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.

1. Global Recruiting Trends
Win the war for talent by staying ahead of these industry changesWin the war for talent by staying ahead of these industry changes

2. The power of Network
• LinkedIn Member Inspiration
p
LinkedIn Member Inspiration
• LinkedIn para estudiantes
2

3. The world is
changing fastchanging fast…
Candidates & Clients
M M MMore
Connectivity
More
Choice
More
Channels
1980’s 1990’s 2000’s 2010’s
Recruiters
Filing
Cabinet
Offline
Database
Job
Channels
Social
MediaCabinet Database Channels Media
3

4. Social media
is here to stay, embracing
its power is the key
57%
f th d i i t ‘b ’of the decision to ‘buy’
is now made before any
commercial contact with your
business1
1 Source: Harvard Business Review, “The End of Solution Sales”, July 2012
4

5. The best recruiters
act like marketersact like marketers
Social media keeps the conversation going1
…because you need to nurture your audience
Social media keeps the conversation going1
Sales is one‐to‐one, marketing is one‐to‐many2
5

6. 3 simple stepsp p
Build Engage RecruitSell
Your followers &
Your brand
Nurture your target
audiences
Do what you do
best
6

7. Gl b l R iti Gl b l T l tGlobal Recruiting
Trends
Global Talent
Trends
’To win in 2015, talent acquisition and business leaders need
to stay ahead of the latest recruiting trends. Amplify your
2015 strategy by incorporating these findings into your plan.
Now you can glean insights from the largest survey of talent
LinkedIn’s Talent Trends survey was conducted in February
and March of 2015.
Survey respondents were asked about their attitudes and
opinions surrounding a variety of aspects associated with job
acquisition leaders in the world. We surveyed 4,125 talent
recruiting decision makers in 31 countries to understand
where the industry is headed and how you can chart your
course for success in 2015.
seeking.
LinkedIn collected survey responses for 20,931 LinkedIn
members around the world who are currently employed in
some capacity.
7

8. Organizational pressure
Part 1: The Recruiting Industry in 2015
Hiring volume and budgets heat up
Global hiring volumes and budgets heat up for the first time in four years. As
the gap widens between hiring volume and budgets in 2015, recruiting
leaders must do more with less and invest wisely.
80%
% Leaders With Volume or Budget Increase
We must
optimize!
51%
42%
46%
Hiring
Volume,
63%
Hiring
60%
optimize!.
40%
32% 31%
g
Budget,
46%
20%
40%
“Considering only full and part time professional employees how do you expect the hiring
0%
2011 2012 2013 2014
Considering only full and part-time professional employees, how do you expect the hiring
volume across your organization to change this year?”
“How has your organization's budget for recruiting solutions changed from last year?”
8

9. Organizational priorities: Sourcing is most important
although small & large companies differ
Part 1: The Recruiting Industry in 2015
although small & large companies differ
Sourcing and quality of hire are top priorities
Sourcing highly skilled talent is the lynchpin of any
successful recruiting organization Improving quality of hire is
Small and large companies differ
Small companies are more likely to prioritize recruiting skilled
talent and improving quality of hire. Large companies are moresuccessful recruiting organization. Improving quality of hire is
the second highest priority for recruiting leaders worldwide.
talent and improving quality of hire. Large companies are more
likely to prioritize diversity recruiting. We define small
businesses as organizations with 500 or fewer people.
46%
2 Improving quality of
1. Recruiting/sourcing
highly-skilled talent
43%
49%
Recruiting highly skilled
talent
25%
34%
3. Improving sourcing
techniques
2. Improving quality of
hire
31%
9%
37%
Improving quality of hire
23%4. Pipelining talent
Global
15%
9%
Diversity recruiting
Small businesses Large companies
“Think about your talent acquisition organization's top priorities for
2015. Which of the following choices would you consider to be the
most important areas of interest for your organization?”
“Think about your talent acquisition organization's top priorities
for 2015. Which of the following choices would you consider to
be the most important areas of interest for your organization?”
9

