Bersin Study

CASE STUDY
Using Data-Driven Alternative

Sourcing Solutions to Find
High-Tech Talent
How Red Hats Talent Acquisition Team Leverages New
High-Tech Tools to Identify Highly Skilled Global Candidates
Robin Erickson, Ph.D., Vice President, Talent Acquisition Research
Bersin by Deloitte, Deloitte Consulting LLP
January 2014
FOCUS:
TALENT
ACQUISITION
EMPLOYMENT
BRANDING
SOURCING &
RECRUITING
SCREENING &
INTERVIEWING
HIRING &
ONBOARDING
TALENT
ACQUISITION
STRATEGY
TALENT
ACQUISITION
TECHNOLOGY
PREHIRE
ASSESSMENT
IN THIS CASE STUDY

Identifying highly skilled talent is essential for any organization doing
business in todays competitive global marketplace and is particularly
critical for companies in the IT sector that are searching the globe
for software engineers and developers with the right skills. This is
certainly the case for Red Hat, an open source software company that
develops software products and technology solutions for enterprise
clients around the world. Founded in 1993, Red Hat was the first
company to make the open source operating system Linux into an
enterprise-class, commercially viable solution.1 In the past, Red Hats
legacy as a pioneer in the field gave it clear advantages in the hiring
market; in fact, the company is an employer of choice for specialized,
open source software engineers. However, the competition for open
source experts has now become increasingly intense.
In this case study, we:
Examine how Red Hat has used an array of tools to identify and
acquire talent, with an emphasis in recent years on social sourcing
Explore how and why Red Hat has sought to gain a competitive
advantage by supplementing its social sourcing efforts with an
analytical sourcing approach that goes beyond social networks
1 Source: Red Hat history, Redhat.com, 2014, www.redhat.com/about/

company/history.html.
Copyright 2014 Deloitte Development LLC. All rights reserved.

This material is licensed to Gild, Inc., for distribution only.
USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

TO FIND HIGH-TECH TALENT
Examine Red Hats pilot program for a new data-driven tool and the
implications for Red Hats efforts to identify highly skilled talent
Look at the future of data-driven solutions within this organization


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Contents
Company Overview
Business Environment and Challenges
HR Organization
New Tools for an Evolving Employment Marketplace
Red Hats Outbound and Inbound Social Recruiting Tools
Piloting a Data-Driven Sourcing Solution
10
Driving Efficiency
12
Holistic Views of Candidates
13
Making Red Hat Relevant with Candidates
13
The Pilot Phase Ends
14
Business Impact
14
Lessons Learned and Leading Practices
15
Next Steps
16
Conclusion
16
Appendix I: Topics for Discussion and Learning
18
Key Learnings
18
Ideas for Action
18
Questions to Consider
19
Appendix II: Table of Figures
20
About Us
21


Company Overview
Red Hat is one of the worlds leading providers of open source information
technology solutions. Founded in 1993 (see Figure 1), the company made
its name by bringing a free, open source platform known as Linux into the
mainstream enterprise data center market. Few expected that Linuxor Red
Hatcould compete against established operating systems produced by the
industrys dominant players. Today, Red Hat Enterprise Linux powers more
than half of the worlds financial trading volume2, and open source software
is the backbone of many companies IT infrastructures. The Red Hat product
portfolio has grown to include open source solutions for cloud, storage,
middleware, and virtualization applications.
While Red Hat was the first successful open source software solutions
company, it now competes against some of the biggest technology
companies in the world. In 2012, Red Hat became the first company focused
exclusively on open source software and solutions to hit $1 billion in annual
revenues.3 It is estimated that more than 90 percent of the Fortune 500 use
at least one Red Hat product or software solution.4
Headquartered in Raleigh, North Carolina, Red Hat employs approximately
5,900 people around the world. Approximately 900 of those employees
work in Raleigh, but reflecting the global nature of its business, Red Hat
has more than 80 offices in 35 countries around the world and employees in
Tullahoma, Tennessee; Beijing, China; Pune, India; Brno, Czech Republic; and
Sao Paolo, Brazil, to name a few.
Figure 1: Red Hat at a Glance
Year Founded: 1993
Employees Worldwide: 5,900
Fiscal 2013 Revenue: $1.33 billion5
World Headquarters: Raleigh, North Carolina
Stock Symbol: RHT (NYSE)

