Melissa Thompson  Sr. Director, Talent Acquisition  Citrix

360 Sourcing:How to Find the Best Internal & External Talent

  Tom Poole  Director of Recruiting  Vantiv

© 2013 Citrix #intalent

A world where people can work or play from anywhere

© 2013 Citrix #intalent

Citrix Recruiting 2010 Opportunities for Improvement

• Generalist Recruiters

• Contractor Reliance

• Staffing Agency Spend

• No Job Posting Strategy

© 2013 Citrix #intalent

Citrix Source of Hire Model

Direct Source

College Hire

Contractor Conversion Employee Referral

Internal Hire

Staffing AgencyCitrix RecruiterCitrix WebsiteInternet Job BoardsNetworking or ConferenceProfessional OrganizationNiche Job Boards

© 2013 Citrix #intalent

Internal Recruiting

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Responding to HR leaders concern with lack of internal movement

Increase internal job posting visibility

• Push jobs out via an Opt In email push• Pull internal candidates in via Internal

Branding

2010

2011

2012

2013 YTD

0% 5% 10% 15% 20% 25%

21%

13%

13%

15%

Global Internal Hire %

© 2013 Citrix #intalent

Internal Recruiting

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Key: Make sure you market internally to your

employees

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External Recruiting Increasing EMEA referrals from 16%

Kickoff from Sales Leader

Having talented friends can now pay off, literally

Email Signature with hot link to ERPStacy Smith Senior Recruiting Specialist - EMEA

Citrix France | Cœur Défense, Tour B, 31ème Etage - 100 Esplanade du Général de Gaulle | 92932 Paris La Défense Cedex| France

T: +33 1 4900 3309 (x33309) | M: +33 (0)630 515 915 | F: +33 1 4900 3303  

stacy.smith@citrix.com www.careers.citrix.comThe Citrix Mobility team in EMEA is hiring, and will pay you up to €5000 if you help find the right talent for newly opened positions. For the remainder of Q2, if you recommend someone for and EMEA Sales job and the person remains employed with Citrix for more than three months, you can earn $2500 and also be entered into a drawing for prizes that can include smartphones, tablets and more! Referrals hired for the EMEA Mobility business earn 5000 and will also be entered into the prize drawing. See the current job openings at http://careers.citrix.com. employee. Sales director is going mobile

EMEA launched an Internal Branding Blitz• Leadership Kickoff• Posters and tent cards• Email signature banners

Taken from Citrix Intranet

Key: Marketing EMEA ERP nearly doubled

referrals

© 2013 Citrix #intalent

ERP Refresh

8

2010 2011 2012 YTD 2013*0%

5%

10%

15%

20%

25%

30%

35%

40%

17%

31% 28%36%

Key: Market the ERP to increase the best source

© 2013 Citrix #intalent

Driving Source of HireFundamental Focus on changing the source of hire mix

Reduce Agency Spend

Increase Direct

Source Hires

Two primary driversRecruiter Behavior• Quarterly Scorecard

Sourcing Strategy• LinkedIn Recruiter

© 2013 Citrix #intalent

Scorecard: Measure What Matters

Drivers Results

Sourcing Behavior

Recruiter Competition

Volume

Time

CostOffer

Accept

Direct Source

31%

Quarterly Scorecard

Key: Use metrics to drive recruiter behavior

© 2013 Citrix #intalent

Quarterly Scorecard Sample

Recruiter Direct Source (30%)

Agency (5%)

Kevin Engineering 53% 0%

Jim Sales 10% 27%

Leslie Corporate 38% 8%

Sally Services 26% 2%

Key: Improve metrics through

tracking and reporting

© 2013 Citrix #intalent

Sourcing Strategy: LinkedIn Recruiter

Individual Behaviors

• Recruiter Usage

• InMail Response Rate

• InMail Accept Rate

• Hiring Manager Share

Corporate Behaviors

• Work With Us

• Gold Pages: Targeted Career Info

• Ad Impressions

• Job Wrapping

Key: Get the most out of your investment

© 2013 Citrix #intalent

Things to Consider

Branding is the key to driving the source of hire mix

• Market internally to your employees• Market the ERP to increase the best source

Define the sourcing mix that works for your hiring volume and industry• Employee referral is your best source of hire• Direct sourcing focus results in driving down cost

Measure what matters and reward success

• The recruiter scorecard is one way to drive the source mix• Wherever you invest, measure the baseline then track to ensure ROI

Work better. Live better.

