Maximize Your Quality of Hire Through Strong Partnerships | Talent Connect Vegas 2013
•Download as PPTX, PDF•
0 likes•1,470 views
Partnerships matter! In this presentation, LinkedIn's Katharine Coombes and Kim Beinborn teach you how you can join forces with your hiring manager to identify and source top talent. 10 Tips for a Knockout Relationship with your Hiring Manager: http://linkd.in/16U8WxP Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg Follow the LinkedIn company page: http://linkd.in/1f39JyH Tweet with us: http://bit.ly/HireOnLinkedIn Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (6)
Similar to Maximize Your Quality of Hire Through Strong Partnerships | Talent Connect Vegas 2013
Similar to Maximize Your Quality of Hire Through Strong Partnerships | Talent Connect Vegas 2013 (20)
More from LinkedIn Talent Solutions
More from LinkedIn Talent Solutions (20)
Recently uploaded
Recently uploaded (20)
Maximize Your Quality of Hire Through Strong Partnerships | Talent Connect Vegas 2013
- 2. Kim Beinborn Strategic Product Consultant Global Accounts Maximize Your Quality of Hire Through Strong Hiring Manager Partnerships Katharine Coombes Head of Talent Acquisition, ANZ
- 5. Talent organizations are becoming more strategic.. Reactive: High cost Labor-intensive Applicant quantity focus Req to req process Developing Foundational Strategic Traditional Strategic: Low cost Efficient Quality of hire focus Proactive pipeline-based process #intalent
- 6. “You can’t build a great building on a weak foundation” Developing Foundational Strategic Traditional Brand Jobs Metrics Data driven decision making Sourcing Partnership Reactive, over-reliant on agencies Engage with strong pipeline of leads and ‘silver medalists’ Team-wide pipelining with engaged talent communities Post-and-pray Targeted engagement to attract highly qualified candidates Talent segmentation and prioritization Defined employer brand strategy Established metrics and benchmarks Influential talent brand engaging employees and candidates Build internal capabilities to focus on passive talent Jobs on niche boards and social platforms Understanding of employee value proposition Talent Acquisition siloed from HR Strong collaboration with Marketing, PR, Communications Strategic business advisor to C-Suite Engage HR counterparts and Hiring Managers Data driven decision making #intalent
- 7. “Your job is not what you do, but the goal you pursue” ~Fred Kofman #intalent
- 8. IN- TAKE Or taking the brief…. #intalent
- 9. IN-TAKE 5 key ingredients 1. Define Rockstar 2. Sourcing Strategy 3. Sales and Marketing Strategy 4. Assessment criteria & process 5. Timeline #intalent
- 10. Leverage LinkedIn data to pipeline collaboratively #intalent
- 11. Are you with your Brand? IN
- 12. -Harris Interactive UK 225 human resource managers and 2,035 employed adults “47% of workers say that a company's online reputation matters as much as the job offer.” #intalent
- 13. Talent Brand Employer Brand EVP A Shared Vision At what point do you stop Marketing? • Online brand • Communications • Interview Process • Coordination • Offer Process • Reference Checks • Notice Period • Onboarding #intalent
- 14. What do your employees value? What do you offer that is different? You and the HM have the chance to design, build and create a new experience together! This becomes your competitive advantage Don’t have an EVP? #intalent
- 15. The most successful employers use data to measure their talent brand……. Qualitatively and Quantitatively Believe organization utilizes data well to make hiring decisions Regularly survey new hires to understand brand position 23% 34% Regularly measure employer brand in a quantifiable way 33% #intalent
- 16. Future of Recruiting: Are You Prepared for What’s Ahead? CareerBuilder 2011 #intalent
- 17. 1 2 Utilize data to make informed, collaborative and timely decisions 3 4 Incorporate your EVP to inspire candidates Transformation to Partnership 5 Establish expertise, know your partners, bring your passion! Understand candidate motivations to secure aspirational talent Leverage LinkedIn data to build a target market and pipeline #intalent
- 18. “Be the change you wish to see” ~Gandhi #intalent
- 19. “Worldwide, hiring manager and recruiter skills were nominated as the most important influences on quality of hiring” Hudson RPO Report 2013 How does partnering improve QUALITY of hire? #intalent
- 20. Poor Hires produce damaging results Productivity Loss Loss of Customers Loss of Brand Equity Legal Liability Separation costs Replacement costs #intalent
- 21. To learn more…. 2013 Global Recruiting Trends Report Global and Additional Countries: lnkd.in/GlobalRecruitingTrends 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 Discover additional insights: talent.linkedin.com Follow LinkedIn: linkedin.com/company/linkedin Stay in touch: 2013 Talent Brand Playbook LinkedIn's Employer Brand Playbook shares the 5 steps you need to build a highly social talent brand. You'll get vital info that you can use today:: http://talent.linkedin.com/employerbrandbook/ #intalent
- 22. You have to be constantly reinventing yourself and investing in the future. – Reid Hoffman #intalent
Editor's Notes
- Welcome and Intro… KC and KB to intro with background insight
- Inspiring Story. Edmond Hillary and Tenzing Norgay were the first men to climb mount everest. 2 very different people. Hillary, from NZ, was a graduate in science, had spent several years in the royal navy as a navigator during WW2 . Norgay originally from Nepal, had been sold as a servant at a young age and lived his life illiterate. At 19 he fled to India where he pursued his dreams of climbing mountains and joined a Sherpa community. Two very different men, one an officer the other a servant, neither capable of speaking the others’ language. So what made them so successful? Both Hillary and Norgay had planned this expedition for months, they knew each others strengths, their roles, they were equal in their ambition of achieving a shared goal. When they returned to the bottom of the mountain safely Hilary is quoted as saying.. “Respect and experience are ones most essential companions and it was team work that got I and Tenzing to the top of Mount Everest” So what can we learn from them? Today we are going to explore the benefits of partnership, team work and shared goals in the world of recruiting.