Source: Red Hat, 2013.
2 Source: Red Hat Enterprise Linux Powers the Globes Stock Exchanges, Red Hat,
March 23, 2012, www.redhat.com/about/news/archive/2012/3/red-hat-enterpriselinux-powers-the-globes-stock-exchanges.
3 Source: Red Hat: The first billion dollar Linux company has arrived, ZDNet.com /
Steven J. Vaughan-Nichols, March 28, 2012, www.zdnet.com/blog/open-source/redhat-the-first-billion-dollar-linux-company-has-arrived/10692.
4 Source: Products and Services, redhat.com, 2013, www.redhat.com/overview/
products-and-services/.
5 Source: Red Hat Reports Fourth Quarter and Fiscal Year 2013 Results,
redhat.com, March 27, 2013, http://investors.redhat.com/releasedetail.
cfm?ReleaseID=751668.


Business Environment and Challenges

While Red Hat has established itself as the leader in the open source
software field, its competitors are increasingly prevalent, leading to
significant global competition for the highly skilled talent the company
pursues. This problem is common throughout the high-tech field; the
technology unemployment rate in the United States is just 3.6 percent,
compared to 7.6 percent for the economy as a whole.6
Red Hats ability to acquire excellent talent is a key factor in its success and
also a part of the companys history. Red Hat was both an early user of
web-based employment marketplaces and job boards and an aggressive
and early adopter of social recruiting tools. As the organization has grown
and competition has become more intense, the company has explored other
advantages and resources to identify and hire talent. According to the
companys vice president of talent acquisition and infrastructure:
Weve never had the problem of too few applications
coming in the door. Our challenges are the scarcity
of candidates with the right skills and steep
competition for the top talent among employers.
HR Organization
Red Hats HR organization operates on a business partner / centers of
excellence (CoE) model. These CoEs include talent acquisition; compensation,
benefits, and mobility; learning and development; HR operations; and
people, performance, and engagement. Additionally, each geographic
region has its own dedicated HR business partners, as well as HR generalists
(see Figure 2). Those HR business partners and generalists report to the HR
leader in each region.
In the case of Red Hats talent acquisition function, regionally based
employees report directly to the talent acquisition CoE, with a dotted line
connection to the HR leader in their region. For example, a talent acquisition
specialist based in Tokyo works directly with hiring managers, business
leaders, and HR business partners in their region, but reports directly to the
head of the talent acquisition CoE in Raleigh, North Carolina.
6 Source: Tech unemployment rate sees slight uptick, Boston Business Journal /
Patricia Resende, July 12, 2013, www.bizjournals.com/boston/blog/techflash/2013/07/
tech-unemployment-rate-sees-slight.html.


Figure 2: Red Hat HR Organization Structure
CEO
Compensation,
Benefits &
Mobility CoE
Talent Acquisition
CoE
Five Centers of
Excellence (CoE)
Learning &
Development
CoE
Chief HR Officer
(CHRO)
People,
Performance &
Engagement CoE
HR Business Partners
HR Operations
CoE
Regional HR Directors
HR Generalists
New Tools for an Evolving Employment

Marketplace
As Red Hat continues to grow (including revenue growth of 17 percent in
fiscal year 2013), the company is on an aggressive search for new talent. Red
Hat added approximately 1,100 new external hires during fiscal year 2013.
The current talent acquisition effort is primarily based on a multipronged
social sourcing effort. Given Red Hats open source roots, it has a marked
presence in the robust online community of open source programmers and
engineers who actively discuss developments and solutions in the industry.7
Given that many Red Hat employees also contribute to these online forums,
there is often someone within the organization who is already familiar with
candidates as they enter the Red Hat talent pipeline.
7 One of the most popular of these venues can be found at www.LinuxForums.org.


