TalentObjects is a 15-year HR technology company that aims to develop HR solutions that are simple, mobile, and connected to social and salesforce platforms. It has over 2,450 customers, has posted over 982,000 vacancies and saved customers over $1 billion in recruiting costs. TalentObjects focuses on transforming workforce development, recruiting, and other HR processes by putting users and a consumer-like experience at the center.
Engaging with Digital Talent Stephan Jacobs, Talent Acquisition Partner, MendixTALiNT Partners
This document discusses engaging and retaining digital talent. It recommends focusing on recruiting for competencies and mindset over past experience. It emphasizes the importance of company culture and intrinsic motivation for employees. The presenter advocates using the RAMP framework to build culture, which focuses on providing employees with purpose, autonomy, mastery, and relatedness in their work. Feedback from employees is also highlighted as important for continuous cultural improvement.
The Power Of Assessment Thomas de Zeeuw, Managing Director, cut-e The Netherl...TALiNT Partners
cut-e is a world leader in psychometric assessments that focuses on creating client-centric solutions, improving user experience, enabling better talent decisions through innovation and science. They offer full employee lifecycle assessment solutions and have assessed over 30 million professionals globally. Their assessments are designed according to guidelines from professional bodies and deliver process efficiencies, best-in-class user experiences, quality of hire, and insights from assessment data.
The Era of Talent Intelligence: ReImagine HR SlidesLinkedIn Europe
The document discusses trends in the new era of work, including the rise of artificial intelligence and automation, skills gaps, and independent work. It notes that while AI and automation will eliminate some jobs, they will also create new jobs in areas like machine learning, data analysis, and cybersecurity. Skills gaps are expected to increase as tasks are automated and new roles emerge, with soft skills becoming increasingly important alongside technical skills. Independent work is also growing due to demographic, technology, and policy trends. The document promotes LinkedIn Talent Insights, a new talent analytics product that leverages LinkedIn data to help companies develop winning teams, inform hiring, and drive strategy.
The Era of Talent Intelligence: Bullhorn Engage SlidesLinkedIn Europe
Event: Bullhorn Engage London 2018
Speakers: Phil Edwards & Darren Connolly
Over the last few years, the recruitment industry has been adapting to increasingly complex challenges when it comes to attracting and placing talent. As the market becomes more and more competitive, LinkedIn believes the next wave of recruiting innovation lies in the use of data-driven insights to power talent and strategic business decisions. This is the era of talent intelligence.
Hear about the changes in the recruitment industry, trends in the new era of work, and how recruiters can make data and insights actionable.
The Future of Recruitment Ann Swain, Global CEO, APSCOTALiNT Partners
The document discusses the changing nature of work and the future role of recruitment intermediaries. It notes that the structure of work has changed significantly in recent decades, with more temporary and flexible arrangements. In the future, recruitment intermediaries are expected to play an important role in labor markets globally and shift their focus from transactional services to providing more consultancy services and support for workforce governance. Recruitment will increasingly involve skills like career management, managed services, and talent acquisition to help both employers and individuals navigate the changing world of work.
The document discusses how business leaders can attract top talent in today's digital era. It notes that the world of work has changed significantly from the 1970s-1980s to today, with employees now frequently changing jobs and careers. Students also take on much higher levels of debt. The document provides tips for businesses to attract digital talent, including ensuring their problems are interesting, having a talent strategy, and promoting their innovation. It stresses using employee referrals and building strong relationships to recruit top talent. The final sections discuss restructuring talent leadership and providing great experiences to land and retain top performers.
Engaging with Digital Talent Stephan Jacobs, Talent Acquisition Partner, MendixTALiNT Partners
This document discusses engaging and retaining digital talent. It recommends focusing on recruiting for competencies and mindset over past experience. It emphasizes the importance of company culture and intrinsic motivation for employees. The presenter advocates using the RAMP framework to build culture, which focuses on providing employees with purpose, autonomy, mastery, and relatedness in their work. Feedback from employees is also highlighted as important for continuous cultural improvement.
The Power Of Assessment Thomas de Zeeuw, Managing Director, cut-e The Netherl...TALiNT Partners
cut-e is a world leader in psychometric assessments that focuses on creating client-centric solutions, improving user experience, enabling better talent decisions through innovation and science. They offer full employee lifecycle assessment solutions and have assessed over 30 million professionals globally. Their assessments are designed according to guidelines from professional bodies and deliver process efficiencies, best-in-class user experiences, quality of hire, and insights from assessment data.
