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Moneyball For Talent Acquisition - Atlanta 08.06.13. -
The document outlines how LinkedIn data can transform talent acquisition strategies through effective planning, prioritization, and implementation. It emphasizes the importance of measuring talent pools, engaging potential candidates, and benchmarking against peers to enhance employer branding. By utilizing data-driven insights, organizations can better understand their talent supply and optimize their recruitment processes.
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Moneyball For Talent Acquisition - Atlanta 08.06.13. -
- 1. #InTalent Moneyball for TalentAcquisition Kyle Poll LinkedIn Evangelist Data Geek @KylePoll Using LinkedIn Data to Inform Your Strategy
- 2.
- 3. LinkedIn Talent Connect2013 October 15-17, 2013 The MGM Grand, Las Vegas http://talentconnect.linkedin.com/
- 4. Atlanta’s Most AmazingProfiles Most Popular Most Endorsed Earliest Adopter Most Connected Mikki Hubbard Alex Putman Sherry Topper Kelly Piccininni
- 5. #InTalent In Moneyball datatransformed baseball 5
- 6. #InTalent In Moneyball datatransformed baseball 6
- 7. #InTalent In Moneyball datatransformed baseball 7 It’s time for data to transform Talent Acquisition
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- 9. #InTalent 9 Of TalentAcquisition leaders believe that their organization utilizes data well when hiring
- 10. #InTalent LinkedIn data canmeasure much better than before 10 Starting with the profile Broader 238M+ Members Deeper Real-Time Breakdown by geo, function, etc. Constantly updating
- 11. #InTalent Put in practice Plan Prioritize Todaylet’s discuss using LinkedIn data for 3 Ps 11
- 12. #InTalent How to: Plan Prioritize Put inpractice 12
- 13. #InTalent Let’s use Cardlyticsas an example 13
- 14. #InTalent Start by sizingup the talent pool to set expectations with hiring managers 14
- 15. #InTalent Recruiter can measurethe talent pool 158 talent pool Greater Atlanta Area SPSU Grad 3 to 5 years VP Software Engineer
- 16. #InTalent Recruiter can measurethe talent pool 168 talent pool Greater Atlanta Area SPSU Grad 3 to 5 years VP Software Engineer or Director 1496021,706
- 17. #InTalent Our strategic customerslook at talent pool reports 17 • Recruiter can show supply of talent DEMAND SUPPLY Atlanta • Now we can look at demand for talent • This helps identify markets for talent San Fran Boston NYC
- 18. #InTalent We run surveysto identify what the talent pool is looking for so you could tailor messaging 18 Work Life Balance Job security High Caliber People Strong employee development Challenging work High Importance Low Importance Compensation & Benefits
- 19. #InTalent You can nowall measure this through Talent Pool reports 19 1) Healthcare providers 2) Technical salespeople 3) Software engineers 4) Financial services 5) Marketing – CPG 6) Drilling & petroleum 7) Procurement & supply
- 20. #InTalent You can findthe Talent Pool reports at: 20 lnkd.in/plan
- 21. #InTalent How can youuse data to plan? 21 Set expectations with hiring managers 1 Identify markets for targeting talent 2
- 22. #InTalent How to Plan Prioritize Put inpractice 22
- 23. #InTalent Once you’ve identifiedthe right people, are they interested in you? 23
- 24. #InTalent Let’s look atManhattan Associates as an example 24 2,635 Employees on LinkedIn
- 25. #InTalent Your employees areengaging talent every day; mobilize them as brand ambassadors 25 10,918 Potential candidates view Manhattan Associates’ employee profiles monthly
- 26. #InTalent Your company pagedraws in talent 26 13,011 Engaged Professionals Following Manhattan Associates
- 27. We first assesstwo important elements of your talent brand: Reach and Engagement 27 Talent Brand Reach Talent Talent that’s familiar with you as an employer Talent Brand Engagement Talent that is interested in you as an employer Researching company and career pages Following your company Viewing jobs and applying Viewing employee profiles Connecting with your employees 364,376 members members 85,548
- 28. Talent Talent Brand Indexcan measure your talent brand What percent of people who know about you show an interest? 28 Talent Brand Index = Talent Brand Engagement Talent Brand Reach Manhattan Associates 23% Talent Brand Reach Talent Brand Engagement 364,376 members members 85,548
- 29. #InTalent We can compareyour Talent Brand Index against your peers 29 PEERS A B C D E F 26% 23% 17% 15% 13% 8% 8% Manhatt. Assoc. 2of 7 Weaker employer brand Employer of choice
- 30. #InTalent Talent more difficult toengage Talent easiest to engage We can measure your Talent Brand Index varies across the functions you’re hiring… 30 29% 27% 25% 24% 20% 19% Prod Mgmt Finance Consulting IT HR Sales
- 31. #InTalent We can trackhow your Talent Brand Index progresses over time 31 10% 13% 16% 19% 22% 25% Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13 Feb-13
- 32. #InTalent How can youuse data to prioritize? 32 Identify engaged candidates 1 Benchmark against peers2 Diagnose strengths / weaknesses 3 13,011 Engaged Talent Following NB
- 33. #InTalent How to: Plan Prioritize Put inpractice 33
- 34. #InTalent Start using data& keep it simple 34 What is the size of your talent pool? How well are you engaging that talent?
