linkedin day johannesburg 2014 presentations
DESCRIPTION
The presentations from LinkedIn Day Johannesburg which took place on the 16th of September 2014. Speakers included local HR professionals and LinkedIn presenters.TRANSCRIPT
The Transformation of South African Recruitment
#intalent
Our Agenda
#intalent
The team here today!
The Transformation of South African
Recruitment
Patrick Traynor, Enterprise Sales Manager
#intalent
LinkedIn Culture & Values: Transformation
Transformation of Self Leave LinkedIn a better professional than when you started
Transformation of Company Enable LinkedIn to realize its full potential
Transformation of the World Create economic opportunity for every member of the global workforce
You C
olle
ag
ue
s
Company
Fu
nctio
n
The country
The W
orld
Recruiters in South Africa
on LinkedIn
300 18000
The Modern Recruiter’s Guide
lnkd.in/modernrecruiteremea
How is the Transformation of South
African Recruitment progressing?
3M+
LinkedIn members in
South Africa
3M+ Reported Dec 2013 compared to 2M+ in Dec 2012
South African Recruitment
Opportunity for greater
success. SA recruitment
35%
less effective in impacting
new hires than EMEA average
Accessing quality
313M+ Members
72% Passive
28% Active New employees sourced
through LinkedIn are
40%
less likely to leave
within the first six months
*This is calculated by the % of new hires in EMEA
impacted by LinkedIn products, vs. % of new hires in
South Africa impacted by LinkedIn products
Lacking impact
InMails. Acceptance rate in South Africa is 6ppts higher than
the EMEA average, partly due to lower saturation in the market
InMail acceptance rate in the last
12 months for South Africa
InMail acceptance rate in the last
12 months for EMEA
25% 31%
InMails sent per 100 members in
South Africa
InMails sent per 100 members in
EMEA
12 5
Data from June 2013 to July 2014
Trend. South African recruiters are using media more effectively
than before, but there’s still a big opportunity for greater results
In South Africa, recruiters are using
LinkedIn media
9% more
effectively than last year
Data from July 2013 to June 2014
*This is calculated by the % of new hires in South Africa impacted by LinkedIn Media in July-Dec 2013 vs. Jan-June 2014
But South Africa is still
24% less
effective with LinkedIn media than the
EMEA average
Transformational Leaders: today’s speakers
Where will Transformation lead
us?
In the war for talent, the employer branding battle is in full
swing
From Global Recruiting Trends Survey 2013
When considering a job change
#1
Company has a reputation
as a great place to work.
Online professional networks are the fastest growing
channel for promoting employer brands
From Global Recruiting Trends Survey 2013
Clients who invest in branding on LinkedIn can more
successfully hire passive and active candidates
hires
3x
0%
10%
20%
30%
40%
Percent of all hires impacted on LinkedIn
Clients on LinkedIn
(Recruiter + some Jobs)
Clients who have invested in talent
brand on LinkedIn
(The LinkedIn Solution)
Mobile usage in South Africa is increasing
36% of LinkedIn’s unique visitors came
through mobile last month,
vs 26% this time last year
13% of LinkedIn’s unique visitors came
exclusively through mobile last month,
vs 6% this time last year
You 1
8K
recru
iters
Impact opportunity
Employer Brand
Mob
ile
Transformation: Where the Value Lives
Amelia Muller, Group Head: Resourcing
Standard Bank
#intalent
Dramatic shift: Needed to transform
Transactional
recruitment
Agency
Orientation
Business
Differentiator +
Commercial
Business Partner
Challenge 1: Complexity in candidate attraction
Fierce competition for scarce skills
Myriad of sourcing channels to leverage
Bra
nd
ap
pe
al &
rep
uta
tion
De
ma
nd
& S
up
ply
dyn
am
ics
Challenge 2: A seamless candidate experience
Experience Slick on-boarding experience…
the moment of truth
Hiring Manager chemistry
Career & Learning prospects
Ca
nd
ida
te
Authentic EVP
What’s in it for me Ins
tan
t
gra
tifi
ca
tio
n
Challenge 3: Insightful analytics in Big data era
Market intelligence
+
Candidate research
+
Measurable MI
=
Business Sweet Spot
Smart Data Mining
Challenge 4: From order taker to expert advisor
Expert advisor
On top of latest industry trends
Business demand planning for proactive
delivery
Speak the language of HR and business
Food for thought: Where the magic lives…
1. The candidate is a potential
customer
2. And a customer is a potential
candidate
Same energy and effort must be invested in the candidate experience and
smartly leveraging brand and customer marketing efforts
Food for thought: Resourcing Savvy in digital era
Agility to adapt in fast changing
social media landscape
Critical to engage with young
talent
Continued sourcing channel
optimisation investment
And a final thought…
The Factor
Hu
ma
n The of the
matter is how top
talent feel about the
organisation and
their leaders…
… not only what
they think and do
Thank you!
