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Vision to values: How to build and scale your talent acquisition roadmap

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Brendan Browne, VP of Talent Acquisition at LinkedIn, shares an inside look at the LinkedIn recruiting team's strategic roadmap. Catch the best of Talent Connect: http://bit.ly/2e5ojNe

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TA Roadmap Brendan Browne VP, Global Talent Acquisition LinkedIn
The recruiting organization who figures out how to extract the value of the web’s people data and how to build a recruiting team model that operationalizes at scale, will define the future of talent acquisition. Opportunity
To design, build and share Best on Planet Recruiting Vision
We are LinkedIn powering 
 LinkedIn, revolutionizing 
 the hiring experience Mission
Building Blocks to TA Roadmap A Vision statement outlines where you want to be A Mission statement describes how you will get there Measurable, specific & realistic translations of the mission statement (i.e. words) An observable and measurable end result (i.e. number) Revisit TA’s Vision1 Revisit TA’s Mission2 Define our Strategic Objectives 3 Define our 
 Goals 4 VISION MISSION STRATEGIC OBJECTIVES GOALS
TA Strategic Objectives Diversity Establish LinkedIn as the Employer of Choice for Diverse Candidates. Team Be the Most Influential Recruiting Organization on the Planet Candidate Cultivate LinkedIn Brand Ambassadors Operations & Scale Enable On- Demand Data to Drive Insights and Productivity Stakeholder Create a Path for Accelerated Business Results LinkedIn 
 on LinkedIn Be the 
 Disruption in Recruiting
Strategic Objectives and Goals Establish LinkedIn as the Employer of Choice for Diverse Candidates. • Hiring Manager Net Promoter Score (NPS) at or above X • Engagement of X% in TA employee survey, with an NPS above X% • 100% of TA socially sharing best practices • 0% cold contacts Be the Most Influential Recruiting Organization on the Planet Cultivate LinkedIn Brand Ambassadors Enable On-Demand Data to Drive Insights and Productivity Create a Path for Accelerated Business Results Be the Disruption in Recruiting • NPS score at or higher for candidates not receiving offers than those receiving offers • 100% utilization of data to drive business insights, • 100% client meetings driven by data and insights • Build a pipeline that reflects the addressable market of diverse talent for all roles
LinkedIn on LinkedIn I/E/F* Strategies Measurements F Implement clear TA strategy for every 
 business unit and geo 100% implementation , customized by business unit and geo F Develop the LI Talent Brand 100% implementation of Talent Brand for every business unit and geo E Create Total Addressable Market (TAM) 
 for key positions 100% TAMs implemented yielding material increase and candidate response rate I Partner with Marketing, Product and Engineering to pilot, incubate, and share 25% of all LI Product Roadmap initiatives are inspired by TA and/or are piloted by TA I Drive warm outreach through LinkedIn Recruiter’s new “Spotlight” feature set 100% usage, yielding material increase and candidate response rate * Note: Innovation, Enhancement, Foundation Be the Disruption in Recruiting • 0% cold contacts
Prioritization Approach HIGH VALUE LOW VALUE LOWPROBABILITY HIGHPROBABILITY Big Bet Double down (choose selectively; get involved personally) Effort = High Junk Destroy (invest time to eliminate) Effort = High at times Home Run Delegate (delegate to a star; watch execution closely) Effort = Medium Small Win Delegate (delegate and limit effort) Effort = Low
Impact Guidelines Process
 • New process being introduced? • Current process being modified? • Manual process being automated? • Automated process becoming manual? Technology
 • New system required to complete task? • Updated version of an existing system? • New capability or enhancement within an existing system? Program
 • New program being introduced? • Current program being modified? • Old programs being removed? People
 • New role needed? Change to existing role? • Change in reporting structures and/or job description? • Change in who executes a task? • New skill set required? • Change in frequency of work, volume of work, complexity of work (more or less)?
