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Connect In London Keynote
The document discusses the competitive landscape of recruiting, highlighting that 93% of recruiters use LinkedIn for hiring and that employer branding is critical for attracting top talent. It notes that companies are increasingly focusing on proactive sourcing and engaging with passive candidates, while also emphasizing the decline of traditional job boards. The survey data suggest a shift towards leveraging data for hiring decisions and seeking specialized roles to enhance recruitment efforts.
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Connect In London Keynote
- 2. David Cohen Director, NorthernEurope LinkedIn Welcome ©2013 LinkedIn Corporation. All Rights Reserved.
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- 6. #intalent Identity: LinkedIn Alumni 20+MillionStudents and recent graduates
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- 9. 202m+ Registered members as ofApril 23rd, 2013 3M+ 17M+ India 6M+ Canada 70M+ USA 10M+ Brazil 34M+ APAC M+ 200+ Countries and territories 65% Of LinkedIn members are outside of the US LinkedIn’s global footprint is expanding: EMEA 50M+ UAE 1M+ 3M+ DACH 4M+ Italy 5M+ France 4M+ Spain 4M+ NL 11M+ UK 1M+ Sweden
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- 11. #intalent 93%of recruiters useor plan to use LinkedIn for recruiting Source: Jobvite 2012 Social Recruiting Survey.
- 12. #intalent Recruiting is… Source: LinkedInsurvey of 334 recruiting professionals in the UK, May-July 2012.
- 13. #intalent Your biggest concerntoday? Source: ConnectIn survey. “Recruiting is extremely competitive. The talent pool is small and will only get worse this year, I fear.”
- 14. #intalent You’re recruiting ina highly competitive landscape #1 Biggest obstacles to attracting top talent Competition #2 Compensation Source: LinkedIn survey of 334 recruiting professionals in the UK, May-July 2012.
- 15. #intalent Your biggest concerntoday? Source: LinkedIn Talent Blog. “Successfully putting a plan into motion to switch from reactive to proactive recruiting.”
- 16. #intalent Recruiting leaders aredoubling down On proactive sourcing and specialist roles If you could add one role to your team right now, what would it be? Source: LinkedIn survey of 272 recruiting leaders in the UK, February 2013. #1 Sourcing specialist #2 Workforce planning manager
- 17. #intalent Your biggest concerntoday? “In a highly competitive marketplace, having a valid and engaging employer brand that differentiates is critical.” Source: Connect survey.
- 18. #intalent Recruiting leaders aredoubling down On employer branding 91% Companies spent more or the same on employer brand in 2012 compared to 2011 Agree that employer brand has significant impact on ability to hire great talent83% Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012. Paul Maxin Global Resourcing Director at Unilever
- 19. #intalent Your biggest concerntoday? Source: Connect in survey. “Finding the time to engage with passive candidates and ensuring an engaging experience for them whilst balancing day to day "here and now" activity.”
- 20. #intalent Legacy job boardsare on the decline Internet job boards Social Professional Networks 5% 8% Best sources for key quality hires Fastest-falling Fastest-rising Source: LinkedIn survey of 334 recruiting professionals in the UK, May-July 2012.
- 22. Think about jobsthe way Virgin thinks about its products & services
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- 24. #intalent London Rethink howyou’re spending your time What 3 key activities would you like to refocus your team on in 2013 1 Source: LinkedIn ConnectIn survey, April 2013 Proactive Sourcing 74% 68Pipelining Candidates % 52Employer Branding %
- 25. #intalent Turn your teammembers into talent scouts Lee Yeap Head of Talent Acquisition at BSkyB Previous BT, Robert Walters Education Nottingham Trent Tips Standardise all touch points for maximum leverage and efficiency Embed your recruiters into respective business units to help them live and breathe the environment they are recruiting into 2
- 26. #intalent Embrace the powerof data Average or poor at using data 78% 22% Utilises data well How well does your organisation use data to make hiring decisions? Source: LinkedIn survey of 334 recruiting professionals in the UK, May-July 2012. 3
- 27. #intalent only one outof three regularly measure employer brand in a quantifiable way Embrace the power of data3 Source: LinkedIn survey of 3,028 recruiting professionals Globally, October 2012.