- One of the earliest signs of success in Norgay and Hillary’s partnership was Norgay being employed as a Mountaineer. He was the first Sherpa to have been hired in this capacity. For those that do not know what a Sherpa is , they carry the goods and are known for their navigation of the mountains and aclimbitization. From the outset the 2 of them bore equal status and responsibility. The recruiting industry has evolved and advanced significantly over the last decade and one of the most significant developments has been the building of internal recruiting functions, leveraging the skills of an agency and bringing them in-house. The legacy however that remains is that recruiting is still very much perceived as a service provider How many of us in the room believe they work FOR some of their HM’s as opposed to with? (Hand up) Now this is not me assigning blame here. We, TA Leaders are the ones responsible for transforming the relationship and illustrating our overall business value.
- Our business is changing and for each of us at varying pace. What’s exciting about being here this week is the investment we are each making in it’s continuous transformation. From a reactive, high cost business focused on quantity to today becoming an efficient, cost effective business focused on quality of hire - we are emerging as a strategic business partner .
- We recognize significant advancement in 4 key areas : Sourcing, Job posting, Brand Management and Metrics. We have seen sourcing talent move from a service provided by an agency, to bringing the capability in-house to focus on passive talent, to talent pipelining and now building engaged talent pools. Job Posting has possibly undergone one of the most radical of changes. Starting with posting our opportunities on large generalist sites and in print, to hosting in more targeted hang outs, like niche job boards. With the introduction of social and big data we are now able to leverage our talent brand and gain a deeper understanding of our candidate market. We have the ability to segment, tailor communications to create awareness and drive deeper engagement. Marketer! I have loved watching employment branding evolve. 10 years ago I watched a presentation by the newly appointed CMO of a global recruiting agency, on the similarities between Marketing and HR. It was one of those light bulb moments where you see the future very clearly. We now understand the importance of an EVP and brand strategy and with the introduction of social we have seen our talent brand transform in to a totally public version of our employer brand. “If you can’t measure it, you can’t improve it”, it’s a saying you hear a lot here at LinkedIn. With the introduction of smarter technology and rounding out of our overall business, there is more to measure and great ways to capture it. I think we have to remember that internal recruiting functions are still very new and have evolved a lot over the last few years so it is not so surprising that we are on of the later adopters of metrics..I am not sure we knew what we needed to measure previously (which isn’t surprising when you think the only metrics that exist in agencies are number of placements ).But what I love most is leveraging data to make decisions, it provides more choice, lessens emotion, adds credibility, manages perception and strengthens the business relationship. Partnership – In a partnership we become united in our ambition of achieving shared goals It’s the foundation of which all the above is built on and it’s critical that the partnership sits at every level. We can’t have our recruiters partnering really nicely with HM’s and then Leaders not and it goes the other way as well. In order to have the data on workforce planning, in order to know what can and cannot be publicly announced, to know what the business cares most about, all relies on strong business partnership.
- I just saw he is actually presenting here this week so we are all in for a treat and I recommend you all go. For those that don’t know Fred…he is the co-founder of Axialant, a highly regarded global consultancy in organizational change of which Fred still consults and is re-knowned for his work in the area of leadership and cultural change. Fred recently authored a book called Conscious Business which I also recommend. Fred recently came in to LinkedIn to speak and opens the session by saying… “Some questions can change your life” And this question for him was “what is your job”? If I were to ask each of you he says “what is your job” what would you say? He then tells us he will change our mind and prove to us it’s not what we think it is…” Fred tells us when he was asked this question early on his career he told the person that asked him he was a teacher but upon much reflection and study he has realized his job is not the individual act but it is the goal of which he pursues. His job was “to help people learn” and he invited us to apply this thinking to our own work and then try and answer the question again. This for me was the first lesson Fred taught me. It allowed me to expand the possibility of my role and my work and created greater meaning. He then told us … “I am now going to bet you I can change your mind again ..about what you do” And he asked us this question.. What is the goal of every soccer player?? What is the goal of a defender, of an attacker, of the goalie? …it’s to win, in every sport the goal is to win. So with that in mind what is the job of every person in a company? To help the company win. What is the job of a Marketing Manager, of a Programmer, of an engineer, of a sales manager, it’s to help the company win. So now when we pose the question of how to build a partnership with our Hiring Managers and business partners is it not very simple? It is to focus on what will help the company win.
