Events Add an event Speakers Talks Collections
 
Hiring Success Conference 2019
February 26, 2019, San Francisco, CA, USA
Hiring Success Conference 2019
Request Q&A
Hiring Success Conference 2019
From the conference
Hiring Success Conference 2019
Request Q&A
Video
Impact of Analytics in Recruiting
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Add to favorites
149
I like 0
I dislike 0
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
  • Description
  • Transcript
  • Discussion

About the talk

John Hooper, Manager of Revenue Insights and Analytics, SmartRecruiters

Chris Louie, Sr. Director of TA at LinkedIn

Gabriela Watkins, Manager TA Operations at MicroStrategy

Nathan Tan, VP of TA at Public Storage

00:01 Introduction

01:30 Critical metrics to look at

04:11 Tools to get data

05:28 Impact of using data

08:20 Team structure

11:35 Do you give the same information to executives and your team?

14:39 How to show the impact?

16:34 Understanding the bigger picture

19:08 What drives business impact?

23:01 Recommendations for TA analytic strategy

About speakers

John Hooper
Manager of Revenue Insights and Analytics at SmartRecruiters
Chris Louie
Sr. Director, Talent Acquisition at LinkedIn
Gabriela Watkins
Manager TA Operations at MicroStrategy
Nathan Tan
VP, Head of Talent Acquisition & Workforce Analytics at Public Storage

Problem-solver and strategist with 15+ years of experience in technology and digital media/advertising. Strong cross-functional experience, including general management, strategy, product marketing, analytics, and recruiting.

View the profile
Share

Alright. Well, thank you everybody for joining us here today. I know that this is a penile. I've been really excited about selfishly. I was telling them before I had a chance to chat a little bit and hear about their own data stories. And so I'm really sad to hear it comes out as part of this panel. So I'll give everybody here chasing to do some Self Storage. I've been there about a year-and-a-half and we are a self storage company 2400 properties across the u.s. Really a cross between retail and real estate

and prior to that spent the previous nine years in Workforce analytics. So this is sort of Both Worlds. I've been there for a little bit over three years now and I am you know, I'm all data things and analytics for recruiting our company is a data analytics company. So we do use R22 power. All of our dossiers and get all that data out and happy to be here at Economic Opportunity. I've been at LinkedIn for about two and a half months prior to being in ta at LinkedIn. I was at a company called Nielsen where I ran both town a position of people analytics.

So seeing with how much experience on the stage I guess one easy place for us to start is what do you feel like I'll start with you Nathan. What do you feel like are the term the critical metrics people should be looking at MTI. What are the table stakes in Talent acquisition? I think I think every business has a little bit different to understand. What are your business issues? We're York routing issues to really understand. What are the key metrics that you want to look at? But I think the main point is with with recruiting metrics. You can look at a fish. Say ride, you can

see you can have your velocity metrics. You can have your cost metrics. You can have a lot of that to see our are the processes that we put in place for the efficient, but I will and I I'll say this a couple of times but to really look at how effective you are in recruiting you've got to be able to take other sources of data put it in with recruiting data to see what's the net impact of the hiring that we did was our new hire turn over. What is our what is our engagement level of our new employees all that needs to be part of your plan. So I think I would

you know, definitely second that I think you have to look at the fundamentals and make sure that you you are you no going back to the basics and looking at what works for you asking the questions that you know, what are your hiring managers trying to account complex so you can come up with those key metrics. I don't think that there's one mole de fits every company. I think that everybody is different and Enabling and it just being able to have those conversations with them will have a tremendous impact and what the analytics that you are able to provide to them and breathless

wines around. I'm really needing to understand kind of the Core Business and priorities and no shape And emphasized the appropriate metrics accordingly. I probably also add to Effectiveness and efficiency inclusiveness right trying to measure the inclusiveness of your process and candidate experience as well. Obviously experienced that do you have strategies are you going mostly through survey data or do you have different types of tools you're using to measure whether it's the hiring managers experience were the candidates experience? Yeah. I think it's a combination of

work that you're talking about. And then you just having standards around our processes right like not wanting to have long gaps in time for candidates to sit in various stages of the final. Sure that we can even work that down as much as possible. Same thing with hiring managers as well. Right making sure the communication flows happening in an orderly fashion show overall as a group do I know if you have strong feelings about whether the type of data that you're trying to pull as easily accessible directly from your recruiting tools or do you feel like you have to take what weather

it's additional of data related Technologies are things like that really help get you to the point where you have the metrics that you want to be looking at. So you don't we definitely extract directly from smartrecruiters. We will use it in to put it into our technology. You know, you guys aren't open source, which is great for us and we can use that raw data to put it into a visualization try and make sure that all we're providing what are ticket attorneys and what are leadership wants to see in there. But we also do you know going back to other sources of data, right? We use our

