The Next Generation Workforce | Jeff Weiner | Talent Connect 2018


(dynamic music) – Hey, guys. (audience applauds) Good morning. Good morning, good morning. Someone clearly tipped the band off on my favorite karaoke song. (audience laughs) That’s the first time I’ve heard it in that style, well played. Literally and figuratively, well played. Welcome to Talent Connect. It is so wonderful to be here
with so many familiar faces and some new faces as well. For the first time ever, we welcome learning and
development professionals to Talent Connect. (audience cheers and applauds) Learning professionals. Really indicative of the fact that our Talent Solutions business
continues to grow and expand in terms of the value we
can deliver from sourcing to learning and development and, increasingly, planning and analytics. This year marks the ninth Talent Connect. We’re also coming up
on the 10th anniversary of our flagship Recruiter product. And in just a couple of months, it’s gonna mark the second anniversary of our acquisition by Microsoft. And I know a number of folks
in the audience, very curious to hear how the integration
has gone thus far to date, and it’s gone very well,
thank you for asking. In all seriousness, the
business is performing at a very high level, record levels of member engagement and revenue. Profitability materially
exceeded our expectations for the fiscal year that just closed, and we couldn’t be doing this without you. So thank you so much for
your ongoing partnership. Also wanna thank Satya
Nadella, the CEO of Microsoft, along with the Microsoft Leadership Team that has been incredibly
supportive throughout in terms of enabling LinkedIn to realize our mission and our vision. So last year when we got together, we talked about the future of work, and specifically we
talked about three trends. And a year later, all three
of these trends remain intact, and, if anything, they
seem to be accelerating in terms of their importance
and potential impact. We talked about AI and
automation and the fact that according to McKinsey, roughly half of all work activity
currently is susceptible and can be impacted by artificial intelligence and automation. Fast forward a year later and they’ve done some additional research that
would suggest that somewhere on the order of 400
million to 800 million jobs by 2030 could be displaced by this very technology. Now, this is not a net job number. Jobs will be created as well. But it speaks to the scale and the scope of what is actually happening
to the global workforce. And it’s incumbent upon all
of us to understand the impact that this technology is gonna
have on our current workforce, on the future workforce, where we’ll need to re-skill people, where
jobs will be eliminated, where they’ll be created, and develop the right workforce
strategies accordingly. We also talked about the
rise of independent work and independent workers and
the fact that last year, at this time, roughly 60 million people in the American workforce
could be classified as independent workers with
interest up to 90 million. And since that time, we’ve seen some economic research produced by the Staffing Industry,
and you’re reading that number correctly,
north of 3.2 trillion, with a T, trillion dollars is being paid to contingent workers, to give you a sense of how big this has become as
part of the global economy. And the trend shows no signs of reversing, in large part because of
some demographic dynamics. Millennials who, within
the next decade, will clearly be the majority
of the global workforce, who are increasingly interested in independent work, flexible
work, and their side hustle. Some of these folks have
two careers at once. And then Baby Boomers, who
are retiring later and later in their careers, and
looking for more flexible and independent work opportunities. Lastly, we talked about the skills gap, or more specifically, the fact that there were multiple skills gaps, as defined by supply, demand, and balances between available jobs and the
skills and workers required to take on those jobs
in any given locality in a given point and time. And I wanna just dive a
little deeper on this idea of skills gaps because,
since we last got together, we’ve had an opportunity
to revisit our methodology for evaluating this
specific trend and dynamic, and we wanted to share some pretty interesting insights with you. For starters, just wanted
to walk through the change in the methodology. We now call it Skills Gap Analytics, very creatively titled, put a
lot of effort into that one. And, specifically, we’ve gone from a relative
measure to an absolute measure. So we have more granular insight
and data available to us. We’ve also increased the
comprehensiveness of the sample. So you can see here, over
50,000 skills are being measured across north of a hundred
cities here in North America. So what did we find? Well I know that software
engineering and technology is a very urgent need right now,
and people are really feeling that skills gap, and I’m gonna
get to that in just a moment. But it turns out, software engineering is not the number one skills
gap in the United States. The number one skills
gap in the United States, soft skills, soft skills like communication,
written communication, oral communication, people leadership. And you can see the size of the gap there. The jobs that are aligned with these skills, sales
people, project management, customer service, this
is the biggest skills gap we have in this country. And, through broader definitions,
