Brendan Browne, VP of Talent Acquisition at LinkedIn, shares an inside look at the LinkedIn recruiting team's strategic roadmap. Catch the best of Talent Connect: http://bit.ly/2e5ojNe

1. TA Roadmap
Brendan Browne
VP, Global Talent Acquisition
LinkedIn

2. 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

3. To design, build and share
Best on Planet Recruiting
Vision

4. We are LinkedIn
powering
LinkedIn, revolutionizing
the hiring experience
Mission

5. 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
Objectives
3
Define our
Goals
4
VISION
MISSION
STRATEGIC OBJECTIVES
GOALS

6. 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

7. Strategic Objectives and Goals
Establish 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

8. 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

9. Prioritization Approach
HIGH VALUE
LOW VALUE
LOWPROBABILITY
HIGHPROBABILITY
Big Bet
Double down
(choose selectively; get involved personally)
Effort = High
Junk
Destroy
(invest time to eliminate)
Effort = High at times
Home Run
Delegate
(delegate to a star; watch execution closely)
Effort = Medium
Small Win
Delegate
(delegate and limit effort)
Effort = Low

10. 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)?

11. TA Roadmap
How We Execute Projects

12. 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

13. TA Social Contract
Don’t Be
a Spectator
Company,
Team, Self
2
We will not
let each
other fail
3
Decide
and Go
4
Respect
1 5
Belonging

14. TA Roadmap Meeting Objective
Meeting 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

15. Roles & Responsibilities
TA 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

16. 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 Team
Pillar Team
Project Team
Pillar Team
Project Team
Pillar Team
Week 4
Project Team
TA Roadmap Review
Project Team
TA Roadmap Review
Project Team
Quarterly Pulse Check
Quartery TALT/TAM offsite

17. RAPID Model
Role 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
DECIDE
Make the decision
and commit the
org to action