performance data and we added into those dots for so then we're able to look at more complex model and be look at whether the person is efficiently working efficiently in going back to that making sure that they are performing to the standards that we want them to to perform at and if he and if we can actually limit the process or look at the time of process of whether it's you know, the various stages and how we can help them. So Yeah, I know but if you found that with looking at some of that data specialist a big swim performance management system or

something like that has that made me significant impact in terms of the way that you are sourcing candidates. Yeah, I would say that. You know, I think I think that's the purpose of analytics right is to to see and I think I think we all go in and think that and you may have a lot of strong feelings of okay. What is the right profile the candidates? What are the success profiles of those were high performers right, but until you actually look at who are your true High performers until you start to see the common characteristics? How can you create some of that success profile?

And then to your point? Are we making sure that were inclusive are we are we targeting are we you know are we trying to look at too much of a different type of profile data will help you actually Analyze That and in the availability of data to put it together. Actually, very important and going back to the previous question. I know that you know, when we first employment at Starbucks my recruiters, we had a lot of these custom reports to fill in the gaps and overtime. I think we're getting less and less reliant on some of those custom reports. Give us the data that we need and I

know that's on your road map to finally get us to the point where we have every field every or feel everything available for reporting which I think is important for us when we when we think about data and analytics as a relates to Talent acquisition. We often to faulty thinking about it as a post thing right? Like, how was the performance? How did we do? We're could we do better at it certainly valid in that area. I think that that doesn't capture the full value of data analytics, which can also be while we're going through things right while we're actually running are prophecies, you

know, using that information to point out where we should actually be looking right now and perhaps taking some different or even corrective action the fix things before it becomes, you know, a thing that we were sad about and need to do better next time and it said, how can we actually make it better now Apple identifying places where whatever if you have a bunch of wrecks there been Sitting out there for quite a while right right in the data to pinpoint those things diving in understanding what the situation is and actually even going a step before that right using data in order to

really have your informant recruiting strategy Bear Lake. Where should we be sourcing for certain talent in a Vevo obviously done some stuff at LinkedIn around dad and putting some of our data out into the marketplace and we the people can use that and you know together are companies have also worked on in using data both ways right into LinkedIn recruiter as well as into you into smartrecruiters right with recruiter systems, that would be do you have strong feelings with the experience you've had in the past about

how you like to structure the team in terms of having do you like having a people analytics function within your DirecTV or do you think it works well to have more like a separate entity within the business be informing you. Ways right at Nielsen we had people on the town acquisition team that were kind of doing the analytics and then today at LinkedIn and we have a really strong and awesome people analytics team that we partner with Brandon a really close way and you can work either way, right? It's all about. Yeah, just you know, what

are the priorities of the different teams? What are the relative capabilities and how are you? How are you setting things up and structuring thing. The important thing is I think you know, I seen that already in this unit in this talk is come out which is really being sure of and having an awareness of what are goals. What are Talent gold. How do we wear our goals are in a how we go out and get that Talent which then informed what we're trying to measure and you know, how do we hate work together to be able to look at that stuff in the right way? Yeah, I think that you know, if I want

to tell our story sort of because I've been in my role for three years. I've seen it involve a little bit. Where the analytics kind of light on me at the operations person, right and I would extracted and try to build this dashboards but we've heard a lot in this conference is that you know, our skills were looking for very specialized skills. Right? And so what we went through is a model of a dotted line model where we have business analyst they are now our expertise in developing does dashboards and visualizations and were able to partner with them and making sure that they provide that

data and it's super readily available to you because they have the skills to do it 10 times faster than I would be able to do it. Right but having that partnership with them has a family increased our visibility into analytics for Public Storage work to add United Workforce analytics and will park planning for make my own company and it was interesting cuz you it really depends on the company, right? So if you work with a Multi conglomerate company who has 10 different lines of businesses that are completely disappeared completely different completely

different pianos strategies. Sometimes it makes sense to have a more Matrix organization because I think the process is the recruiting process. These are even different so it may make sense to help that line of business. Business structure to have its own however in more centralized organization like our organization my organization today. I think it makes more sense to have it centralized to be able to have changed that can affect the entire organization. So you really have to look at what the you know, what what kind of organization

and what makes the most sense within the state of world lasers. I was going to be at the pens, you know, I think that's one thing that I'm curious about to is do you feel like the information that you're sharing with your direct team about their performance or about the status where? Ron things is different than what you're sharing with Executives and what they want to see. Definitely. I think that I think that we're sharing, you know all information with the recruiting thing because we want them to know how would we holistically, you know and over all right,