The Era of Talent Intelligence: ReImagine HR SlidesLinkedIn Europe
The document discusses trends in the new era of work, including the rise of artificial intelligence and automation, skills gaps, and independent work. It notes that while AI and automation will eliminate some jobs, they will also create new jobs in areas like machine learning, data analysis, and cybersecurity. Skills gaps are expected to increase as tasks are automated and new roles emerge, with soft skills becoming increasingly important alongside technical skills. Independent work is also growing due to demographic, technology, and policy trends. The document promotes LinkedIn Talent Insights, a new talent analytics product that leverages LinkedIn data to help companies develop winning teams, inform hiring, and drive strategy.
The Era of Talent Intelligence: Bullhorn Engage SlidesLinkedIn Europe
Event: Bullhorn Engage London 2018
Speakers: Phil Edwards & Darren Connolly
Over the last few years, the recruitment industry has been adapting to increasingly complex challenges when it comes to attracting and placing talent. As the market becomes more and more competitive, LinkedIn believes the next wave of recruiting innovation lies in the use of data-driven insights to power talent and strategic business decisions. This is the era of talent intelligence.
Hear about the changes in the recruitment industry, trends in the new era of work, and how recruiters can make data and insights actionable.
The Future of Recruitment Ann Swain, Global CEO, APSCOTALiNT Partners
The document discusses the changing nature of work and the future role of recruitment intermediaries. It notes that the structure of work has changed significantly in recent decades, with more temporary and flexible arrangements. In the future, recruitment intermediaries are expected to play an important role in labor markets globally and shift their focus from transactional services to providing more consultancy services and support for workforce governance. Recruitment will increasingly involve skills like career management, managed services, and talent acquisition to help both employers and individuals navigate the changing world of work.
The document discusses how business leaders can attract top talent in today's digital era. It notes that the world of work has changed significantly from the 1970s-1980s to today, with employees now frequently changing jobs and careers. Students also take on much higher levels of debt. The document provides tips for businesses to attract digital talent, including ensuring their problems are interesting, having a talent strategy, and promoting their innovation. It stresses using employee referrals and building strong relationships to recruit top talent. The final sections discuss restructuring talent leadership and providing great experiences to land and retain top performers.
TC19 LEAD Tuesday - Jared Goralnick - AI and AutomationChristinaElezaj
The document discusses AI, automation, and the future of talent. It notes that 75 million jobs may be displaced by 2022 but 135 million new jobs may emerge. Younger generations are more likely to change jobs and industries. AI is helping with sourcing and screening candidates but is less likely to replace skills like building relationships. The document advocates getting data and workflows in order when applying AI to recruiting. It provides an example of a recruiter and hiring manager discussing an open role, with the recruiter using AI to generate a job description, identify qualified candidates, and set up initial screens.
Next Generation Supply Chain - John Paul Caffery, Founder, TheJobPostTALiNT Partners
RAMP is a global recruitment agency management platform that gives employers an easy way to manage agency suppliers internationally by removing barriers to access local agency specialists. It provides visibility into the $380 billion global recruitment industry and saves time by streamlining the process of sourcing, onboarding, and managing multiple agencies across different fee structures and regulatory models. RAMP's control panel allows employers to post vacancies, select agency release options, and monitor agency performance and compliance.
TC19 LEAD Wednesday- Nick Brooks - Mike Jennings - Marla EsdornChristinaElezaj
This document discusses how automated insights from talent data can help companies stay ahead of competition. It notes that competitive intelligence is important but challenging to gather due to the large amount of changing data. An AI solution is proposed to help by understanding a company's context, monitoring large amounts of talent data for meaningful signals, and detecting trends and anomalies in areas like competitor investments and labor market changes. The document encourages participants to brainstorm the types of competitive intelligence information they would find most helpful to learn about competitors.
TC19 LEAD Tuesday - Nicole Issac & Guy Berger ChristinaElezaj
This document discusses the Talent Connect 2019 conference occurring from September 23rd through 27th. It provides an overview of LinkedIn's vision to connect professionals globally and create economic opportunities. It then shares key metrics on LinkedIn's large user base and professional network. The document outlines LinkedIn's economic graph and research focusing on skills gaps, career pathing, emerging technologies, entrepreneurship and global economic integration. It also describes some of LinkedIn's pilot projects and data sharing initiatives with organizations to help workers and governments. Finally, it presents insights from LinkedIn's economic research on skills gaps, talent migration trends, and the gender split across industries.