This active online community also enables Red Hats employeesRed
Hatters, as they are knownto actively engage with potential hires.
We look at our 5,900 associates as recruiters, says the companys vice
president of talent acquisition and infrastructure. The companys employee
referral program, called Red Hat Ambassadors, is a tiered reward system in
which eligible employees can receive cash bonuses, T-shirts, stickers, hoodies,
and other rewards for every new hire they bring in. Red Hatters who refer
five employees are bestowed with the title Ultimate Ambassador. These
employees earn two cash bonuses, as well as other Red Hatbranded
memorabilia and a slot on the companys Red Hat Ambassador Advisory
Board.8 Additionally, referrals that come from these Ultimate Ambassadors
get priority treatment from the companys talent acquisition team. The
program has resonated with employees, and in 2013 more than half of all
new Red Hat hires came in through employee referrals.
Red Hats Outbound and Inbound

Social Recruiting Tools
KEY POINT
The Red Hat
Ambassador
program turns the
companys 5,900
employees into
recruiters. In 2013,
more than half of
all new hires at
Red Hat came from
employee referrals.
Red Hats talent acquisition team has an employment-branding group

that focuses exclusively on outreachposting updates about the company
on Twitter, Facebook, LinkedIn, and other social networks (see Figure 3).
The second social media group within talent acquisition, called the social
delivery team, takes leads that come in from social media and turns them
into candidates.
When the company is trying to find candidates who will be able to handle
very specific types of issues, the social delivery team monitors related
questions on various message boards and then searches for qualified
candidates among those who post answers. While U.S.-based forums are
popular for these types of questions, the organization also uses social
networks that are widely used in particular regions. Xing, for example, is a
professional social network popular in Germany that Red Hat uses to post
questions and identify talent.
Red Hat was an early adopter of LinkedIns Recruiter tool,9 a resource that
helped the company transition away from the job boards and sourcing firms
that characterized its recruitment efforts during the early- to mid-2000s.
8 Source: Red Hat Ambassadors, YouTube.com, August 29, 2012, http://youtu.be/

JbvPSbKqxbQ.
9 For more information, Using Social Networks: How Global Recruiting Tools Help
Attract Top Talent, Bersin & Associates / Katherine Jones, Ph.D., September 2011.
Available to research members at www.bersin.com/library.


Figure 3: Red Hats LinkedIn Page
Source: LinkedIn, 2013.


Today, LinkedIn has more than 200 million users, and its talent-acquisition
tool gives Red Hats recruiters unlimited and anonymous access to this
growing database of user profiles. The solution also allows Red Hats talent
acquisition strategists to tailor their search for candidates with specific
skills. Other tools generate leads based on the companys past searches, and
the social networks proprietary email system allows recruiters to contact
prospective candidates directly.
Piloting a Data-Driven Sourcing Solution

As important as social recruiting tools have been to Red Hats hiring strategy,
the talent acquisition team nevertheless began to question whether it was
possibly overlooking some candidates. The companys talent acquisition
strategists wrestled with how to find qualified candidates who are not active
on social networks. How could they find those candidates who do not avidly
update their skills on LinkedIn or other social networks? And while Red Hats
talent acquisition team monitors online forums, it was too busy to keep
full-time tabs on these sources of candidates. This problem raised another
issue: Were Red Hats recruiters identifying only the most vocal voices on a
forumat the expense of less vocal talent who might be just as, or perhaps
even more, qualified?
Just as important, Red Hats talent acquisition team was looking for ways
to increase their efficiency. In recent years, the companys talent acquisition
strategists have handled more than 1,000 internal and external hiring
transactions a yearincluding back-filling vacant roles and facilitating
internal transfersand it could take several weeks just to identify and
thoroughly assess candidates before the more formal interview process
began. While social sourcing was effective, Red Hats talent acquisition
leaders wondered if there were other solutions or tools that could work in
concert with social sourcing to make the team even more effective.
Today, companies in almost every field are looking at ways to harness
and analyze multiple streams of data. If that concept could be applied to
sourcing candidatestaking data from everywhere a candidate has an
online presencesuch a solution could potentially be more powerful than
any one single source. This is the vision of data-driven sourcing solutions.
In 2012, Red Hat investigated a solution from a new venture called Gild.
The platform promised to identify candidates who would not necessarily be
flagged through social sourcing alone. The solution provider also offered a
mechanism to score and rank a prospects publicly available code found on
niche sites such as Google Code, Github, Bitbucket, and the like. Given that
Red Hat looks to hire engineers with experience in open source software,
many of its candidates have examples of their code publicly available online.