the way we share all that information and we get very granular but when we get to the executive level we have more of a clean dashboard, I would say and we're looking at metric that are more index would have liked quality of hire right in that velocity that we were we've been talking about. It's because that's what they want to see but a lot of times are also interested in looking at the funnel and we're in the final candidates are getting stuck and we're having issues as to why we're not feeling a roll right and so were able to dig a little bit deeper. But as a whole they want a more on

the big picture approach per se but then our recruiters were speaking overall, but we also get into the week. You know the thing that they need to do just there one specific job is all that they'd want to see right cuz it helps a recruiter. For example, of course to have their you know, in a mission control kind of dashboards be able to know what's going on across the rest of their managing but understanding what's going on with the rest of the team, right or the broader Talent acquisition organization at some level can help them whatever,

you know compare themselves know how they can get better know maybe where they can go to to look for help from somebody else on the team. Like know, how do you know? How are you managing your you know, you're at your book of business and Jason we were talking upstage. You tell us a little bit about how you even call your meeting with your Executives p&l meeting so I know one is near and dear to you and actually for for the recruiters to I might try to get them both as

well. But you know, we have a monthly meeting that I meet with the chairman and CEO and They call the meetings piano, even though we're HR and it's meant for a real reason is that they want to be able to know what's the impact that HR is having what's the impact of recruiting having on the organization? And I think it's such a thing as a focus for organization. I mean, especially when you look at hiring when we have 70% of our property a single covered, so the reason why they also are very interested in the Tactical reports and what's going on even down to

the position req level is that in a fraud if you have certain areas that have more than two openings are at risk from a business perspective of not being able to open so they want to be able to look at the Tactical but they also want to look at the strategic planning and in the budgeting the labor cost all of that combined suggestions based on that of how to convey the business impact because I think sometimes I will we see is p We'll have a few certain standard mattress across things like time to hire or sourcing data. And I guess especially with the work you've done. Do you have

any suggestions around waist really convey to the team like this is the dollars-and-cents I get to the actual impact for making. Yeah, I think HR. Think about everything that HR. Right. I mean I know what this is about recruiting don't think about everything that HR does from Learning and Development to engagement to recruiting write all of it and all that has a significant impact the organization without training think about it. You can't you're not developing you're not training your people to get out to productivity faster that has an impact to the business engagement level has

an impact net promoter scores all have impact to the business, right? And so even from a recruiting perspective, if you're not feeling see that has an impact of business, but even when you're looking at dollars and cents, how do you ban translate that to what that impact actually is and if in from a recruiting perspective if you're looking at workforce planning headcount understanding headcount is important and what what you want to plan for your head count is very important. But the problem is is headcount doesn't always translate to labor cost. Okay, and it's very important to be able to

translate that because if you're looking at the Strategic plan of the company and they have goals, right? What's my Revenue growth going to be for the year was my profit growth going to be for the year. Now if your labor costs are going to be increasing faster than your Revenue what's going to happen that's going to impact your bottom line. If you're only looking at it from a headcount perspective what are hiring managers going to do they're probably going to say I only have one person to hire their pie going to hire the most expensive most experienced person, right? So how do you

translate that from a budget perspective understanding the bigger picture with Chris was saying about not necessarily just your lane and that date of there. I think when you really can get that sense, whether it's with your Finance team in the bigger picture really just helps with I didn't make better decisions are that's great to hear. Like ultimately, you know, what's our why don't why do we even have a recruiting team? Right we're trying to fill the role that the dope enrolled at the company has with the talent that it needs and

you need to fill that again effectively and efficiently, right and that's created. That you know analytics it's great that data helps this proved out that we're doing that and it also is great that it helps us in a benchmark against whatever good looks like right and finally to get better. I think though the data can also allow you to you know, do what you really need to do to make the whole thing work even better maybe even get to step in performance by allowing you to Advocate on behalf of the talent acquisition team Talent acquisition effort for

the rest of the organization what like Natalie appreciates it but actually, you know, it's more Encore it like is is playing more because as we all know like Talent acquisition is not just about A recruiter somewhere in a pouch partnered up with the sorcerer like getting Talon candidates and then that automatically gets better and everything just works. Right? We need everybody to be all in and the data can help us show that he like you guys have a role to play as well and we need a partner here in a better way to for example, if you look at a very long time to fill and you like break that

down maybe you see that people are actually getting stuck at the interview stage, right? It's because we can't get decent schedule because people aren't making time. So again, I think and bass reporting is cool. But going beyond that actually use the data to get more people involved. Yeah Informer Talent strategy as you're pointing out right show how that's connected to the business strategy that also allows you to have additional conversations around the value that that you're providing back to New York. I think that when you like you said there is at Foundation when you really