Amelia Muller, Group Head: Resourcing
Standard Bank
#intalent
Industry Panel
#intalent
Mobile Matters
Mark Graylink
CEO
Graylink
#intalent
Strengthen your sourcing
Ian C. Mullen & Dan Hayward Ian Mullen Customer Success LinkedIn
Main Hall – Ivory Room Ultramarine
Breakout Session 1
Breakout Session 1: Mobile Matters
Mark Gray,
CEO
Graylink
#intalent
Strengthen your Sourcing
Ian Mullen and Dan Hayward Customer Success
©2013 LinkedIn Corporation. All Rights Reserved.
Building Your Toolbox
Refinement Filters
Similar Profiles
Boolean Modifiers
The Five Levels of Identifying Talent
Conceptual Search
Implicit Search
Natural Language Search
Keyword and Title
Indirect Search
Searching using alternate keywords and job titles
Identify candidates based on what isn’t explicitly mentioned in
profiles
Expand search using action verbs that are related to the skills
that you are looking for
Search using common keywords and titles
Leveraging initial search results to make connections to
additional results and leads
©2013 LinkedIn Corporation. All Rights Reserved.
The Search Process Boolean Modifiers
“Financial Analyst” (“Financial Analyst” OR Accountant) (“Financial Analyst” OR Accountant) AND “Financial Modelling” (“Financial Analyst” OR Accountant) AND “Financial Modelling” NOT Recruiter
The Search Process Refinement Filters
©2013 LinkedIn Corporation. All Rights Reserved.
How to develop
a strong employer brand
Jeanine Ferreira, Portfolio Manager Content Manager Vodacom
#intalent
Building effective Talent
Pools
Ian C. Mullen & Dan Hayward Ian Mullen Customer Success LinkedIn
Main Hall – Ivory Room Ultramarine
Breakout Session 2
How to develop a strong employer brand
Jeanine Ferreira,
Portfolio Manager – Content Manager Vodacom
#intalent
The KPI
“Make us the most desired company to work for”
“Be the Employer of choice”
How do we reach that KPI?
Employer brand is an organisation's reputation as an employer. The
term was first used in the early 1990s, and has since become widely
adopted by the global management community. Minchington (2005)
defines employer brand as "the image of your organisation as a
'great place to work'".
How do we reach that KPI?
Make your employees
fall in love with your
company. Dedicated and
proud employees fuels
productivity and turn-over
McJobs Journey
1983
McDonald’s coined the
term McJob to promote a
program they had
designed to help
affirmative action for
disabled employees.
Douglas Coupland
coined the phrase McJob
in his 1991 best-selling
book Generation X, it
needed little explanation.
1991
A petition to the Oxford English
Dictionary to change its definition was
rejected
2007
McDonalds launches a
rebranding exercise
"McCompany car, not
bad for a McJob“
• McPackage £45,000
per annum
• McProspects "over
half our executive
team started in our
restaurants."
• McDiscounts
• McValued “ investor
in people"
2006
McDonalds launches another
rebranding exercise
This time, based on employees
feedback and not what HR or
management think is the
reasons employees love
working for their company
2011
The McDonalds 3 F’s
Staff members and employees feel they belong to a Family &
Friends
They enjoy Flexibility at work which drives better
performances
They see a vision for the Future in getting promotion and
opportunities.
Why Google was named the bes company to work for
“My job as a leader is to make sure everybody in the company has great opportunities, and that they feel they're having a meaningful impact and are contributing to the good of society. As a world, we're doing a better job of that. My goal is for Google to lead, not follow that” Larry Page (Google co-founder)
Is it?
medical and dental facilities valet parking oil change and bike
repair
free washers and dryers free breakfast lunch and dinner
global education leave leave of absence to pursue further
education for up to 5 years and $150,000 in reimbursement
unlimited sick leave $500 take-out meal fund for new parents
Branding yourself as an employer of choice
78
Become a super marketer!
Imagine your face here
The dawn of the HR Marketing Manager
My Role
I attract and retain customers
We develop product/service
Value Proposition
I get measured on sales,
engagement, brand sentiment
and recognition
We collect Market Research and
constant customer feedback
We segment our customers and
base rewards on that data
Your Role
You attract and retain
candidates
You develop an EVP
You get measured on
engagement, cost of acquisition
& higher productivity
You conduct employee
satisfaction and engagement
studies (contribution vs
satisfaction)
Some companies base rewards
on job level/needs – do you?
