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#indeedinteractive
When Data Drives Transformation:
Insights From Talent Leaders
Alex Cooper

Manager, Employer Brand 
and Channels 
Starbucks

Susan Russell
National Recruiting Operations
Manager
Nestlé Waters
Fernando Delgado
Vice President, Global Talent
Acquisition
Johnson Controls
Johnson Controls, Inc. —2
Alex Cooper
Manager, Employer Brand and Channels
Starbucks
#indeedinteractive
By watching how we shop, we learned to
focus on our products and how we think
about promotion
#indeedinteractive
4
Understand your products (jobs) and your product mix 
Product Line Derivative
Prioritize efforts and resources against those
#indeedinteractive
Focus exclusively on how we promote our job product
and how we measure it
Target that audience and evaluate how they help your conversion 
Identify Products:
Retail Leadership Jobs
Promote jobs to appropriate audiences
Owned Channel:
Career Site
Paid Channels:
Indeed, LinkedIn, Snag A Job
#indeedinteractive
6
40%
from career site
30%
from Indeed
15%
from referrals
15%
from other job boards
Evaluate effectiveness of paid channels and products we
promote on them


Retail management has 3 products to distribute
#indeedinteractive
Learn from our applicants and focus on the 
platforms that drive conversions 
Follow the audience for your roles
•  Indeed performed incredibly well for our ASM and SM roles
•  Focus spend on roles that need the most sponsored support
Be clear about the conversion and number of conversions needed
•  Understand how many applicants per hire
•  Use sponsorship to close the gap on applications needed for hire

Ruthlessly prioritize against the roles that need the most help
•  With a fixed budget, we had to prioritize in the areas that matter the most
•  Avoid the concept of “fairness,” lean on efficiency
#indeedinteractive
8
Scrutinize the performance of every job so we 
can forecast effectively
Understand how each
organic click leads 
to an application 
Identify segments not
receiving enough
applicant to historic
app/hire ratios
Sponsor to get to 
the right number of
applicants
Use monthly budget
to drive the right
number of clicks and
applications
Johnson Controls, Inc. —9
Susan Russell
National Recruiting Operations Manager
Nestlé Waters North America
We help people lead healthier lives by drinking better.
Create and implement an employer value
proposition and brand with associated
collateral for Nestlé Waters North America 
that accurately reflects:

•  Our culture and values"

•  The commonalities between all our brands"

•  A connection to Nestlé Waters and Nestlé SA
while reflecting what makes NWNA unique
•  A dedication to healthy hydration
Challenge
Research
Areas of focus:
Values
Support
Empowerment
Innovation
Performance
Status
Development
Career

Methods:
Leadership interviews
Employee perception surveys
Employee focus groups
Non-employee focus groups
Brand workshop
Burning ears audit
•  Company success
•  Part of the Nestlé family
•  Healthy products / healthy hydration
•  Family culture
•  Respect
•  Competitive pay and benefits
•  Winning spirit
•  Values based culture
•  Collaborative
Themes
Foundation for performance
I am confident that I will receive the support I
need to perform at my best.
Pillars
Together we’re better
I know that I can depend on my coworkers and
manager to help me get the job done. And they
know that they can depend on me.
A product to be proud of
I can feel good that our products help to "
promote a healthy lifestyle. 
Meaningful participation
My contributions are recognized, my "
development is encouraged, and I know that "
both help to drive the success of Nestlé Waters.
The Elements of Success Campaign
The campaign:
!
•  Chemistry metaphor
•  Words that we heard in the research 
•  Mission culture EVP
•  Reoccurring themes
•  Quantitative data and qualitative data
Consistent branding and messaging 
across all platforms