- I was asked to speak today by our Global Head of Product Consulting, for our Talent Solutions business. We recently worked together on some critical leadership roles across APAC and during that 7 week period I think I travelled through 4 countries and she travelled through many more . Mention the feedback Roli gave me. What was critical for us was that we knew exactly what success looked like, our strategy to achieve it and our roles within this. Before I joined LinkedIn I had not heard the phrase in- take so for those also unfamiliar it is a way of collecting a brief.
- My quick top 5 must haves in an in-take… Please note as I take you through this the increased level of input from your Hiring Manager. 1.Define Rockstar! (Define Competencies )We reviewed each Leader of the Recruiting Product Solutions team and determined strengths and gaps. We also discussed the business strategy to ensure the experience we recruited would not only be successful today but could also take us in to the future. This gave us the competencies by which we ended up assessing our candidates by. 2. Sourcing Strategy! Define your target market (NOT just who is this person but where will I find them). Look at the best return from each channels . Extension of this step is to define roles & responsibilities 3. Sales and Marketing Strategy! How to generate Leads, back to talking like a Marketer How will we share our brand, what is our story (business and individually). Give feedback on each others brand. 4. Assessment Criteria. As mentioned we broke down the competencies ,we then ranked this in order of importance and agreed who would interview against what at each stage. 5. Timeline. Important! Work back from PSD and plot milestone activities. Be flexible when travelling and book time in calendars post the in-take so it is secure and binding. So we have taken our in-take and now want to role out our sourcing strategy…
- Part of all successful sourcing strategies is proactive sourcing. We see a significant increase in conversion of interview to offer when working with a passive pipeline. An average global conversion rate in fact of 81% v 26% which not only gives us increased probability of filling our roles but also the likely hood of being able to talent pool the silver medalists. So let’s look at the process with the vision of approaching this process as a partnership.. 1 .Generating Leads: How many of us seek input from our HM’s in generating Leads? Leverage each others networks? the data shows us that we see a higher return when the inmail is sent from the HM as opposed to the recruiter. We can support our Hiring partners by setting up templates in recruiter and helping put the communications together. Power sessions. The important step here is to have a centralized home for our candidates be it in LinkedIn Recruiter or your ATS. 2. Qualify Leads: In pre-qualifying leads via LinkedIn we have seen an increase in quality and conversion . Taking advantage of our networks knowledge has not only better informed us but has also minimized risks. 3. Engaging Prospects: Leverage each others strengths. Think about how you might engage prospects outside a direct applicant or inmail. Sharing Video and Photos in inmails. Candidates come informed as a result and we see higher acceptance rate in our inmails. Whilst we want all candidates to have the same experience, there is a difference between an active shopper and a browser and it is education. When taking passive candidates through the process we want to understand the candidates motivation and coach each other on how to best approach.
- One of the earliest signs of success in Norgay and Hillary’s partnership was Norgay being employed as a Mountaineer. He was the first Sherpa to have been hired in this capacity. For those that do not know what a Sherpa is , they carry the goods and are known for their navigation of the mountains and aclimbitization. From the outset the 2 of them bore equal status and responsibility. The recruiting industry has evolved and advanced significantly over the last decade and one of the most significant developments has been the building of internal recruiting functions, leveraging the skills of an agency and bringing them in-house. The legacy however that remains is that recruiting is still very much perceived as a service provider How many of us in the room believe they work FOR some of their HM’s as opposed to with? (Hand up) Now this is not me assigning blame here. We, TA Leaders are the ones responsible for transforming the relationship and illustrating our overall business value.
- What would you Hiring Partners say if they saw this stat? Encourage your Hiring Managers to get out there and talk about their positive experiences with the company, culture, values, etc. Understanding the importance of the experience Every interaction is part of the experience If you have a good experience, you tell a few people, if you have a poor experience you tell 20 people…….