Understand the difference
Internal Marketing
Service industries
Teach employees about your
Brand
How do they “offer” your brand
to customers/clients?
Make sure they know what your
“service foundation” is.
Live, talk, work the brand
Employer Branding
How does employees
experience your brand?
Do they feel appreciated?
Is there a mutual “give-and-
take?”
Do they CHOOSE to stay with
the brand because of your EVP?
The steps in creating your EB plan
• Execute strategy • Were you successful?
• Develop strategy
• Strategy Communication Plan
• Understand the Market
• Understand Company offerings (EVP)
Research Strategy
Execute Measure
Research
Know your “consumer”
Continuously collect consumer feedback in the form of research. Insights help shape product and communication strategies by instilling fact-based, decision making processes instead of relying solely on intuition.
Biennial employee surveys that provide feedback on employee engagement, satisfaction, and attitude and can identify the key drivers behind each of these metrics. This is not enough.
Companies do not wait two years for customer feedback about their products. In many ways, the employee customer requires as much attention as the revenue-generating customer. To provide this level of attention, it is crucial that an employer go directly to its workforce and listen to its employees, and do so on a regular, and even continuous, basis to identify value misalignments.
Define the following:
Shelve life
Unique value proposition
Process & delivery
components
Cost/value drivers
Target audience and their communication
channels
Strategy
The people I market to have different needs
The people YOU market to have
different needs
Strategy Outline
Objective: What do you want to achieve? What is the view you want
your employees and prospective employees to have of your
company? Do you want to recruit, retain, increase productivity?
Target audience: Who do you target? What are the sub groups?
What are their needs?
Competitive review: What view does the public have of your
competitors brand? Are they securing better candidates because of
the message they put out?
Current view: What do you currently offer that gives you the edge
(EVP)? What don’t you offer? What is the feedback you received from
your employee surveys? What is your culture? What is your story?
Why do employees stay with you?
3
4
1
2
Strategy Outline
Future view: Where do you want your Employment Branding to look
like? How are you going to get there? Which communication channels
are you going to use? Align your EB strategy with your business
goals.
Which tools will you use to recruit and communicate? (LinkedIn
Recruiter, Facebook, Twitter, Career Websites, YouTube?)
Timelines and implementation plan: When will this plan be
implemented and at which increments? Outline roles and
responsibilities (HR, Marketing, Communication, Management – Who
owns your Employer Brand
6
5
Your strategy should define your brand as:
True
Credible
Relevant
Distinctive
Aspirational
Execute
Examples of measurement
Where do most of your applications come from?
How much are you spending per candidate?
Are your social accounts or website driving traffic to the career
page?
How long is your average time-to-hire?
How can you make the timeframe shorter?
Research shows that ROI is usually measured by:
Retention rate
Employee engagement
Quality of hire
Cost per hire
Number of applicants.
Your Employer Branding checklist
Do you understand your market and cater to them?
Do you communicate the fact that you understand different people
need different benefits?
Do you listen to your employees and use them as brand
ambassadors for your Employee Branding strategy ?
Do you relook and re-engineer your strategy if it doesn’t work?
How old is your EVP?
Thank you, any questions?
Jeanine Ferreira,
Portfolio Manager – Content Manager Vodacom
Building Effective Talent Pools
Ian Mullen and Dan Hayward Customer Success
What is Talent Pipelining?
Recruit proactively
Know the talent landscape
Reach out to passive talent
Develop relationships
Five Key Reasons to Build a Talent Pipeline
Identify the right talent early
Reduce your time to fill
Prevent candidates from slipping away
Minimize business disruption
Strengthen your employment brand
Source
• Identify where you know the lead from
Status
• Track the progress of a lead through the pipeline
Tags
• Add skills, job roles or attributes
Activity
• View activity on a lead
• Add reminder
Contact
• Access to personal contact info
Talent Pipeline Features
Centralize
Centralize all your leads in one place
Track them all in Recruiter
Transform Transform into up-to-date profiles
Associate information for a lead with that
person’s LinkedIn Profile
Pipeline Organize, track, and nurture leads
Search your pipeline for warm leads
Collaborate Synchronize your team
Avoid duplication of effort
Analyze Know your best sources for talent
Track leads through your pipeline
Talent
Pipeline
102
The Economic graph and what it means for
South Africa
Jeff Matthews,
Director of Sales – SMB EMEA, Talent Solutions
Connect the world’s professionals
to make them more productive
and successful
Our mission
For our members
The professional
profile of record
Connect all of the
world's professionals
Identity Networks Knowledge
The definitive professional
publishing platform
The professional profile of record
Identity
Connect all of the world’s professionals
Networks
Groups SlideShare Influencers Pulse
The definitive professional publishing platform
Knowledge
For our customers
Hire
Power half of
all hires
Market
The most effective way for
marketers to engage
professionals
Sell
The start of every
sales opportunity
The next decade
Create economic opportunity
for every member of the global
workforce
Our vision
Create economic opportunity
Realize your
dream job
Find work Be great at what
you do
THE ECONOMIC GRAPH
300M Members
3.5M Active company profiles
300K Jobs
3B+ Endorsements
24K Schools
Billions of network updates
Connecting talent with opportunity
at massive scale
Source: Migration patterns of LinkedIn members with STEM skills in 2013. The thinnest
line represents a migration of at least 100 members.