Sourcing 360

© Copyright 2012 Vantiv, LLC.  All rights reserved.Vantiv, the Vantiv logo, and all other Vantiv products or service names and logos are registered trademarks or trademarks of Vantiv, LLC in the USA and other countries.®indicates USA registration.

Tom Poole

LinkedIn.com/in/TomPoole

Talent Connect 2013

Who is Vantiv?

• Leader in electronic payments processing for merchants and financial institutions

• Headquartered in Cincinnati, Ohio with offices in 8 states.

• 5 acquisitions in the past 3 years• IPO in March 2012 (NYSE: VNTV)• 2700 employees, revenue of

$1.02B• Ranked as #20 fastest growing

technology company in the U.S. by Forbes

16

Challenges

• Lack of name recognition• Significant hiring needs • Vendor dependent recruiting• No employment branding • No social media recruiting presence• Limited systems and tools

17

Sourcing Model - Concepts and Philosophy

18

• Make all opportunities highly visible

• Create a simple program to increase referral volume, quality, and efficiency

• Drive engagement and collaboration with the business throughout the recruiting process

• Increase the time available to direct source

ActivePassive Direct

Passive Sourcing

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Job Postings and Automated Sourcing

Approach• Automated postings to all major sites and aggregators• Talent Network emails to prior applicants• Sponsor jobs through Recruiter• Work with Us• Set recurring searches / responses on boards

Key Metric• Applicants per requisition per month increased by 400% in past 18

months

20

Active Sourcing

Active Posting & Targeting

Approach• Share with network• Posting to groups – industry, skill, or geography specific• Educate hiring managers and LOB staff on posting process and

sharing with networks• Posting contest

Key Metrics• LinkedIn applications have increased to 500 per month in 2013• Inpact score has improved from 20% to 50% over last 12 months

22

Sample Hiring Manager Message

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Active Referrals

Approach• Targeted and specific referral generation• Focus on expanding referral base within non-executive staff• “When in doubt - pay it out”• Contest to drive gagement

Key Metrics• Referral hiring has increased to 36%• Referral payouts have increased from 42% to 73%• Internal referral network connections have increased over 400%

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gagement Contest Results

Name Day 1 Week 1 Week 2 Week 3 FinalPercentage

IncreaseAshley 214 309 408 417 536 150%Mike 157 305 530 588 652 315%Brian 197 263 410 448 462 135%Grace 64 89 178 270 385 502%Christy 95 130 196 196 196 106%Annamarie 27 302 500 548 645 2289%Lindsey 16 408 599 603 687 4194%Dana 17 99 251 448 479 2718%Rob 59 99 204 260 346 486%Rachel 20 33 48 56 97 385%Sonja 37 44 76 77 98 165%Shannon 52 52 143 157 167 221%Lauren 0 0 0 7 51 86%Kevin 0 0 4 57 57 93%

Total 955 2003 3547 4132 4858 409%

Direct Sourcing

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Direct Sourcing

Approach• Use project tools to automate updates and aggregation• Develop a targeted template –simple, confidential, and actionable• Stay in perspective / respect your time • Always look for a connection and additional insight

Key Metrics• Direct hires through LinkedIn accounted for 10% of external hiring in

2012 – a savings of over $750,000• Reduced agency fee frequency from 30% to 5%

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Alignment of Goals

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Alignment of Goals

Sample goals

• Minimum of 30 new connections per month• Connect to at least 50% of LOB and 30% of company• Post positions to at least 10 groups• Be a member of at least 30 groups• Minimum of 5 saved searches for high volume roles• Minimum of 4 proactive submittals per month

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Summary

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Key Results

• Increased referral hiring by 80%• Increased payout of referrals by 70%• Increased applicants by 400%• Reduced agency usage by 80%• InPact score increased to 50%• Reduced overall spend associated with recruiting by $1M

in 2012

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Key Points / Lessons Learned

• Automate posting and sourcing whenever possible• Connect internally AND externally • Educate and engage hiring managers proactively• Set clear goals and metrics to encourage Best Practices• Don’t underestimate the capabilities of the tools

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