►
From YouTube: Data Driven Recruiting
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
B
Sure
so,
let's
see,
if
I
can
make
it
as
is
sort
of
clear
and
concise
as
possible.
So
it's
sort
of
set
against
the
backdrop
that,
in
my
experience,
a
recruiter
seemed
to
be
running
around
sort
of
chasing
their
tail.
A
lot
prioritization
is
hard.
Focus
can
be
difficult,
yet
there's
more
data
than
has
ever
been.
They
can
help
prioritize
in
a
really
focused
kind
of
simple
way,
and
you
know,
as
we
start
thinking
about
this
sort
of
this
model,
we
call
it
some
data-driven
recruiting
pretty
pretty
simple
way.
B
To
sum
it
up,
I
went
around
talked
a
lot
of
our
recruiters
and
said:
hey?
Can
you
list
out
for
me
the
next
fifty
to
a
hundred
people
that
you're
gonna
call
for
any
given
role
and,
and
why
and
myself
included,
I
couldn't
probably
get
past,
probably
five
or
six
people
in
terms
of
stack
ranking
out
of
a
hundred
who?
How
I
should
spend
my
time?
And
it
was
really
clear
to
me
that
there
is
really
no
prioritization
that
goes
on
in
recruiting
largely
about
who
to
pursue.
B
It
comes
down
to
making
judgment
about
backgrounds,
other
people
that
are
referred,
perhaps
so,
really
what
we
sort
of
built
out
was
taking
a
page
out
of
a
lot
of
sales
and
marketing
strategies,
and
things
like
that
where
we
started
by
sitting
down
one
example:
I
gave
you
we
sat
down
with
our
head
of
engineering
and,
at
the
time
hiring
senior
systems.
Infrastructure
engineers
was
a
priority,
still
is
today,
and
we
said
first,
we
want
to
get
really
clear
on
what
makes
a
world-class
systems
infrastructure
engineer
a
quality
bar
that
we
can
articulate
quantify.
B
We
use
past
performance
scores
from
our
current
I.
Don't
current
infrastructure
employees,
infrastructure
engineering,
employees,
I
didn't
wanted
to
get
to
the
point
where
if
one
of
our
engineering
engineering
leaders
saw
a
profile
they'd
be
able
to
sort
of
snap
their
fingers
and
say
that's
the
person
I
want
to
hire.
So
we
established
that
bar
in
a
quantitative
way.
If
you
picture
a
sort
of
a
two-by-two
graph
for
box
graph
on
one
access,
we
had
that
Quality
Score
and
then
on
the
other
axis.
We
had.
B
B
Signals
that
would
help
us
as
recruiters
really
get
laser
focused
on
who
to
call
first
and
how
to
prioritize
our
time
and
those
signals
are.
Do
someone
follow
your
company
if
someone
clicks
on
follow,
get
labs
statistically.
That
matters
today
share
content
related
to
the
domain
that
we
want
to
hire
for.
Do
they
follow
companies
that
are
a
proxy,
for
they
might
be
a
good
systems
infrastructure
engineer?
B
Do
they
like
content,
that's
related
to
what
we
care
about
and
then
the
most
obvious
and
most
overlooked
signal
is:
do
they
have
a
first
degree
connection
of
consequence
within
the
company?
So,
as
we
gather
those
signals,
we
just
we
plotted
the
talent
pool
against
them,
so
we
found
the
best,
so
the
top
2,000
people
that
met
the
quality
bar
and
we
plotted
them
against
this
two-by-two
graph.
The
upper
right
is
highest
quality
in
highest
affinity
and
we
found
that
600
600
99
of
the
best.
B
2699,
the
best
2000
systems
infrastructure
engineers
were
connected
to
our
engineers,
so
1/3
of
the
market
had
first
degree
connections
we're
following
LinkedIn
and
AD
quality
that
we
scored
off
the
charts
when
the
reason
I
mentioned.
That
is
because
those
699
which
we
deemed
to
be
the
best
in
quality
and
best
in
terms
of
their
affinity
towards
our
company.
B
So
that's
what
we
did
and
to
do
that
we
went
to
our
head
of
engineering,
said:
look
I,
don't
even
want
the
recruiters
reaching
out
to
these
people
will
will
mobilize
you
and
your
team
will
write
emails,
we'll
explain
what
our
strategy
is
and
we
need
you
to
really
help
pull
your
team
into
this
process
of
outreach
and
recruitment
and
what
we
found
when
we
did.
That
was
and
again,
we've
typed
the
email
safe
to
follow
up.
B
We
project
manage
the
heck
out
of
the
process,
but
the
neat
thing
about
it
was:
we
saw
a
bee
response
rate
which
had
been
about
28%
from
candidates
that
we
were
passively
recruiting
to
85%,
so
that
gave
us
nothing
the
mr.
the
first
sort
of
pilot
we
did
using
this
method
and
then
we
from
there
just
decided,
because
the
statistics
were
so
strong
to
put
a
tremendous
amount
of
focus
on
that.
