Staffing Department

Agile Recruiting – Running

Marathon in Sprints

Verint At a Glance

Over 20 years old

Over 4300 people

world wide

1200~ people in

Israel

More than 500 R&D

in Israel

Deployed in over

150 countries

18k SQM office

space

Vision –

Actionable Intelligence for an Optimized Enterprise and a Safer World.

Global Recruiting

Management Bench

New Business Units

Growth Engines

New profiles

Competition

Intensive & Dynamic

Environment

Growth – What does it means?

The Beginning

It is all begun when we built the forecast�

Need More

CV’s

Creativity - to re-

invent the wheel

again & again

Better

cooperation

with the

hiring

managers

Social Media

Where are we

and where are

we not ????

Branding:

Verint as

Employer of

Choice

Cooperation

With Special

Tech-Units

5

Workforce Planning – Looking Outside

* Lower supply of good candidates and higher demand in our expertise

היצע השוק

Universities

Special Tech Units

Non Compete agreements

Competition Branding

6

Looking Inside – Being a BP - Strategy

Organization/ Business Strategy

� Expected growth & Attrition (Volume)

� Growth Engines (Technology & BU’s)

� Matrix Organization

� Management Bench

� Successors

� Internal transfers

� Innovation & Research

� Global Challenges

Recruiting

Process

7

Looking Inside – Being a BP - Strategy

Internal

Talent

Pipeline

New

Skills

Sourcing

Cooperation

Recruiting

Process

Organization

(Recruiting)

Structure

Bottlenecks

Targets &

Measurements

Engage

Stockholders

Recruitment Strategy

Innovation

8

Strategy – Check your bottlenecks

• Placement Partners

• 2 additional Coordinators

• Active search

• �

• Scheduling interviews

• Concentrated Days with

One time Screening

• �

• Another recruiter

• �

9

Talent

Acquisition

Manager

Recruiting Team

Placement

PartnersManagements

HRBP’s and other

HR functions EmployeesHiring

Managers

Matrix with the TAS

Recruiting

Center

Manager

Talent Acquisition Specialist

BU1 BU3

BU2

Recruiting

Cordinatoor1

Talent

Sourcer

BU1

BU2

BU3

But?

ProcessSourcing

TAS1 TAS3TAS2

Recruiting

Cordinatoor2

Recruiting

Cordinatoor3

10

Active Search – New function: Talent Sourcer

Since April:

• Reached to more than 1000 passive

candidates

• 37% accept rate

• More than 250 candidates in process

• 16 signed contract (direct from TS)

This tool is aiming for Strategic

& Executive positions

What kind of positions were recruited?

• Executive & Managerial

• Cyber positions

• Network security positions

• Communications expert

• Pre-sale

• PHD & Data Scientist

11

Training + Recruiting Cooperation

What?

Why?

� Great branding – “We teach technologies !!!”

� Short CT

� The ability to “design” our candidates/ New hires

� A chance for internal candidates who want to evolve (Potential to talent)

How?

� Due date for recruiting a “Training group”, Month~ of training and ready to go !!!!

High Potential

Candidate

(Perfect – X)

Training Program

for New Employee

(X)

Fit Employee

= Perfect !!!! ☺☺☺☺

12

Hiring Manager’s Workshop

� KOM

� CV Screening

� Candidate experience

� Phone interview

� Professional tests

� Recruitment System

� Professional interviews

� Basic assumptions

� Biases

� References

� Closing process & Salary Offer

Talking the same language !!!

+ New Hiring Managers

• 3 workshops in the last year

• Two days workshop (half days)

• More than 50 Hiring Managers participated

• 3 Simulations were included

Topics:

1st Day 2nd Day

This wasn’t only an interview workshop !!!

13

Employee Referral Internal Fair

• Internal web campaign regarding ER

• ER “booth” in the morning and before lunch

• Exposure to all our new positions (on a big screen)

• Trainings on the way employees can use LinkedIn

and FB in order to get more CV’s for ER

• Giveaways – to remember the campaign

and more�

14

LinkedIn Parties

What is it?

A cooperation with Employees & Managers which give them recruiting knowledge and tools regarding LinkedIn.

For who?