Indeed Company page: 63% increase in
followers
Facebook: 441% increase in followers
Twitter: 1,340% increase in impressions
Johnson Controls, Inc. —19
Fernando Delgado
Vice President, Global Talent Acquisition
Johnson Controls
“Talent Acquisition Sucks.”
#indeedinteractive
Our business demands more
Agency Cost Avoidance
Start at the top – own executive search
Cycle Time
 Total Fills – YoY
Pay Grade
 FY14 Q1
 FY15 Q1
 FY16 Q1
178+
 11
 35
 23
179+
 7
 14
 20
FY13*
 FY14**
 FY15***
$1.8M
 $4.7M
 $5M
*Scope included BE only
**Scope expanded to include AE, PS & Corp
***Scope shifted from PG178+ to PG179+, effective 3/1/15
Team
 Time-to-Fill
Positions
Filled
In-House
 65.5 days
 97
Agency
 143.8 days
 12
JCI does not yet measure these
indicators

Decreased
Cycle Time
Reduced
Cost
Decreased
Turnover
Increased
Diversity
Increased
Hi-Po
Nominees
1
 4
3
 5
2
#indeedinteractive
Recruiter scorecard –
giving recruiters focus
#indeedinteractive
Business unit scorecard – driving
accountability and transparency
125
80
Business
Unit #1
Business
Unit #2
47 days
57days
FY’15 Hiring
Forecast
Time to 
Fill
91
95
Current
Open Reqs
Req Age Distribution
<30 days
31-60 days
61-90 days
91-120 days
>120 days
<30 days
31-60 days
61-90 days
91-120 days
>120 days
45
19
7
4
16
33
22
10
13
17
49%
21%
8%
4%
18%
35%
23%
11%
14%
18%
18%
18%
% Reqs
120+ days
396
299
Reqs
Cancelled
#indeedinteractive
4. Data tells the best story
1. In the absence of data, one-off anecdotes become truth
2. Data empowers your team to take control
3. You can’t manage what you don’t measure
Our learnings thus far
Good. Now change it.
#indeedinteractive
When Data Drives Transformation:
Insights From Talent Leaders
Alex Cooper

Manager, Employer Brand 
and Channels 
Starbucks

Susan Russell
National Recruiting Operations
Manager
Nestlé Waters
Fernando Delgado
Vice President, Global Talent
Acquisition
Johnson Controls

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When Data Drives Transformation: Insights From Talent Leaders