10. Competitive threats: Biggest obstacles to landing
t l t i 2015 titi d ti
Part 1: The Recruiting Industry in 2015
talent in 2015 are competition and compensation
Competition and compensation are top
obstacles to hiring
Competition is a major challenge in these 5
countriesobstacles to hiring
Companies must plan ahead to overcome competition and
compensation when hiring top talent in 2015.
countries
To win the war for talent companies in these 5 countries
must work hard to overcome competition.
40%
50%
60%
80%Competition
Compensation
20%
30%
58% 57% 56% 55% 53%
40%
46%
Global
Average
20%
2012 2013 2014
Competition
Compensation
Lack of interest in our employer brand
L ti
20%
Competition
Southeast Asia Netherlands
Canada France
“What are your company's biggest obstacles to attracting the best talent?” “What are your company's biggest obstacles to attracting the best talent?”
10
Location Canada France
United States

11. Top sources for quality hires: Online job boards and
social professional networks
Part 2: Sourcing
social professional networks
Social professional networks rise to become
a top source for quality hires
S i l f i l t k th f t t i
Countries heavily reliant on professional
networks are less reliant on staffing firms
Thi i ti bl t d i t i ith hi h f i lSocial professional networks are the fastest growing source
of quality hires globally, increasing 73% over the past 4
years. Get ahead of this trend by tapping into social
professional networks for quality hires.
This is a noticeable trend in countries with high usage of social
professional networks.
40%
36%
46%
49% 51% 52%
Social professional networks
+73% over 4 years
30%
16% 14%
27% 25%
20%
20%
2011 2012 2013 2014
Internet job boards Social professional networks
Employee referral programs RPO's/Staffing
Company career website Internal hires
Canada United
States
Brazil Spain Mexico
Search and staffing firms Social professional networks
“Think about the key quality hires that your organization (placed/made)
in the past 12 months. Which of the following were the most important
sources for those key positions?”
“Think about the key quality hires that your organization (placed/made) in the
past 12 months. Which of the following were the most important sources for
those key positions?”
11
Company career website Internal hires g p

12. Top source for quantity: Internet job boards
Part 2: Sourcing
Job boards produce highest quantity of hires
This is likely due to the sheer ease of applying to jobs online.
However, quantity doesn’t always equal quality. Recruiting
leaders need to manage the application process to ensure they
Notable differences in top sources for
quantity of hire due to culture variation
UK companies lead in usage of 3rd party staffing firms, used
equally as much as social professional networks.
get a high quantity of quality hires.
q y p
74%Internet job boards
79%
65%
51%
India
64%Company career website
77%
74%
61%
70%
30%
28%
Nordics
US
62%Internal hires
68%
66%
53%
69%
28%
51%
UK
Brazil
59%Social professional
networks
50%
69%
76%
38%
38%
Brazil
Netherlands
Internet job boards
“How significant were each of the following as a source of white collar
professional (candidates placed by/hires for) your organization in the past
12 months?” Showing % with over 15% of hires. 12
Internet job boards
Social prof networks
Staffing/RPO's

13. Top countries where talent uses social professional
networks to discover new opportunities
In our increasingly social world, social professional networks are among the top ways professionals discover new
opportunities. Below are the countries where talent most leverages social professional networks to find jobs.
70%
68%
63% 63% 63% 63% 63%
61%
59% 58% 58%
Spain Chile Singapore Brazil Italy UAE France U.S. and
Canada
Malaysia Netherlands Mexico
“What channels do you use to look for new job opportunities?”
13

14. Sourcing: Career-centric online media
provide both quality and quantity hires
Part 2: Sourcing
Get the most bang for your buck by investing in these
top sources of hire
I t t j b
Social
professional
networks
64%Company career
website
Employee
referral programs
Internet job
boards
Staffing/RPO's
networks
40%
res
of global talent leaders believe
they’re not doing a great job
tracking return on investment on
sources of hire.
Internal hires
Internet resume
databases
20%
0% 20% 40% 60% 80%
ourceforKeyHi
Maximize your ROI by investing in
the sources that return both
quantity and quality candidates.General career
fairs General social
databases
Print /trade
j l
Student recruiting
programs
ATS/ internal
candidate
database
ImportantSo
Company CRM
system
Diversity
recruiting
programs
mediajournals
0%
Major/Minor Source for Hires
“How significant were each of the following as a source of white collar professional hires
for your organization- in the past 12 months?” (>15% quantity of hires)
“Think about the key quality hires that your organization (placed/made) in the past 12
months. Which of the following were the most important sources for those key positions?” 14

