Hiring Success Conference 2019
February 26, 2019, San Francisco, CA, USA
Hiring Success Conference 2019
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People-First Recruiting in a Tech-Driven World
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About speakers

Brandon Welch
VP of TA at Pluralsight
Jonathan Mears
Head of Global Executive TA at Visa International
Sandi Lurie
Sr. Director of Global Recruiting at Optimizely

Jonathan leads Executive Talent at Visa, responsible for acquisition, internal mobility and succession planning. With 20+ years of experience in talent acquisition Jonathan specializes in driving business value and commercial impact through talent from pipeline to acquisition and internal movement.He has designed, built and deployed TA strategies in emerging and developed markets covering 4 continents and more than 140 countries. Joining Visa in the Middle east in 2014 his teams have contributed to Visa’s employee base doubling in size across the last 5 years. Prior to Visa, Jonathan spend 8.5 years at IBM in multiple roles and regions focused on building TA teams for impact, both high volume and niche skills requirements. His early career was spend in 2 specialist search firms focused on the telecommunications industry in EMEA and Asia Pacific.Originally from the UK, Jonathan has an Honours degree in Human Resource Management. He moved to San Francisco in January 2018 with Visa and continues to explore his passion for travel.

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About the talk

Topic: Management

Brandon Welch, VP of TA at Pluralsight

Jonathon Mears, Head of Global Executive TA at Visa

Sandi Lurie, Sr. Director of Global Recruiting at Optimizely

00:01 Introduction

03:12 How to hire talent

05:20 Giving guidance to candidates

06:45 Practices to hire in a tech market

10:20 Recruiting in America vs Rest of the world

12:30 Diversity and inclusion recruitment strategies

18:26 Sources for diverse hiring

19:52 Roles in recruiting to impact retention

22:16 Increasing diversity

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Thank you for that introduction. And it's really an honor to be here today with all of you and to be moderating this panel and have some really great participants on stage with me. I so wanted to just start with that and let you do a brief introduction and really what I'd love for you to share with the group here is what got you into recruiting in the first place. How did how did you land in this crazy world of talent acquisition that we're all in so Sandy, let's start with you nice to see you all in one of those people that though he's going to be in sales. And when I was in college,

I got a job at an agency called jobs are us which they had to change their name because of Toys R Us back then and my job is just to Get job orders be on the phone way back in the day. There was no email was a Rolodex. I use the newspaper and just called companies to get them to pay a fee for talent and I knew from then this was my career. So I never looked at any other job and I was a Headhunter in the east coast for 8 years before I moved to Silicon Valley. So this was only the only job I ever wanted Jonathan. How about you why she did a

degree in HR a long time ago. So I've got some relevance to tell my position but some selling advertising for a for a UK call magazine. And when I graduate how to find a job in laundromat kind of understand, how much are you feel some sales experience? What did he come and what for Austin's so it's only landed in Manpower and and did what we called in the UK High Street recruitment, which is Showtime subduction wife is excetera and an inspection license spent 10 crazy used in the mighty and telecoms recruiting agency world around the world and went outside in 2006 was

IBN and I haven't looked back soon. So, you know, I lost I kind of fell into it. There was always a purpose behind it and I still have an incredible amount of passion fruit for the area for the subject matter in and just appear outcomes that you can drive. That's excellent Adventures thing to hear the common thread of sales because I have the same kind of background where you know, really didn't think about recruiting didn't even know that it was an actual career, but I was involved with some sales and then had somebody reach out to me if they have

really think you might be good at this and we have an opportunity. Would you want to try it on and see how it works and like you I've never really look back. I've loved the impact that I can have on candidates and are hiring leaders as well. But for me the important theme that like I mentioned is like recruiting is cells like you are getting in there under the hood with candidates and convincing them to make a big change in their life. So let's talk a little bit about that from a sourcing perspective where most much of the best talent

out there is passive. They're getting bombarded by in males and females on a daily basis and what are some of the things Sandy that you've done that kind of helped you in that aspect and set you apart from a Source Inc respect the war on Talent. We've been using that term for years, but it's very true some of the things we do it optimizely is Because we're not as well-known as other even startups. Let alone big companies are competing quite a bit is removed more to a partnership with the business model. So we pay our commitment as we bring you

say, you know 20 Engineers you want to hire in this quarter, but our goal to hire and close as a shared accountability and so they're more engage so we have them reaching out on second and third emails. We try to get as many personal emails as we can. We use some different tools for that so that their hearing from the business themselves in our response rates depending on team and roll is much higher so are one of our Founders runs it as he team the sales engineering team and he was disappointed he sent out 10 messages and he got four responses and we have no no no. No that's amazing. I

