"Building an internal proactive sourcing team" starts on slide 79

1. #intalent

2. Welcome
Peter Kim
Director of Relationship Management,
Talent Solutions
LinkedIn
#intalent

3. Today’s agenda
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent Chicago 3

4. Today’s agenda
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent Chicago 4

5. Talent Acquisition 2015
Wade Burgess
Head of North America Sales,
Talent Solutions
LinkedIn
#intalent 5

6. Talent
#intalent Chicago 6

7. “
“
I think part of what made the Macintosh
great was that the people working on it
were musicians, poets, artists, zoologists
and historians who also happened to be
the best computer scientists in the world.
Steve Jobs, 1994
#intalent Chicago 7

8. 8

9. #intalent Chicago 9

10. #intalent Chicago 10

11. Members worldwide
#intalent
#intalent Chicago 11

12. #intalent Chicago 12

13. Legacy job boards are on the decline
Best sources for key quality hires
Internet job boards 35% Internal hires 31%
6 % 4 %
YoY YoY
Fastest-falling Fastest-rising
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
#intalent Chicago 13

14. Here to stay: Passive candidate sourcing and
recruiting via social and professional networks
Top long-lasting trends
#1 Finding better ways to source passive
candidates
#2 Utilizing social and professional networks
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
#intalent Chicago 14

15. You’re recruiting in a highly competitive landscape
Biggest obstacles to attracting top talent
#1 Compensation
#2 Competition
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
#intalent Chicago 15

16. Your biggest concern today?
“Recruiters do not have the
skills to source and attract
passive candidates.”
“Competition for relative short
supply of true ‘A Player’
talent.”
“Staying on top of social media.”
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
#intalent Chicago 16

17. Pressure makes recruiting “challenging,” though it
remains “fun” and “important”
Recruiting is…
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
#intalent Chicago 17

18. Recruiting leaders are doubling down
On proactive sourcing and employer branding
If you could add one role to your team right now,
what would it be?
#1 Sourcing specialist
#2 Employer brand manager
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
#intalent Chicago 18

19. Recruiting leaders are doubling down
On proactive sourcing
Proactive sourcing of passive talent
Passive Passive talent
talent a focus not a focus
62 % 38 %
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
#intalent Chicago 19

20. Recruiting leaders are doubling down
On proactive sourcing
Michael Ganiere
Strategic Sourcing Leader at Johnson Controls
Previous Oak Creek Assembly of God, Rowbottom Partners
Education Concordia University-Wisconsin
#intalent Chicago 20

21. Recruiting leaders are doubling down
On employer branding
Agree that employer brand has
83% significant impact on ability to hire
great talent
Companies spent more or the same
91% on employer brand in 2012
compared to 2011
Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.
#intalent Chicago 21

22. Recruiting leaders are doubling down
On employer branding
Paul Maxin
Global Resourcing Director at Unilever
Previous PricewaterhouseCoopers, Antal, Alderwick Consulting
Education University of Essex
Tips
• Ensure brand authenticity: don’t promise externally
what you can’t deliver internally.
• Empower all employees to be brand ambassadors.
#intalent Chicago 22

23. #intalent Chicago 23

24. A focus on improving the basics, while adopting the
newest trends
Recruiting team time allocation, by activity
24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%
Screening/ Posting Closing Pipelining Employer Social
interviewing jobs candidates talent branding recruiting
applicants
Two years ago Currently Two years from now
#intalent Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013. Chicago 24

25. A focus on improving the basics, while adopting the
newest trends
Recruiting team time allocation, by activity
24% 22% 19% 16% 10% 6% 8% 7% 6% 4% 6% 10% 3% 5% 6% 2% 7% 12%
Say data analytics will be a
critical talent acquisition
skill in 2015
Screening/ Posting Closing Pipelining Employer Social
interviewing jobs candidates talent branding recruiting
applicants
Two years ago Currently Two years from now
#intalent Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013. Chicago 25

26. Necessary skills represent a “talent advisor” profile
Most important skills for being considered a
strategic talent advisor within your organization
Top 6 responses
Relationship building 54%
Talent assessment 39%
Talent strategy development 33%
Problem solving 22%
Candidate experience mgmt. 19%
Interviewing 17%
Source: LinkedIn survey of 272 recruiting leaders in North America, February 2013.
#intalent Chicago 26

27. Necessary skills represent a “talent advisor” profile
Critical Talent Acquisition skills for 2015
Top 5 responses
#1 Talent assessment
#2 Social media
#3 Smart networking
#4 Talent strategy development
#5 Relationship management
Source: LinkedIn survey of 202 recruiting leaders in North America, September 2012.
#intalent Chicago 27