that number of 1.6 million actually climbs to nearly two million. There is good news on at least two fronts with regard to this skills gap. The first is that, in light of
the rise of AI and the threat of this new technology in
terms of displacing jobs, these more human skills, these more personal interactions
are gonna be more difficult for computers and AI to replicate. And so it creates a strong
incentive for people to take on these skills and these
jobs and the job stability that will ensue over
the next several years. The second piece of good
news is that we are capable of closing this gap now, because we have the expertise,
the thought leadership, the influencers within our
organizations today, and if they’re willing and
able, they can take the time to educate and re-skill
your existing teams and your potential prospects
outside of your company. And through LinkedIn Learning, and what is increasingly a
true platform approach to this, you can take existing coursework
created by your talent and put it onto our platform, get it in front of your employees and engage them where they’re spending time on LinkedIn. I’ll give you a perfect example of this, and it’s our very own
Mike Gamson who heads up our Global Sales organization,
5,000 people strong across 30 cities around the
world, and Mike created a course on how to sell to executives. I’ll give you a little sample here. – My name is Mike Gamson,
and for the last 10 years, I’ve been heading up sales at LinkedIn. I wanna share with you a
tool set, my game plan, that can make you confident enough to win when you’re selling to executives. Let’s get started. – I dunno about you, but I’m buying whatever that guy is selling. Am I right? Am I right? Not surprisingly, this
has become, by far, the most popular course
amongst LinkedIn employees. It also attracts prospects
outside of the company and does a really nice job of building our sales talent brand. Mike is not alone in
leveraging our platform for these capabilities. And you can see other examples, Netflix,
Altimeter, are leveraging their thought leadership to do the same. And, increasingly, we
see a number of customers that are taking advantage
of this capability. Okay, turning now to the skills gap that I think is occupying
the most share of mind with regard to this audience. We’ll talk a little about
software engineering. And when we talk about
the skills gap with regard to software engineering,
specifically we’re talking about skills like software development, we’re talking about cloud
computing, data storage, mobile development, web development. And you can see here AI,
which is a real pressing need. And, as I mentioned earlier, we now have an absolute methodology so you can get a sense of
the size of these gaps. There’s a bit of a light at
the end of the tunnel here with regard to this gap,
and that is the fact that necessity is the mother of invention. And what we’re starting
to see, increasingly, is that companies are starting to
cultivate and hire this kind of talent from
non-traditional backgrounds. Case in point, at LinkedIn,
we’ve taken a page out of the very successful German playbook for vocational training and
apprenticeships and created our own apprenticeship
program called Reach. And Reach doesn’t require
a four-year degree in Computer Science for candidates to get started with the program. It just requires that they
completed coding bootcamp, which virtually anyone can do. And we’re very excited
about the initial results and the first cohort that
went through this program, and we can’t wait to share
those results more broadly and maybe inspire others to
take on similar programs. But we are certainly not
alone in this regard. Microsoft has their AI School, which is a pretty cool mechanism to try to close the gap there. And we see companies like
Apple and Dropbox and Pinterest and many others in
Silicon Valley and beyond in the tech ecosystem
starting to draw talent from non-traditional
backgrounds, the coding bootcamps I mentioned a moment ago, and
an organization like Year Up, which prepares apprentices
for organizations like those here. Last year we had the opportunity for Gerald, the CEO and
Founder, to talk a little bit about the approach that Year
Up takes, and we were thrilled to see so many strong
connections being made there. For as much as we’re
able to move the needle along these lines, the fact
remains that the gap is going to continue to exist for at
least the foreseeable future. And the reason in part is
because of growing demand for this kind of talent. The examples I’ve used
thus far are comprised of the tech ecosystem. But in a sense, every company
is now a technology company when it comes to demand
for software engineers. Because of the number of
organizations on a global basis now going through their own
digital transformations, we don’t think that this
trend is gonna reverse any time soon. And no matter where in the
world I go and the customers I talk to, I feel a sense of
urgency around this skills gap that I haven’t seen in
the previous decade. So the question remains, how
do you compete for the talent you need to meet demand, to
innovate, and to continue to grow within your organizations? And I know the demands and
the pressures being placed on all of you in Talent
Acquisition to close these gaps. So what can you do about it? We took a look at the top
companies on LinkedIn as measured by demand from our members. These are the companies
that our members are most interested in working for. And one of the things that