get to that strategic level, I think of we need to make a really big business impact from people Analytics. Pyramid and I forgot all like I forgot what are the four stages are but there is this one stays or just like hey, I having having data there and having basic reporting but you work your way up to being able to have this more strategic Communications in for my holiday. Definitely. I know we got off stage like to hear some really cool stories Gabby. Would you mind sharing what you've done is kind of one of the specific things that help you drive some business, in fact

sure. So what are the things that we notice is that we were losing a lot of candidates particular in our assessment stage of the process that but we also wanted to see what was the impact of those or what the value of those assessments were method for lace to a performance in the company after being there for three months 6 months 9 months and so on so forth. So we ran a study and what we actually full art their performance data, and we looked at their assessment scores as well as their rating and and their interview process and so we were a boy Go to look at

all of that holistically and pool at pinpoint different roles. That didn't actually they were high performers, but they scored a very low scoring some assessment areas. And so what we did was we decided as a strategic plan that you know, it was not worth our time and I wasn't the worst that the candidates time either. So we pulled those assessments from several different roles and reduce the time to get them in the process from you know, start to finish so that we are able to provide a better candidate experience, but

also help our Workforce. I'm getting more people in the door a little bit quicker real quickly before I go on that. I think what's important. Is it something about data foundation in the recording if there's one thing I would say to everyone here like especially if you're looking at your implementation you're looking at you got to keep your The foundation top of mine, right? So any process changes any if you're starting and you can Implement smartrecruiters, you've got to know what the date of foundation what it is that you want to measure and keep that top of mine

throughout the entire implementation process because without that you're going to give you what you do that and then you are now implemented like, okay. So now let's talk about reporting your you don't know what your data blueprint your segmentation all the things that you want to measure has to be done at the very very very beginning get to that point super painful to then like cutter retrofit. Oh, wait a minute. We didn't think about the data that we need to cool activity Analyse that we need to have now go back and read re-engineer young hearts impossible influencer

processes, and now you got to change a process just because you got to have more data Drive early. So it's something to definitely keep in mind, but I think Play on what you can do with analytic. So what we did was two things. We really looked at. What are what are the success profiles ride of our highest performing a week all property managers and what are the personality traits of our high-performing once and they were all benchmarks not to Industry benchmarks, but they were all Benchmark directly to our population. And so then what we did is with the smart recruiter San Clemente

Sheehan be color coded them very simply red. Yellow green. So there's an algorithm that we goes in a plywood take the data Kris the score to the assessment takes his Corso when hiring managers come in in the morning and I'll give us a plug we are our applicants low going up 700% when we implemented smartrecruiters. Doesn't that it makes it more difficult for hiring manager to get through there right there a public and having that and having them see color codes of green yellow red II that they log in and say okay. I'm going to start with my green can And I'm going to go

through them first helps them understand that these are the ones who are benchmarked to our highest performing one's at a time. So if you had one recommendation to give to people that kind of have a blank slate in terms of their ta analytics strategy, what would you recommend think about your talent priorities and then based your T analytics strategy around being able to provide you the data answer the questions that help you understand whether you're actually carrying out the top priorities that you have been by your side on that given my workforce planning

is very important. And for those of you that don't have that in place that would be a conversation to start because it can get you a long way just with analytics and if you're implementing any 80s or any sort of hris, I'm having those conversations the beginning helps you along the way tremendously. Business issues are understanding what you're recruiting issues are how to help the process. I think we've talked a lot about that even during the process but it's setting that Foundation Foundation, then

you can get to predictive but you can't get to Predictive Analytics until you set the foundation. I completely agree the reports of people want to have but you see that months after everything's already been configured himself at the foundation understand the business and then eventually get to the Strategic stuff is great.

Cackle comments for the website

Buy this talk

Access to the talk “Impact of Analytics in Recruiting”
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free

Access to all the recordings of the event

Get access to all videos “Hiring Success Conference 2019”
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Ticket

Interested in topic “Human Resources Management”?

You might be interested in videos from this event

June 4, 2020
Online, London
7
372
diversity, employing , in-house, inclusion, inclusion strategy, online business conferences, online conferences, online events, recruiting

Similar talks

Maren Hogan
Founder and CEO at Red Branch Media
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Nicole Hammond
Director, Hiring Success at SmartRecruiters
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Brandon Welch
VP of TA at Pluralsight
+ 2 speakers
Jonathan Mears
Head of Global Executive TA at Visa International
+ 2 speakers
Sandi Lurie
Sr. Director of Global Recruiting at Optimizely
+ 2 speakers
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free

Buy this video

Video
Access to the talk “Impact of Analytics in Recruiting”
Available
In cart
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free
Free

Conference Cast

With ConferenceCast.tv, you get access to our library of the world's best conference talks.

Conference Cast
945 conferences
37654 speakers
14367 hours of content
John Hooper
Chris Louie
Gabriela Watkins
Nathan Tan