KEY POINT
Today, companies
in almost every
field are looking
at ways to harness
and analyze
multiple streams
of data. If that
concept could be
applied to sourcing
candidates
taking data from
everywhere a
candidate has an
online presence
such a solution
could potentially
be more powerful
than any one
single source.
10

Gilds software solution analyzes this code for features such as complexity,
project size, and supporting documentation, and then ranks the code based
on these factors.
The platform then searches an array of more than 60 social networks to
calculate the influence a candidate has in the industry. The software
solution also searches blogs and personal websites, enabling recruiters to
build a profile of a candidate in minutes. The end result is a combined score
of 1 to 100, which, the theory went, would help Red Hats talent acquisition
team focus on only the top talent for particular assignments (see Figure 4).
Without this solution, talent acquisition strategists would have had to spend
hours piecing this data together and interviewing candidates to get much of
the same information.
Figure 4: The Talent Score

11

To test this data-driven sourcing approach, the Red Hat team devised
a sample problem for Gild to solve. Red Hat gave the solution provider
approximately 100 blinded names from its own database of employees and
candidates and asked it to rank those people. The solution provider returned
with the results, and Red Hat then cross-referenced those rankings against
its own pieced-together profiles. Many of the very highest scorers on the
solution providers assessment were actually working at Red Hat, having very
successful and productive careers. This suggested to Red Hat that a yearlong
pilot with Gilds software was worth pursuing.
Red Hat secured software licenses for its entire talent acquisition team
which, in hindsight, was more than the company required. While adoption
increased over the course of the year, heavy usage was confined to less than
half of the team.
In that first pilot year, we didnt need a license for the
entire organization. Lesson learned for us on pilots: start
small and then expand usage as adoption increases.
Vice president of talent acquisition
and infrastructure, Red Hat
KEY POINT
When piloting a
program, start with
a small team of
users, instead of
rolling out across
an entire global
organization.
Driving Efficiency
One of the challenges for Red Hats recruiters is determining where to
devote their energy on a daily basis. Should they start by scouring social
media sites? Should they check in with open source online forums? Or should
they follow other leads for prospective candidates? The new platform did
not necessarily change the order of this daily routine. In fact, HR leaders at
the company did not insist on any specific rules for how, when, or if talent
acquisition strategists used the tool, preferring to let each strategist choose
how to leverage it into his or her individual processes.
Here is a typical example of how a talent acquisition strategist used the
platform during the pilot. Strategists would start their day searching
keywords and profiles on social networks to identify candidates. Next, the
strategists would use the recruiter tool to scan online job profiles for the
names found during the keyword search. This might generate a lead list of
50 potential candidates.
Not all 50 candidates are the same, though. And
the trick for our team is to figure out who the best
candidates are from a pool of 50 or 60 leads.
12

By supplementing these social-sourcing tools with the new platform and its
scoring feature, a talent acquisition specialist is able to narrow his or her list
down. Instead of reaching out to 50 candidates, for example, the recruiter
can quickly focus on the 5 or 6 top leads.
[The Gild platform] made me a lot more efficient.
I could quickly zone in on the top candidates in Europe
and fairly easily begin to learn a whole lot more about
them through the publicly available data that the
platform is able to search.
KEY POINT
By combining the
new data-driven
platform with
existing solutions
and tools,
talent acquisition
strategists were
Red Hat talent acquisition strategist,