28. #intalent Chicago 28

29. #intalent Chicago 29

30. 1. Turn your team members into talent scouts
Ed Nathanson
Director of Talent Acquisition at Rapid7
Previous Kronos, Veracode, Emptoris, Inc.
Education Ithaca College
Tips
• Align your sourcers with business units for maximum
coordination and impact.
• Motivate and incentivize your recruiting team like a
sales team.
#intalent Chicago 30

31. 2. Measure your employer brand
So you can manage it
only one out of three
regularly measure employer brand in a quantifiable way
Source: LinkedIn survey of 3,028 recruiting professionals globally, October 2012.
#intalent Chicago 31

32. 2. Measure your employer brand
So you can manage it
LinkedIn Talent Brand Index
#intalent Chicago 32

33. 3. Invest in your pipeline
Troy Grabel
Talent Acquisition Manager at LeanLogistics
Previous Kelly Services, Atwell LLC, Kensington Community Church
Education Central Michigan University
Tips
• Determine what success looks like and work toward
that vision.
• Let Talent Pipeline work for you by leveraging search
alerts, tags and projects.
#intalent Chicago 33

34. 4. Embrace the power of data
How well does your organization use data to make
hiring decisions?
Average or poor at
Utilizes data well
using data
25 % 75 %
Source: LinkedIn survey of 755 recruiting professionals in the US, May-July 2012.
#intalent Chicago 34

35. #intalent Chicago 35

36. Moneyball for Talent Acquisition
Using LinkedIn Data to Inform Your Strategy
Will Hamlin
Insights, LinkedIn
@Will_Hamlin
#InTalent

37. Let’s get to know you…
#InTalent Chicago 37

38. In Moneyball data transformed baseball
#InTalent Chicago 38

39. In Moneyball data transformed baseball
#InTalent Chicago 39

40. In Moneyball data transformed baseball
#InTalent Chicago 40

41. It’s time for data to transform Talent Acquisition
#InTalent Chicago 41

42. #InTalent Chicago 42

43. Of Talent Acquisition leaders
believe that their organization
utilizes data well when hiring
#InTalent Chicago 43

44. LinkedIn data can measure much better than before
Starting with the profile
Broader Deeper Real-Time
Breakdown by geo,
200M+ Members Constantly updating
function, etc.
#InTalent Chicago 44

45. How to:
Plan
Prioritize
Put in practice
#InTalent Chicago 45

46. Let’s use Motorola Solutions as an example
#InTalent Chicago 46

47. Start by sizing up the talent pool to set expectations
with hiring managers
#InTalent Chicago 47

48. Recruiter can measure the talent pool
“Software Engineer”
United States (534,669)
Greater Chicago Area (19,242)
3 to 5 years (3,607)
#InTalent
3,607 talent pool Chicago 48

49. Our strategic customers look at talent pool reports
• Recruiter can show
supply of talent Bay Area
DEMAND
• Now we can look at
Chicago NYC
demand for talent
• This helps identify
markets for talent
SUPPLY
#InTalent Chicago 49

50. We run surveys to identify what the talent pool is
looking for so you could tailor messaging
Matters more Matters less
Challenging work Excellent compensation & benefits
High caliber people Job security
Good work-life balance
#InTalent Chicago 50

51. You can now all measure this through Talent Pool
reports
1) Healthcare providers
2) Technical salespeople
3) Software engineers
4) Financial services
5) Marketing – CPG
6) Drilling & petroleum
7) Procurement & supply
#InTalent Chicago 51

52. You can find the Talent Pool reports at:
http://lnkd.in/plan
#InTalent Chicago 52

53. How can you use data to plan?
Set expectations with
1
hiring managers
Identify markets for
2
targeting talent
#InTalent Chicago 53

54. How to
Plan
Prioritize
Put in practice
#InTalent Chicago 54

55. Once you’ve identified the right people,
are they interested in you?
#InTalent Chicago 55

56. Let’s look at Ingredion, a food producer
#InTalent Chicago 56

57. Your employees are engaging talent every day;
mobilize them as brand ambassadors
55,176
Potential candidates view
Ingredion’s employee profiles
yearly
#InTalent Chicago 57