we started to see was that these are organizations that
have very clearly defined what they’re about. They have a clear sense of who they are. They also are leveraging data in increasingly
sophisticated ways, products like LinkedIn Talent Insights, to develop workforce
strategies more proactively, more dynamically, and to
target the right prospects and the right talent pools to fulfill those workforce strategies. And these organizations are increasingly developing
competencies around building their talent brand, telling
their story, getting that story in front of the right
person at the right time in a really authentic way. Each of these companies has
very clearly defined their what, and when we talk about what at LinkedIn, we’re talking about mission,
we’re talking about vision. With regard to mission, a
single overarching objective for the organization that’s
measurable, realizable, and, hopefully, inspirational. And with regard to the
vision, that’s the dream, it’s True North, it’s the sense of purpose that unites people behind
a singular objective. And that sense of purpose is
growing increasingly important for a Millennial generation that increasingly makes
decisions based on what these companies are trying to accomplish. But it’s not just about the what. It’s not just about the shareholder value that your organizations are creating. It’s not just about the
revenue that you’re generating. It’s not just about the number
of customers and consumers that you’re reaching. Increasingly, it’s not just the what, it’s also about the how. Particularly in this day and
age today, people care about how business is being done. Your employees care about the how, your prospects care about the how, your customers care about the how. And when we talk about
the how at LinkedIn, we’re really talking about
both culture and values. And with regard to culture, we’re talking about the
collective personality of your organization, who you
are and who you aspire to be. With regard to values, we’re talking about the
first principles upon which you make day-to-day decisions
within your organization. One of the most frequently asked questions I’ve been getting over the last decade as we continue to grow
LinkedIn is how do we make sure our culture and our values,
which has become one of our most important competitive advantages, how do we ensure that
they continue to flourish and continue to scale? We’ve grown from 338
people roughly a decade ago to north of 13,000 today,
and while I know that pales in comparison to some of the
huge multinational companies here at Talent Connect
today, we have observed some very key learnings and what we believe to be best practices. The first and most important begins with all of you in Talent Acquisition. You’re on the front lines. You’re the ones recruiting
and bringing new talent into the organization. And it’s absolutely imperative that that organization is
aligned with the prospects and the talent that you’re
bringing into the company. And you can’t lower that bar. You can’t compromise, no
matter how much pressure you’re under to fill those
seats and meet demand. It really begins there. And that’s just the beginning,
it’s certainly not the end. Once those people have been hired, it starts again on day one with regard to your onboarding practices. And it’s so important
that those future managers and leaders within your
organization understand that what they heard during the recruiting process
wasn’t just a sales pitch, it wasn’t you saying
what they wanted to hear, it’s not cheerleading, it’s real. It’s the way you run and
build your organizations. It’s the way you create
value for your customers. And beyond onboarding, beyond that first day,
a continuing process through learning and development of training people to understand how they can most
effectively manage, lead, and navigate your companies. And then another best practice
that we developed started many, many years ago, and that was when evaluating the
performance of our employees, not just looking at the results
that they were generating, but looking at how they were
generating those results, with equal weighting, the extent to which our employees were walking the walk on our culture and values, not just talking the talk. We were very excited a
few days ago to announce our intention to acquire Glint. Glint is a leading, yeah. (audience applauds and cheers) Sounds like we have some Glint customers in the audience. We are also a Glint customer. We are huge fans. We’ve been Glint customers
for the last couple of years. We love the flexibility of the product. We love that deep analytical firepower. But for us, this was so
important because it enabled us to go beyond anecdotal
measurement in terms of the extent to which we were walking the walk, and actually measure it,
measure how we were engaging our employees, measure
whether or not they understood our purpose and our
what, measure the extent to which people understood
and appreciated and manifested our culture and our values. So we’re very excited about
bringing Glint into the family. And as we think about bringing
Glint into the family, it’s important that everyone understands, like other data-driven
products at LinkedIn, this will all be about members first, our most important value,
maintaining the trust of our members and how
we are good stewards for our member data. And historically at LinkedIn,
we’ve always taken what we call the three C approach:
consistency, clarity, and control. With regard to consistency,
