1. 0
Document Title
MENAP Linkedin Strategy
Matthew Best, Specialist Talent Acquisition
Lead, MENA, October 2015

2. 1
Document Title
Context
 Linkedin is a business-oriented social networking service whose focus is to connect the worlds professionals and is
frequently leveraged by Company’s recruitment teams to connect with potential candidates. As of March 2015,
Linkedin had more than 364 million a users in more than 200 countries and territories
 SCB Group spend approximately USD 500,000 per year with Linkedin (2015)
 Of which SCB MENAP accounts for USD 93,800 (2015)
 Our Linkedin SCB MENAP page has 40,000 followers
 However, we do not communicate or target effectively with this population as a ‘potential’ talent pool
 Historically utilisation of Linkedin as a direct sourcing tool in MENAP has been low [and across other regions]
 TA team had insufficient experience or competency in using Linkedin
 Last 12 months we have hired 9 candidates directly from Linkedin and so ROI is low [Nb. There are likely to have been more hires
however, the data has not been recorded]
 The current UAE Linkedin webpage is branded poorly with out of date data and images. Pakistan has no page.
An improvement in how we use Linkedin will impact:
 Time to hire - talent intelligence, proactive sourcing
 Quality of hires – able to target ‘the 83%’ of the labour pool considered passive
 Diversity of hires - via targeted sourcing and EVP messaging via Careers page
 Employer branding - proactively engage with the 40K SCB followers in MENAP
 Market intelligence - Recruiters much more tapped into ‘the market’
 Move from reactive to proactive sourcing - map talent to future needs and workforce plans
 ROI – achieve a better return on investment [through improved utilisation and tracking of data]

3. 2
Document Title
2. Completed and Work in Progress – Oct 2015
Recruiter Tool:
Team training - lunch & learns and Linkedin hosted training provided
Instilled Accountability – Recruiter use monitored on a monthly basis, usage
reports provide transparency on who is using the tool and to what extent
Ad-hoc training by ‘super users’, how to create pipelines and searches
Data Governance – Reinforced need to track conversions
o Talent Pipelining – Currently teams working on talent pipelining to support
with 2016 hiring
 Employer Branding and Channel Development:
Refreshed ‘UAE Careers’ page – showing local images, adding more
contemporary company intro, branding and values pitch
o UAE Career page to be put forward for syndication by Head of HR and CEO for
a Nov 1st ‘go live’

4. 3
Document Title
3. Next Steps and Further Work Needed
 Recruiter Tool:
o Increase utilisation and ROI – Continue to review utilisation reports and roll-out training
o Increase proactive Profiling – partner with business to agree ‘critical profiles’ for pro-active
sourcing
o Tracking Pipeline Quality - three stage approach: a) tracking pipeline projects on Linkedin
[already in place], and, b) tracking active pipeline (responses) on Avature c) tracking
conversions from pipelines
 Employer Branding and Channel Development
o UAE Messaging – TA have agreed with Group branding on them pushing out targeted UAE
attraction and EVP update messages via the main Group company page.
o Optimisation - Linkedin will market our updated UAE page to 300,000 banking and finance
professionals in the UAE, GCC and ME at no additional cost.
o Good to Better EVP– work underway to look at how we word job descriptions and make them
more attractive and persuasive.
o Pakistan page to be scoped and developed using UAE project learning – TBD
 Governance
o Reviews – Linkedin site owned by UAE TA and reviewed quarterly for relevance and EVP
quality

5. 4
Document Title
Previous UAE Linkedin Careers Landing Page

6. 5
Document Title
So what’s different...?
 Refresh look & feel – local and relevant images added
 Refreshed company introduction
 Updated ‘Here for good’ brand promise & value wording
 Added ‘Hear from our people’ – qualitative interviews undertaken with our employees,
personalising the SCB experience (8 employee interviews undertaken – 2 employees to
be featured on the site per quarter as ‘EVP testimonials’)
 Targeted job vacancies – UAE page is now mapped to UAE jobs and not global roles
o Group B&M will share up to 2 UAE messages per month via the SCB Company page –
these messages will only be seen by those who are based in the UAE and who are
following SCB’s Group company page. These can be both TA and Corporate Social
Responsibility focused messages.
o We now require sign-off in order to go live with this page and ask Linkedin to
market it to the financial and local community within the UAE

7. 6
Document Title
Proposed Refreshed Careers Landing Page Draft

8. 7
Document Title
Proposed Refreshed Page

9. 8
Document Title
Proposed Refreshed Page

10. 9
Document Title
Appendix
MENAP Linkedin Strategy

11. 10
Document Title
MENAP LinkedIn Strategy Analysis – Oct 2015
Strengths Weaknesses
• We have a strong reach into the MENAP market with
nearly 40,000 potential talents ready to read our content.
• We have invested heavily in LinkedIn and as such they
are prepare to partner with us to improve our strategy
and test ideas.
• TA team fully trained on how to use the tool and fully
accountable for usage
• Direct sourcing and talent pipelining has improved and
in some cases been turned into hires
•We are not fully optimising and gaining a good ROI on
this tool
• Poorly written and bland job descriptions do little to sell
our brand and in some cases turn applicants off.
• Meaningful MI is needed, directly sourced versus
advertised ‘candidate source’ needs to be strictly
adhered to on PeopleSoft by TACs and TASs
• Poor tracking of measurable successes
Opportunities Threats
• Build a professional and engaging Middle East and
Pakistan Careers page on LinkedIn
• LinkedIn are prepared to offer us free Direct Marketing
campaigns if they in turn can write up the success story
as a ‘white paper’ or pitch book for their other clients.
• By increasing recruiter capability with the Recruiter tool
we can attempt to improve diversity of our talent pools,
time to hire, quality of hire, as well get our EVP to
market
• We have a real chance to trail-blaze some interesting
EVP and sourcing strategies
•Increased employee involvement in our EVP may result
in them being poached by other firms
• Governance – our page will need to be reviewed and
updated regularly to ensure relevance, accuracy and
authenticity

12. 11
Document Title
Employee Interviews – ‘Hear from our People’ Responses
“Reflecting on my career with the Bank I am proud of where I am today”
“Working with the Bank, I’ve had an opportunity to interact with people from diverse
nationalities and cultures, yet in my experience, within all the diversity, I continue to
find equality and a common purpose”
“Working with the Bank I can say you truly own your career! The opportunities
are limitless provided you are willing to take the plunge”
“I’ve had a rare opportunity to develop both personally and professionally and
believe this is largely attributable to the Banks culture and the opportunities I have
been provided in my career”
“The way people challenge each other to be the best they can, the best in the market
and the best for our clients, this specific drive is the essence of what SCB does best”
“What SCB gives you is an environment where one can grow and succeed”

13. 12
Document Title
Steps Needed to Improve EVP via LinkedIn
Communicate Our Values and Refreshed EVP
Strategy on LinkedIn
 Company & Career Pages
 Well Written Job Postings
 Direct Recruitment Campaigns
 Targeted Status Updates and Commentary
 Sponsored Updates
 The Marketing of our EVP at Every Available Candidate
Touch Point
 Recruiters Pipelining Talent and Promoting our UAE Page
Focus on critical
improvement areas
to increase
engagement and
change perceptions