TA Roadmap

Brendan BrowneVP, 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 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