This Meet-up is the 3rd edition of our Tech Recruitment Meet-up and this time we've decided to focus on a specific area of Recruitment: Leadership Recruitment
We have three speakers lined up, who will share different perspectives on leadership recruitment, followed by a panel discussion.
18:00 - Networking drinks & pizza
18:45 - Talks
19:30 - Panel discussion
20:00 - Networking drinks and snacks
Peter Coulson (Talent Acquisition Specialist - Leadership; Zalando; https://www.linkedin.com/in/petercoulson/)
"Future of leadership hiring in hypergrowth companies"
Small, medium, boom! More than a handful of companies are in hypergrowth mode and don't seem to be slowing down. This mode or phase of growth can push companies, especially hiring, to their limits or even over the edge. If not done correctly, this sensitive but crucial time in a companies' life is a necessity. It can be a "make or break" situation. We've seen the David and Goliath of tech giants battle it out in our generation. Who wins in this scenario? David, the underdog tech startup that's cool, flashy, and free? Or Goliath, the tech giant with money, power, and a large footprint?
Leadership hiring can look like a periodic table within hypergrowth companies due to the complex nature of rapid expansion and the plethora of requirements coming from your Hiring Managers. The competition is fierce and the demand for talent is high. Leadership candidates are in a position where they have options all over the world. They can be pickier than ever.
I'd like to share my point of view on the future of leadership hiring and how we can attract as well as retain suitable leaders in hypergrowth companies.
Ross Inman (Senior Technology Recruiter; Booking.com; https://www.linkedin.com/in/rossbooking/)
"How to create a best in class candidate experience for leadership candidates"
The tech talent pool is small. The tech talent pool for building a global experience marketplace at our scale is even smaller. When hiring for leadership roles, bringing in external leaders who raise the bar, we’re talking about a very small pool of hyper in-demand talent. When you have engaged a candidate with multiple great opportunities on the table, how can you differentiate your company over the rest? By delivering the best candidate experience. There’s no silver bullet, and no one size fits all approach, but there are many proactive steps you can take to radically improve this experience. It might be the difference between bringing in exactly the right leader for this part of the business; now or in the future.
I’d like to share my journey at Booking so far - the mistakes / the improvements, the failures / the successes - and see how delivering the best candidate experience can impact leadership hiring.
Learco Finck (Executive Recruiter, Headhunter; Tomato Talent; https://www.linkedin.com/in/learco-finck-2a81066a/)
Title: Do you have a talent problem or a hiring problem?
Most leadership searches are one-offs. This appears to be the case even more so in the technology sector where companies grow fast and regularly encounter new challenges they have never faced before: we need a new CTO who can scale engineering from 50 to 500 people; we now have multiple product lines in multiple markets and need a Chief Revenue Officer who can oversee the entire customer pipeline and allocate resources strategically, etc. But how do you hire for a role you have never seen up close before? How do you know what to look for? What does great look like? How do you ensure the rest of your team has the same view of the requirements?
I'd like to spend time discussing some effective methods and process steps that will 1) Help hiring teams to align 2) Help recruiters and hiring teams to align; and 3) Help a company come to a quick understanding of what the talent market has to offer in comparison to its hiring assumptions.
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