NEW STRATEGIES &

SOLUTIONS IN THE

GLOBAL WAR FOR

TALENT

April 8-9, 2014

u p s t a r t 3 6 0 . c o m / l i v e

LINKEDIN

The Future Of Recruiting

Chris Kelleher Sr. Manager, LinkedIn Talent Solutions

Heather King Director of Global Talent Acquisition, Cameron

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Talent Solutions

The Future of Recruiting and The Cameron Journey

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Chris Kelleher, Senior Manager, LinkedIn Talent Solutions

Heather King, Global Director Talent Acquisition, Cameron

Recruiters 10 years from now will be

preoccupied with marketing, PR, community

building, and employment branding. The ‘War for

Talent’ will

be a ‘War of Relationship Marketing’.

Matthew Jeffery

Global Head of Talent Strategy & Innovation

HR Talent Acquisition, SAP UK Ltd.

17% Talent Acquisition Leaders believe their organization

uses data well to make hiring decisions

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Agenda

Introductions

Heather King - The Cameron Journey

Chris Kelleher – LinkedIn, Brand, Data

Wrap-up and resources for you

Q&A

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Competitive Landscape for Talent

Talent shortage in oil & gas intensified in the areas of engineering, field service, and

manufacturing categories such as machinists.

45% of all manufacturing candidates are passive which require targeted messaging and

ease of application to engage.

High retirement risk and insufficient talent supply in the 5-10 years experience range to

fill the gap.

Attrition in key talent areas is increasing due to increased competition and changes in

generational behaviors.

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Our Challenge

Hiring nearly 5,000 new employees where:

– Markets have negative or low unemployment rate

– Challenged ATS

– Decentralized recruitment strategy despite needing similar talent in

shared geographies

– Just-in-Time Recruitment

– HR Generalists executing the recruiting between other duties

– Organization keeps a low profile and takes a conservative

approach to media – Legal and Marketing

approve everything that goes external

– Social media (FB, LinkedIn, Twitter) only

approved for University

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Starting with the Data

Hiring Picture

Critical Positions

Historic Hiring

Attrition

Geographic Concentration

Labor Landscape

Hiring Projections

Time to Offer Accept

Cost Per Hire

Quality of Hire

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What the Data Told Us

¼ of Hires are “critical”

½ of All Hires Outside the US

Recruitment Pace Just Over Attrition

Time to Offer Accept ≈ 100 days average

Cost Per Hire was at the Median for similar orgs

Cost of Vacancy > Total Global Recruiting Spend

Heavy reliance on third party agency recruiting

Quality of Hire Variable

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Forming the Plan

The Strategy had two key principles:

Communicate a clear, consistent and

compelling Employer Brand

Target Passive Candidates

With Planned Outcomes of:

Differentiating Cameron among

employers in the market place

Shorter time and higher close rate on

candidates who fit our culture and are

more likely to stay and perform

WHY WORK AT CAMERON

HOW TO JOIN CAMERON

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Employer Brand

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Passive Candidates

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The Journey

Pilot

the Solution

Social Media, Career

Brand and Website,

and Strategic

Sourcing

Garner

Executive

Support

Division

HR, Marketing, ELT

Develop

the Plan

Critical

Roles, EVP, Sourcing

, Social Media

Understand

the Data

What is the current

state? What is the

need? What is the

gap?

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The Journey

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Fully Developed LinkedIn Presence

Modest base of Followers (51,495)

Low InPacted Hires (15%)

Low Talent Brand Index (7 out 10 vs peer set)

2x+ Followers (~105,000)

2x+ InPacted Hires (32%)*

1.) Top 100 InDemandEmployer

2.) 1 of 10 TBI (35%)*

*See Appendix

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Early Results of Efforts in Key Locations

Time to Offer Accept ≈ 100 days average

Cost Per Hire was at the Median for similar orgs (9%)

Quality of Hire Variable

Time to Offer Accept =49.5 days average

Cost Per Hire =7% of Annual Salary

Passive Candidates Increased to 39% of All Hired

Talent Solutions

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Connect the world‟s professionals

to make them more productive and

successful

Our mission

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For our members

Identity Networks Knowledge

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Create economic opportunity

Realize your dream

job

Find work Be great at what

you do

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Create economic opportunity for Oil and Energy

Oil and Energy Industry InfluencersOil and Energy GroupsOil and Energy Universities

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What do these professionals

value most in a job?*

44%

25%

18%

13%

Individual - Entry Individual - Senior

Manager Director+

17%

17%

8%

7%

7%

5%

5%

5%

3%

3%

Operations

Engineering

Support

Sales

Administrative

Program Mgmt

IT

Research

Finance

Accounting

Top 10 Functions Seniority

59%

53%

49%

36%

34%

Excellent compensation …

Good work/life balance

Challenging work

Job security

Having a good …

*From LinkedIn‟s 2013 Talent Drivers survey of

professionals in Oil and Gas Industries (n=4,438)Note: Data as of Dec. „13

The Oil and Energy Presence on LinkedIn

5M+

Professionals on

LinkedIn work in Oil

and Energy Industry

Top 10 Countries

US 1,301K

Brazil 354K

UK 307K

India 274K

Canada 250K

Italy 145K

Australia 111K

Indonesia 108K

France 105K

Spain 102K

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Talent Acquisition Leaders recognize the importance of