we wanna minimize changes to terms of service and
how we’re leveraging data. Trust is consistency over
time, and there’s no substitute for either one of those things. And when we do make changes, inevitably changes will be
made, we wanna be as clear as possible about how
those changes will unfold. We’re not gonna bury it in
the fine print or in legalese. And lastly, we always
wanna maximize the control that we’re offering to
our members in terms of how their data will be leveraged. So we’re very excited to
welcome Glint to the family. And along with Recruiter
and Talent Branding and Learning and Development
and Talent Insights and this analytical capability, we feel like we’re in a better position than ever before to help
you up and down this stack with regard to reinforcing
your what and your how. While we’re on the subject of what, I did wanna take a moment and go a little deeper
on LinkedIn’s vision. I wanna do that for two reasons. The first is it provides an
opportunity to say thank you, because our vision to
create economic opportunity for every member of the
global workforce can’t happen without you, without the people
day in and day out creating these opportunities and
connecting our membership and your talent with
opportunity, not only in terms of recruiting but providing
them the skills they need to take on the jobs that are and will be and not just the jobs that once were. So on behalf of LinkedIn,
thank you so much for everything you do to help
to make this vision a reality. I also wanted to share a
little bit more of the how we’re gonna go about
this, in the hopes that it could better align our
customers, our partners, and LinkedIn in terms of
making this vision a reality. So by far, the most important
word in this vision is every. And the reason for that
is that historically, our mission has been focused on connecting the world’s professionals to make them more
productive and successful. Roughly 780 million knowledge
workers or professionals in the world, and that
will always be our core, we will always prioritize them. But we wanna look beyond
our core audience. We wanna look to every member
of the global workforce in terms of the value that we can generate, middle-skill workers, frontline workers, blue collar workers. And the way we’re going to
continue to create value for every member of
the global workforce is by developing the world’s
first economic graph. This is our effort to digitally
map the global economy across these six pillars. So first, we’re gonna create
a profile for every member of the global workforce,
all three billion of them, not just the 780 million
knowledge workers in the world. We’d like for there to be a profile for every company in the world. When you include small businesses, there’s north of 60 to 70
million companies in the world. We’re gonna have a digital
representation for every job that’s digitally accessible and available at any given time, a digital
representation for every skill and the courses required
to get those jobs offered by those companies, a profile for every university, vocational training
facility, junior college that enables people to acquire the skills to get the jobs offered
by those companies, and a publishing platform
that enables every individual, every company, and every university to share their
professionally-relevant knowledge if they’re interested in doing so. And then we’re gonna allow
intellectual capital, working capital, and human capital to flow to where it can best be
leveraged in the hopes of lifting and transforming the global economy. That’s our vision. We’ve been making good
progress, with your help, and you can see some pretty
big numbers here, coming up on 600 million members of
LinkedIn who’ve signed up. You can see fast approaching
30 million companies. But the number I wanna go a little deeper on today is this Jobs number. There are now 20 million jobs, active jobs searchable on LinkedIn. This is up from roughly
350,000 just 4 1/2 years ago. This is a demonstration of
the power of operationalizing our vision and developing
the right roadmap and the right strategies. So when it comes to creating
value for every member of the global workforce, we wanted to better
understand the composition of these jobs. And it turned out some pretty
interesting data behind it. So when you double-click
on the 20 million, 46% of those jobs are relevant for frontline workers,
blue collar workers, middle-skill workers, nearly half, 46%. And it turns out we have
roughly 80 million members that already occupy those
segments, blue collar, frontline, middle-skill, on a global basis. And so what we’re gonna
do is we’re gonna start to prioritize this in a
completely different way. And we’ve identified five segments of the global workforce,
segments such as retail and food service where there’s
a heavy frontline component. And we’re gonna drill
very deeply on the jobs that are most relevant
for these five segments. We’re gonna standardize the data. We’re gonna dig in and prioritize the
matching recommendations and the relevancy algorithms. And we’re gonna try to create
opportunity for these folks. And along the way, we’re gonna better
understand product-market fit for an audience that goes beyond LinkedIn’s traditional core. So we’re very excited
about this initiative and the prospects going forward,
and can’t wait to keep you up to speed as we make progress. When we talk about creating
opportunity for every member of the global workforce, it’s not just about
