dreamforce recruiting best practices

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HR/Recruiting/Finance & Admin Erin Flynn salesforce.com Scott Morrison salesforce.com Mike Euglow salesforce.com Track: Recruiting Sales Superstars: Best Practices for Finding and Hiring Top Talent

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Page 1: Dreamforce Recruiting Best Practices

HR/Recruiting/Finance & Admin

Erin Flynn salesforce.com

Scott Morrison salesforce.com

Mike Euglow salesforce.com

Jeff Hunter Electronic Arts

Track: Recruiting Sales Superstars: Best Practices for Finding and Hiring Top Talent

Page 2: Dreamforce Recruiting Best Practices

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Safe Harbor Statement

“Safe harbor” statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements the achievement of which involves risks, uncertainties and assumptions. If any such risks or uncertainties materialize or if any of the assumptions proves incorrect, our results could differ materially from the results expressed or implied by the forward-looking statements we make.  All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.

The risks and uncertainties referred to above include - but are not limited to - risks associated with the integration of Sendia Corporation’s technology, operations, infrastructure and personnel with ours; unexpected costs or delays incurred in integrating Sendia with salesforce.com, which could adversely affect our operating results and rate of growth; any unknown errors or limitations in the Sendia technology; any third party intellectual property claims arising from the Sendia technology; customer and partner acceptance and deployment of the AppExchange and AppExchange Mobile platforms; interruptions or delays in our service or our Web hosting; our new business model; breach of our security measures; possible fluctuations in our operating results and rate of growth; the emerging market in which we operate; our relatively limited operating history; our ability to hire, retain and motivate our employees and manage our growth; competition; our ability to continue to release and gain customer acceptance of new and improved versions of our CRM service; unanticipated changes in our effective tax rate; fluctuations in the number of shares outstanding; the price of such shares; foreign currency exchange rates and interest rates.

Further information on these and other factors that could affect our financial results is included in the reports on Forms 10-K, 10-Q and 8-K and in other filings we make with the Securities and Exchange Commission from time to time, including our Form 10-K for the fiscal year ended January 31, 2006. These documents are available on the SEC Filings section of the Investor Information section of our website at www.salesforce.com/investor.

Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all.  Customers who purchase our services should make purchase decisions based upon features that are currently available.  Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements, except as required by law.

Page 3: Dreamforce Recruiting Best Practices

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From ATS to CRM

The Applicant Tracking/Talent Management landscape

First Generation

-Application Tracking

-Administration Forms

-Tracking Staffing Process for Compliance

-Basic Recruiter Tools

2nd Generation

-Careers Site and Talent Communities

-Candidate Profiling

-Requisition, Interview and Offer Management

-Measuring Cost-per-hire, Sourcing Analytics and Time-to-fill

-Hiring Manager Tools

Next Generation

-Visibility into Recruiting

-Dashboards and Collaboration

-Proactive Sourcing and Relationship Building

-Talent Management

-Candidate Relationship Management

Page 4: Dreamforce Recruiting Best Practices

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Industry Best Practices in Recruiting

1) The Candidate Universe

2) Recruiting is Sales

3) Building a Recruiting

Culture

4) Leveraging Technology

A Player

A Player

B Player No Players

Page 5: Dreamforce Recruiting Best Practices

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Jeff HunterDirector, Talent Strategies & Technology

[email protected]

Page 6: Dreamforce Recruiting Best Practices

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Electronic Arts

World’s largest developer, marketer,

publisher, and distributor of

computer and video games

Global Recruiting Organizational

StructureINDUSTRY: Entertainment and Games Software

EMPLOYEES: 7,000WW USERS: 50FY’06 REVENUES: $3BGEOGRAPHY:GLOBAL

PRODUCT(S) USED: SFA

Page 8: Dreamforce Recruiting Best Practices

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Key Challenges

What is the value of talent to your organization? Top Talent/Candidate Pipeline

weak Lead generation/

sourcing Efficiency vs Effectiveness

Technology Challenge Recruiter/Hiring Manager

adoption Recruiting Program

Integration Campaign Management

Recruiter Productivity Long Term Contact

Management Quality of Candidate

Leads Candidate Conversion

Rates

Page 9: Dreamforce Recruiting Best Practices

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Taking a page (or two) from Sales’ Playbook

Page 10: Dreamforce Recruiting Best Practices

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From ATS to CRM

Page 11: Dreamforce Recruiting Best Practices

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The Salesforce.com Solution

AppExchange User Adoption Dashboard

Anagram

Create Tasks for Entire Team

What we Built Pre-quals and pipelines

Page 12: Dreamforce Recruiting Best Practices

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What Were the Results?

With only 3 people…

14,000 new qualified leads

Designed and launched 3 apps to 5 countries

Detailed metrics to over 300 key constituents

Over 1,000 new contacts through new campaigns

Increased contact-to-candidate conversion rate by 25%

Page 13: Dreamforce Recruiting Best Practices

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Mike EuglowDirector, Global Corporate Sales Recruitingsalesforce.com

[email protected]

Page 14: Dreamforce Recruiting Best Practices

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Sales Recruiting Best Practices at Salesforce.com

Sourcing Active and Passive Sales Candidates

Recruiting Reports and Executive Dashboards

Campaigns and Candidate Pipeline Lead Generation

Page 15: Dreamforce Recruiting Best Practices

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Sourcing Active and Passive Sales Candidates

Active CandidatesSetting up customized views-Competitors-Position Title -Compensation, Location, etc.Mining the existing talent pool

Passive CandidatesProactive sourcing strategies-Referrals from recent hires outside of Sales-Internal Reference Checks

 

Page 16: Dreamforce Recruiting Best Practices

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Sales Recruiting Reports and Dashboards

Executive Dashboard

VP/Hiring Manager Pipeline

Recruiting/HR Management

Page 17: Dreamforce Recruiting Best Practices

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Campaigns and Candidate Pipeline Lead Generation

“Siebel Survivor”

How did we use Talentforce?

Email Campaign to over 300

Siebel candidates/applicants

Recruitment Marketing

Creative Campaign

Page 18: Dreamforce Recruiting Best Practices

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Campaigns and Candidate Pipeline Lead Generation

“Siebel Survivor”

How did we measure it?

Source tracking

Reports:

-Generated additional 227

Siebel Leads into the Talent

Pool

-30 Hires from Campaign

Page 19: Dreamforce Recruiting Best Practices

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“Jeff is a true visionary in the recruitment & technology industry, creating solution focused strategies & translating strategy into action. Building strong relationships at all levels across EA, Jeff is respected for his drive for results, communication & innovation.

“Jeff’s understanding of Recruitment Technology is without peer. He is consistently looking at cutting edge technology to ensure EA is able to attract and retain the best talent.”

Jeff HunterDirector, Talent Strategies & Technology

Customer Hall of Fame What Jeff’s peers at EA are saying:

Famed Statistics:Transforming the Recruiting Industry by moving from an Applicant Tracking System to a Talent Management Solution on the salesforce.com platform

AppExchange Apps: 1. University Recruiting

Jeff’s blog Talentism won “Blog of the Year” from Recruiting.com in 2005

Page 20: Dreamforce Recruiting Best Practices

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Q&A