Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Zen and the art of talent acquisition technology

125 views

Published on

Energy Shift
Past
Rewind to two months back. We didn’t “have time” to “think about” how our TA teams were structured or the TA tech we were using. Emphatically speaking, understanding our process or how it may be affected by one swift downturn was not something we were concerned with.



Present
Until now.

We are listening. We’ve heard the RecruitingDaily audience, loud and clear over the last few weeks.

Many companies that we’ve heard from (and there’s been plenty) are simply not equipped to handle a swift change to a once comfortable environment in Talent Acquisition.



The problem? TA Tech and Process.
Does our tech align with our strengths?
Will it exploit our weaknesses?
Is our process meaningful and does it create a wonderful candidate experience?
We are going to help you navigate these questions.



Specifically:
Understanding yourself and where you need to enhance your strengths and/or shore up your weaknesses
Interpret your team’s alignment, how they collaborate, how the workflow works or doesn’t with regards to your team
Outlining your processes, how they’re linked or not, how to effectively audit said processes, how to continually make workflow and quality the responsibility of everyone and of course…
Discovering how talent acquisition technology, from sourcing to programmatic ad buying to recruitment marketing to creating a wonderful candidate experience, works or doesn’t work.


Future
We’ll give actionable advice on all four fronts. You’ll leave the webinar inspired to invest in yourself, your TA team, your TA processes, and your TA technology.