- 35. #InTalent Should you createa new workflow? 35 NO!
- 36. #InTalent Integrate and enhanceyour existing workflow 36 Look at the data to: 1) Plan based on the size of the talent pool 2) Prioritize engaged talent Ask for the data: 1) How big is the talent pool? 2) How many candidates are we engaging? Recruiter TA Leader
- 37. #InTalent Talent Tips fromLinkedIn 37 Team TA Sourcing Ops & Analytics Coordination We embedded ops & analytics into TA Measure, manage, iterate… Repeat
- 38. #InTalent How can youbest operationalize talent analytics? 38 Start using data & keep it simple 1 Integrate and enhance your workflow 2 Create the right team structure 3 Team TA Sourcing Ops & Analytics Coordination
- 39. #InTalent Put in practice Plan Prioritize Youshould now know how to use data to: 39
- 40. #InTalent You can nowverify skills with endorsements 40
- 41. #InTalent We can helpcompanies to understand where they are skill leaders or skill trailers 41 Is that good? • How does it compare to our peers? • How does it vary by geo, function, etc.?
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Editor's Notes
- #3 I’m an imposter.James has names like Harvard & Stanford (twice) on his profileI have names like Weber State and Brigham Young on mineHe’s an elite triathlete and ran boston in 2:49I was an elite tricyclist and boston….I took some great pictures of my wife runningBefore you walk out….Clay Buckholtz – Ray TruckboltsGood news on two fronts: 1: the closing pitchers are very strong – Chris and Barry are peers and have amazing things to sayThe other good news is that if you want to see the real Buckholtz pitch in the All Star game…….
- #4 All you have to do is buy a ticket. Talent Connect 2012 is actually where James first introduced the idea of Moneyball for Talent Acquisition. Many principles in my presentation are taken from James. James and other superstars in this industry will take the stage. It’s an amazing event and one not to be missed. I assume you’re here for one of two reasons1: To network with and learn from your peers2: To learn more about how to get the most of what for many of you is a significant investment and something that is undoubtedly is powerful, but that quite frankly is rather new and we’re all still figuring out how to best take advantage of it. There’s no better place in the world to learn how the best minds in talent acquisition are leveraging LinkedIn to connect with top talent. So know that when I say “We”, what I’m really saying is that James and his brilliant team created this and then my colleagues and I have the honor of using this data to work with you to better understand how to connect with the best talent in the world. Connect. Inspire. Transform.Talent Connect 2013 is the corporate recruiting event of the year. Learn best practices, make new connections, and get inspired by stories of recruiting leaders changing the world through best-in-class talent acquisition. (We’re expecting well over 2,000 attendees.)Most Popular Sessions in 2012 (over 90 informative sessions total)-Moneyball for Talent Acquisition: Using LinkedIn Data to Inform Your Strategy and Demonstrate Your Impact-Using Employer Branding to Differentiate, Target and Win with Top Talent-Driving Improvements in Your Recruiting Approach Through Data-Increasing Your Talent Acquisition Impact Without Growing Your Team-Shifting from Reactive to Proactive Sourcing: Why It Matters, How to Do It
- #5 Earliest Adopter – The first person to sign up and create a profile on LinkedInMikki Hubbard: (Siemens) Member #14,472 Most Connected– The person with the most 1st degree connectionsAlex Putman: (CaseMate) Univ. of Alabama Most Popular– The person whose profile was viewed the most in the past 30 daysSherry Topper (Level 3)Most Endorsed – The person with the most total endorsementsKelly Piccininni: (Northside Hospital)
- #9 A lot of leaders find this reasonably easy. (Finding Data)CEO – revenuesMarketing – campaigns, ctr’s, dial it up, dial it downSalesEngineeringLet me ask, how many of you feel that your organization uses data effectively as part of your hiring efforts?
