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Session from the ERE Expo Spring 2011, presented by Dan Jessup
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Dan Jessup VP Human Resources, Groupon
¤ Launched in Chicago in November 2008
¤ 200 employees Jan 2010, U.S. only
¤ 6,000 today, 40+ countries. (1,600 domestic, recently at a clip of 200 / mo)
¤ Time-sensitive offers from local merchants, shared with opt-in subscribers
¤ Tech, Sales, Editorial, Customer Service, Marketing
¤ Chicago & Palo Alto – U.S. hubs
� Leave the interview with comfort that we’ve met the person, vs. the applicant
� Assess mutual match beyond the honeymoon phase
� Candidate to feel & believe that he/she has been given the chance to vet us as thoroughly as we did him/her
� Candidate to feel they know how the potential role fits into the larger org
� Think past the immediate need – and steer
hiring managers to do the same � Recruiters as a resource to the candidate vs.
a gatekeeper � Recruiters as partners vs. vendors to hiring
managers � Accelerate the relationship between
candidate & us through our messaging. � Not assuming candidate –at any level- wants
the job simply because they’re interviewing …even if candidate may not realize that yet.
� Social Media presence � Employees � Job postings – external & on corp site � Non-recruiting marketing & media
presence � Office � Interview � Expectations & Follow-up � On-boarding / Orientation
� Set the expectation – esp. expectation of tone
� Transparency � Pride and excitement � Take our jobs very seriously, but might
not take ourselves too seriously � Use objectivity to set the table for an
often subjective decision � Humor as a strategic tool - to show vs. tell
� Tangible vs. Intangible aspects of the candidate, the role, the company
� Risk of allowing skills & experience relevance to drown out team dynamic considerations
� “Reading people” � Impact of improvisation – emphasis on
listening & reacting, and on subtext • How vs. What
� Dedicated page for Recruiting
� Dedicated handle - @grouponjobs � Consistent branding through FB as well…
same handle, same primary admin on our team
� Objectivity � Clarity � Surprise � Humor � Eliminate, or acknowledge clichés
� We have an opening for an additional staff accountant. This should not be confused with a staph accountant, for which we do not have any openings at this time.
� [Core components & Requirements follow]
� All candidates draw pictures of themselves while waiting for meeting
� Reading material includes Awkward Family Photos, The Pop-up Book of Phobias, along with copies of recent press coverage (i.e. Forbes)
� Most interviews start with tour, explaining how each department fits into the plan
� Walls covered with mix of white-board collaboration, headshots of employees, or white-board random art
� Not assuming the candidate wants the job � Level the playing field, act as resource –
even if that means challenging the candidate
� Conversation more than Q&A � Multiple people, strategically balanced
for style & purpose � Closing out, setting expectations…re-
emphasize objectivity & lack of assumptions
¤ Care vs. obligation, and the good kind of pressure
¤ Embody the culture you want to project. ¤ Where’s their moral compass? ¤ How comfortable are they calling out the
cons as well as the pros? ¤ Benefits of relevance ¤ How do they blend confidence with
humility?
� Employment branding as a tool to set the table for an accelerated discussion
� Emotional & Social Intelligence of Recruiters and Hiring Managers
� Ensure team dynamic considerations are given same weight as skill & experience relevance. (Mantra?)
� Hire a lot or a little in a short time frame, but don’t hire fast.