6 essential steps to talent pipeline success

Editor's Notes

• #3 Harry and Lindsay to give brief overview. Chat about both of us implementing Talent Pipeline phase 1 strategy in Q3 2013.
• #6 (Lindsay to talk through this slide) Identify the right talent early. -If you’re waiting until you need a hire to start looking for candidates, you’re too late. -market intelligence, ability to be aware of competitive intelligence -competition for fantastic talent is tougher than ever -the world of recruiting is changing Reduce your time to hire. -Establishing an ongoing dialogue with candidates gives you the option to accelerate the discussion when the time is right. -Pipelining for an internal perspective as well as external -hiring ahead of business plan Prevent superstar candidates from slipping away. -When the time to hire arrives, you’re already top of mind for your chosen candidate -they have YOU in mind -we have explored their career aspirations, they have explored your company as part of that career aspiration Strengthen your company employment brand -as well as awareness that you’re hiring, by being continually ‘out there’ engaging prospective candidates. -pipelining is about seeking that next great hire and don’t be afraid to state that you are always looking to chat to the best -perception is reality -As a company owner followers matter. This is your brand and long term pooling potential. -238m members: 88% of members would follow a company -78% of company followers are more likely to respond to an inmail -Followers are 2.5x more likely to recommend your business. Strengthen partnerships with the business -It will increase your ability to partner with hiring managers and become real talent advisors rather than just sourcers, at the same time improving the reputation of the Recruitment function internally. -not jump pipelining talent, having the ability to pipeline to role with talent also -go to the business with great talent (they are looking to us to do that)
• #7 (Harry to talk to this slide) How many of our business partners network with like minded peers in their respected industries, with no specific agenda in mind. -Building brand -no agenda -exploring -understanding talent competitiveness -who are the best people out there Time is precious in recruiting……our business partners want to see and know that absolute best 1 or 2. You elevate that best talent with pipelining.
• #8 (Lindsay to talk through this slide and relate to LinkedIn) Addressable market- -this is 238 million members Talent Potentials -recruiter has engaged only -tagged -Ability to share these ‘talent potentials’ with hiring managers -hiring managers contributing to your talent potentials, cross sharing projects Talent Tribes -engaged and explored -business has met these people -recruiter can produce this slate at req starting stage or as part of the InTake Meeting Harry-anything to add??
• #10 (Harry to take overview of TP) Describe the key benefits of Talent Pipeline With Talent Pipeline, your team can: Centralize all leads, from any source, in one place Transform: real time profile information…updated by the talent potential Foster collaboration by connecting the entire recruiting team through a single platform Scale pipelining activities with tools to track, organize, and nurture talent leads Gain insights on the effectiveness of your sourcing and pipelining through meaningful, integrated analytics No other solution: Provides the professional data and insights of LinkedIn that enable you to better evaluate leads and build relationships Is a natural extension of the tools you already use today to do recruiting (Lindsay to talk through below) At LinkedIn we involve the business in the process of talent pipelining. It is the hiring manager who owns their hiring number but how do we collaborate and support the continuous hiring of great talent. Talent Acquisition deliverables must tie into Business Priorities and Goals.
• #11 (Lindsay to take this slide) I will talk through: -how we start to think about pipeline from an internal collaboration perspective -Internal partners: -sales operations (sales account growth, language need, country growth and expansion) -Financial planning and analysis: monitoring of HC plan, tracking versus variance to plan -HR: succession planning, attrition/churn/internal movement -profile of hire: part of pipelining, understanding skill sets to come, org development Pipeline strategy and focus: -quota carrying roles -recruiter metrics: weekly ‘pipeline’ target -business metrics: coffees weekly, them reaching out and collaborating with us. Leverage the hiring manager tool on recruiter. HMs have the stronger network In 2014 we will have quarterly metrics in place for all business partners on pipelining and this will be part of their OKRs. We will report and feed up to the business.
• #12 (Harry to take Process and Functionality) -we sat down as a team -looked at how to simplify the process while leveraging the functionality of the product in the smartest, most efficient way -how did we want to build talent tribes Harry can you pull out the above? (Lindsay to take business priorities and partnerships) -our global sales leadership team decided on 4 key roles to pipeline for consistently: account executive, relationship managers, sales managers and global account managers -built playbooks for the team and our business to understand strategy, metrics and process for talent pipeline -Talent In Numbers: co-sourcing model -report monthly on talent potentials and talent tribes for mentioned roles -HM commits, education sessions Preparing your hiring managers: First of all it is important to make sure your hiring managers understand why you are actually pipelining. Explain the benefits to them on how it is going to help THEM and not only the recruiting function. It’s going to reduce the time their teams are understaffed and increase the chances that the new hire will hit the ground running. They will want to know how much time they are going to need to invest. We’re going to build a pipeline process in a moment, so try to figure out where they fit into that. Just remember that they still have their day job to do, but reiterate how important it is to have the right team. Keep in mind some of those candidates are passive Finally make sure you know the market. Do the research on the candidate pool prior to the meeting with your hiring manager and make sure you know how the numbers change if you make slight adjustments to your search. This will help you advise your hiring manager and make you become a better partner to them
• #13 (Lindsay to talk through) Balancing reactive versus proactive. Mind-set shift Performance manage on sourcing and pipelining per quarter Team Structure Additional growth of this team structure next year, showing results
• #14 Harry and Lindsay to jointly present Talk about slick souring -reducing sourcing time -going to tags first
• #15 Lindsay to take Exploring Versus Interviewing Niche Talent Tribes-one person drops out, another needs to go in Method of communication How often LinkedIn 2014 vision is that hiring managers own the talent tribe communication Recruiters as marketers Story tellers
• #16 Harry to take Key Points Review pipeline reports Number (displayed above Sources report): View how many people have had some activity at any time Sources report: View how your investment in sourcing is translating to leads in the pipeline Status: View how well the team is doing moving people through the pipeline Filters: Time period or activity choices selected affects the Sources and Status reports as well as the number displayed above the Sources report Recently Active Projects: Identify what projects are actively being worked on and how much activity is occurring within each project Most Active Tags: Get a sense for how the team is using tags Funnel and Ideal State. Reports to business-QBRs
• #18 (Lindsay to talk through this slide) Identify the right talent early. -If you’re waiting until you need a hire to start looking for candidates, you’re too late. -market intelligence, ability to be aware of competitive intelligence -competition for fantastic talent is tougher than ever -the world of recruiting is changing Reduce your time to hire. -Establishing an ongoing dialogue with candidates gives you the option to accelerate the discussion when the time is right. -Pipelining for an internal perspective as well as external -hiring ahead of business plan Prevent superstar candidates from slipping away. -When the time to hire arrives, you’re already top of mind for your chosen candidate -they have YOU in mind -we have explored their career aspirations, they have explored your company as part of that career aspiration Strengthen your company employment brand -as well as awareness that you’re hiring, by being continually ‘out there’ engaging prospective candidates. -pipelining is about seeking that next great hire and don’t be afraid to state that you are always looking to chat to the best -perception is reality -As a company owner followers matter. This is your brand and long term pooling potential. -238m members: 88% of members would follow a company -78% of company followers are more likely to respond to an inmail -Followers are 2.5x more likely to recommend your business. Strengthen partnerships with the business -It will increase your ability to partner with hiring managers and become real talent advisors rather than just sourcers, at the same time improving the reputation of the Recruitment function internally. -not jump pipelining talent, having the ability to pipeline to role with talent also -go to the business with great talent (they are looking to us to do that)
• #19 Key Points Save a couple minutes for participant questions at the end of the demo