What the Economic Graph means for today’s discussion:
Creating a digital map of the global economy
to help business leaders better understand
talent migration trends in real-time
Using this LinkedIn data, we can identify
migration trends between South Africa and
other countries….
©2014 LinkedIn Corporation. All Rights Reserved.
members moved to South Africa to
start a new opportunity in 2013
31,000
©2014 LinkedIn Corporation. All Rights Reserved.
48% of professionals moving to South Africa
are coming from Europe
1
2
3
4
5
United Kingdom
United States
India
Zimbabwe
Australia
6
7
Netherlands 8
France 9
10
UAE
Germany
Nigeria
South Africa is attracting financial services
professionals mostly from the UK
1
2
Accounting
Trading and Investment
Finance
Banking
Risk Management
United Zimbabwe
United States UAE
India
Kingdom 3
4
5
South Africa is also attracting Marketing skills,
primarily from the UK and US
1
2
Marketing Event
Management
Market Research and
Insights
Social Media Marketing
SEO/SEM Marketing
Direct Marketing
3
4
5
United Zimbabwe
United States
UAE
Netherlands
Kingdom
members left South Africa to
start a new opportunity in 2013
13,500
©2014 LinkedIn Corporation. All Rights Reserved.
28% of professionals leaving South Africa are moving to
Europe and 26% are moving within Africa
1
2
3
4
5
United Kingdom
United States
Australia
UAE
India
6
7
Kenya 8
New Zealand 9
10
Zimbabwe
Netherlands
Canada
IT professionals leaving South Africa are
moving to Australia, the UK and India
1
2
3
4
5
IT Infrastructure
Web Programming
Database Management
ERP Systems
.NET and Application
Development
United
New Zealand
Australia India
United States
Kingdom
Oil and Energy skills are also leaving South Africa –
although by country the UK has the highest inflow, most
professionals are moving within Africa
1
2
3
4
5
Mining
Oil and Gas
Drilling and Well
Management
Downstream Processing
Subsea Engineering/
Offshore Operations
United UAE
Australia
United Saudi Arabia
Kingdom
States
Learn more at economicgraph.linkedin.com
©2014 LinkedIn Corporation. All Rights Reserved.
APPENDIX
Member growth
32M
313M
* 2014 member number as of June 30, 2014
Engagement metrics
Unique visiting members (mn) Member page views (bn)
1 In Q2’14 we transitioned to internal metrics for unique visiting members and member page views, whereas previously we
disclosed unique visitors and page views from comScore | 2 monthly average during the quarter | 3 total during the quarter
1
2 4
Mobile traffic
45%
<2%
* 2014 mobile traffic as of the end of Q1’14 | mobile traffic is calculated as a % of LinkedIn member-only unique visitors; calculated using Q4 average for each year
Revenue
$1,847M
$79M
* 2014 numbers as of the end of Q1’14 & are calculated as revenue from the trailing twelve month period
Q2’14 TTM*
Adjusted EBITDA
$466M
$5.5M
Adjusted EBITDA is a Non-GAAP financial measure. The presentation of this financial information is not intended to be considered in isolation or as a substitute for, or superior to, financial information prepared in accordance with GAAP. A reconciliation of Non-GAAP Adjusted EBITDA
to GAAP Net Income (Loss) can be found at investors.linkedin.com
* 2014 numbers as of the end of Q1’14 & are calculated as Adjusted EBITDA from the trailing twelve month period
Q2’14 TTM*
Our operating priorities
Talent
Build a world
class team
Technology
Create data driven
development
at scale
Product
Develop products our
members love
Monetization
Scale profitable
business lines
Members first
Relationships matter
Be open, honest, and constructive
Demand excellence
Take intelligent risks
Act like an owner
Values
Transformation
Integrity
Collaboration
Humor
Results
Culture
The Transformation
of South African
Recruitment
Thank you for attending!
We would appreciate your feedback