Getting to Equal 2018 - Spotlight on Young Leadersaccenture
The document discusses challenges facing young women in the workplace. It finds that within 5 years of working, young women already earn less than young men. By age 30, men are more likely to have reached manager or senior manager levels. Pay gaps also persist, as young women are less likely than young men to report a pay increase over the past 3 years relative to inflation. However, organizations with cultures of equality can help both women and men advance. For young women in workplaces where equality factors are most common, advancement, satisfaction, and retention are greater. Creating a culture of equality unlocks human potential and allows everyone to thrive.
The document discusses challenges with strategy execution and methods to improve it. It outlines three main challenges: managing the scope and interrelationships of strategic initiatives, cascading decision making throughout the organization, and dealing with uncertain environments. It then presents best practice principles for strategy execution, including relentless focus, alignment and accountability, early adjustment, and clarity of thought. The document concludes by describing how software can help improve strategy execution and outcomes by providing tools for strategic planning, performance management, and continuous improvement.
The document discusses the challenges of recruiting digital talent, including the growth of remote work, constantly evolving skills, varying maturity of companies' digital environments, and lack of third-party certification for many digital skills. It introduces a recruitment assistant tool that aims to improve matchmaking for digital skills jobs over other tools by customizing job descriptions and assessments, tracking recruitment efforts, and benefiting from community-sourced questions. The tool seeks to power the majority of digital skill recruitments by working with, not against, existing platforms and databases. Its approach combines customizable job descriptions with crowd-sourcing and expert curation of assessment questions.
Talent Intelligence Partners hosts an annual conference in Amsterdam on insights for the talent acquisition and recruitment industry. The document outlines the evolution of talent solutions over three generations: 1) job boards and early applicant tracking systems in the 1990s; 2) expanded offerings like social networks, video interviewing, and improved ATS in the 2000s; 3) modern solutions like chatbots, skills assessments, analytics, and new recruiting marketplaces emerging since 2010. Talent Intelligence Partners provides thought leadership, events, media, and strategic consulting to the talent industry.
Eric Gellé, Vice President Sales Europe, SmartRecruiters
SmartRecruiters' modern enterprise talent acquisition platform is the generational successor to yesterday’s applicant tracking systems, allowing organizations to find, engage and hire the great talent they need to compete effectively in today’s economy. Atlassian, Ancestry.com, Equinox Fitness Clubs, Marc Jacobs, NBTY, Skechers, and Ubisoft are among the leading enterprises that have replaced their legacy systems with SmartRecruiters’ intuitive, powerful and complete solution.
This document appears to be a presentation from Eva Skidmore, VP of Public Sector Marketing at Salesforce. The presentation promotes Salesforce's products and services for government customers and emphasizes themes of digital transformation, customer success, innovation, equality, and making a positive impact.
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
On December 11, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at a meeting of the HR Digital Belgium community. These are the slides he used.
La Rocque Speaker Slides Worktech Talmetrix - 10.21.2021Aggregage
Companies are increasingly choosing to publish diversity and inclusion and other human capital metrics publicly and transparently. A top-level commitment to diverse and inclusive cultures, along with new SEC compliance requirements, the State of Colorado Equal Pay Act, and ESG goals now have employers evaluating their ability to deliver their Human Capital Metrics in a way that reflects not just their commitment but their progress.
Analyst George LaRocque of WorkTech sits down with Crystal Andrews Banks, Director of Diversity & Inclusion for Ulta Beauty and Chair, Diversity Inclusion Leadership Council for Retail Industry Leaders Association and Chris Powell, CEO of Talent Data and Analytics company, Talmetrix, to discuss the journey to transparency.
In this exclusive webinar, you will learn:
• Market dynamics driving transparency, and how transparency can impact your talent attraction and retention
• Approaches to creating realistic goals and metrics, and how to project results
• Strategies that need to be addressed in creating a transparent and inclusive culture, including how to think through the programs, processes, and policies of the organization before publishing goals internally and externally
• The Ulta Beauty journey to transparency and goal setting
Why Should We Keep Evolving Candidate Experience? Launchpad
We talk about the impact - both positive and negative, of incorporating technology into the recruitment process and take a crystal ball to predict how things will move forward over the next 5 - 10 years. Not quite futurology - more like a 'realistic prediction'!