15. Passive candidate recruiting: US and China lead
O l 61% f i it i
Part 2: Sourcing
Only 61% of companies recruit passive
candidates
Companies in the US and China are most aggressively
recruiting passive candidates.
Companies can close the gap by having an
active and passive candidate strategy
The majority of global professionals consider themselves
“passive.” Yet only 61% of companies recruit passive
candidates. Companies can close the gap by having both ancandidates. Companies can close the gap by having both an
active and passive candidate recruitment strategy.
25%
A ti
Global Candidate Breakdown
China 83%
United States 72%
India 69%
Spain 68%
Brazil 67%
75%
Passive
Active
61%
Global
Average
Brazil 67%
Southeast Asia 65%
Mexico 63%
Hong Kong 60%
South Africa 60%
Active candidate definition:
“How would you describe your job search status?”
Source: LinkedIn’s Talent Trends 2014 study
MENA 59%
Canada 58%
United Kingdom 57%
Germany 54%
Italy 53%
Actively looking
Casually looking a few times a week
Passive candidate definition:
Reaching out to personal network
Italy 53%
Nordics 51%
France 51%
Australia 49%
Netherlands 48%
B l i 41%
Reaching out to personal network
Open to talking to a recruiter
Completely satisfied; Don’t want to move
“To what extent does your recruiting organization focus on reaching
out to passive talent?”
Belgium 41%
15

16. Passive talent around the world
f f ’If you hire in multiple countries, this map is for you. The more passive a country’s talent
pool, the more you must catch talent’s attention with your talent brand and proactively reach
out with new opportunities.
Percentage of
passive talent
49 – 59%
70 – 79%
60 – 69%
80 – 89%
16

17. Sourcing: Small businesses recruit differently
Part 2: Sourcing
Both small and large companies recruit
passive talent
Most small and large companies recruit passive talent
globally. There is no significant difference between the
Sources of quality hires differ for
small businesses
Small businesses are more reliant on internet job boards
and less reliant on internal hires than their large company g y g
extent to which a small vs large company recruits passive
talent.
and less reliant on internal hires than their large company
counterparts are. With less time and fewer internal people
and positions, small business recruiting leaders need to
find ways to help talent find them.
62%
Focus to some47%
39%
Internet job boards
60%
Focus to some
extent or greatly on
passive candidate
recruitment
47%
34%
Internal hires
Large companies Small businesses
23%
Large companies Small businesses
“To what extent does your recruiting organization focus on reaching out to
passive talent?”
“Think about the key quality hires that your organization (placed/made) in
the past 12 months. Which of the following were the most important
sources for those key positions?”
17

18. Sourcing: Quality is most valuable hiring metric
Part 2: Sourcing
Quality of hire is most valuable metric
Global recruiting leaders agree that quality of hire is the
most valuable metric for measuring recruiting team
Small businesses value quality of hire
Large companies value time to fill significantly more than
small businesses dog g
performance.
small businesses do.
44%Quality of hire
51%
31%
38%
Quality of hire
25%Time to fill
18%
17%
31%
Time to fill
18%Hiring manager
satisfaction
Global
20%
17%
Hiring manager
satisfaction
Large companies Small businesses
“What is the single most valuable metric that you use to track your
recruiting team's performance today?”
“What is the single most valuable metric that you use to track your
recruiting team's performance today?”
18

19. Sourcing: Quality of hire measured by new hire
performance and retention
Epilogue: Talent analytics
performance and retention
New hire performance evaluation is top way to
measure quality of hire
Quality of hire is widely considered the holy grail of recruiting
Small businesses prioritize different ways to
measure quality
Small businesses are significantly more likely to use newQuality of hire is widely considered the holy grail of recruiting
metrics because of how difficult it is to measure. New hire
performance evaluation, retention, and hiring manager
satisfaction are the most common ways companies measure
quality.
Small businesses are significantly more likely to use new
hire performance, cultural fit, and time to productivity to
gauge quality than large companies are.
52%New hire performance
evaluation
55%
49%
New hire performance
evaluation
51%Turnover/retention
37%
24%
Cultural fit
40%Hiring manager satisfaction
Global
31%
21%
Time to productivity
L i S ll b i
Global
“What metrics does your organization use to track quality of hire?”
Large companies Small businesses
“What metrics does your organization use to track quality of hire?”
19

20. Sourcing: The continued rise of mobile
Part 2: Sourcing
Candidate mobile job seeking behaviors
rise globally
Candidate mobile job seeking behavior is on the rise. This
will likely continue in 2015.
Global companies invest in mobile
Companies are up to the challenge, investing in mobile
strategies and optimizing their job postings and career
sites for mobile.
90% 75% 67% 70%
30%
34%
38%
28%
18%
20%
20%
16%
Our job postings are
mobile-optimized
Our career site is mobile-
optimized
2013 2014
A lot of candidates learn
about our opportunities on
mobile devices
We have seen a lot of
candidates apply for our
positions through mobile
2013 2014
20
“To what extent do you agree or disagree with the following statements
related to mobile recruiting?”
“To what extent do you agree or disagree with the following
statements related to mobile recruiting?”

