrals
Leverage your
employees’ networks
1) Leverage and Create content
2) Drive Followers and engage with
Status Updates
3) Create a strong LinkedIn
presence
Build a strong talent community and
Tell a Great Talent Brand Story
1) Talent Brand Index
2) Passive Candidate Hires
3) ROI
Measure and Track Progress

28. +
LinkedIn Data Resources
 Talent Pool Reports:
– lnkd.in/plan
 2014 Talent Trends Survey:
– http://business.linkedin.com/talent-solutions/c/14/3/talent-
trends/2014.html
 Employeer Brand Playbook:
– http://talent.linkedin.com/employerbrandbook/
 How to Do Status Updates:
– http://lnkd.in/targetedupdates
 Obtaining your Talent Brand Index and LinkedIn Impact score
– Talk to your LinkedIn Account Manager or Chris / Paul

29. +
Appendix –
Details of the Cameron Stats

30. +
(*Definition of Talent Brand Index)
We first assess two important elements of your talent
brand: Reach and Engagement
Talent
1,379,960
members
members
479,562
Talent Brand Reach
Talent that‟s familiar with you as an employer
Talent Brand Engagement
Talent that is interested in you as an employer
Viewing employee profiles
Connecting with your employees
Researching company and career pages
Following your company
Viewing jobs and applying

31. +
Talent Brand Index
What percent of people who know about you show an interest?
Talent Brand
Index
=
Talent Brand Engagement
Talent Brand Reach
Talent Brand Reach
Talent Brand Engagement
Talent
1,379,960
members
members
479,562
Cameron
35%

32. +
We compare your Talent Brand Index vs peers
Employer of
choice
Weaker talent
brand
Peers:
• Peer 1
• Peer 2
• Peer 3
• Peer 4
• Peer 5
• Peer 6
• Peer 7
• Peer 8
• Peer 9
101of

33. +
Your Talent Brand Index varies across the functions
you are looking to hire…
TalentBrandIndex
Talent easiest
to engage
Talent hardest
to engage

34. +
…and across the geographies where you have a
presence
Talent easiest
to engage
Talent hardest
to engage
TalentBrandIndex

35. +
LinkedIn can help you build your talent brand and
accelerate your ability to attract top talent
We can track how your Talent Brand Index
progresses over time

36. +
Cameron New Employees - INpacted Hires on LinkedIn

37. +
*Definition of INpacted Hires

38. June19th WEBINAR
Identifying High-performing Candidates That Will Succeed In Your Organization
Sponsored by: SkillSurvey
July24th MICROSUMMIT
The Westin Houston, Memorial City
• Recruiting And Workforce Analytics
• Hiring High-performing Candidates
• Oil & Gas Salary Benchmark Survey
Sponsored by: Ascende, SkillSurvey
Fall2014WORKFORCENEXTSUMMIT
Premier event focused exclusively on recruiting/talent acquisition, retention and
energy workforce management for Upstream, Mid-Stream and Downstream.
UPCOMING EVENTS
u p s t a r t 3 6 0 . c o m / l i v e

39. WORKFORCENEXTbrings together a high-level community of HR
executives, talent and workforce management professionals, and stakeholders
focused on labor demand issues and challenges in the energy industry.
• How to find & recruit great people in a hyper-competitive market
• How to retain current employees
• How to train, grow, motivate your teams
• How to transfer knowledge from a rapidly retiring workforce
• And how to keep up with ever-growing employment regulations
There are unique differences market-to-market and WORKFORCE NEXT
focuses exclusively on challenges in the oil & gas and energy industries via live
solution-based events where you‟ll network with industry leaders.
U p s t r e a m ● M i d - S t r e a m ● D o w n s t r e a m
Learn More: WFN360.com
WORKFORCE NEXT
u p s t a r t 3 6 0 . c o m / l i v e

40. THANK YOU
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