IT consulting had become viewed as a commodity business with consultants seen as "plumbers" who were called in only to do jobs and evaluated based on price. HiQ sought to change this perception by positioning itself as a partner that brings specialized brainpower rather than just manpower to solve clients' problems in innovative ways. It created the concept of "toUnThink" which means delivering simpler, more effective solutions by going against common practices. This new brand platform led to increased revenue, margins and job applications as well as positive feedback from clients and industry colleagues.
Rapid advancements in digital, demographic and social shifts, increased competitive pressure and customer expectations are changing the way we work. To thrive, in this age requires a culture of care, engagement, adaptability, and innovation.
Topics covered in this presentation include:
What are the mega trends driving change at work?
What is leadership in this age?
How do we design organisations and teams for high-performance?
What are the skills and jobs of the future?
The document summarizes key points from 107 interviews with talent acquisition professionals and thought leaders. It discusses trends in recruiting such as the focus on data analytics to optimize hiring outcomes. Other topics covered include employer branding, recruiting marketing and technology, and the importance of employee experience for retention. The document provides resources for additional information on trends in talent acquisition.
The Era of Talent Intelligence: SIA Executive Forum SlidesLinkedIn Europe
This document summarizes a presentation about using talent intelligence to gain competitive advantage. It discusses key trends in the new era of work such as independent work, AI and automation, and skills gaps. It highlights how data and insights from platforms like LinkedIn can help address business challenges in areas like client consulting, placement strategy, new business development, and internal hiring strategy. The document stresses that while data and insights are important, what companies do with them is even more critical to create business value and gain a competitive edge in today's changing workforce landscape.
The Future of AI, Open Source, and Enterprise SaaS: Where It’s All Going with...saastr
A lot of startups and SaaS companies that build a business around an open source technology struggle to commercialize in a way that is both profitable and scalable, while also supporting the open source community that is so critical to innovation. Join Ali Ghodsi, CEO and Co-Founder of Databricks and Nithya Ruff, Head of Open Source at Comcast and Chair of The Linux Foundation Board, who are both open source thought leaders, for a fireside discussion about the value open source software has delivered for enterprises and their perspectives on the current state of the open source landscape.
The document discusses several challenges faced by organizations related to talent management and solutions implemented.
1) One challenge was predicting future hiring needs. The solution was a model using HR, finance and talent data to estimate requirements, resulting in predictions within 5% and 15% under budget.
2) Another challenge was enabling recruiters to add strategic value. The solution included reporting tools and skills assessments. It considerably reduced cost-per-hire.
3) A third challenge was recruiting 5000 new constables in 18 months with diversity goals. Dashboards helped identify bias and drop-outs, improving the 100+ step process and assessment of needs.
How to Take Control of Your Mobile Workforce with TracaTraca
How to take control of your mobile workforce with Traca.
Traca is a web software app for both desktop and mobile developed to help small business owners and specifically builders and tradesman to manage their projects more effectively. Traca frees you from long e-mail chains and helps you communicate more effectively and efficiently by reducing the need for phone calls.
We have included some handy benefits and tips which will help you manage your teams and subcontractors better, and provides an insight into Traca's functionality.
- Today, around 50% of companies allow remote work but only 30% of employees work remotely. Remote work is most effective for general productivity and sales jobs, less so for collaboration and innovation.
- Benefits of remote work include improved work-life balance, reduced real estate needs, and ability to attract workers across locations. Challenges include device and connectivity support, security, training, and regulatory compliance.
- Supporting a mobile workforce requires changes to management approaches, increased communication, and prioritizing transparency and results. Collaboration applications must also be more user-friendly and process-specific.
TC19 LEAD Tuesday - Jared Goralnick - AI and AutomationChristinaElezaj
The document discusses AI, automation, and the future of talent. It notes that 75 million jobs may be displaced by 2022 but 135 million new jobs may emerge. Younger generations are more likely to change jobs and industries. AI is helping with sourcing and screening candidates but is less likely to replace skills like building relationships. The document advocates getting data and workflows in order when applying AI to recruiting. It provides an example of a recruiter and hiring manager discussing an open role, with the recruiter using AI to generate a job description, identify qualified candidates, and set up initial screens.