21. Talent brand: Companies prioritize it
although their actions are still catching up
Part 3: Talent Brand
a t oug t e act o s a e st catc g up
Talent brand prioritized with action to follow
Global recruiting leaders agree that talent 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 strategyCompanies can get ahead of the competition by creating a proactive strategy
for, investing in, and measuring their talent brand.
80%
75%% Agree or strongly agree
60%
80%
Lag between
prioritization
and action
of global Talent Acquisition leaders
say talent brand has a significant
impact on their ability to hire great
talent.
40%
20%
2012 2013 2014
We have a proactive employer brand strategy
Our employer brand has a significant impact on our ability to hire great talent
Those responsible for our employer brand have enough resources to do it well
We regularly measure the health of our employer brand in a quantifiable way
“Please indicate the extent to which you agree or disagree with the following
statements as they relate to your company’s employer brand.” 21

22. Talent brand: Global breakdown
Part 3: Talent Brand
y
South Africa
65%
Some regions are ahead of the
k t l t b d
tbrandstrategy
US
India
Brazil
SE AsiaMexico
pack on talent brand
Regions with companies that both prioritize
and have a proactive strategy for talent
brand include South Africa, India, Southeast
Asia, Middle East North Africa, the US, and
A t li proactivetalent
UK
AustraliaSpain
China
MENA
25% 75%
Australia. ompanyhasap
Nordics
Germany
Italy
France
CanadaBelgiumMyco
Italy
Netherlands
Hong Kong
35%
Talent brand is a top priority for our organization
22

23. Talent brand: Social networks are becoming the
preferred channels for promoting it
Part 3: Talent Brand
preferred channels for promoting it
Small businesses more likely to use online and
offline word of mouth to promote talent brand
While small and large companies use similar channels to
Social & professional networks grow to
become top talent brand channels
Online professional networks and general social media are While small and large companies use similar channels to
promote their talent brand, significantly more small businesses
rely on word of mouth and social media.
Online professional networks and general social media are
the fastest growing channels for promoting talent brand.
90%
60%O li f i l
56%
61%
70%
63%
47%
60%
Friends/family word
Online professional
networks (e.g.,
LinkedIn)
48%
40%
45%
47%
50%
52%
45%
Social media (e.g.,
F b k T itt )
Friends/family, word
of mouth
30%
2012 2013 2014
Company website
Online professional networks (e.g., LinkedIn)
Friends/family, word of mouth
50%
Facebook, Twitter)
Large companies Small businesses
Social media (e.g., Facebook, Twitter)
“Which channels or tools have you found most effective in spreading your
employer brand?” Asked leaders who are responsible for employer brand.
23
“Which channels or tools have you found most effective in spreading your
employer brand?” Asked leaders who are responsible for employer brand.

24. Talent brand: The return on
i t t
Part 3: Talent Brand
investment
Why companies invest in talent brand
Global companies agree on the top 5 reasons for investing in talent
f f f
3 Reasons to invest in
talent brand:
brand. These reasons form the foundation of a good business case to
secure talent brand resources.
50%
Need to raise general
50%How much you can reduce
your cost per hire1
49%
50%
Increased belief in the
impact of employer brand
awareness
28%How much you can reduce
your employee turnover1
41%
42%
Planned increase in hiring
Increased competition
75%
of talent acquisition leaders
who say talent brand
39%
Difficulty recruiting quality
candidates
75%who say talent brand
significantly impacts their
ability to hire great talent
“For what reasons are you spending more on employer brand this year?”
Directed to leaders who report spending more on employer brand this year.
24
Global
1Eda Gultekin, What’s the Value of Your Employment Brand?,
http://lnkd.in/valueofEB (December 1, 2011).