extending beyond our core, it’s also about making sure that our core and aspirant professionals feel like they too have access to opportunity. And so that means also focusing
on underserved segments of our member population,
underrepresented minorities, veterans, opportunity
youth, and people that have all the aptitude, all the requisite skills but may not necessarily have graduated from a prestigious university. They may not have worked at
the right kind of companies. And they haven’t had a chance
to build out their networks so that they can take full advantage of a platform like LinkedIn. To some extent, folks
like this are victims of unconscious bias, where people aren’t intentionally shutting them
out, but they are seeking people like themselves, which is
very much human nature. So how can we begin to create opportunity for our entire core audience? One of the means to which
we can do that is through a recently-launched product
called the Career Advice Hub, and this enables members of
LinkedIn to raise their hand and ask for help, ask for
someone to open a door, get some advice in terms of the
next step of their career, and for people on LinkedIn
to volunteer to mentor them and leverage their own networks
and provide a helping hand to people they wouldn’t
necessarily normally reach out to. And thus far, the results
are very encouraging. We’ve got over two million members that have raised their
hands and asked for help, and over a million mentors
have volunteered on LinkedIn. So off to a promising start
here, and we look forward to continuing to scale this effort. (audience applauds) Broadening the aperture through which all of our organizations
can increasingly diversify our talent base, make it more
inclusionary, a greater sense of belonging, is not just
about products like this, it’s also about our business practices. And one of the things that
we’re very excited about that’s particularly relevant for this audience is the brainchild of our Head of Recruiting, Brendan Browne, who many of you may know,
and it’s called RAMP. And it’s an apprentice
and mentorship program for those very same underserved segments of the population, underrepresented
minorities, veterans, opportunity youth, people
later on in their careers who are making material
changes to their path. It’s a six-month apprenticeship
program, and this too is off to a really strong start in
terms of the effectiveness of these apprentices and where we believe they’re gonna be headed
in terms of their ability to help us diversify the
talent flowing into LinkedIn. Brendan and team had a few
different objectives here. First, he wanted to ensure that our recruiting team was the single most diverse team
functionally at LinkedIn, and they’ve already
accomplished that goal. Going forward, over the next
10 years, Brendan would like to see a thousand graduates
from this RAMP program. And in success, we’d
like to open source this. This is not gonna be propietary. We wanna share this with all of you, and we wanna learn from
you and your best practices and your equivalent of RAMP, and see if you too can
leverage our learnings here. And we’re certainly not
alone in trying to innovate in terms of how we create
economic opportunity for every member of the global workforce. You can see behind me a number
of examples from customers that are here today, and this
is just a small sample of some of the amazing work taking
place across different kinds of companies, different
industries, and all over the world. And I hope, for those of
you that are interested in learning more about these efforts, you have the opportunity today
and tomorrow to reach out to some of these companies
and to share notes and to take notes and learn
about how we can continue to make progress along these lines. I believe our vision is more
important than at any time in LinkedIn’s history. Yes, the global economy
seems to be booming. There’s no doubt about that. But it’s also important to recognize that socio-economic
stratification is hovering near historic highs in certain regions around the world, the
United States included. Here in the U.S. we have
entire towns and cities that are being bypassed in terms of the creation of opportunity. And even for those people that
do have jobs and the means to take care of their families,
increasingly there’s a fear that their kids won’t have access to opportunity down the road. This conflation of dynamics is leading to a lot of anxiety, the
sense of disenfranchisement, that people don’t have a voice, that they can’t have access
to economic opportunity, that the playing field is not level. That leads to anger, which subsequently leads
to a rise in tribalism that we’re all feeling. And it seems like people
are tearing each other down and apart at a time when we need to be building each other
up so that we can take on some pretty significant
challenges that the world faces. And one of the fastest ways
we can reverse this trend is by creating economic
opportunity for everyone, by leveling the playing field. And we won’t just
profoundly change the lives of the individuals for whom we
do this, we can enable them, through our platforms, to
create economic opportunity for others and to become role models for the next generation. This is what we do at LinkedIn. This is our purpose. This is what motivates our team. This is what inspires me. We’re very much looking forward to making this vision a reality with you together. Thank you. (audience applauds)

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