Next Generation Supply Chain - John Paul Caffery, Founder, TheJobPostTALiNT Partners
RAMP is a global recruitment agency management platform that gives employers an easy way to manage agency suppliers internationally by removing barriers to access local agency specialists. It provides visibility into the $380 billion global recruitment industry and saves time by streamlining the process of sourcing, onboarding, and managing multiple agencies across different fee structures and regulatory models. RAMP's control panel allows employers to post vacancies, select agency release options, and monitor agency performance and compliance.
TC19 LEAD Wednesday- Nick Brooks - Mike Jennings - Marla EsdornChristinaElezaj
This document discusses how automated insights from talent data can help companies stay ahead of competition. It notes that competitive intelligence is important but challenging to gather due to the large amount of changing data. An AI solution is proposed to help by understanding a company's context, monitoring large amounts of talent data for meaningful signals, and detecting trends and anomalies in areas like competitor investments and labor market changes. The document encourages participants to brainstorm the types of competitive intelligence information they would find most helpful to learn about competitors.
TC19 LEAD Tuesday - Nicole Issac & Guy Berger ChristinaElezaj
This document discusses the Talent Connect 2019 conference occurring from September 23rd through 27th. It provides an overview of LinkedIn's vision to connect professionals globally and create economic opportunities. It then shares key metrics on LinkedIn's large user base and professional network. The document outlines LinkedIn's economic graph and research focusing on skills gaps, career pathing, emerging technologies, entrepreneurship and global economic integration. It also describes some of LinkedIn's pilot projects and data sharing initiatives with organizations to help workers and governments. Finally, it presents insights from LinkedIn's economic research on skills gaps, talent migration trends, and the gender split across industries.
Getting to Equal 2018 - Spotlight on Young Leadersaccenture
The document discusses challenges facing young women in the workplace. It finds that within 5 years of working, young women already earn less than young men. By age 30, men are more likely to have reached manager or senior manager levels. Pay gaps also persist, as young women are less likely than young men to report a pay increase over the past 3 years relative to inflation. However, organizations with cultures of equality can help both women and men advance. For young women in workplaces where equality factors are most common, advancement, satisfaction, and retention are greater. Creating a culture of equality unlocks human potential and allows everyone to thrive.
The document discusses challenges with strategy execution and methods to improve it. It outlines three main challenges: managing the scope and interrelationships of strategic initiatives, cascading decision making throughout the organization, and dealing with uncertain environments. It then presents best practice principles for strategy execution, including relentless focus, alignment and accountability, early adjustment, and clarity of thought. The document concludes by describing how software can help improve strategy execution and outcomes by providing tools for strategic planning, performance management, and continuous improvement.
The document discusses the challenges of recruiting digital talent, including the growth of remote work, constantly evolving skills, varying maturity of companies' digital environments, and lack of third-party certification for many digital skills. It introduces a recruitment assistant tool that aims to improve matchmaking for digital skills jobs over other tools by customizing job descriptions and assessments, tracking recruitment efforts, and benefiting from community-sourced questions. The tool seeks to power the majority of digital skill recruitments by working with, not against, existing platforms and databases. Its approach combines customizable job descriptions with crowd-sourcing and expert curation of assessment questions.
Talent Intelligence Partners hosts an annual conference in Amsterdam on insights for the talent acquisition and recruitment industry. The document outlines the evolution of talent solutions over three generations: 1) job boards and early applicant tracking systems in the 1990s; 2) expanded offerings like social networks, video interviewing, and improved ATS in the 2000s; 3) modern solutions like chatbots, skills assessments, analytics, and new recruiting marketplaces emerging since 2010. Talent Intelligence Partners provides thought leadership, events, media, and strategic consulting to the talent industry.
Eric Gellé, Vice President Sales Europe, SmartRecruiters
SmartRecruiters' modern enterprise talent acquisition platform is the generational successor to yesterday’s applicant tracking systems, allowing organizations to find, engage and hire the great talent they need to compete effectively in today’s economy. Atlassian, Ancestry.com, Equinox Fitness Clubs, Marc Jacobs, NBTY, Skechers, and Ubisoft are among the leading enterprises that have replaced their legacy systems with SmartRecruiters’ intuitive, powerful and complete solution.
This document appears to be a presentation from Eva Skidmore, VP of Public Sector Marketing at Salesforce. The presentation promotes Salesforce's products and services for government customers and emphasizes themes of digital transformation, customer success, innovation, equality, and making a positive impact.