Brno, Czech Republic
Holistic Views of Candidates

Some candidates are expert at updating their skills and qualifications on
professionally focused social network sites, which makes them relatively easy
for recruiters to find. However, Red Hats recruiters have discovered that
some of the best candidates have very skeletal online profiles, and those
profiles often do not accurately reflect their skill level or knowledge. Also,
some of these programmers and engineers, while quiet on the most popular
social networks, may be very active on specialized sites where programmers
share and discuss new code.
able to quickly
target a small
group of 5 or 6
candidates, as
opposed to
50 or 60.
The new data-driven program scans these specialized sites, retrieving profiles
and relevant postings in order to give recruiters a more comprehensive view
of candidates. Additionally, coders often embed contact information in the
code that they post for review on these specialized sites and forums. The
solution provider platform is able to extract this information as well.
Making Red Hat Relevant with Candidates

While Red Hats recruiters already have paid access to the most popular
professional social networks, the Gild platform also searches more than
60 social networks around the world, as well as blog posts and personal
websites. This automated access gives Red Hats recruiters a more complete
picture of prospects before they ever reach out to them directly.
This expansive social search function allows recruiters to make contact with
prospects by identifying shared connections. It also gives Red Hats recruiters
an opportunity to see if prospects already have an existing connection
within the organization. For example, a candidate may have worked or
gone to school with a current Red Hat employee. The expansive social search

13

function can also give Red Hats recruiters insight into a prospects personal
and professional interests and passions.
Its meant weve been able to learn a lot more about
people. Our talent acquisition strategists can then send
them very tailored messages outside the normal channels.
It shows that weve taken the time to understand them
and to get to know them, and it doesnt feel like were
just spamming people with blind requests.
The Pilot Phase Ends

At the end of Red Hats yearlong pilot of the Gild platform, the
company decided to renew its license with the solution provider. While
the program was originally available to Red Hats recruiters around the
world, it caught on primarily in North America and Europe. Those talent
acquisition strategists who did use the platform felt strongly that having
access to such a wide portfolio of information gave them better insight
into candidates. Additionally, once the strategists became comfortable
with the quality of the platforms ranking system, it also allowed them
to be more efficient in their searches.
Today, other solution providers have also entered the data-driven talent
sourcing arena, opening up options beyond the field of high-tech recruitment.
You definitely need to do your homework.
I would recommend others do their research
and pick one that works perfectly for them.
Business Impact
As Red Hats global talent acquisition team looks to keep pace with the
companys growth, it has searched for solutions that can help make its
organization more efficient. While already highly skilled at using social
recruiting tools and in-house referrals, the organization was looking for
a way to increase its efficiency. Red Hats goal is to drive down the time it
takes to identify and hire talent. For example, while a typical search might
identify 50 candidates, Red Hat has found that in most scenarios, there are

14

only 5 or 6 ideal candidates who emerge from the larger search, causing
recruiters to spend a great deal of time investigating leads that are not
a good fit.
One solution that has been through a pilot phase allows talent acquisition
strategists to sort through, rank, and narrow down prospects for particular
jobs. Many of the companys recruiters feel that this more precise targeting
of prospects has led to a more efficient identification and hiring process.
We havent done any kind of official measurement yet.
But what were hearing from the strategists who have
been using the platform is that they are definitely more
efficient, and Red Hat has become more relevant in the
minds of prospective candidates.
If there was a downside to the pilot, according to Red Hat leaders, it was
that the wider team did not leverage it, and, since it was a test phase, there
was no absolute mandate from senior executives that strategists use it.
Lessons Learned and Leading Practices

In the brief period since Red Hat piloted a new data-driven approach to
finding talent, the company has learned several key lessons and identified
leading practices that other organizations should consider when looking at
data-driven alternate sourcing solutions:
Test several solutions. The pilot project that Red Hat employed was
a good match for this open source software company because the
solution is able to search technology-specific forums where programmers
exchange information. Other options are available for companies outside
of the high-tech field.
Dont go too broad. Red Hat has talent acquisition strategists spread
across the world, and the pilot platform was, in theory, available to all
of them. However, not all of the strategists leveraged the tool in the
first year. Keep your pilot program targeted to just a few strategists,
and then roll out to a wider group once the benefits have been
clearly established.
Ask the solution provider to help with change management. As part

of its wider rollout, Red Hat has asked the solution provider to lead
an engagement process with the global talent acquisition team to help
speed adoption.

