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Similaire à Talent Brand - Intersection of Talent Acquisition and Marketing_deck_final
Similaire à Talent Brand - Intersection of Talent Acquisition and Marketing_deck_final (20)
Talent Brand - Intersection of Talent Acquisition and Marketing_deck_final
- 2. Talent Brand The Intersection of Talent Acquisition & Marketing
- 3. Introductions Tabitha Eade Manager, Talent Brand Strategy Team, North America LinkedIn Cara Barone Talent Brand Consultant LinkedIn #intalent
- 4. Why We Brought You Here Today Identify and explore the intersection between key Marketing principles & Talent Brand Network with your peers and like-minded professionals in the Bay area #intalent
- 5. Today’s Agenda 8:30-9:00 – Breakfast 9:00-9:30 – Keynote 9:30-10:15 – Client panel 10:15-10:45 – Breakout sessions at table 10:45-11:00 – Share out and closing #intalent
- 6. Number of companies represented in this room
- 7. Your Talent, Corporate and Consumer Brands are Indivisible
- 8. LinkedInTalentBrandIndex Lippincott Customer BrandView Index 36% 28%-6% 10% HighLow HighLow Cumulative Growth in Shareholder Value over 5 years: Source: The Secret Sauce of Top Companies, Marshall & Rosenberg, 2013 A Strong Brand (Consumer + Talent) is Critical to Your Company’s Performance
- 9. The top of the funnel isn't about you, it’s about prospects and earning their attention Marketing Funnel Talent Acquisition Funnel Future Customers Future hires
- 10. Customer Research Begins Customer’s First Contact with Salesperson Customer Purchase Decision 57% of the purchase decision is complete before a customer interacts with a salesperson Source: CEB Customer Research Study, 2011
- 11. Source: 2014 LinkedIn Exit Survey, n=1,675 US Voluntary Preventable Departures of professionals start considering switching jobs at least 5 months before leaving
- 12. Step 1: Define Your Talent Personas Step 3: Drive Engagement Step 4: Measure ROI Step 2: Generate Awareness 4 Marketing Steps of Talent Acquisition
- 13. Step 1: Define Your Talent Personas #intalent
- 14. Audience segmentation What are the characteristics of the talent your organization needs? Demographics Who are they? Years of experience Seniority Industry Skills Function Degree type Psychographics What are their values and attitudes? Work/life balance Competitive pay Challenging Work Good benefits Inspirational Leaders Behaviors How do they interact with companies? LinkedIn Facebook Job Boards Career Fairs Employee connections Geography Where are they? Actual geographic location Cultural nuances Currently employed Undergrad Grad school Target Candidates
- 15. Example audience segmentation Demographics Years of experience: 5-15 Digital Media or Advertising background Marketing or Consulting function College degree, grad degree a plus Psychographics Strive for innovation Hyper-growth work environment Collaborative teamwork Good pay and benefits Independent thinkers Behaviors LinkedIn Twitter Industry events Employee connections Open to new opportunities Geography London, New York, Chicago, San Francisco Currently employed Talent Brand Consultants
- 17. Step 2: Generate Awareness #intalent
- 18. Assets both TA & Marketing can leverage to generate awareness Worker Smarter, Not Harder Leadership Buy-In Employees Followers
- 19. Source: 2015 PWC 2015 Annual Global CEO Survey. of professionals of C of CEOs reported being concerned about the availability of key skills
- 20. Source: 2015 HBR.org - http://universumglobal.com/2020outlook/ of CEOs surveyed said this responsibility lies with them (40% of marketing leaders agreed) Many Leaders Now Place Primary Responsibility for the Employer Brand with the CEO or Marketing
- 21. Employee Engagement Highly engaged employees are brand ambassadors Key drivers of employee engagement: Senior Leadership Managing Performance Career Development Recognition Case Study - HCA Over 25,000 department managers received reports and insights More than 10,000 action plans were created online Increases in employee engagement have resulted in improved patient satisfaction, reduced turnover and improved financial performance Leadership Buy-In is Key to Activating Employees
- 22. Building Brand Ambassadors (Consumer + Talent)
- 23. Your followers are important to your brand Members are 61% more likely to share information61% 79% of members are interested in job opportunities79% 95% Followers are 95% more likely to respond to an InMail Members are 50% more likely to purchase a product / service50% New hires that followed YOU before being hired 30% 5,412 followers
- 24. Step 3: Drive Engagement
- 25. Content is King, Relevancy is Queen
- 26. Talent Prioritization Matrix: “How Critical?” and “How Likely?” InDemand Talent What talent is business critical? Temperature How likely is candidate to engage with us? Low High High
- 27. Talent Prioritization Matrix InDemand Talent What talent is business critical? Temperature How likely is candidate to engage with us? Low High High Nurture Outreach Build Awareness “Red Carpet” 1: Many 1: Many 1: Many 1:1
- 28. Talent Prioritization Matrix: Example Temperature How likely is candidate to engage with us? Low High High Nurture “Red Carpet”Outreach Build Awareness 1:11: Many 1: Many 1: Many Brand Consultant 5-10 yr experience LinkedIn, Facebook San Francisco, Chicago Healthcare 10-12 yr experience Startup or Mgmt Track Dubai, New York Accountant 1-5 yr experience Training Program Jamaica, Ontario Project Manager 1-5 yr experience Client company Chennai, Philippines InDemand Talent What talent is business critical?