TA Roadmap How We Execute Projects
6 Rules of Engagement Unplug
 Technology Unplug. Close or silence all distracting technology RSVP and Commit RSVP to the meeting invite, and then commit to it Find Your Voice Embrace your fears and find your voice Take 
 Action Leave meeting with an action plan Keep
 Focus Keep the goal in mind (Project X and today) Be the Coffee Effect (cascade down information, percolate information up, be the buzz) Be 
 the Buzz 1 2 3 4 5 6
TA Social Contract Don’t Be 
 a Spectator Company, Team, Self 2 We will not let each other fail 3 Decide 
 and Go 4 Respect 1 5 Belonging
TA Roadmap Meeting Objective Meeting Attendees Objective Frequency Quarterly Pulse Check (QPC) – one for each pillar • Brendan Browne • TA Leadership Team (TALT) • TA Management (TAM) • PMO (Project Management Office) Leader • PMO Project Manager • Cross-functional meeting of all TALT pillar leads • Review all Pillars within the Portfolio, and make trade-off, scoping, and approach decisions • Quarterly • 1.5 hours TA Roadmap Review • Brendan Browne • TALT (by Pillar) • TAM (by Pillar) • PMO Leader • Discuss Recruiting priorities, in-flight and upcoming projects 
 and partnerships with our business partners. • Discuss dependencies, focus on change, communication, and enablement • Monthly • 2.5 hours Pillar Team • TALT • TAM Project Sponsor(s) • PMO Project Manager • Separate meeting of each pillar leadership team • Discuss in-flight and upcoming projects for that specific pillar • Steering committee guides project work, review and approve deliverables, resolve issues/risks, be change agents • Monthly • 2 hours Project Status Meetings • TAM Project Sponsor(s) • PMO Project Manager • Project Team Members • Meeting of all project team members (or representatives) • Discuss project deliverable accomplishments and upcoming milestones • Discuss risks, issues and cross-dependencies • Make decisions on outstanding items • Weekly • 1 hour
Roles & Responsibilities TA Roadmap Sponsor Brendan Browne • Has ultimate decision, authority, and responsibility • Approves changes to scope • Provides additional funds for scope changes • Approves deliverables Pillar Leader TALT • Provides leadership in support of the pillar and supporting projects for that pillar • Acts as vocal and visible champion, legitimizes the project’s goals and objectives • Resolves issues escalated by the project manager or project team leads PMO Leader N/A • Facilitates discussions within the TALT to develop the TA Strategy and vision • Develops and executions TA Roadmap operations • Serves as “Managing Partner” for PMO team: provides consultative support, resolves issues, drives day-to-day execution of work Project Sponsor TAM • Makes the business decisions for the project • Works with Project Manager to identify required project team members, make resources available and mobilize project teams • Creates and approves work products, deliverables and milestones • Helps resolve project issues and risks Project Manager TA PMO • Ensures that the Project Team completes the project on schedule and within scope • Drives and supports project approach, methodology • Provides status and progress updates • Raises risks and issues • Collaborates with other project managers to design cross-functionally and resolve issues within individual projects, within pillar team, or across pillar teams • May supervise extra project resources Team Member TA Team Members (outside of PMO) • Assigned full or part time to participate in project team activities to contribute to team deliverables • Can be a mix of nomination or volunteer based on project needs • For nomination: must be FTE and high performer
TA Roadmap Cadence April, 2015 May, 2015 June, 2015 Week 1 Project Team Project Team Project Team Week 2 Project Team Project Team Project Team Week 3 Project Team Pillar Team Project Team Pillar Team Project Team Pillar Team Week 4 Project Team TA Roadmap Review Project Team TA Roadmap Review Project Team Quarterly Pulse Check Quartery TALT/TAM offsite
RAPID Model Role Details Recommend • Make a recommendation to the D • Gather and assess relevant facts, relying on input from the I’s • Drive robust analysis to select among alternatives Agree • Agree to the decision being made, or escalate disagreement if needed Decide • Makes the final decision and commits the org to action • Provides single source of accountability – Only one D Perform • Executes decisions once made, accountable for making decisions happen • May also be an I Input • Provide input, valuable expertise, experience or information to the R • People who need to be consulted before the decision is made RECOMMEND PERFORM INPUT AGREE a decision or action Be accountable for performing a decision once made Formally agree on a recommendation - views must be reflected in final proposal Provide input to a recommendation – views may or may not be reflected in final proposal DECIDE Make the decision and commit the org to action