Published in: Recruiting & HR
  • Be the first to comment

Zen and the art of talent acquisition technology

  1. 1. Zen and The Art of Talent Acquisition Technology April 21st, 2020 Presented by William Tincup
  2. 2. HOUSEKEEPING You are in listen-only mode. You can hear us, but we can’t hear you. ASK QUESTIONS Don’t be shy! Use the questions panel in your side bar to talk to William. SHARE We’re LIVE. Use the #rdaily hashtag to share on social media. WE’RE RECORDING You will receive a copy of this slide deck & recording after the webinar. Keep an eye on your inbox. THE PLAN
  3. 3. 20 years in business 1,000+ employees 2M+ global user community 4,000+ clients, including nearly 20% of Fortune 1000 companies 300M candidate profiles ~300 partners in our ecosystem iCIMS is the leading recruitment software platform for employers to Attract, Engage, & Hire great people
  4. 4. William Tincup, SPHR / SHRM- SCP President RecruitingDaily William is the President of RecruitingDaily. At the intersection of HR and technology, he’s a writer, speaker, advisor, consultant, investor, storyteller & teacher. He's been writing about HR and Recruiting related issues for longer than he cares to disclose. William serves on the Board of Advisors / Board of Directors for 20 HR technology startups. William is a graduate of the University of Alabama at Birmingham with a BA in Art History. He also earned an MA in American Indian Studies from the University of Arizona and an MBA from Case Western Reserve University.
  5. 5. ☑ Current State / Future State ☑ People, Processes, Products ☑ Audit, Refine, Test ☑ Buying Trends Overview ☑ Buying Software Overview ☑ When You're Being Sold ☑ Ways To Purchase ☑ Buying Questions To Ask ☑ Internal Buying Questions ☑ Negotiation Overview ☑ Additional Considerations ☑ Implementation Checklist ☑ User Adoption Overview ☑ Recruiting Workflow ☑ Recruiting Metrics That Matter ☑ Q&A AGENDA
  6. 6. Current State Versus Future State
  7. 7. Pro Tip: What’s your vision for the future state?
  8. 8. ProcessesProducts People
  9. 9. RefineTest Audit
  10. 10. Pro Tip: Prioritization
  11. 11. Buying Trends Overview
  12. 12. Overview  Speed  Predictive  Reflective  Connectivity  Training  Responsive  Adaptable  Modeling  Ratings  Cleansing
  13. 13. Connectivity ■ Can the technology easily connect to an API dashboard? ■ Can data easily flow to and from the application? ■ Insight from “big data” doesn’t exist without application connectivity. Period.
  14. 14. Buying Software Overview
  15. 15. Product Does it do what they said it would? Sales Would you purchase from them again? Negotiation Was it fair? Implementation How did it go? Training Did they train everyone? Adoption Are employees using the technology? Support Are they there for you? 7 Points of Satisfaction
  16. 16. Training ■ How do we successfully onboard new users? ■ Will all users be trained the way they want to be trained? ■ How will we assess for learning styles? ■ How will we assess for learning differences? ■ Ask the vendor to describe training best practices they use with other clients?
  17. 17. Product Does it do what they said it would? Sales Would you purchase from them again? Negotiation Was it fair? Implementation How did it go? Training Did they train everyone? Adoption Are employees using the technology? Support Are they there for you? Peer Review Questions
  18. 18. Pro Tip: Review Live Software
  19. 19. When You’re Being Sold
  20. 20. Yes No Yes Yes No No No Yes Compelling Likeable
  21. 21. Ways To Purchase
  22. 22. Do Nothing Small Pilot Large Pilot Something Mild Something Huge $Δ
  23. 23. Buying Questions To Ask
  24. 24. Purchasing, Part 1 ■ A game of selecting the “right” application ■ Features & functionality ■ Alignment with business objectives ■ Graphical user interface / intuitive software ■ Price / ROI / business case ■ Fit to the organization
  25. 25. Purchasing, Part 2 ■ Don't pay for training (ever) ■ Ask, what is the user adoption plan? ■ Ask, what is the technology roadmap (next 18 months)? ■ Ask, I'd like to see audited financials ■ Ask, I'd like to see their users’ bill of rights ■ Ask, may we purchase your software based on "usage" rather than traditional licensing agreements? ■ Evaluate the strength of their user communities ■ If you can, attend a user conference (post-COVID or maybe online) ■ Talk with buyers AND users of the software ■ SaaS = you have the power (think: rip & replace)
  26. 26. Internal Buying Questions
  27. 27.  Who gets involved in the demo?  Who gets involved in buying?  How soon do you discuss contract terms?  The role of software training and when that comes up.  The various integrations you need, from “must-have” to “nice to have”  Who do you have brand recognition of in the space as the process begins?  Is headcount a factor?  How often do you switch?  How many vendors do you bring into the process, usually?  How early (if ever) do you discuss implementation?
  28. 28. Negotiation Overview
  29. 29. ■ We don’t negotiate software contracts all that often ■ Most contracts are provided by the vendors ■ We’re at a disadvantage ■ Talk with peers, conduct a peer review ■ Engage a lawyer that knows SaaS contracts
  30. 30. Pro Tip: Depersonalize workflow and let ALL of your people make suggestions on how to make things better AND faster
  31. 31. Additional Considerations
  32. 32. ■ Data, does your contract state who owns the data? ■ Renewals, does your contract automatically renew? ■ Price, does your contract guarantee that prices will not be increased? ■ Termination, does your contract state that you can get out in 30 days or less? ■ Exit, does your contract stipulate the process for a graceful exit? ■ Training, does your contract include training all users? ■ SLA, does your contract penalize the vendor for missing goals? ■ Hours, does your contract contain variable consulting hours? ■ Adoption, does your contract include budget for incentive programs to drive user adoption? ■ Maintenance, does your contract include caps on maintenance fees?
  33. 33. Pro Tip: When switching, consult peers that have made the same switch
  34. 34. Implementation Checklist
  35. 35.  Project Mission  The project mission drives success. Transformational Implementation Projects make up the lion’s share of success stories. The transformation of your organization is an inside job.  Contract  Implementation begins before the contract is signed.  Implementation Team(s)  Both the vendor and the practitioner should have at least one Implementation Team.  Management Involvement  Every successful Implementation Project has some level of management support. It ranges from a passive reporting relationship to hands-on, day-to-day involvement.  Implementation Project  This includes configuring, customizing, installing, testing, modifying, and updating the software. When the project is Transformative, it also includes other elements of workflow modification and organization redesign.
  36. 36.  Training  Once the software is in place, the primary interaction between the Implementation Teams and the community of users (practitioners, their managers and company employees) is instruction (to varying degrees) in the use and maintenance of the system.  The Inevitable Disaster  Most successful Implementations go through a period when the project goes awry. A significant subset, about 32%, don’t have major problems, but 68% do. So, smart planning should include how to deal with likely delays and problems.  Acceptance (Sign Off)  In theory, Implementation is complete when the requirements of the vendor’s contract have been met.  User Satisfaction  There is a bit of disconnect between software buyers and their management. Both users and executives see User Satisfaction as a better indicator of project completion. There is generally a lag between the Acceptance and optimal system performance.
  37. 37. PRO Tip: UI = User Interface UX = User Experience UA = User Adoption
  38. 38. User Adoption Overview
  39. 39. Starting Off…  How will we get users to “love” the new software?  How will we know if they don’t?  Who owns user adoption?  What do adoption metrics look like?  What do adoption best practices look like?  In-application training beats ALL other forms of training
  40. 40. User Adoption 3.0  Communications  Assessment  Training  Onboarding  Change  Performance  Succession  Rewards  Engagement  Metrics
  41. 41. Training  What Is Important For Us To Teach?  What Is Important For Us To Learn?  What Content Should Be Delivered?  How Should Content Be Delivered?  How Will We Internally Share Best Practices?  Ultimately, How Do We Train For The “New Way” Things Will Be Done?  Partner To Create Training That Is Fun And Informative
  42. 42. Pro Tip: Work with vendors that have pre-built integrations
  43. 43. Recruiting Workflow
  44. 44. Sourcing Recruitment Marketing Application Assessment Onboarding
  45. 45. Recruiting Metrics That Matter
  46. 46.  Regrettable Turnover  Candidate Satisfaction  Recruiting NPS  Talent Pipeline Value  % of Internal Mobility  Time To Productivity  Time From Sourced To Onboarding
  47. 47. EASY PEASY LEMON SQUEEZY A playful way to describe a difficult task or activity as extremely easy or simple to perform.
  48. 48. Q&A
  49. 49. William Tincup, SPHR, SHRM SCP President, RecruitingDaily Email tincup@recruitingdaily.com Website http://www.recruitingdaily.com Instagram http://instagram.com/williamtincup Facebook http://www.facebook.com/tincup LinkedIn http://www.linkedin.com/in/tincup Twitter http://twitter.com/williamtincup YouTube https://www.youtube.com/user/jwilliamtincup Pinterest http://pinterest.com/williamtincup Mobile +1-469-371-7050 Skype williamtincup

×