- 29. Step 4: Measure ROI
- 30. Key Talent Pools What Success Looks Like 1 Hire Metrics LinkedIn Will Track Ad Impressions Click-thru rates Metrics Your Company Could Track Company website traffic, LI referral traffic # of Career Page Visitors Size & Composition of Follower Base Content Reach, Shares, & Engagement Rates # of inbound inquiries Content amplification on other social networks PR / media engagement # of job views InMail response rates Talent Brand Index INpacted hires # of apply clicks Job view-to-apply ratio Quality of applicant Time-to-fill Time spent on InMails Quality of InMail responses
- 31. Back of the Napkin Calculations 33,300 Aware of your employer brand 666 Visit your Career Page 200 View one of your jobs 20 Apply for a position 1 Hire
- 32. Step 1: Define Your Talent Personas Step 3: Drive Engagement Step 4: Measure ROI Step 2: Generate Awareness 4 Marketing Steps of Talent Acquisition #intalent
- 33. Client Panel Marta Riggins Director, Talent Brand & Events, Pandora Andrew Carges VP, Global Talent Acquisition, GoDaddy #intalent Brian Harmsen Director, Global Talent Acquisition, New Relic
- 34. Wrap Up – Today’s Objectives Identify and explore the intersection between key Marketing principles & Talent Brand Network with your peers and like-minded professionals in the Bay area Please help us improve! #intalent
- 35. Let’s Network!
- 36. ©2014 LinkedIn Corporation. All Rights Reserved.
Notes de l'éditeur
- Taking it a step further – a strong Talent Brand is also critical for reasons you may not have thought of. By aligning recruiting and marketing and by engaging your audiences with a consistent brand message across both your Talent AND consumer brands, you can yield even greater rewards for your company as a whole. 2013 research from LinkedIn and Lippincott (Brand Strategy firm in NY, part of Marsh & McLennan Companies) showed that companies who had strong talent AND consumer brands experienced a 36% increase in stock price over a 5 year period. Perhaps more compelling, companies with weaker talent and consumer brands actually suffered a DECREASE of 6% in stock price over that same period. Now how’s that for talent brand ROI? GE video example: http://talent.linkedin.com/blog/index.php/2014/03/ge-glitzes-up-employer-branding-with-this-beautiful-story?utm_source=feedburner&utm_medium=email&utm_campaign=Feed%3A+LinkedInRecruitingBlog+%28LinkedIn+Talent+Blog%29
- An audience segmentation exercise can help you get a good picture of what your ideal candidates look like beyond the normal required criteria for a search. For hiring segment you have, you should assess your target candidates on four key aspects: demographics, psychographics, behaviors, and geography. Demographics: This one is the easiest, it’s basic criteria like years of experience, function, industry, and more. Psychographics are bit harder as they are the less tangible aspects of your talent pool. Psychographics means assessing what your target talent values and what their attitudes are about work, careers, employers… Do they want good work/life balance, an awesome health insurance plan, inspirational leaders? Psychographics are more about the emotional connection you need to create with candidates. What does it take for them to feel fulfilled at work? Behavior, as it relates to talent brand, is about people how people interact with your company and how they might interact with your jobs. Whether it’s LinkedIn, connections to employees, or career fairs, every potential candidate will have a unique path to getting to your company. Behavior also applies to how passive or active candidates may be and their job search behavior. Geography: While actual geographic location does apply here, there are other non-traditional ways of looking at “geography” when it comes to talent brand. It’s can also be about where your target talent currently works. Are they currently employed, part-time, in school? Lastly, it’s increasingly important in our more globalized economy to think about cultural nuances and how you may need to tweak your messaging and processes for different populations.
- Let’s look a simple example of an audience segmentation for Talent Brand Consultant candidates! They typically have about 5-15 years of experience, some sort of marketing or digital media background and at minimum an undergraduate degree. They strive for innovation, enjoy collaborative work, and also want good pay and benefits. Of course they use social media, attend industry events, and while employed, are open to opportunities. And lastly, for our current needs, they live in London, New York, Chicago, and San Francisco.