More Related Content

Vision to values: How to build and scale your talent acquisition roadmap

  • 1. TA Roadmap Brendan Browne VP, Global Talent Acquisition LinkedIn
  • 2. The recruiting organization who figures out how to extract the value of the web’s people data and how to build a recruiting team model that operationalizes at scale, will define the future of talent acquisition. Opportunity
  • 3. To design, build and share Best on Planet Recruiting Vision
  • 4. We are LinkedIn powering 
 LinkedIn, revolutionizing 
 the hiring experience Mission
  • 5. Building Blocks to TA Roadmap A Vision statement outlines where you want to be A Mission statement describes how you will get there Measurable, specific & realistic translations of the mission statement (i.e. words) An observable and measurable end result (i.e. number) Revisit TA’s Vision1 Revisit TA’s Mission2 Define our Strategic Objectives 3 Define our 
 Goals 4 VISION MISSION STRATEGIC OBJECTIVES GOALS
  • 6. TA Strategic Objectives Diversity Establish LinkedIn as the Employer of Choice for Diverse Candidates. Team Be the Most Influential Recruiting Organization on the Planet Candidate Cultivate LinkedIn Brand Ambassadors Operations & Scale Enable On- Demand Data to Drive Insights and Productivity Stakeholder Create a Path for Accelerated Business Results LinkedIn 
 on LinkedIn Be the 
 Disruption in Recruiting
  • 7. Strategic Objectives and Goals Establish LinkedIn as the Employer of Choice for Diverse Candidates. • Hiring Manager Net Promoter Score (NPS) at or above X • Engagement of X% in TA employee survey, with an NPS above X% • 100% of TA socially sharing best practices • 0% cold contacts Be the Most Influential Recruiting Organization on the Planet Cultivate LinkedIn Brand Ambassadors Enable On-Demand Data to Drive Insights and Productivity Create a Path for Accelerated Business Results Be the Disruption in Recruiting • NPS score at or higher for candidates not receiving offers than those receiving offers • 100% utilization of data to drive business insights, • 100% client meetings driven by data and insights • Build a pipeline that reflects the addressable market of diverse talent for all roles
  • 8. LinkedIn on LinkedIn I/E/F* Strategies Measurements F Implement clear TA strategy for every 
 business unit and geo 100% implementation , customized by business unit and geo F Develop the LI Talent Brand 100% implementation of Talent Brand for every business unit and geo E Create Total Addressable Market (TAM) 
 for key positions 100% TAMs implemented yielding material increase and candidate response rate I Partner with Marketing, Product and Engineering to pilot, incubate, and share 25% of all LI Product Roadmap initiatives are inspired by TA and/or are piloted by TA I Drive warm outreach through LinkedIn Recruiter’s new “Spotlight” feature set 100% usage, yielding material increase and candidate response rate * Note: Innovation, Enhancement, Foundation Be the Disruption in Recruiting • 0% cold contacts
  • 9. Prioritization Approach HIGH VALUE LOW VALUE LOWPROBABILITY HIGHPROBABILITY Big Bet Double down (choose selectively; get involved personally) Effort = High Junk Destroy (invest time to eliminate) Effort = High at times Home Run Delegate (delegate to a star; watch execution closely) Effort = Medium Small Win Delegate (delegate and limit effort) Effort = Low
  • 10. Impact Guidelines Process
 • New process being introduced? • Current process being modified? • Manual process being automated? • Automated process becoming manual? Technology
 • New system required to complete task? • Updated version of an existing system? • New capability or enhancement within an existing system? Program
 • New program being introduced? • Current program being modified? • Old programs being removed? People
 • New role needed? Change to existing role? • Change in reporting structures and/or job description? • Change in who executes a task? • New skill set required? • Change in frequency of work, volume of work, complexity of work (more or less)?