B
So
today,
if
I
talk
to
a
recruiter,
what
I
want
to
understand
is
how
big
is
the
total
addressable
market
for
their
particular
rec,
that
they're
filling
I
don't
care?
How
many
people
are
in
the
pipeline?
I
just
want
to
know
that.
Do
they
know
the
market
well
enough
and
then,
if
they
sized
it
up
with
these
signals,
so
they
can
prioritize
the
best
people
in
that
market
to
then
hopefully
get
a
higher
conversion
rate,
and
that's
where
the
simple
and
kind
of
quick
way
to
to
sum
it
up.
Thank.
A
C
It's
a
great
description
and
Brendan,
and
it
sounds
like
you're.
Getting
like
double
benefit
may
be
exponential
benefit
from
the
fact
that
you're
working
in
theaters,
because
one
of
your
accent
that
you're
using
is
affinity,
which
you
know
folks
that
are
connected
to
somebody
who
follow
a
LinkedIn
and
do
these
various
things
are
more
likely
to
reply.
C
It's
something
I
think
we
could
pick
up
on
on
and
maybe
replicate
on
it
to
have
one
of
the
variables
be
something
we
care
about
this
location.
Yeah
we
index
on
somebody.
That's
located
not
in
the
Bay
Area
but
meets
our
bar
is
considered
one
of
the
best
in
this
field
on
our
qualitative
assessment,
how
good
they
are
and
then,
if
they
happen
to
be
in
a
lower
cost
market,
there'd
be
a
real
cool
variable
for
us
to
play
with,
but.
B
Yeah
yeah,
you
I
mean
you
gotta,
you
totally
got
a
diamond
that
you
can
throw
whatever
signals
you
kind
of
want
in
there
in
moment
I
mean
today.
Most
of
these
signals
are
when
we
started
this
process
I'm
describing
we
were
kind
of
cobbling
it
together.
We
didn't
really
have
the
tooling
and
instrumentation
to
do
it
so,
but
today,
if
I
run
that
search
for
infrastructure,
NGM,
staff-level
infrastructure,
engineers
or
whatever
it
might
be,
all
of
these
signals
now
pop
up
in
search
results.
B
Most
people
would
say?
Yes,
if
we
just
put
someone's
name
in
the
subject
line,
the
same
result
would
happen
just
putting
hey
Dave
Brendan
thinks
should
be
great
at
get
lab
the
same
same
so
this
basic
tactics,
you
can
start
weaving
in
there.
The
downside
I
mean
it's
not
actually
a
downside.
You
just
need
to
be
mindful
of
it
is
you
know
you
want
to
make
sure
we're
not.
We
want
to
make
sure
we're
not
getting
too
much
homogeneity,
given
that
you
know
we're
relying
I
like
who
knows
each
other,
so
you
could.
B
You
can
even
drop
that
signal
and
then
for
anyone
who
didn't
have
affinity
but
was
high
on
the
quality
so
like
made.
Our
quality
bar
on
paper
had
no
affinity
to
the
company.
That's
what
we
started
to
use
her
branding
and
marketing.
You
know
true
marketing,
consumer
marketing
would
send
them
white
papers
and
other
things
just
to
warm
people
up
and
say
Dave.
Just
like
you
said,
we've
sized
up
the
market.
We
really
understand
that
you're,
one
of
the
top
people
quantitatively
we'll
figure
that
out
we'd
love
to
stay
in
touch.
B
C
B
Yeah
I
mean
it's:
it's
it's
marketing,
I'm,
not
a
marker,
but
as
we
started,
this
I
told
our
CMO
I
said:
can
you
we
need?
I
would
like
to
have
support
from
like
a
true
for
data-driven
marketer,
who
really
understands
us,
the
consumer,
sort
of
look
and
feel
of
marketing.
So
it's
it's
one
of
those
opportunities
where,
if
you've
got
a
good
marketing
mind,
it
can
really
be
a
lot
of
fun.
That's.
A
C
B
C
You
talked
a
little
Brandon
about
some
hiring
managers,
maybe
being
reticent
either
because
they
know
the
person
they
don't
want.
It
feels
awkward
because
of
the
relationship,
if
you
run
into
any
other
obstacles
with
rolling
out
this
approach.
That
would
be
beneficial
for
my
team
to
be
aware
of,
as
we
consider
it,
I
mean.
B
Some
of
the
inmates
a
bit
is
a
behavioral
change
for
for
our
recruiters,
and
you
know
we
we
have.
You
know
we
built
some
success
and
sort
of
scaling
recruiting
by
having
a
very
sort
of
a
lot
of
division
of
labour
across
the
steps
and
recruitment
and
people.