25. The future: Professional networks and improved
did t & j b t hi i th d
Part 4: Predicting the Future of Recruiting
candidate & job matching are in the cards
Social and professional networks here to stay
Global recruiting leaders believe social and professional
Trend spotting: Candidate and job matching
Candidate and job matching and recruiting becoming more
networks, employer brand, and passive candidate recruiting
are the most essential and long-lasting trends in recruiting.
like marketing could reshape the recruiting industry in the
next 5 to 10 years.
37%Social and professional
networks
53%
Improved candidate and
job matching
33%
Upgrading employer
branding
46%
Recruiting becoming
26%
Sourcing passive
candidates
Global
46%
more like marketing
Global
“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?”
Global Global
25

26. Top up-and-coming recruiting trends for selected geographies
Different countries see a different future
Belgium:
Remote Workforce
options
China:
Germany, Italy,
Netherlands China:
Using “big data” to predict
future talent needs
Netherlands
Recruiting becoming
more like marketing
Australia, India,
South Africa:
USA, Canada, Mexico & Brazil
Improved candidate & job matching
South Africa:
Improved candidate
& job matching
26

27. Epilogue: More interesting data
1 Student Recruiting1. Student Recruiting
2. Data Driven Recruiting
27

28. Student recruiting: Global breakdown
Epilogue: Student Recruiting
The majority of global companies recruit
students
Most companies recruit students. In countries like Italy, Spain,
Mexico, and Brazil, it’s extremely common.
Competition is main obstacle to recruiting
students
No matter who you recruit, competition will be a major obstacle
so get ready to compete.
Italy 90%
Spain 87%
Mexico 87%
Brazil 87%
36%Competition
India 86%
France 85%
Belgium 83%
South Africa 82%
Southeast Asia 82% 29%
31%
Lack of awareness of or
interest in our employer
Compensation
79%
Global
Average
Southeast Asia 82%
Canada 80%
United States 80%
Germany 78%
China 78%
20%
29%
Location
interest in our employer
brand
Nordics 76%
Hong Kong 73%
United Kingdom 72%
MENA 71%
Netherlands 71%
15%
Lack of awareness that
we're hiring young
professionals
Global
“To what extent does your company recruit young professionals?
We're defining 'young professionals' as anyone who is 0-3 years out
of school.”
“What are the biggest obstacles you face in attracting young
professionals to your company?”
Australia 64%
28

29. Recruiting leaders are fairly aligned with what
young professionals want in a jobyoung professionals want in a job
Young Professionals value more than what
recruiting leaders think
Young Professionals value as much as
what recruiting leaders think
Young Professionals value less than
what recruiting leaders think
70%
ajob
Excellent
compensation &
benefits
Good work/life balance
50%
60%
sionalswantin
Strong career path
Challenging workA place I would be
proud to work
Strong employeeValues employees
Good relationship with
your colleagues40%
50%
youngprofess
A Co. with a long-term
strategic vision
Culture that fits my
personality
Job security
Flexible work
arrangements
Ability to make an
impact
g p y
development
p y
contributions
Good relationship with
your superiors
20%
30%
What
strategic vision arrangements
Internal transfer
opportunities
0%
10%
0% 10% 20% 30% 40% 50% 60% 70%
29
What talent acquisition leaders think young professionals want in a job
0% 10% 20% 30% 40% 50% 60% 70%

30. Talent analytics: Most companies don’t use data well
Epilogue: Talent analytics
24%
Most companies don’t use data well
Recruiting leaders need to strengthen their talent analytics
capabilities to stay ahead.
Only a quarter of global recruiting leaders believe they
are using data very well in their roles.
India 53%
MENA 43%
Southeast Asia 39%
Brazil 32%
Mexico 30% Global companies use data primarily for
24%
Global
Average
United States 29%
South Africa 25%
Canada 21%
China 18%
Spain 17%
Global companies use data primarily for
strategic workforce planning
57%
Long-term workforce
planningSpain 17%
United Kingdom 17%
Italy 16%
Hong Kong 15%
Australia 13%
Netherlands 12%
45%
54%
Urgent need for a specific
type of talent
Leadership development,
succession planning
planning
Netherlands 12%
Belgium 12%
France 9%
Nordics 9%
Germany 9%
42%Internal mobility
Global
“How well do you think your organization uses data to understand (talent
acquisition/recruiting) effectiveness and opportunities?”
“In general, which of the following areas do you believe your
organization uses data effectively to better understand talent
acquisition effectiveness and opportunities?”
30

31. Thank you!
“There are three kinds of lies: lies, damned lies, and statistics”
- Disraeli