- 28. #intalent Invest in yourpipeline Teresa Gundry Sourcing Manager at The Co-operative Previous The Co-operative Group, RK Accountancy Education Greenhead College Tips Get commitment from hiring managers to interview potential candidates – regardless of hiring status 4 Educate stakeholders and agree SLAs
- 29. Optimise for mobile5 27%of unique visiting members came to LinkedIn through mobile apps in Q4 2012
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- 31. The People WeHire Today Form the DNA of Our Companies Tomorrow.
Editor's Notes
- #5 This mission statement manifests in our member value proposition and is the core focus for LinkedIn And the value we deliver to our members is 3 fold Identity: Maintaining their professional profile of record and networking with other professionals Insights: finding insights to be better at what you do Everywhere: Working where ever you work And this is what keeps our members coming back every day.
- #6 This showcases Chris Brown’s profile
- #7 As of the school year ending May 2012, there are over 20 million students and recent college graduates on LinkedIn. They are LinkedIn’s fastest-growing demographic.
- #11 2 members per second join LinkedIn, 86,400 seconds in a day = 172,800 registrations Thats enough to fill the Roman collesseum more than 3X!
- #13 But at the same time, despite those challenges, there’s a ton of really exciting opportunity in recruiting right now, and your role is absolutely vital to your organizations – and your peers know that too.
- #14 In a rapidly changing environment the ability to keep on top of your passive market through ever changing sources, at the speed you need to to stay ahead of the competition, is an interesting balance like spinning plates without letting anything drop. May you live in interesting times.
- #15 On top of that major shift, competition is really high. When we asked your peers what their biggest obstacles to attracting top talent were, globally the top 2 answers were compensation and competition – which reflects a highly competitive landscape.
- #17 Given this environment, perhaps not surprisingly, your peers are telling us that they’re doubling down on proactive sourcing and employer branding. Leaders say if they could add only ONE role to their teams right now, it would be a sourcer or an workforce planning manager And that makes sense given the environment – sourcing is on the rise, and given the level of competition in the market – a strong employer brand is necessary to stand out from the rest. Let’s dig into these trends a bit. Given this environment, perhaps not surprisingly, your peers are telling us that they’re doubling down on proactive sourcing and employer branding. Leaders say if they could add only ONE role to their teams right now, it would be a sourcer or an employer brand specialist. Mike Ganiere of Johnson Controls is a fantastic example of someone who’s done a great job of focusing his organization on proactive sourcing and passive candidates – he literally built a proactive internal sourcing team from the ground up, overhauling team structure, recruiter compensation, training, measurement and more. A couple things that Mike has emphasized as he’s focusing his team on proactive sourcing: Prioritization is vital. Mike and his team don’t try to support every role – they support a portion of them, but they’re the RIGHT ones for the business based on how critical they are to the business, and how difficult they are to source. Mike’s team goes after the ones that rank high for both of those criteria so they’re sure to be spending their time in the most important and relevant places. Measure what matter most for your organization. Mike’s team used to only measure how many roles they filled, but they found this metric was insufficient. So they got together and whiteboarded every single metric they could measure, and decided what was most important. Now, the critical metric – the one sourcers are really held accountable for – is number of qualified candidates added to the pipeline. It’s the metric that drives the most value to the business at Johnson Controls, and while it’s not the only thing the team measures, it’s the one they focus on.
- #19 And next, employer branding. Talent Acquisition leaders are highly aware that employer branding is critical to their hiring success. 83% agree that employer brand has significant impact on their ability to hire great talent. 91% of companies spent more or the same on employer brand year over year from 2011 to 2012. Paul Maxin at Unilever is a great example of someone who’s working smart when it comes to employer branding. Unilever ranks #5 globally on LinkedIn’s list of most InDemand employers, and Paul recently authored a blog post on our LinkedIn Talent Blog where he shared two key principles for success in employer branding. Ensure brand authenticity: don’t promise externally what you can’t deliver internally. Unilever conducts extensive research to define and validate their employee value proposition, so that what they say about their company is really true for Unilever employees and reflected in their experiences. They test their research findings with veteran employees, potential candidates AND new hires, and they tailor to different talent levels and geographic markets based on feedback. And when their business needs change – for example, Unilever recently set a new goal to double in size while reducing their carbon footprint – they reevaluate the brand and adjust accordingly. 2. Empower all employees to be brand ambassadors. Unilever has really focused on followers on LinkedIn – they went from 10K followers to 235K in 10 months. Paul attributes a significant rise in high quality hires from LinkedIn to those followers. How did they build such a following? One key tactic was putting “follow us” buttons on employee email signatures. In addition, they’ve engaged employees as brand ambassadors by training them on how to leverage LinkedIn and other social media to build their personal brands and deliver their employer brand messaging. They’ve even embedded talent scout activities into some employees’ development plans. We hope Paul will be joining us as a speaker at Talent Connect Las Vegas, so you can learn more there.