Just
you
know
if
I
was
a
junior,
sorcerer
I
had
one
thing
to
do,
and
I
just
did
that
all
day
long.
So
now
we're
saying
you
know,
hey,
you
want
to
step
back
size
up.
B
The
market
spend
some
extra
time
which
wish
for
a
lot
of
recruiters
who
just
want
to,
like
you
know,
nail
their
numbers
nail,
their
in
mail
numbers
nail
their
outreach
numbers.
This
is
a
little
bit
of
a
different
shift
and
we've
even
seen
that
kind
of
influence
and
advising
which
people
talk
a
lot
about
in
recruiting
it
becomes
this
that
becomes
a
bigger
part
of
the
job.
So
if
you're,
a
engineering
director
and
I'm
trying
to
recruit
mobile
engineers
for
your
crew,
you
know
the
expectations
starting
to
become
you.
Gotta
go.
B
B
Would
we
don't
do
it
as
much,
but
at
the
beginning
we
kind
of
micro
managed
to
check
our
majority
of
recruiters
looking
at
these
signals
before
they
reach
out,
if
nothing
else,
because
you
know
sort
of
like
if
the
very
least
guys,
if
you
reach
out
to
Dave-
and
it
turns
out
that
Dave
is
a
good
friend
of
mine
and
I'm.
You
know
I
sit
right
next
to
you,
it's
kind
of
embarrassing,
and
that
would
happen
so
we
had
I
remember.
B
There
was
once
somebody
reached
out
to
a
really
good
engineer,
a
female
engineer
of
a
company.
You
would
know
literally
within
about
an
hour.
An
email
went
that
in
mail,
which
was
a
basic
crappy
outreach.
A
lot
of
recruiters
said
I
would
say,
I
would
say,
there's
a
lot
of
bad
outreach.
That
goes
on.
Someone
came
over
to
the
recruiting
team
here
and
said:
hey.
Why
you
reaching
out
to
my
friend,
if
you
just
looked
at
our
her
profile,
you
would
know
that
we
have
a
lot
of
things
in
common
were
very
we're
very
tight.
B
This
is
a
ridiculous
you
all
you
need
to
do
is,
and
literally
the
person
walked
locked
on.
This
worked
on
the
same
floor,
so
recruiting
tip
so
those
that
that
kind
of
put
a
little
bit
of
a
dent
in
our
brand
and
we
were
sort
of
eating
some
humble
pie.
Hey,
look!
Sorry!
We
should
have
checked
so
a
lot
of
its
change
managers
to
slow
down
and
take
advantage
of
all
the
data
that's
available
before
you
start
the
actual
outreach.
So
that's
just
the
probably
the
biggest
tip.
B
C
B
That's
exactly
what
we
did
so
we
we
took
a
guy
who's,
pretty
data
and
savvy
and
put
him
on
those
699.
They
were
high
affinity
and
high
quality,
and
our
expectation
was
this
is
going
to
be
a
nurturing
exercise
where
relationships
will
deepen
and
that'll
be
good,
but
actually
that
guy
that
recruiter
became
the
most
successful
recruiter
that
we
have
ever
had
during
that
period
for
infrastructure.
B
So
we
found
that,
like
it
went
even
further
than
just
sort
of
warming
people
up,
we
were
able
to
get
a
lot
of
conversion,
and
then
we
also
found
the
people
that
made
it
through
this
channel.
This
data-driven
recruiting
outreach
channel
made
it
through
our
process
with
a
higher
success
rate
in
higher
velocity
than
any
other
channel.
A
lot
of
it's
probably
cuz,
there's
they're
already
warmed
up,
etc,
but
it
was
just
another
data
point
to
say:
let's
really
make
this
kind
of
the
heart
and
soul
of
a
lot
of
how
we
recruit.
C
Great
because
you're
getting
a
pretty
quick
indicator
of,
are
they
great
and
are
they
potentially
motivated
connected
and
warm
to
the
opportunity?
And
if
those
two
things
happen,
your
assumption
should
play
out
via
the
data
that
these
folks
are
more
successful,
more
likely
to
join
and
succeed
throughout
LinkedIn
loops
and
ultimately
receive
and
accept
offers.
You.
B
Got
it
you
got
it
and
we
Det?
Interestingly,
we
don't
have
a
CRM,
so
that's
our
you
know.
We're
we're
in
the
process
of
looking
at
putting
in
a
new
ATS
I
would
probably
argue
ever
see.
Arms
probably
been
more
important
just
because
we
now
have
all
these
this
great
way
to
gather
some
data
and
to
be
more
intelligent,
and
we
don't
have
the
best
tooling
so
yeah,
if
your
CRM
guy
awesome,
if
you're,
not
I'd,
say
I,
think
good
CRM
matters.
We.