Talent Brand…

84%Agree that talent brand

has significant impact

on ability to

hire great talent

70%

Prioritization of talent brand

(by company size)

Agree talent brand is a

top priority for their

organization

69%

65%

70%

75%

< 500 Employees

501-1,000 Employees

1,000-10,000 Employees

> 10,000 Employees

Source: LinkedIn 2013 Global Recruiting Trends survey

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Best practices on building a strong talent brand

1) Use data to understand

segments

2) Ensure messaging focuses on

what resonates

Understand what matters

to your candidates

1) Amp your employees‟ presence

2) Leverage employee connections

for referrals

Leverage your

employees’ networks

1) Leverage and Create content

2) Drive Followers and engage with

Status Updates

3) Create a strong LinkedIn

presence

Build a strong talent community and

Tell a Great Talent Brand Story

1) Talent Brand Index

2) Passive Candidate Hires

3) ROI

Measure and Track Progress

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LinkedIn Data Resources

Talent Pool Reports:

– lnkd.in/plan

2014 Talent Trends Survey:

– http://business.linkedin.com/talent-solutions/c/14/3/talent-

trends/2014.html

Employeer Brand Playbook:

– http://talent.linkedin.com/employerbrandbook/

How to Do Status Updates:

– http://lnkd.in/targetedupdates

Obtaining your Talent Brand Index and LinkedIn Impact score

– Talk to your LinkedIn Account Manager or Chris / Paul

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Appendix –

Details of the Cameron Stats

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(*Definition of Talent Brand Index)

We first assess two important elements of your talent

brand: Reach and Engagement

Talent

1,379,960

members

members

479,562

Talent Brand Reach

Talent that‟s familiar with you as an employer

Talent Brand Engagement

Talent that is interested in you as an employer

Viewing employee profiles

Connecting with your employees

Researching company and career pages

Following your company

Viewing jobs and applying

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Talent Brand Index What percent of people who know about you show an interest?

Talent Brand

Index =

Talent Brand Engagement

Talent Brand Reach

Talent Brand Reach

Talent Brand Engagement

Talent

1,379,960

members

members

479,562

Cameron 35%

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We compare your Talent Brand Index vs peers

Employer of

choiceWeaker talent

brand

Peers:

• Peer 1

• Peer 2

• Peer 3

• Peer 4

• Peer 5

• Peer 6

• Peer 7

• Peer 8

• Peer 9

101 of

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Your Talent Brand Index varies across the functions

you are looking to hire…Ta

len

t B

ran

d In

de

x

Talent easiest

to engageTalent hardest

to engage

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…and across the geographies where you have a

presence

Talent easiest

to engageTalent hardest

to engage

Ta

len

t B

ran

d In

de

x

+

LinkedIn can help you build your talent brand and

accelerate your ability to attract top talent

We can track how your Talent Brand Index

progresses over time

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Cameron New Employees - INpacted Hires on LinkedIn

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*Definition of INpacted Hires

June 19th WEBINARIdentifying High-performing Candidates That Will Succeed In Your Organization

Sponsored by: SkillSurvey

July 24th MICRO SUMMITThe Westin Houston, Memorial City

• Recruiting And Workforce Analytics

• Hiring High-performing Candidates

• Oil & Gas Salary Benchmark Survey

Sponsored by: Ascende, SkillSurvey

Fall 2014 WORKFORCE NEXTSUMMITPremier event focused exclusively on recruiting/talent acquisition, retention and

energy workforce management for Upstream, Mid-Stream and Downstream.

UPCOMING EVENTS

u p s t a r t 3 6 0 . c o m / l i v e

WORKFORCE NEXT brings together a high-level community of HR

executives, talent and workforce management professionals, and stakeholders

focused on labor demand issues and challenges in the energy industry.

• How to find & recruit great people in a hyper-competitive market

• How to retain current employees

• How to train, grow, motivate your teams

• How to transfer knowledge from a rapidly retiring workforce

• And how to keep up with ever-growing employment regulations

There are unique differences market-to-market and WORKFORCE NEXT

focuses exclusively on challenges in the oil & gas and energy industries via live

solution-based events where you‟ll network with industry leaders.

U p s t r e a m ● M i d - S t r e a m ● D o w n s t r e a m

Learn More: WFN360.com

WORKFORCE NEXT

u p s t a r t 3 6 0 . c o m / l i v e

THANK YOU

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