Here’s How LinkedIn Is Trying to Improve Both Sales and Recruiting
Two years ago, LinkedIn realized how much it needed not just a lot of good employees quickly but a lot of good recruiters quickly. It came up with an uncommon answer, one its recruiting director Brendan Browne talked about at today s ERE conference in San Diego. First, to give you a sense of LinkedIn s employee-population growth, I ll put it this way: it started off 2010 with about 500 people; 2011 with about 1,000 people; 2012 with about 2,100 people, and 2013 with about 3,458. Anyhow, LinkedIn turned to its sales organization to find salespeople who d rotate through the recruiting department. (More here, by the way, on what it looks for when hiring salespeople.) These salespeople, many young people pretty fresh from top schools, spend a week learning the ropes in recruiting. Then they spend three or four months actually doing recruiting. About 80 people have been going through this program annually. Browne s seeing benefits on both sides. For the talent acquisition department, he feels like the program is raising the skills bar, as the young guns are performing at as high levels as some recruiting veterans, and their success, skills, and ideas are rubbing off on some colleagues. For the salespeople, these recruiting-trainees are getting closer to the customer. In other words, they work for a company that sells to recruiters and here they get to spend some time actually being a recruiter, thus putting themselves in the shoes of the people ripe for buying LinkedIn products. This is all part of a larger effort by LinkedIn to improve skills like business acumen among LinkedIn recruiters. As an example, LinkedIn is trying to convey to recruiters who ll convey this to candidates the total addressable market for LinkedIn (including the statistic you see in the graph about a 3,300M+ worldwide workforce that s a potential market for company). What this is about is how big LinkedIn can be, both in terms of the number of members as well as financially, such as the Internet advertising and recruitment advertising spending the company can capture. LinkedIn s size and scope is a critical part of its pitch, its value proposition to candidates: we re big, we re growing, and let me tell you . we can get even bigger, reach more people, and make a lot more money. If you did a where are they now? with graduates of the training program, you find that some are in sales, some involved in LinkedIn non-profit board work, and others in talent acquisition. Browne, says, smiling, that we kind of cherry pick some of the people we think are the best, and convince them to stick to recruiting. 管理新知 您可能感兴趣的文章 2012实习生调研报告 2012-05-10 你可以不成功，但不能不成长！
2017-05-18 How to Choose a Career 2012-10-24 最近文章 TEST 2018年01月15日 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？
2018年01月15日 阿里为什么不去清华招人？
2018年01月15日 因利益冲突，Facebook COO和Twitter CEO退出迪士尼董事会 2018年01月15日 热门文章 嫖娼被抓不属无故旷工，公司解雇赔4万！（法院判决） 2018年01月15日 如何判断你是否具有HRBP胜任力？
2018年01月15日 阿里为什么不去清华招人？
2018年01月15日 2017年度职场出差行程调查，出差最多的居然是他们！！
2018年01月12日 员工在自己QQ空间评论HR经理吃屎，可辞退他吗？
2018年01月11日 扫一扫 加微信【已隐去】 关于沙龙 顾问委员 广告推广 隐私安全 联系我们 申请vip会员 支付方式 市场合作或广告投放 电话：【电话已隐去】 邮件：【邮箱已隐去】 在线QQ【已隐去】 VIP会员 企业VIP会员 机构VIP会员 广告刊例 商务合作 Follow HRSalon