- #21 The first is that post and pray is a way of the past – in our annual trends research, traditional job boards were the fastest-falling source of quality hires year over year. [On a side note, your peers identified social networking as the fastest-rising source of quality hires.
- #22 Brand stands for sexy Standing out from the crowd and daring to be different Fun, exciting, desirable An “experience”
- #24 Now – to make this really actionable, we wanted to leave you with some next steps and takeaways. So we’ll close by sharing 6 principles to help you put this insight into practice, and recruit like it’s 2015, today.
- #25 We asked you last week which 3 talent acquisition activities you’ll be prioritising for your team for the rest of this year Do these resonate with you? For your information, the 3 sets of activities you’ll be de-prioritising are Managing recruiting events activity- 47.62% Posting jobs - 23.81% Training – 14%
- #26 In the 8 months since Lee has been at BSkyB he has focused on transforming their recruiting culture, motivating his team with tangible business metrics such as client satisfaction surveys. Lee changed the operating model and vision – they are focussed on top talent and world class experience to candidates and business not metrics. In fact, Lee’s team is the first team to 100% enroll and 100% pass our LinkedIn Experts test. Lee first focused on perfecting the basics (from standardised signatures and ATS auto responses), and crucially Lee’s team at BSkyB were the first globally to have 100% of recruiters pass the ‘expert test’ as part of LinkedIn's recruiter training. This proactive approach means BSkyB has cut 3rd party recruiting from 50% to 26% of roles. Saved almost 6 million in agency fee cost avoidance in the last 9 months Time to fill moved to 45 days from 60+ and the team’s CSAT has improved. Recruiters not being transactional, objectives have been redesigned to move to strategic partner embedded in the business providing market intelligence, competitor analysis, as well as top talent
- #27 And 4 – embrace the power of data. You’ve probably heard a lot about data in recruiting in recent months, but based on our research few recruiting leaders feel like they’ve actually nailed how to leverage big data to their advantage in the recruiting space. Less than a quarter believe that their org utilizes data well to make hiring decisions, leaving nearly 80% who think they are average or even poor at using data for hiring decisions.
- #29 Last year Teresa's team were being sent CV’s and names of potential candidates by people throughout the Co-operative on an ad hoc basis, with no means to keep in touch with potential candidates and an ATS system that would only capture data on people if they’d actually applied for a role, Teresa could see these priceless leads were slipping through their fingers. They had a problem. – the team were proactive when they has an active role – but not actively pipelining talent for the future Teresa set up a project team to tackle to the issue – each member of the team committed to a different area of the business – particularly niche areas where historically recruiting for roles had been a challenge, Teresa’s area was pensions. There was a two-pronged approach Educate the business on the importance of talent pipelining and knowledge sharing The Recruiting team met with the respective business teams and set out to educate them on the benefits of sharing their knowledge and connections with their dedicated recruiters – and to persuade them to move away from agencies (they’d felt agencies were the ‘only people that can do a good job’). The heads of business now agree to meet with potential candidates for coffee – even when they don’t have a role live – and are enjoying taking a proactive role. Teresa has effectively leveraged the pensions unit to become her own in-house recruitment agency, benefiting from their networks + expertise. She can’t walk past their area of the building now without someone calling out ‘Teresa – I have a candidate for your Talent Pipeline’ – they are even using recruiting vernacular 2) Utilise LinkedIn's talent pipeline to manage the data pools and the Co-operative Careers Page to keep future talent ‘warm’ Now, anyone who shows an interest in working for the Co-op Group, regardless of whether or not they’ve been through the application process, is encouraged to follow the Co-op Careers Page. The recruiters work closely with the candidate attraction manager to supply ideas and content relevant for their CP followers (now at 12.5k) http://www.linkedin.com/company/the-co-operative-group/careers?trk=top_nav_careers This strategy is paying off, after a recent restructure Teresa was able to place 3 candidates in roles in under 6 weeks (roles that would normally take up to 3months)
- #30 Someone using Checkin