• Hiring managers

• Teams

• Tech Communities

• others

We are covering the following subjects:

• How to post a position in your profile

• Posting positions in groups

• Recommending profiles to staffing

• Boolean search for candidates in LinkedIn

It seems that the hiring managers enjoyed it and thought it was useful

The results of the satisfaction survey were: 4.67

15

Just Little Help From My Friends

Joe Cocker (1944-2014)

Placement Partners

• Changing the concept of placement companies to placement partners

• Decrease the number of partners we work with (creating “win-win”)

• Weeklies with our focal points

• Our sourcing methodology take our partners to the right positions (strategic).

Special Tech Units

• Cooperation with the units (Product ,business & tech trainings and more�)

• 1/3 of our organization:

• Round tables with employees

• LinkedIn Parties

• Advertising in “private” groups

16

Recruiting Processes

• Recruiting days

• Loop of Interviews

• References check

• Decision

Prepare and

extend Job Offer

Prepare for Hiring ☺,

and on boarding

Specific recruitment

Strategy and Sources.

Recruiting Center – Sourcing,

Screening & Invitations

• Professional

Interviews

• HR Interview

• References check

• Decision

Gra

duate

s, J

unio

rs

& E

xperie

nced

Senio

rs &

Uniq

ue

• Screening Interview

• Professional Interviews

• HR Interview

• References check

• Decision

Executiv

es &

Stra

tegic

17

Recruiting Days - What is it ?

CV Screening InvitingRecruiting

Day

Introduction

A week after

18

Recruiting Days

Recruiting days

• 32 recruiting days were organized

• More than 450 candidates arrived to the recruiting days (conference room 001), we present them

Verint, CIS & the position. There were giveaways on the table.

• 168 passed the professional tests. after the tests the candidates had a brunch and continued to

the interviews.

• More Than 50 new employees were recruited (Candidates got offers not more than 1.5 weeks

after).

19

Strategic Positions

1) Identification:

– RBP (Recruiting Business Partner) – every recruiter is responsible for a specific BU, have to know it

and understand the needs.

– Direct approach towards macro information and management (quarterly status)

– Better flow of information with hiring manager and indirect managers

– Prioritization (working on impartment and not urgent) -----------------------------------�

2) Specific Targets:

� Special measurements and targets for strategic positions:

• Project approach – not only to recruit, but who and when

• Short-time targets

• Defined , Reasonable and Agreed CT

• High % of elite tech units candidates

Identification –

What is considered as an “strategic position”

Specific targets

Sourcing –

what is the right way to approach

Inside and outside Stakeholders

Specific & adjusted processes

20

3) Sourcing:

– Depth sourcing and BU’s understanding

– Sourcing methodology – act fast where it needed

– More proactive approach in the employee referral channel (monthly mails)

– Proactive search for passive candidates

– New specializing placement companies and head hunting

– Collaborations – LinkedIn parties with HM and specific knowledge experts

– Out of box sourcing - (Conventions, Collaborations with other organizations, Re-hires�)

4) Stakeholders:

– Weekly/bi-weekly status updates for strategic positions to all relevant

stakeholders

– Weekly with relevant HRBP

– Placement companies & head hunters to meet the business

Strategic Positions

Identification –

What is considered as an “strategic position”

Specific targets

Sourcing –

what is the right way to approach

Inside and outside Stakeholders

Specific & adjusted processes

21

5) Specific & adjusted processes:

– Adding marketing aspects to the process (by all participant and stake holders in the recruitment

process)

– Weekly's with HM - AI tracking and short-term updated

– Candidate = Customer approach - Better attention to the candidates and their satisfaction from

the process

– The Salary offers as en event - adjusted process and ranges

Identification –

What is considered as an “strategic position”

Specific targets

Sourcing –

what is the right way to approach

Inside and outside Stakeholders

Specific & adjusted processes

Strategic Positions

22

Summary – What we achieved?

In the last year:

� Today, we can talk about Verint as a “recruiting organization”

� Recruited more than 300 new employees

� Reduce 30 days from our Cycle Time

� Increase in the % of new hires from internal recruiting source of hires

� A significant reduction in recruiting costs

� Got recognition from the business (as a team) and several members of the

team got “excellence awards”

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Thank you!Thank you!Thank you!Thank you!