58. Your company page draws in talent
5,327
Engaged Talent
following Ingredion
#InTalent Chicago 58

59. But how do you pull together the pieces? First,
look at brand reach and engagement
Talent Brand Reach
Talent that’s familiar with you as an employer
169,549
members Viewing employee profiles
Connecting with your employees
Talent Brand Engagement
45,625 Talent that is interested in you as an employer
members Researching company and career pages
Following your company
Talent Viewing jobs and applying
#InTalent LinkedIn Confidential ©2012 All Rights Reserved Chicago 59

60. Talent Brand Index can measure your employer
brand
Talent Brand Reach
169,549
members Ingredion
Talent Brand Index 27%
Talent Brand Engagement
= Talent Brand Reach
Talent Brand Engagement
45,625
members
Talent
#InTalent Chicago 60

61. We can compare your Talent Brand Index against
your peers
27%
1 of 7
PEERS
19%
Cargill
16%
14%
Hillshire Brands
12%
Kerry Ingredients
6%
6%
IFF
National Starch
Food
Ingredion Tate & Lyle
Employer of Weaker
choice employer brand
#InTalent Chicago 61

62. We can measure how your Talent Brand Index
varies across the functions you’re hiring…
35%
33%
29%
29%
26%
25%
Engineering
Finance
Research
Opera0ons
HR
Sales
Talent easiest to Talent more
engage difficult to engage
#InTalent Chicago 62

63. We can track how your Talent Brand Index
progresses over time
29%
26%
23%
20%
Aug-12 Sep-12 Oct-12 Nov-12 Dec-12 Jan-13
#InTalent LinkedIn Confidential ©2012 All Rights Reserved Chicago 63

64. How can you use data to prioritize?
Identify engaged 5,327
1
candidates
Engaged Talent
following Ingredion
27%
19%
16%
14%
2 Benchmark against peers
12%
6% 6%
Ingredion
35%
33%
Diagnose strengths /
29% 29%
26% 25%
3
weaknesses
Engineering Finance Research Operations HR Sales
#InTalent Chicago 64

65. How to:
Plan
Prioritize
Put in practice
#InTalent Chicago 65

66. Start using data & keep it simple
What is the size of your talent pool?
How well are you engaging that talent?
#InTalent Chicago 66

67. Should you create a new workflow?
NO!
#InTalent Chicago 67

68. Integrate and enhance your existing workflow
Recruiter TA Leader
Look at the data to: Ask for the data:
1) Plan based on the 1) How big is the talent
size of the talent pool pool?
2) Prioritize engaged 2) How many candidates
talent are we engaging?
#InTalent Chicago 68

69. Talent Tips from LinkedIn
Team TA
Ops &
Sourcing Analytics
Coordination
We embedded ops & analytics into TA
Measure, manage, iterate… Repeat
#InTalent Chicago 69

70. How can you best operationalize talent analytics?
Start using data &
1
keep it simple
Integrate and enhance
2
your workflow
Create the right Team TA
3 Ops &
team structure Sourcing Analytics
Coordination
#InTalent Chicago 70

71. You should now know how to use data to:
Plan
Prioritize
Put in practice
#InTalent Chicago 71

72. You can now verify skills with endorsements
#InTalent Chicago 72

73. We can help companies to understand where
they are skill leaders or skill trailers
Is that good?
• How does it compare
to our peers?
• How does it vary by
geo, function, etc.?
#InTalent Chicago 73

74. #InTalent Chicago 74

75. Today’s agenda
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent Chicago 75

76. Best practices from InDemand
companies in Chicago
Vildan Stidham, Divisional VP, Global Talent Acquisition,
Abbott Laboratories
Dan Jessup, Head of People Strategy, Groupon, @danjessup
Kristen Storey, Senior Talent Acquisition Manager, PepsiCo
Leela Srinivasan, Group Marketing Manager,
LinkedIn, @leelasrin
#intalent

77. lnkd.in/gettheplaybook
77

78. Today’s agenda
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent Chicago 78

79. Today’s agenda
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent Chicago 79

80. Building An Internal Sourcing Team

81. Building An Internal Sourcing Team
Introduction
81 Johnson Controls

82. Building An Internal Sourcing Team
Agenda
Structure Measurements People
82 Johnson Controls

83. Building An Internal Sourcing Team
Overview of Johnson Controls
83 Johnson Controls

84. Building An Internal Sourcing Team
Overview of Johnson Controls
84 Johnson Controls

85. Building An Internal Sourcing Team
The Difference 10 Years Makes
2002 2012
85 Johnson Controls

86. Building An Internal Sourcing Team
Why A Sourcing Team?
Average
Agency Fee =
$23,000
Average
Sourcer Salary =
$50k - $75k
86 Johnson Controls