mean at a 40% response rate, so that's helped quite a bit. The other thing we've done is added for every new hire for high engagement and better employed. Frozen's we've doubled our referral bonus if they've made a referral during their notice. Before they start because sometimes we have a longer start. There might be a Visa or just somebody's got a vacation plan to keep them highly engaged with the business but also tap their Network early and we reach out for them safe from if it's from their future company that engagement is starting to show results. We've just started that last

quarter and so we're getting quite a few referrals not necessarily hires yet, but it's starting to bear fruit when you have the hiring leaders actually engage with candidates. What does that look like? Are you giving them guidelines is to it could because we all know they're they're not professional recruiters nor do they really want to be but we do want them to be armed with the right approach. So can you speak to that? Is there anything that you're doing to give them guidance there? It's really what we found works at is there. Better equipped to call out specific experience

AC on a profile or on GitHub to engage like this experience. You did delivering X Y or Z is exactly what we're doing it optimizely, here's the project you're going to work on next. So the engagement from the expert as opposed to a recruiter because I think people that are getting messages you just like I get Str emails every day for different tools. I tend to ignore them. It's a noise, but when they hear from the business saying your experience doing this is going to impact our delivery to the customer in this exact way Sparks of Engagement. So there's a

different lens. That's the candidate is going to hear from us, which Has a different tie. In fact, I think the recruiters week results recruiters are great Sorcerers, but the manager engagement takes it up another level. I'm sure Jonathan talk to me about once you get candidates to the altar right and you're ready to make an offer and most tech candidates certainly those that are specialized and have some unique experience. They have more than one offer usually a play I go to some of the practices that have worked for you to actually get that across the finish line and win those candidates when

you're competing with companies, especially in the Bay Area like Facebook, Google. Etc I think a little bit for Visa particular is telling a story, you know is an organization. We've got to sort of a 60 year history in the Bay Area but in principle, right she had that 10 year old puppet company, which is some pop some people to blame even given the fact that our brand in our history of state tuition and related to financial services. What would frequently overlooked from being a technology company where is always wears? We not within phaser that we actually Pal app for at least sixty to

seventy percent of the world's electronic payment transactions in Nvidia is the storytelling and being accountable. Harding manager is well actually making sure the people understand the impact that they're having not just on that road all that department, but it was the one that company as well in time that into kind of ethos is an organization. Yes. We are at a profitable organizations. Yes. We are here for our shareholders, but we are actually making a difference in the world as well these assertions. PacSun off on that conclusion that fits it's usually significant all around the world and

empowering unbanked communities into the banking environment and giving them opportunities to so it already is about Rudy identifying with authenticity and the real genuine story. What is somebody's motivated for joining your company and these are is a grown-up's Asif in a sentence. In fact that we constantly transforming and dating with a lot of disruption in our industry and with a lot of fintech stand looking to take market share from us from a business perspective. So it's a storytelling opportunity for us to be able to to explain to somebody not

just for headline employee value proposition is but also what radius from an oxen bolts experience perspective as well because I think when you're in a cup Maybe that may not have huge brand recognition. You got to have some kind of hook or you got to have a story that you that's compelling and you really need to get at the heart of what motivates a candidate and with pleural side in particular. We're committed to finding talent that are aligned to our mission and vision that really sees the impact that the product that were working on has on a global scale and we

know at the same time that we're not going to win on dollars in base salary every time so we're we're constantly trying to uncover the motivations candidates have and how are they truly connected to the mission and vision that we that we can describe and the values that we offer and can they demonstrate them as I think for us that is your point like it's really being able to tell the story and uncover what motive? The candidate in the end. Sounds great. Let's switch gears here actually before we do I want to ask you something because I know you've got a

broad background not just in North America, but outside North America. I'd love to hear from you. I'm sure I already into wood around what having been in the Bay Area now for what a year? I guess. You know, what the changes did you see in the approach that you had to make in recruiting Tech Talent here versus where you've experienced that at outside of North America. Yeah, it's great question. And I have to say you not having been in the Bay Area for about 14 months. Now. It is a crazy place for anybody in this room is involved in any kind of recruitment tackle sales or anything

will disagree with me. I have its exceptional transient necessary for at least from my perspective Supply issue. It's there's this equality Challenge and those days and acquisition challenge by choice Challenge and I think you know if I look around the world and and not foolish enough to hiring in India and Philippines China multiple countries in Africa, I think the dynamic in in other countries you're willing to hire more adjacent skills and development into that corner all where is I-10 to find in the Bay Area. We are

