How do big data change recruitment patterns?

In the British economist's view, as a global job-recruiting website, the Internet (LinkedIn) has not only changed the traditional recruitment model, but more importantly, in the large Data environment, 313 million user information will become its "hidden gem."

For an enterprise, an empty office may herald prosperity or decay. For Frank Han Lai, luckily, his company belonged to the former. Korea's Kenandy company is a cloud computing company. As a company HR, he is busy recruiting staff. In some cases, he will recruit through the UK network (Linkedin).

LinkedIn is headquartered in the southern Mountain View of Kings, California. Formally created in 2002, and is "connected to the global workforce" as a mission. Allen Blue, one of the founders of the company, said, "there is a lack of support for teams, offices and large institutions in the early stages of entrepreneurship, and many entrepreneurs need access to interpersonal relationships" (Allen Broux). Since then, LinkedIn has been like an online address book and resume, providing a platform for anyone who wants to step into the workforce.

Over the past three years, LinkedIn's users have grown by nearly twice times, to a total of 313 million people. Among them, users outside the United States accounted for Two-thirds. Most of the users are professionals, with university graduates as the main body.

Most users do not pay, and they list the details of their education and careers on LinkedIn to attract the attention of headhunters. There are also users who have purchased subscription services that allow them to customize settings, publish larger photos, send 25 of emails to other users each month, and so on. The subscription service brings one-fifth of total revenue to LinkedIn. The company's two-quarter earnings amounted to 534 million dollars, an increase of 47% per cent.

However, LinkedIn has not only provided opportunities for people to make friends, but has also changed the way the labour market-job seekers find jobs and employers look for employees. As professionals flock to the digital platform, corporate recruiters lament that the job search rules are completely changed here.

LinkedIn's ambitions are more than just the present. CEO Jeff Venas (Jeff Weiner) envisions so-called "economic charts" that connect people who seek, open careers or seek career development. He estimates that the global workforce is about 3 billion, which is the number that LinkedIn users will eventually reach. In other words, in addition to recruiting, LinkedIn wants to change the way the labor market works and increase economic efficiency.

"Passive" job seekers accounted for 60%

LinkedIn's revenue comes mainly from recruiters. They check the right candidate information by paying the fee. Recruiters can also advertise on the site by paying. The business, known as the talent solution, accounts for about three-fifths of sales.

The business can provide a more accurate search for recruiters to help them find the right candidate. Ahuja, Infosys, India's software company Infosys, a European-Asian recruiting specialist, wants 200 MBA students from hundreds of college graduates.

One of the benefits of LinkedIn for recruiters is to make it easier for recruiters to find those who are not looking for new jobs, but who are facing better job opportunities. "Passive" job seekers account for 60% of the total number of users, says Dan Shapero, vice president for talent Dan Chapello.

LinkedIn makes hiring no longer dependent on hiring companies. In this sense, the site also poses a challenge to the recruiting model. Two years ago, Ahuja said, he hired an external recruiting agency to complete 70% jobs in the European quarter. Now the hiring company's share has fallen to 16%.

Steven Baert, head of human resources at Novartis's Novartis pharmaceutical company, said he had recruited at least 250 employees through LinkedIn last year. In the past, it may have taken a headhunter to achieve this goal.

However, for senior positions, LinkedIn is still too popular. But LinkedIn is also on the rise in senior job openings. Hubert Girot Hubert Giraud, head of human resources at the Capgemini consulting firm in France, said last year he hired 33 managers in India through the network. "I don't have to pay a huge amount of money to a headhunter, even if it involves hiring at the top," Ahuja said. ”

"LinkedIn is a good way to recruit professional aircraft pilots," says Glenn Cook, Boeing's global personnel director, "and you may not expect these people to appear on LinkedIn, but they do Glenn Cook." Before that, some of Boeing's jobs had been vacant for "6-8 months".

In fact, LinkedIn makes it easier for businesses to get talent and lose talent. In many enterprises, a large number of employees have become LinkedIn users.

When he runs Capgemini's business process outsourcing, Giraud says, he encourages its 15,000 employees to use LinkedIn. "I think it's a good thing to have a good outlook, and we want to make sure our business partners have a clear understanding of us," he said. ”

In fact, in LinkedIn, companies will also compete. On the web, job seekers score a company that has worked or applied. Chapello called it the "sales and marketing Process". In this process, the company attaches great importance to its reputation, so as to attract job seekers. They can track how many of their employees have changed jobs to compete for jobs, and how many job seekers are about to compete.

LinkedIn users can "follow (follow)" to other businesses, reflecting a potential interest in a job. Novartis Pharma and Infosys have about 500,000 followers on Likedin. America's tech giants have more followers.

LinkedIn attracts a growing number of users in many countries and industries, and its data is becoming richer. CEO Anthony Weiner believes that if you track the relationship between workers, businesses, and universities, or portray people's careers, qualifications, and skills, and use them as a requirement for recruiters, the information you get will help improve the labour market: this is a big figure in the labour market.

"Gems" behind large data

In principle, the exchange of labour helps the labour market operate more smoothly, virtually reducing unemployment among European youth and helping to provide jobs for millions of people in rural China.

These aspirations are ambitious, helping to eliminate the mismatch between professional skills and employers ' needs, as well as alleviating the problem of distance between work and place of residence.

But LinkedIn admits, "there are still obstacles we have yet to face." "For example, LinkedIn users have not broken out of the workforce. In the end, LinkedIn may provide Internet services to remote parts of the world, just like Amazon and Google. But there is still a long way to go to achieve this goal.

However, in addition to finding jobs and providing jobs, LinkedIn is starting to open up new frontiers. Undergraduates can find out how many seniors have entered a company or field through LinkedIn, which helps them plan their career path.

Some companies have started using LinkedIn data to help them determine where to set up new factories or new offices. Based on the skills provided by users and the demand for such workers across the United States, LinkedIn data engineers can find "hidden gems"-places with a large number of potential employees for job hidden, without the need to face intense industry competition.

Since early June this year, the posts offered on the website rose from 350,000 to 1 million. The recruitment of IBM software engineers on the Web page may include the recruitment of Pizza Hut (Pizza Hut) delivery clerk or Home Depot Depot cashier. This is because LinkedIn provides job information through recruiters ' pages, human resources databases, and existing paid ads.

It is difficult for us to conclude the final result. Even if the grand vision of LinkedIn's CEO, Anthony Weiner, is finally realized, a huge amount of data will improve the job-search situation, which cannot solve the global unemployment problem. Many economists, in explaining the problem of high unemployment in the West, often blame the weakness in total workplace demand, rather than the mismatch between jobs and skills.