87. Building an Internal Sourcing Team
STRUCTURE
87 Johnson Controls

88. Building An Internal Sourcing Team - STRUCTURE
1st Structure & Responsibilities
TA DIRECTOR
di dn’t
This so
TA MANAGER rk
TA MANAGER TA MANAGER
wo
well
Recruiter Recruiter Recruiter
Business 1 Business 2 Business 3
Recruiter Recruiter Recruiter
Business 1 Business 2 Business 3
Recruiter Recruiter Recruiter
Business 1 Business 2 Business 3
Sourcer Sourcer Sourcer
Business 1 Business 2 Business 3
88 Johnson Controls

89. Building An Internal Sourcing Team - STRUCTURE
2nd Structure & Responsibilities
TA DIRECTOR d
ba lance
lo d but i
aSOURCING ng
TA MANAGER TA MANAGER TA MANAGER
tripp
still ne
MANAGER
ver o
o Sourcer
other 1
Recruiter Recruiter Recruiter
Business 1 Business 2 Business 3 n
aBusiness
Recruiter Recruiter Recruiter Sourcer
Business 1 Business 2 Business 3 Business 2
Recruiter Recruiter Recruiter Sourcer
Business 1 Business 2 Business 3 Business 3
89 Johnson Controls

90. Building An Internal Sourcing Team - STRUCTURE
3rd Structure & Responsibilities
TA DIRECTOR
t
Grea s
TA MANAGER TA MANAGER TA MANAGER esult l
rSOURCING
il
ut st
MANAGER
b e
Recruiter Recruiter Recruiter re activ
Sourcer
Business 1 Business 2 Business 3 Function 1
Recruiter Recruiter Recruiter Sourcer
Business 1 Business 2 Business 3 Function 2
Recruiter Recruiter Recruiter Sourcer
Business 1 Business 2 Business 3 Function 3
90 Johnson Controls

91. Building An Internal Sourcing Team - STRUCTURE
Fourth Structure & Responsibilities
TA DIRECTOR
hhh… ic
a SOURCING
TA MANAGER TA MANAGER TA MANAGER “st rateg ”
cing…
MANAGER
so ur
Recruiter Recruiter Recruiter Sourcer
Function 1 Function 2 Function 3 Function 1
Recruiter Recruiter Recruiter Sourcer
Function 1 Function 2 Function 3 Function 2
Recruiter Recruiter Recruiter Sourcer
Function 1 Function 2 Function 3 Function 3
**Recruiting team is now aligned by function, and the manager remains the TA
partner to each business unit
91 Johnson Controls

92. Building An Internal Sourcing Team - STRUCTURE
Determining Pipeline Scope
Prioritization Criteria: Prioritization Map
• TALENT SUPPLY high
rcing
What talent is available in the
market?
• CONFIDENTIALITY So u w uz
• SPECIALTY
How technical? team
• DIFFICULTY
Resource intensity? Sourcing
Here
• CAPABILITY Difficulty
Are we skilled enough?
• ROLE CRITICALITY
Level of critical need?
• INTEL TO BE GAINED
What can be learned for the sake
of future searches?
• STRATEGIC SUPPORT
Is the business willing to make
low
strategic hires from pipelines?
Level of
low high
Critical Need
SOURCE: CLC Recruiting of the Corporate Leadership Council, “Building Talent Pipelines”,
2011.
92 Johnson Controls

93. Building An Internal Sourcing Team - STRUCTURE
Service Level Agreement
93 Johnson Controls

94. Building an Internal Sourcing Team
MEASUREMENTS
94 Johnson Controls

95. Building An Internal Sourcing Team - MEASUREMENTS
No Motivation
what
know s to
e
it tak the
g et to
goal
95 Johnson Controls

96. Building An Internal Sourcing Team - MEASUREMENTS
What should be measured?
# Calls
Submittal Lifecycle from Engagement
Time
to Disengagement Time from EngagementCustomer Survey
% Shared vs. Accepted # Reqs w/ Target Research Complete
to
Companies Time to Submittal
SLA Execution Quality of Pipeline
# Reqs Engaged / # Invites to Connect
Sourcer # People Sourced / Req % Shared vs. Rejected
# Responded vs. Number of qualified # Interviews
# Screened vs. # Logins to CRM
# Sourced
# Connects / Leads candidates submitted per
# Sourced
# Target Companies
# Logins to Taleo # Records Updated w/ pipeline # Submittals / Month
requisition / / Req
Proper Source # Screened vs. #
InMail Response Rate
Targeted Reqs Engaged vs.
# Submittals # Submittals / Week Reqs Open
# Process
% Shared vs. Offered
# Ads to Pipeline Improvements
Call Length % Shared vs. Hired
# Logins to # Screens / Sourcer
# Open Reqs in CRM
Source Tools
96 Johnson Controls