- Recruiters today……..we are educators, marketers, sales, negotiators, etc. When it comes to understanding your company’s brand position, 34% of your peers say they regularly survey new hires to get this insight, right on par with your global peers. 37% say they regularly measure their employer brand in a quantifiable way. Employee Value Proposition EVP is the balance of the rewards and benefits that are received by employees in return for their performance at the workplace An EVP must be unique, relevant and compelling if it is to act as a key driver of talent attraction, engagement and retention. It has become closely related to the concept of employer branding, in terms of the term EVP being used to define the underlying 'offer' on which an organization's employer brand marketing is based. Employer Brand denotes an organization's reputation as an employer Talent Brand 1 The highly social, totally public version of your employer brand incorporating what talent thinks, feels, and shares about your company as a place to work 2 A significant asset for both hiring/retaining great talent and promoting your corporate image in the talent market highlighting examples like – profile, blog, content sharing and video..? Again with the approach of both getting involved in its execution??
- Don’t have an EVP, Don’t worry!!! Whether you’re a large corporation or small company without an EVP, you can still decipher your company’s culture, values and mission and incorporate them into everything you do in Talent Acquisition. Here are some suggestions of where to begin…… What do employees value – conduct a survey, ask around (give example of new hire luncheon) What do you offer that is different – this is a great question to ask the HM during the intake meeting What is special about this role? This department? This company? What brought them here and more importantly why have they stayed? This truly is your chance to build your own experience with the HM and candidates throughout the process! This can become your competitive advantage Where do you Market – what time is spent on marketing today? Both internal and external? Social platforms used? Are you a brand ambassador for your company today? Do we want to talk about candidates being on their mobiles? Coffee & Couch time?
- It turns out only 23% of TA leaders globally feel comfortable using data to understand talent acquisition effectiveness and opportunity Data is how you gain buy-in at the executive level. Every business unit is increasingly using data to make decisions, and talent acquisition is no different. Utilizing data to make decisions doesn’t mean you have to be a statistician or a research scientist. It’s as simple as putting into place a goal that can be measured quantifiably, and tracking your progress against that goal over time. We all have to start somewhere….. Recruiters time is invaluable these days so why not use data to approach every search more strategically and efficiently? Data slide – How can the partnership gain from the use of data and Is there something the HM can do that they don’t already, what can we ask more of from the HM to equalize the team work and partnership in this step? i.e by providing timely feedback improves cand exp, allows you to bench more easily and refer back to when analyzing pipeline performance. If we don’t want to introduce this info then maybe we can just confirm that by the Recruiter using data in a more effective way it strengthens the partnership and allows for more knowledge based decision making If you attended TC last year you may have heard of Moneyball: Use LinkedIn data to inform your strategy. Well our colleagues James Raybould and Will Hamlin are back this year and have put together a 2.0 version of Moneyball. Last year’s is available on youtube
- If you are going to have a great partnership, you need to know each others strengths and weaknesses…have a plan of attack on who owns what. When and if you agree to this, sign the contract so to speak, then the Recruiter will likely be or become the expert on the talent market So…… ..then we need to build our knowledge in this area. Data can feel overwhelming……Where do I begin? In the simplest form, it’s starting somewhere, having a discussion with your HM, anticipating challenges, doing research and your strategy builds from there I’ll share an example……. GE example (engineers) Data allows you to manage the timeline better Allows you to set realistic expectations with the HM And allows you to build a strategy around foreseen challenges
- In summary, as we have discussed the role of the recruiter has transformed. And it does affect your hiring manager relationship. It should. Depending on how long you’ve been in the business………1 year, 10 years, 20 years, you should be operating differently today than you did 12 months ago. We should be striving for change, for improvement and be the change agent to make talent top priority in your organization.
- Become a change agent Focus on the importance of partnerships. Operate how you wish to operate and influence your HM to work with you on this journey. They are looking for your guidance. Remember YOU are the expert in recruiting and the talent market Recently our CEO Jeff Weiner spoke about a few tips when speaking to the C Suite and I think it actually applies to all interactions we have with our business partners. Know your audience and their business, know your content, be passionate…..3 simple rules can make a BIG difference
- It’s the skills of the HM AND Recruiter that influence the quality of hiring. A solid intake Pre-qualifying candidates / leads (callibrate before reaching out) based on EVP, candidate motivation, etc. Assessing against competencies and considering culture / values fit Market throughout the recruitment process Ensure a positive candidate experience to maintain your corporate brand Get social, promote your company
- So today we’ve talked about partnership, the importance of the hiring manager / talent agent relationship. So why is this essential in working towards the common goal of being the best………and winning as a company. Because the cost of not doing it well comes at a high price!!! Talent is your competitive advantage. You can have all the best processes, best products, best culture, but if you don’t have the best talent to make it all work you will not come out ahead.
- Here you can find data and additional resources to help educate you on the market, on being an industry expert in the world of talent acquisition. As mentioned, check out many of the fantastic sessions here Wed and Thurs, including Moneyball, and how to incorporate data into your strategy.
- You’re investing in your future this week and we hope that you’ve taken some key points from today’s session that you can take with you and implement how you operate moving forward in your roles……. Thank you!