15

Go social. Red Hat uses a number of social sourcing techniques, including

recruiter tools, scanning user groups and forums, and leveraging the
power of the companys 5,900 associates to generate referrals.
Use forums. Red Hat sometimes posts its tricky problems on online
forums and seeks out those who come up with creative solutions.
Next Steps
With the pilot program nearing the conclusion of its one-year trial, HR
executives at Red Hat believed there was enough anecdotal information and
positive feedback from their strategists to warrant extending the platform
across the global talent acquisition team.
As part of the wider rollout, Red Hat has gone back to the solution provider
and asked them to develop an engagement plan and a change-management
plan for their strategists.
If we have a great solution, but people arent using
it, then thats not a success. Its important to give them
the tools, the know-how, and the resources to use these
tools effectively. Thats really something that the solution
provider needs to provide.
Additionally, Red Hat is embarking on a new internal pilot program to analyze
the effectiveness of all its talent acquisition efforts. The programs data will
include information on all new hires, cross-referenced by recruiter, their
source (for example, referral or various databases), and an employees annual
talent review rating. This data will begin to allow the company to see if
certain sources are more effective at driving in the highest-quality employees.
KEY POINT
Ask your solution
provider to
assist with the
development of
an engagement
plan and changemanagement plan
when rolling out
a new platform
across your entire
organization.
Conclusion
In 2012, Red Hat became the first open source software company to hit
$1 billion in annual revenues.10 While the company is the leader in this
technology field, its success has also meant competing against some of
the biggest names in the industry. Once a small corner of the softwaresolutions field, Red Hats open source software is now part of the IT
10 Source: Red Hat Becomes Open Sources First $1 Billion Baby, Wired.com / Robert
McMillan, March 28, 2012, www.wired.com/wiredenterprise/2012/03/red-hat/.

16

infrastructure of over 90 percent of the Fortune 500. This growth on the
companys business side has led to a critical need for highly skilled software
engineers and programmers.
During fiscal year 2013, Red Hat had 1,100 new external hires, a number
that does not include internal promotions or transfers. Long a pioneer in
identifying and recruiting top talent, Red Hats talent acquisition team
members are skilled in using online social networks to identify talent. The
companys own social networkits 5,900 employeesaccounts for more than
50 percent of new hires, via employee referrals. Yet despite Red Hats strong
sources of high-quality candidates, the company realized that it might be
overlooking candidates who do not have a large and vocal online presence.
To address this concern, the company undertook a yearlong pilot program
using a software platform that scours data from across multiple Internet
sites, social networks, blogs, online forums, personal web pages, and
more. The platform also applies a ranking system to evaluate software
programmers and engineers.
Having this more holistic picture of candidates allowed Red Hat recruiters to
zero in on the more skilled candidates out of a large group. It also enabled
them to glean information about candidates, including their interests and
passions. This functionality gave recruiters the ability to target and tailor
their outreach to specific candidates. While the company did not collect
data on improved efficiency, an informal survey of employees who used the
platform suggested that it dramatically enhanced their ability to do their job
and made them more productive.
Convinced, Red Hat renewed its contract and is now planning a more
comprehensive rollout of this new tool across its talent acquisition network.
Next year, alongside this rollout, the company also plans to implement
its own internal data project to measure the quality of its hires and to
determine which of its varied sourcing methods has the most impact.

17

Appendix I: Topics for Discussion and Learning

The following sections will provide you with considerations for sharing and
implementing the leading practices highlighted in this report.
Key Learnings
Below is a list of key learnings from this case study:
1. The Red Hat Ambassador program turns the companys 5,900 employees
into recruiters. The company gives employees cash rewards and other
incentives when a referral is hired. In 2013, more than half of all hires at
Red Hat come from employee referrals.
2. When piloting a program, start with a small team of users instead of
rolling out across an entire global organization. Lesson learned for us
on pilots: start small and then expand usage as adoption increases, says
the companys vice president of talent acquisition and infrastructure.
3. By combining the new data-driven platform with existing solutions and
tools, Red Hats talent acquisition strategists were able to quickly target
a small group of 5 or 6 highly qualified candidates, as opposed to sifting
through 50 or 60.
4. Ask your solution provider to assist with the development of an
engagement plan and change-management plan as you roll out a new
platform across your entire organization. Relying on employees to adopt
a new program without detailed guidance will impede adoption.
5. Today, companies in almost every field are looking at ways to harness
and analyze multiple streams of data. If that concept could be applied to
sourcing candidatestaking data from everywhere a candidate has an
online presencesuch a solution could potentially be more powerful than
any one single source. This is the promise of data-driven sourcing solutions.
Ideas for Action