97. Building An Internal Sourcing Team - MEASUREMENTS
Measuring People
qualified
interested
GOAL: affordable
§ 10 in pipeline per week
§ 3-5 per open requisition
§ Focus on diversity

98. Building An Internal Sourcing Team - MEASUREMENTS
Measuring Intel
competitors
talent
perception
talent preferences GOAL:
§ 2 leads per week
§ monthly intel report
98 Johnson Controls

99. Building An Internal Sourcing Team - MEASUREMENTS
What the numbers told us - Sales
99 Johnson Controls

100. Building An Internal Sourcing Team - MEASUREMENTS
What the numbers told us - Engineering
100 Johnson Controls

101. Building An Internal Sourcing Team - MEASUREMENTS
What the numbers told us - Savings
3rd PARTY AGENCY SPEND
2009 2010 2011 2012
101 Johnson Controls

102. Building An Internal Sourcing Team - MEASUREMENTS
Measurements Take-Aways
FOCUS:
DELIVER:
ALIGN:
Measure Set the bar at Benchmark
everything, but excellence and success against
only hold team expect nothing business needs
accountable for a less
few
102 Johnson Controls

103. Building an Internal Sourcing Team
PEOPLE
103 Johnson Controls

104. Building An Internal Sourcing Team - PEOPLE
Building a Sourcing Perspective
TRADITIONAL
RECRUITING
“How does the candidate fit us?”
Candidate Sells –
Recruiter Qualifies
TALENT
SOURCING
“How do we fit the candidate?”
Recruiter Sells –
Candidate Qualifies
104 Johnson Controls

105. Building An Internal Sourcing Team - PEOPLE
Build Sourcing Capability Through Influence
INFLUENCE
Candidates Direct-Sourced:
2011 = 1% 2012 = <5%
105 Johnson Controls

106. Building An Internal Sourcing Team - PEOPLE
Hire Appropriately
Hire for Hunger & Train to Retain – Glen Cathey (www.BooleanBlackBelt.com)

107. Building an Internal Sourcing Team
HINDSIGHT
107 Johnson Controls

108. Building An Internal Sourcing Team - HINDSIGHT
Success RoadMap in Hindsight
1. LISTEN:
What’s the real need?
2. MEASURE:
Identify what can be
measured, then prioritize
3. HIRE:
Get the right skill set on
the team
4. DELIVER:
Build culture of excellence
& beat expectations
108 Johnson Controls

109. Building An Internal Sourcing Team
Questions
109 Johnson Controls

110. Today’s agenda
Talent Acquisition 2015
Moneyball for Talent Acquisition
Panel: InDemand companies in Chicago
Coffee and networking break
Johnson Controls: building a proactive internal sourcing team
Small-group networking
#intalent Chicago 110

111. Who’s in the room
#intalent Chicago 111

112. What’s keeping you up at night?
Find and engage top passive candidates 43
Pipeline talent effectively 40
Upgrade employer branding 37
Do more with less 33
Be a strategic talent advisor to your business 27
Improve candidate experience 23
Leverage data to demonstrate impact 20
Embrace technological shifts (e.g. social, mobile, video) 18
Improve internal mobility 11
Recruit globally 7
0 5 10 15 20 25 30 35 40 45
# of Responses
Source: Connect in Chicago Survey, 64 responses.
#intalent Chicago 112

113. Tell us more…
“It’s hard to navigate change when I can’t
(yet) explain the benefit or payoff.”
“How do we do it all well when we
can barely do it all?”
“We are in search of skills that are in
limited supply.”
“We have focused too much on filling
positions only when they are open.”
“Employer branding in social media –
we are way behind on technology.”
#intalent Chicago 113

114. Experience Sharing
This room Next room
→ Engage passive candidates → Pipeline talent effectively
→ Do more with less → Upgrade employer branding
→ Be a strategic talent advisor → Improve candidate experience
→ Embrace technology shifts → Leverage data to demonstrate
→ Recruit globally
→
impact
Improve internal mobility
Choose a topic and table, and share:
§ Name, title and company
§ Scope of role
§ Why this challenge keeps you up at night
#intalent Chicago 114