- Source: 2015 PWC 2015 Annual Global CEO Survey.
- One of our main findings was that many leaders now place primary responsibility for the employer brand with the CEO or marketing, rather than with recruiters and HR. In fact, 60% of the CEOs we surveyed said this responsibility lies with the CEO (40% of marketing leaders agreed) — which is a strong indication that employer branding is expected to gain greater strategic importance. Source: http://universumglobal.com/2020outlook/
- Speaker – Ken Our first tip focuses on employee engagement. Highly engaged employees are brand ambassadors, the brand experience they deliver separates high vs. low performing organizations. Organizations need to communicate the brand promise and how it relates to the goals of the organization, how it differentiates them from the competition and how individual teams can contribute to these goals There are some key drivers of Employee Engagement that I would like to touch on. In order to be high performing, organizations need to set the direction of what employees should be engaged in and manage this performance. Top talent wants to understand how their individual objectives fit into the overall goals of the organization. Career development is a consistent key driver of employee engagement. Companies need to communicate a clear career path, prepare employees for the next role and provide lateral growth opportunities for top talent. The key here is the immediate manager engaging and empowering their employees. Recognition is a ‘basic’ area but extremely important to employee engagement. The senior leadership team sets the goals and direction of the organization. Top talent wants to work for organizations that have good reputations and are considered ‘best employers’. Senior leaders need to connect employees to the company mission, vision, goals and brand promise. Most importantly, leaders need to instill confidence in the employees that the direction and changes being made in the organization will help the company grow and prosper in the future. One of our clients, Hospital Corporation of America (HCA) is the largest healthcare services organization in the United States. They have done a great job in implementing an engagement program and tying it into the mission, vision, values and employee value proposition. To do this, they had executive support in implementing an engagement program. This support is absolutely necessary for their continued success. We delivered online reports to over 25,000 managers with their strengths and areas of opportunity. With these insights and best practices, the organization entered over 10,000 action plans. While working with HCA, our analysis has shown that increases in employee engagement have resulted in improved patient satisfaction, reduced turnover and improved financial performance.
- Speaker – Ken In order for highly engaged employees to be converted into brand ambassadors they need some guidance and questions answered by the organization. First, why is this organization a great place to work? What is the value proposition for prospective, new and current employees? Why does this organization exist? What differentiates us from the competition? What type of talent does this organization need to continue to grow? Finally, what resources and training is available to help with this effort? What are the policies of the organization in terms of utilizing social media? This last question leads us directly into a case study that I would like to share with you. A Fortune 500 organization found that almost 40% of its employees feel restricted by the organization’s social media policy and more than half would share company stories given more flexible social media guidelines. After developing an internal social media platform, over 60% of its US based employees engage in intranet social media sites either daily or weekly. What this case study shows us is that establishing a social media policy that is easy to understand is very important. This study also shows that more than half of the employees are willing to share company stories. Employee engagement programs tie into this directly because we want has many engaged employees on the social media sites as possible, being advocates of the organization and attracting additional top talent. In order to attract the best talent and be successful, employees need answers and guidance on these questions that I have presented to you. Tabitha is now going to discuss how to encourage employees to share company stories. Ken will pass control to Tabitha
- Speaker – Ken In order for highly engaged employees to be converted into brand ambassadors they need some guidance and questions answered by the organization. First, why is this organization a great place to work? What is the value proposition for prospective, new and current employees? Why does this organization exist? What differentiates us from the competition? What type of talent does this organization need to continue to grow? Finally, what resources and training is available to help with this effort? What are the policies of the organization in terms of utilizing social media? This last question leads us directly into a case study that I would like to share with you. A Fortune 500 organization found that almost 40% of its employees feel restricted by the organization’s social media policy and more than half would share company stories given more flexible social media guidelines. After developing an internal social media platform, over 60% of its US based employees engage in intranet social media sites either daily or weekly. What this case study shows us is that establishing a social media policy that is easy to understand is very important. This study also shows that more than half of the employees are willing to share company stories. Employee engagement programs tie into this directly because we want has many engaged employees on the social media sites as possible, being advocates of the organization and attracting additional top talent. In order to attract the best talent and be successful, employees need answers and guidance on these questions that I have presented to you. Tabitha is now going to discuss how to encourage employees to share company stories. Ken will pass control to Tabitha
- I cannot stress enough how important it is to watch your content closely and make sure your strategy is working. The great thing about content marketing is it is quick to readjust and doesn’t need