  • 1. #indeedinteractive When Data Drives Transformation: Insights From Talent Leaders Alex Cooper
 Manager, Employer Brand and Channels Starbucks Susan Russell National Recruiting Operations Manager Nestlé Waters Fernando Delgado Vice President, Global Talent Acquisition Johnson Controls
  • 2. Johnson Controls, Inc. —2 Alex Cooper Manager, Employer Brand and Channels Starbucks
  • 3. #indeedinteractive By watching how we shop, we learned to focus on our products and how we think about promotion
  • 4. #indeedinteractive 4 Understand your products (jobs) and your product mix Product Line Derivative Prioritize efforts and resources against those
  • 5. #indeedinteractive Focus exclusively on how we promote our job product and how we measure it Target that audience and evaluate how they help your conversion Identify Products: Retail Leadership Jobs Promote jobs to appropriate audiences Owned Channel: Career Site Paid Channels: Indeed, LinkedIn, Snag A Job
  • 6. #indeedinteractive 6 40% from career site 30% from Indeed 15% from referrals 15% from other job boards Evaluate effectiveness of paid channels and products we promote on them Retail management has 3 products to distribute
  • 7. #indeedinteractive Learn from our applicants and focus on the platforms that drive conversions Follow the audience for your roles •  Indeed performed incredibly well for our ASM and SM roles •  Focus spend on roles that need the most sponsored support Be clear about the conversion and number of conversions needed •  Understand how many applicants per hire •  Use sponsorship to close the gap on applications needed for hire Ruthlessly prioritize against the roles that need the most help •  With a fixed budget, we had to prioritize in the areas that matter the most •  Avoid the concept of “fairness,” lean on efficiency
  • 8. #indeedinteractive 8 Scrutinize the performance of every job so we can forecast effectively Understand how each organic click leads to an application Identify segments not receiving enough applicant to historic app/hire ratios Sponsor to get to the right number of applicants Use monthly budget to drive the right number of clicks and applications
  • 9. Johnson Controls, Inc. —9 Susan Russell National Recruiting Operations Manager Nestlé Waters North America
  • 10. We help people lead healthier lives by drinking better.
  • 11. Create and implement an employer value proposition and brand with associated collateral for Nestlé Waters North America that accurately reflects: •  Our culture and values" •  The commonalities between all our brands" •  A connection to Nestlé Waters and Nestlé SA while reflecting what makes NWNA unique •  A dedication to healthy hydration Challenge
  • 12. Research Areas of focus: Values Support Empowerment Innovation Performance Status Development Career Methods: Leadership interviews Employee perception surveys Employee focus groups Non-employee focus groups Brand workshop Burning ears audit
  • 13. •  Company success •  Part of the Nestlé family •  Healthy products / healthy hydration •  Family culture •  Respect •  Competitive pay and benefits •  Winning spirit •  Values based culture •  Collaborative Themes
  • 14. Foundation for performance I am confident that I will receive the support I need to perform at my best. Pillars Together we’re better I know that I can depend on my coworkers and manager to help me get the job done. And they know that they can depend on me. A product to be proud of I can feel good that our products help to " promote a healthy lifestyle. Meaningful participation My contributions are recognized, my " development is encouraged, and I know that " both help to drive the success of Nestlé Waters.
  • 15. The Elements of Success Campaign
  • 16. The campaign: ! •  Chemistry metaphor •  Words that we heard in the research •  Mission culture EVP •  Reoccurring themes •  Quantitative data and qualitative data
  • 17. Consistent branding and messaging across all platforms Indeed Company page: 63% increase in followers Facebook: 441% increase in followers Twitter: 1,340% increase in impressions
  • 18.
  • 19. Johnson Controls, Inc. —19 Fernando Delgado Vice President, Global Talent Acquisition Johnson Controls
  • 22. Agency Cost Avoidance Start at the top – own executive search Cycle Time Total Fills – YoY Pay Grade FY14 Q1 FY15 Q1 FY16 Q1 178+ 11 35 23 179+ 7 14 20 FY13* FY14** FY15*** $1.8M $4.7M $5M *Scope included BE only **Scope expanded to include AE, PS & Corp ***Scope shifted from PG178+ to PG179+, effective 3/1/15 Team Time-to-Fill Positions Filled In-House 65.5 days 97 Agency 143.8 days 12 JCI does not yet measure these indicators Decreased Cycle Time Reduced Cost Decreased Turnover Increased Diversity Increased Hi-Po Nominees 1 4 3 5 2
  • 24. #indeedinteractive Business unit scorecard – driving accountability and transparency 125 80 Business Unit #1 Business Unit #2 47 days 57days FY’15 Hiring Forecast Time to Fill 91 95 Current Open Reqs Req Age Distribution <30 days 31-60 days 61-90 days 91-120 days >120 days <30 days 31-60 days 61-90 days 91-120 days >120 days 45 19 7 4 16 33 22 10 13 17 49% 21% 8% 4% 18% 35% 23% 11% 14% 18% 18% 18% % Reqs 120+ days 396 299 Reqs Cancelled
  • 25. #indeedinteractive 4. Data tells the best story 1. In the absence of data, one-off anecdotes become truth 2. Data empowers your team to take control 3. You can’t manage what you don’t measure Our learnings thus far
  • 27. #indeedinteractive When Data Drives Transformation: Insights From Talent Leaders Alex Cooper
 Manager, Employer Brand and Channels Starbucks Susan Russell National Recruiting Operations Manager Nestlé Waters Fernando Delgado Vice President, Global Talent Acquisition Johnson Controls