looking for more exact matches and we're looking for very very specific experience because people's tenure is two years will 1.8 years. I think is the average now in the Bay Area. So you need somebody that can come up to productivity in a much shorter time than you would do in other parts of the world where you're willing to invest in the energy in the learning agility of somebody because you know, you going to retain them for four five six years. Where is in the Bay Area you've got to be out of Haifa Talent the he's going to have an impact within the first 6 weeks because the likelihood

is you know, two years time 3 it's time they going to be leaving your company and moving on somewhere else, which is not necessarily a bad thing. But I think it provides a different Dynamic intensive one what you're looking for in to have you on board and integrate them to become productive in the first place. Yeah. Yeah that makes a lot of sense. Now, let's shift gears to a topic that's somewhat sensitive. But I think we all know is kind of table Stakes at this point diversity and inclusion equality. Can you share a little bit about Sandy if you want to start

what recruitment strategies have really kind of May? The difference in this area that you've seen this is been a topic for years past companies and a big Topic at optimizely and aha moment I had about two years ago was unless you have inclusion right in your company diversity doesn't it's not even if that you're not going to hire a diverse talent pool. And so really making sure that people inside the company feel that they can be their whole cells weather whatever

and you know, I love to a turtle site says this morning around value-adding, you know, we don't hire for culture fit either. We had talked about culture as you know, are they adding to our culture already? And so without that we can't then attracted to verse slate of candidates. Now the Attraction part becomes difficult in different areas of the country or different roles because we also can't create a talent pool that mean Exist, so we we set up we do events. So I may okay ours or to do 6 to 8

external events per year to introduce Talent into optimizely and then every quarter the I have the managers on my team look at new tools. So they have to look at external tools that will help build funnel. So I haven't found the magic tool yet, but we are on a mission. So I'd love to hear from you all on any tools that have helped but it's really from the inside out and I just heard we have so many runs are. Org. So we do a lot of volunteering you just said anecdotally cuz he doesn't new hire session just said he's noticing the

uptick in the diversity in the new hire session. That's what I'm happy to hear. We're not measuring numbers yet. We want to make it a little more. Human than just the percentage text cuz they tend not to be as high as the expected number when you start giving numbers and you move up a quarter percent. That's actually better than you would think and so it can be deflating. Absolutely Jonathan. What about the Visa out of their view this and what have you seen these are I mean, they like a little bit size a since I've asked you that City Credit Co and you know, it is depending on where you

are in the world. Best. You can mean many different things from the metrics perspective. But again much like yourself, you know, we do try and focus on Boston the inclusivity part of it and making sure that people can be hard at work. The reason I want simple and so I think and I was really really excited to see some of the stuff that we were I was talking about this morning about reverse recruiting to the point where I actually thought he was listening to me speak about 3 weeks ago in an event in Mountain View because I do that she thing and he's a challenge all around the

world. By the way, small cat you're in it doesn't matter what your hiring for it means different things in South Africa than it does in the Middle East but we will have a collective responsibility to improve the representation in Outlook. I think diversity is Amplified in the Bay Area because of history and tacking and you know, you can rate the the background behind that various books and things but you know, I think that whole reverse recruiting pace and it may be a bit of a utopian Vision where to buy as a Tech Community in the Bay Area. We all right. She's sharing top talent and

we are actually giving people to Coleman's or external experience and then bringing them back so that we continue to give people the opportunity to evolve and if you know, these are is in a position where buy we're holding back Talent cuz we don't have a future opportunity then perhaps we should be looking upon. And I think that is a collective Community FX. I said, it may be a little bit utopian in a capitalist environment, but there is a responsibility of one of us to do they send it. It doesn't stop. It doesn't start with a net trick. It does not start with a A texture job

description. It does not start with using anti-life a diversity recruiting. It has to be kind of inbuilt. Not just in your t i you and your business is well. Yeah, I couldn't agree more I've seen firsthand the difference that it makes when you've got the business really helping to lead the charge on this and speak to it for a long time. We discussed going the more traditional route at plural sight and hiring a chief diversity officer head of d&i and we recently pivot away from that because we realized we already have a chief diversity

officer in our CEO, which is incredible. If you ever get a chance to hear him speak about why it's important that we have diverse workforces and why we're doing what we're doing at plural sight like that. That's enough motivation for anyone in NF pluralsight. Really get behind it. And I think it starts with the business. If you don't have the business align to why it matters and what it's going to bring them in terms of speed of the business and Anna more robust perspective on things and I think that's probably the first step and then your point Sandy inclusion is is

