TA Roadmap
Brendan BrowneVP, Global Talent Acquisition
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 Objectives3
Define our Goals4
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 GoalsEstablish 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 ApproachHIGH VALUE
LOW VALUE
LOW
PR
OBA
BILI
TYH
IGH
PRO
BABILITY
Big BetDouble down
(choose selectively; get involved personally)
Effort = High
JunkDestroy
(invest time to eliminate)
Effort = High at times
Home RunDelegate
(delegate to a star; watch execution closely)
Effort = Medium
Small WinDelegate
(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 RoadmapHow 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
2We will not
let each other fail
3Decide and Go
4Respect
1 5
Belonging
TA Roadmap Meeting ObjectiveMeeting 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 & ResponsibilitiesTA 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 TeamPillar Team
Project TeamPillar Team Project Team
Pillar Team
Week 4Project TeamTA Roadmap Review
Project TeamTA Roadmap Review
Project TeamQuarterly Pulse CheckQuartery TALT/TAM offsite
RAPID ModelRole 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
DECIDEMake the decision
and commit the org to action