Below is a list of actions that you can take in order to apply or implement
the leading practices highlighted in this report. There are some foundational
elements that we highly recommend be in place inside your company before
executing such a plan, process, or program:
1. Survey your team to identify the sources of most of your leads. If
your team has become reliant on only one solution, it could be worth
investigating other options to stay ahead of the curve.

18

2. Ask your solution provider if it is prepared to lead engagement
initiatives with your employees, which will speed adoption. Nobody
understands the capabilities of new software like its creators.
3. Devise a test for a solution provider to perform. Even before signing on
for a trial period, Red Hat asked the solution provider to rank a blinded
list of candidates. The solution providers rankings corresponded to Red
Hats findings about the same candidates, proving to the company that
undertaking a pilot program would be worthwhile.
Questions to Consider
Below is a list of discussion questions that you can ask your team, colleagues,
and business leaders to help you take the next steps:
1. How will different parts of your organization respond to the idea of
using a new tool if the existing process does not appear to be broken?
You may encounter resistance, making internal engagement and changemanagement programs essential.
2. If you are a global organization, will your entire international team be
able to use the solution? Consider rolling out the program in one region
first before attempting wider implementation.
3. Is your team currently using various data and information streams?
Does your organization have an efficient way to manage these multiple
channels? And would such a system be useful to your team?

19

Appendix II: Table of Figures

Figure 1: Red Hat at a Glance
Figure 2: Red Hat HR Organization Structure
Figure 3: Red Hats LinkedIn Page
Figure 4: The Talent Score
11

20

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CASE STUDY

Using Data-Driven Alternative

IN THIS CASE STUDY

1 Source: Red Hat history, Redhat.com, 2014, www.redhat.com/about/

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Look at the future of data-driven solutions within this organization

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

The Bersin WhatWorks Membership

ResearchAccess to an extensive selection of research reports, such as

BenchmarkingThese services cover a wide spectrum of HR and L&D

ToolsComprehensive tools for HR and L&D professionals, including tools

Analyst SupportVia telephone or email, our advisory services are

Strategic Advisory ServicesExpert support for custom-tailored projects.

IMPACT Conference: The Business Of TalentAttendance at special

WorkshopsBersin analysts and advisors conduct onsite workshops

For more information about our membership program, please visit us at

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Business Environment and Challenges

New Tools for an Evolving Employment Marketplace

Red Hats Outbound and Inbound Social Recruiting Tools

Piloting a Data-Driven Sourcing Solution

Holistic Views of Candidates

Making Red Hat Relevant with Candidates

The Pilot Phase Ends

Lessons Learned and Leading Practices

Appendix I: Topics for Discussion and Learning

Ideas for Action

Appendix II: Table of Figures

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Year Founded: 1993

Employees Worldwide: 5,900

Fiscal 2013 Revenue: $1.33 billion5

World Headquarters: Raleigh, North Carolina

Stock Symbol: RHT (NYSE)

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Business Environment and Challenges

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Figure 2: Red Hat HR Organization Structure

Source: Red Hat, 2013.

New Tools for an Evolving Employment

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Red Hats Outbound and Inbound

Red Hats talent acquisition team has an employment-branding group

8 Source: Red Hat Ambassadors, YouTube.com, August 29, 2012, http://youtu.be/

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Figure 3: Red Hats LinkedIn Page

Source: LinkedIn, 2013.

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Piloting a Data-Driven Sourcing Solution

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS

Figure 4: The Talent Score

Source: Red Hat, 2013.

Copyright 2014 Deloitte Development LLC. All rights reserved.

USING DATA-DRIVEN ALTERNATIVE SOURCING SOLUTIONS