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Data Driven Recruiting
1. Driving Improvements in your
Recruiting Approach through Data
1
Brendan Browne
Director, Global Talent Acquisition, LinkedIn
Travis Burge
Recruitment Product Consultant APAC, LinkedIn
3. What we will cover today….
Slot Recruitment Vs Strategic Staffing
Introduce a Framework for Strategic
Staffing
Case study on how LinkedIn have used data
Insights to manage risk for our critical roles
Q & A
4. TALENT CONNECT 2012
What is the purpose of a T
Intersection sign?
To process information and make
decisions, take action for next
direction
6. TALENT CONNECT 2012
1
Workforce Supply
Forecast
Scenario Planning
Workforce Demand
Forecast
Workforce Gap
2
Critical
Role 2
Critical
Role 1
Critical
Role 3
Critical
Role 4
Critical
Role 5
3
Short
listing
Applicant
Applicant
Silver
Medalists
4
7. TALENT CONNECT 2012
1
Workforce Supply
Forecast
Scenario Planning
Workforce Demand
Forecast
Workforce Gap
2
Critical
Role 2
Critical
Role 1
Critical
Role 3
Critical
Role 4
Critical
Role 5
3
Short
listing
Applicant
Applicant
Silver
Medalists
4
8. TALENT CONNECT 2012
Top Tips?
1. Engage Executive Buy-In
2. Workforce Planning is not about exact numbers
3. Use Multiple Scenarios
4. Focus on Business Critical Roles
5. Market Map External Labour Supply for Critical roles
6. Get the Line Area to own their Workforce Plan
11. TALENT CONNECT 2012
Assumptions
Needs to be a healthy supply of talent in region
Want to be in a major metro area with eye on NYC or Seattle
Need a more junior mix of talent based on relo of internal
senior leaders and managers to new metro area
Need existing relationships with talent pool
Looking for C#, SQL, Java
11
13. TALENT CONNECT 2012
The Where:
Big Markets vs. Hidden Gems
13(based on LinkedIn recruiter contact Feb-Aug 2012)
14. TALENT CONNECT 2012
The Where & Some Why:
New York provides a 33% larger supply of
talent than Seattle, and has less overall demand
for talent
Region / Metro
Area
# SW
Engineers
# SW Eng
Jobs posted
(Q2 2012)
Jobs
Posted (%
of total
pool)
% w job change
(past 12 months)
SF Bay Area 65,000 24,500 37.7% 19%
NYC 36,100 5,200 14.4% 13%
Boston 28,900 5,600 19.5% 15%
Seattle 26,900 20,200* 75.1% 17%
Washington DC 20,100 4,200 21.0% 12%
Chicago 17,300 2,100 12.4% 13%
14
Supply Demand
.
16. TALENT CONNECT 2012
The Where & Why
Seattle has more entry-level engineers
NY has more senior and manager-level talent
16
Manager and Above
9.6%
Manager and Above
6.9%
17. TALENT CONNECT 2012
The Why:
ABC Co is more connected in Seattle
with 618 employees connected to 2,255 engineers in Seattle
Company #
Connected
in pool
%
Connected
in pool
#
Connected
at
company
Company 1 9,721 27% 22,280
Company 2 8,666 24% 8,620
Company 3 7,500 21% 7,583
Company 4 7,435 21% 11,844
Company 5 7,026 19% 8,974
Company 6 6,381 18% 5,583
Company 7 6,299 17% 5,241
Company 8 6,230 17% 5,103
ABC Co 1,106 3% 597
17
Company #
Connected
in pool
%
Connected
in pool
#
Connected
at
company
Company 1 20,335 76% 43,248
Company 2 15,573 58% 10,340
Company 3 11,675 43% 8,965
Company 4 6,474 24% 1,754
Company 5 6,311 23% 11,418
Company 6 5,523 21% 6,745
Company 7 5,183 19% 6,680
Company 8 5,097 19% 7,959
ABC Co 2,255 8% 618
New York Seattle
18. TALENT CONNECT 2012
“Connectedness” Matters…
21% more likely to be knowledgeable of employers
12% more likely to have a positive impression of
employers
10% more likely to consider a job with employers
22. TALENT CONNECT 2012
Using data to set expectations…
Keywords: "Data Center" OR "Datacenter"
Location Within 50 Miles
Industry: Internet
Seniority: Manager
Interested In: Potential Employees
Company Size: 501-1,000 OR 1,001-5,000 OR
5,001-10,000, OR 10,000+
Years of Experience: 6 to 10 years OR More than 10 years
Years in Position: 3-5 years OR 6-10 years
Company Type: Public Company
Language: English
Recommendations: 3-4 OR 5-10 OR 11-20 OR >20
23. TALENT CONNECT 2012
Search Results
Initial Search = 7
Remove Recommendation = 19
Remove Years in Position = 71
Remove Company Type = 82
Remove Company Size = 126
24. TALENT CONNECT 2012
Forget number of candidates…HOW MANY ARE IDLE?
How quickly are hiring managers giving profile/
resume feedback?
How quickly can we schedule technical phone screens?
Where are the constraints and why are they happening?
Measuring throughput
25. TALENT CONNECT 2012
Recommendation: Seattle
Talent Supply is high
Mix of skills is right
Experience level of talent is right
Connectedness is high
Same time zone helps in management and collaboration
Have internal leaders with deep professional ties to Seattle
25
26. TALENT CONNECT 2012
Top Tips
Data = Increase in Influence
Clarify what problem you are trying to solve
Understand supply/demand
Understand skill mix by region
Understand experience levels by region
Understand how you compete vs. competition in new markets
Connectedness matters
26
This slide shows us who we’re winning talent from, and who we’re losing talent to. As you might expect, red means we’re losing talent to the organizations listed on the left, and green means we’re winning talent from those organizations. [NOTE: this isn’t our actual data, but we’re sharing it here as an example of what we review regularly]The left-hand side of this slide is fairly straightforward: we can see how many hires we’ve made from those companies in the past four quarters, and how many hires they’ve made from us.On the right side, we’ve calculated that data as a ratio.We can watch this data over time to understand what’s trending. It helps us identify competitive hiring risks or areas where we need more focus.
Let’s talk about how we start executing and operating using the future of data NOW…TODAY.In the States we call the impossible to find candidate the “purple squirrel” because they don’t exist.Raise your hand if you have every worked with a hiring manager who is asking you to recruit a type of candidate who simply doesn’t exist. They are asking for too much.The Engineer with a PhD from Oxford who also speaks Italian, can lead teams, can also sell to customers and has worked at a multinational, a start-up and is now working at either company X, Y or Z.…Can any of you relate with that?Well we can now start using structured data to educate our clients, our executives and hiring managers about the market and the “addressable candidate pool”. What does this do for our function?It builds credibility.Let’s take a look at an actual example from LinkedIn.
This was from an actual search we conducted for a Data Center Manager. David Henke, our SVP of Engineering, was under the gun, putting huge pressure on recruiting to get the search filled.We met with David to understand his requirements seen here. Told him we would be back in an hour to talk further. We knew that this was going to be very hard to fill, but we didn’t want to get in to a debate with our Sr. Vide President. So we went away, pulled some data and returned to his office to meet him.
We’ve also taken data from our internal processes and used it to identify where are our latencies in the system and our biggest opportunities to drive efficiency for Talent Acquisition. For instance…
Can anyone tell me what this is?Right – it’s a bunch of market data at the New York Stock Exchange.What if we had enough data on companies to literally have an index of company value?
