This document summarizes Frederik Vind's background and experience in people and culture roles. It then outlines a thought experiment about launching a marketing campaign with a DKK 600,000 budget. The rest of the document discusses key points to improve talent conversions for recruitment, including treating recruitment as core business, aligning company culture and brand story, engaging current employees in hiring, building a talent ecosystem using technology, prioritizing diversity and inclusion, being good at firing requires being good at hiring, and allowing company culture to evolve over time.
2. Frederik Vind
- 39 yrs old, a wife and two kids and a passionate hobby chef
● Co-founder of Liifeline: We’re on a mission to improve the state of mental health enabled by
tech.
● My latest endeavour was as Head of People & Culture at Nøie, where I was employee nr.
12 and part of growing the company to around 55 employees over a year.
● Born and raised in People & Culture - my mom had a consultancy at the addict at my
childhood home
● Master in business administration and HR
● Read more at: liifeline.com or linkedin.com/in/frederikvind/
3. Thought experiment
Imagine you are the CMO at a scaleup and
you are launching a campaign with a budget of DKK 600.000
How would you go about it?
4. Now imagine that this is
your campaign…
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6. How to win talent
The push & the pull
1. Spray’n’pray
advertising/campaigns
2. Outreach
headhunting
Two ways to beat the market
1. The numbers game
Reach more candidates
2. Improve conversions
aka build a compelling offer
9. 1. Recruitment is core business
❏ Treat as you do with your sales (if you are good at that): It’s the same
psychological mechanism that makes you buy that makes you take a
job
❏ Have a clear hiring plan so that you are able to act proactively, and
calculate employee turnover, miss hires, promotion ect.
❏ Communicate the importance of the hire and don’t hesitate to put a
value on it $, so that your colleagues acts accordingly
❏ Hire People & Culture/Talent Acquisition early
❏ Don’t compromise on quality
11. 2. Get your story straight
Make sure that what you communicate aligns across the business so that you walk and
talk the talk
Building your narrative:
1. Who do you strive to be: Work with your vision, impact and purpose
2. What’s unique about your business model
3. How are you perceived: Interview employees, customers, key stakeholders,
wished for employees and customers etc. to find out who you’re to them
4. Align with brand/commercial
5. Test it, is it compeling to your talents (not all)
6. Yell it to the world!
12. 3.
Everyone & always hiring
Engaged employees & candidates are your nr. 1 source
13. 3. Everyone & always hiring
❏ Use informers and engage your network in your hiring
❏ Make sure that your employees understand that part of good
performance is to create fellowship
❏ Engage in talks, SoMe, networks and practice working out loud (WoL)
❏ Share as many jobs, as many place as early as possible
❏ Treat people nice - One negative experience has ripple effects - and
believe me it’s not easy to do in recruitment
15. 4. Build your talent ecosystem
Think in scale and leverage tech and automate to create your talent ecosystem.
Talent acquisition is heavy on admin, make sure you don’t get buried.
❏ Make sure that you have an uptodate ATS
❏ Can you get people hooked in other ways than applying for a specific job
❏ Engage and activate: Communicate with your candidates, not just about
specifics jobs for them
❏ Email automation can be a good way to go - as you would do with
customers
❏ Don’t underestimate the commercial value of engaged candidates
17. 5. D&I
For perspective, innovation, culture and performance
❏ Diversity is not just gender and it’s for instance not easy to hire your
first international senior talent if you are a bunch of white danish
young boys
❏ Inclusion is key, if you for instance are to onboard 10 new employees
per month having a team that embrasses new talents makes a
difference
❏ You will miss out if your perspectives on talent are to narrow
19. 6. Good at hiring = Good at Firring
Research shows 40% predictability in hiring = expect mis-hires
- BTW the optimal assessment combination should be cognitive test, value/ethics
test (included in some personality test) and a structured interview
Letting people go
❏ It may never come as a surprise!
❏ Build process to have the communication before having to let people go
❏ Communicate reasoning and process as open as possible
❏ Don’t be cheap
❏ Negative processes has huge ripple effects
❏ Not letting people go is not nice either and a psychological safe environment is
also an environment where hard stuff is being communicate