really crucial because you could do all the work around bringing in a diverse Workforce. But if they don't feel like they belong or they don't see people that look like them then you're probably trying to fill a bucket with a hole in it. Perspective. So what what are some of the things that you would recommend to recruiters as far as maybe sources that are most helpful for them to find non-traditional candidates and engaging with them. I meant think you look at geography Sol relocating people

from different parts of the country or the world if you can if we have offices in many locations, we just started in Austin's with the whole new pool of talent for us. I think that we look at organizations. We look at it and even members of veterans groups and have them come on site and do chores and looking at different matches and to your point that we have to get away from the exact job match to their experience and what's coachable and a high potential and that opens the door to diversity as well. So coaching the

business on making some decisions on I think it might not be 6 weeks when they're productive. It's 12, but let me know. This is a high potential for us and will pay dividends of the future. So it it's also a change your mindset in. In filling that role with the exact talent that you think you need when you start the interview process, so that would be my recommendation. Thank you. Let's talk a little bit about Talent retention and we touched on it already a bit, but traditionally our rules and talent acquisition and

once somebody is in the door and their existing employees. I think that is that's changing and and when we need to see ourselves more broadly and having an impact even once somebody is in the door and then existing employee so it can you speak a little bit about that. Maybe Jonathan like what are some of the things or the rules that we can play and recruiting that can impact retention, you know, even though we may be the front of the funnel. Yeah, I mean it Lisa Rinna outside. My previous company IBM IBM was a little bit easier cuz we're 400,000 people globally saw

there was a lot of intent on basement and masonry sent me focused on it in the last sold the two to three years. I think you may have had been he's choking this morning as we grown is an organization and I'll work forces expanded from 9000 to fifteen thousand in the last couple of years and we've embedded internal recruitment into the recruitment chance. So we do not kind of differentiate between internal and external time. I'm at Ray Diaz. What is the best talent for that role in Ferrara opportunity and I'll see you always come out and mandated this. We have a two-week internal posting.

Before we stopped to look external and everybody has to have an interest in to view and those are just those are the nice things today. I think some of the other things that we started to do in this morning in offices of locations where we have quite heavily tenured employees who perhaps it never written a resume in the last fight. Diesel 10 years. I've never been to an interview for the last 10 years. We had she bring them in and do kind of brown bag lunches and coaching sessions with them as well to help them understand that they are applying for a role in time. We're supposed to be

going to get it cuz I've been here 10 years and that for me is really, you know, which on acquisition can share their expertise can share that understanding of what it won't good looks like and how to prove your future potential in an interview and it's what I mean. Do you know from a statistical perspective? I think these is internal hiring hit 40 for 45% of all vacancies last Financial year suck huge amount of internal movement and a huge amount of opportunity to take it easy is the organisations growing out of the hospital five years. Now, that's great Sandy. What what are

your thoughts around? You know, we talked about diverse diversity and inclusion and I think there is a real connection to this with retention, you know, we see under-represented. Groups that that they're just not really as represented as they should be in the tech industry in particular women minorities, especially as you go up along through like the sea level it gets less and less right? What are some of the things that you're doing or the you've seemed on the really increase the

the the the diversity as you go up kind of along the chain to the sea level and now going through our biggest part of growth since the earlier so and I'm assuming pearls I probably went through the use of this Evolution as well. I think I'm just thinking the women that or any underrepresented minority or just keeping retention is is around career growth and management investment. So last year 30% of our employees reader promoted or moved roll, so that helps keep retention. And then this you're really

investing in leadership. So not just your manager training and here's an unconscious bias training or hears. This is just really wanting to develop a team of leaders that show that that keeps retention rate you say for your boss. We also have a directors plus, isight a recorder and they look in the room from when we started at a year ago to now we're probably 40% women to 60% manager Plus in the company at the exact level or less but they're they're all moving upright. And the other thing is we do make

sure that we would never say to clamp candidates forever. Manager and up interview. So as we're scaling a can't you know hiring an engineer say we're going to make sure that you know, if we find that first candidate and they don't fit that that I could stop the process but we have committed across-the-board to any manager above there has to be a diverse slate of candidates in our CEO is very bad and we're about to close someone now and he says right away, you know, did we make sure who is can I see the Full Slate of everybody we talked to you for a VP role and you know, we had a tiff

is 50/50 slate of candidates ready to go. So those are the things we're doing now, and we've seen incremental change and we have probably four or five women vp's right now some other diverse leaders across the company as well. And like I said, the different director plus team is moving up as we grow and scale.

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