  • 11. TA Roadmap How We Execute Projects
  • 12. 6 Rules of Engagement Unplug
 Technology Unplug. Close or silence all distracting technology RSVP and Commit RSVP to the meeting invite, and then commit to it Find Your Voice Embrace your fears and nd your voice Take 
 Action Leave meeting with an action plan Keep
 Focus Keep the goal in mind (Project X and today) Be the Coffee Effect (cascade down information, percolate information up, be the buzz) Be 
 the Buzz 1 2 3 4 5 6
  • 13. TA Social Contract Don’t Be 
 a Spectator Company, Team, Self 2 We will not let each other fail 3 Decide 
 and Go 4 Respect 1 5 Belonging
  • 14. TA Roadmap Meeting Objective Meeting Attendees Objective Frequency Quarterly Pulse Check (QPC) – one for each pillar • Brendan Browne • TA Leadership Team (TALT) • TA Management (TAM) • PMO (Project Management Office) Leader • PMO Project Manager • Cross-functional meeting of all TALT pillar leads • Review all Pillars within the Portfolio, and make trade-off, scoping, and approach decisions • Quarterly • 1.5 hours TA Roadmap Review • Brendan Browne • TALT (by Pillar) • TAM (by Pillar) • PMO Leader • Discuss Recruiting priorities, in-flight and upcoming projects 
 and partnerships with our business partners. • Discuss dependencies, focus on change, communication, and enablement • Monthly • 2.5 hours Pillar Team • TALT • TAM Project Sponsor(s) • PMO Project Manager • Separate meeting of each pillar leadership team • Discuss in-flight and upcoming projects for that specific pillar • Steering committee guides project work, review and approve deliverables, resolve issues/risks, be change agents • Monthly • 2 hours Project Status Meetings • TAM Project Sponsor(s) • PMO Project Manager • Project Team Members • Meeting of all project team members (or representatives) • Discuss project deliverable accomplishments and upcoming milestones • Discuss risks, issues and cross-dependencies • Make decisions on outstanding items • Weekly • 1 hour
  • 15. Roles & Responsibilities TA Roadmap Sponsor Brendan Browne • Has ultimate decision, authority, and responsibility • Approves changes to scope • Provides additional funds for scope changes • Approves deliverables Pillar Leader TALT • Provides leadership in support of the pillar and supporting projects for that pillar • Acts as vocal and visible champion, legitimizes the project’s goals and objectives • Resolves issues escalated by the project manager or project team leads PMO Leader N/A • Facilitates discussions within the TALT to develop the TA Strategy and vision • Develops and executions TA Roadmap operations • Serves as “Managing Partner” for PMO team: provides consultative support, resolves issues, drives day-to-day execution of work Project Sponsor TAM • Makes the business decisions for the project • Works with Project Manager to identify required project team members, make resources available and mobilize project teams • Creates and approves work products, deliverables and milestones • Helps resolve project issues and risks Project Manager TA PMO • Ensures that the Project Team completes the project on schedule and within scope • Drives and supports project approach, methodology • Provides status and progress updates • Raises risks and issues • Collaborates with other project managers to design cross-functionally and resolve issues within individual projects, within pillar team, or across pillar teams • May supervise extra project resources Team Member TA Team Members (outside of PMO) • Assigned full or part time to participate in project team activities to contribute to team deliverables • Can be a mix of nomination or volunteer based on project needs • For nomination: must be FTE and high performer
  • 16. TA Roadmap Cadence April, 2015 May, 2015 June, 2015 Week 1 Project Team Project Team Project Team Week 2 Project Team Project Team Project Team Week 3 Project Team Pillar Team Project Team Pillar Team Project Team Pillar Team Week 4 Project Team TA Roadmap Review Project Team TA Roadmap Review Project Team Quarterly Pulse Check Quartery TALT/TAM offsite
  • 17. RAPID Model Role Details Recommend • Make a recommendation to the D • Gather and assess relevant facts, relying on input from the I’s • Drive robust analysis to select among alternatives Agree • Agree to the decision being made, or escalate disagreement if needed Decide • Makes the final decision and commits the org to action • Provides single source of accountability – Only one D Perform • Executes decisions once made, accountable for making decisions happen • May also be an I Input • Provide input, valuable expertise, experience or information to the R • People who need to be consulted before the decision is made RECOMMEND PERFORM INPUT AGREE a decision or action Be accountable for performing a decision once made Formally agree on a recommendation - views must be reflected in final proposal Provide input to a recommendation – views may or may not be reflected in final proposal DECIDE Make the decision and commit the org to action