- #10 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. Only a quarter believe that their org utilizes data well to make hiring decisions, leaving a full three-quarters who think they are average or even poor at using data for hiring decisions.Since this is an area many of you have expressed wanting more info and support, we’re going to dedicate the entire next session to this: Moneyball for Talent Acquisition – and we’ve brought in the expert to coach you on data-driven decision making in recruiting and give you real, actionable takeaways that you can use this afternoon.
- #11 US Census is updated every 10 years
- #14 Debra Horowitz
- #16 Sit down with your Hiring Manager and determine what she’s looking for.We’ll simplify, but let’s say our hiring manager has had great success with SPSU Grads. She wants a VP with 3-5 years, who graduated from SPSU.Southern Polytechnic State University Software Engineers:San Francisco: 114KNYC: 55KBoston: 46KAtlanta: 19K
- #17 Simplify graphics
- #18 Simplify graphics
- #19 Simplify graphics
- #20 Simplify graphics
- #21 Simplify graphics
- #22 Talk to examples as a voice-over
- #26 Introduce a bit of background on Caesars“you are looking Chris up right now”
- #28 How can we measure your employer brand? We start by looking at the reach and engagement you have with external talentTALENT BRAND REACH: Includes the people who know what it’s like to work at your company—those that are familiar with your company as an employerTALENT BRAND ENGAGEMENT: Includes the subset of people within your reach who are interested in you as a potential employerResearch shows that people familiar with what it’s like to work at your company are the same people connected to and engaging with your employees on LinkedInResearch also shows that people who are interested in working at your company are the same ones who are taking that extra step on LinkedIn to learn more: browsing/applying to jobs on LinkedIn, following your company, and visiting your company and career pages.Because these activities happen on LinkedIn, we can measure them. So we can see that at xyzCo, you have XXX members within your reach, and YYY of them have engaged with you and shown an interest
- #29 We use your talent brand reach and talent brand engagement to measure your talent brand index. Talent brand index measures your ability to engage the potential candidates who know about you. It measures your attractiveness among external talent. Your talent brand index is x%, and we will use this number to benchmark and compare your employer brand to peers, over time, and across functions and geographies.
- #30 We can measure your talent brand index vs your talent peers. Your competitors to the left of the graph have the easiest time engaging talent– talent shows high interest in them. Your talent peers on the right of this graph have a harder time engaging talent, because of their weaker employer brand.The stronger your brand, the easier it is for you to attract the right candidates to your roles.
- #31 We can also use talent brand index to determine where to focus your employer branding efforts. For example, for your functions on the left of this graph, you have an easier time hiring talent, but for the functions to the right of this graph, it has been more difficult finding talent to fill your roles. Does this resonate with you, both on and off LinkedIn?
- #32 Finally, we can help you track your employer brand over time. Brand is not something that changes overnight– rather, it is something that needs to be cultivated over time. As you invest in your employer brand, LinkedIn can help you assess the effectiveness of your employer branding efforts both on and off LinkedIn– using the talent brand index.Let’s pause here and review what we’ve talked about:- How are these results in line or different from your expectations? Why? - How is your employer brand aligned compared to your recruiting priorities? - How is your brand enhancing or inhibiting your success in hiring?
- #33 Talk to examples as a voice-over
- #35 Talk to examples as a voice-over
- #36 Talk to examples as a voice-over
- #37 Talk to examples as a voice-over
- #38 Add talking points about where the teams come from;
- #39 Talk to examples as a voice-over