Digital is not only cash or technology in first of all human. And you have no innovation without intelligence. What is the HR main evolution to the digital ?
On December 11, 2017, Tom Haak of the HR Trend Institute (https://hrtrendinstitute.com) gave a presentation at a meeting of the HR Digital Belgium community. These are the slides he used.
La Rocque Speaker Slides Worktech Talmetrix - 10.21.2021Aggregage
Companies are increasingly choosing to publish diversity and inclusion and other human capital metrics publicly and transparently. A top-level commitment to diverse and inclusive cultures, along with new SEC compliance requirements, the State of Colorado Equal Pay Act, and ESG goals now have employers evaluating their ability to deliver their Human Capital Metrics in a way that reflects not just their commitment but their progress.
Analyst George LaRocque of WorkTech sits down with Crystal Andrews Banks, Director of Diversity & Inclusion for Ulta Beauty and Chair, Diversity Inclusion Leadership Council for Retail Industry Leaders Association and Chris Powell, CEO of Talent Data and Analytics company, Talmetrix, to discuss the journey to transparency.
In this exclusive webinar, you will learn:
• Market dynamics driving transparency, and how transparency can impact your talent attraction and retention
• Approaches to creating realistic goals and metrics, and how to project results
• Strategies that need to be addressed in creating a transparent and inclusive culture, including how to think through the programs, processes, and policies of the organization before publishing goals internally and externally
• The Ulta Beauty journey to transparency and goal setting
Why Should We Keep Evolving Candidate Experience? Launchpad
We talk about the impact - both positive and negative, of incorporating technology into the recruitment process and take a crystal ball to predict how things will move forward over the next 5 - 10 years. Not quite futurology - more like a 'realistic prediction'!
IT consulting had become viewed as a commodity business with consultants seen as "plumbers" who were called in only to do jobs and evaluated based on price. HiQ sought to change this perception by positioning itself as a partner that brings specialized brainpower rather than just manpower to solve clients' problems in innovative ways. It created the concept of "toUnThink" which means delivering simpler, more effective solutions by going against common practices. This new brand platform led to increased revenue, margins and job applications as well as positive feedback from clients and industry colleagues.
Rapid advancements in digital, demographic and social shifts, increased competitive pressure and customer expectations are changing the way we work. To thrive, in this age requires a culture of care, engagement, adaptability, and innovation.
Topics covered in this presentation include:
What are the mega trends driving change at work?
What is leadership in this age?
How do we design organisations and teams for high-performance?
What are the skills and jobs of the future?
The document summarizes key points from 107 interviews with talent acquisition professionals and thought leaders. It discusses trends in recruiting such as the focus on data analytics to optimize hiring outcomes. Other topics covered include employer branding, recruiting marketing and technology, and the importance of employee experience for retention. The document provides resources for additional information on trends in talent acquisition.
The Era of Talent Intelligence: SIA Executive Forum SlidesLinkedIn Europe
This document summarizes a presentation about using talent intelligence to gain competitive advantage. It discusses key trends in the new era of work such as independent work, AI and automation, and skills gaps. It highlights how data and insights from platforms like LinkedIn can help address business challenges in areas like client consulting, placement strategy, new business development, and internal hiring strategy. The document stresses that while data and insights are important, what companies do with them is even more critical to create business value and gain a competitive edge in today's changing workforce landscape.
The Future of AI, Open Source, and Enterprise SaaS: Where It’s All Going with...saastr
A lot of startups and SaaS companies that build a business around an open source technology struggle to commercialize in a way that is both profitable and scalable, while also supporting the open source community that is so critical to innovation. Join Ali Ghodsi, CEO and Co-Founder of Databricks and Nithya Ruff, Head of Open Source at Comcast and Chair of The Linux Foundation Board, who are both open source thought leaders, for a fireside discussion about the value open source software has delivered for enterprises and their perspectives on the current state of the open source landscape.
The document discusses several challenges faced by organizations related to talent management and solutions implemented.
1) One challenge was predicting future hiring needs. The solution was a model using HR, finance and talent data to estimate requirements, resulting in predictions within 5% and 15% under budget.
2) Another challenge was enabling recruiters to add strategic value. The solution included reporting tools and skills assessments. It considerably reduced cost-per-hire.
3) A third challenge was recruiting 5000 new constables in 18 months with diversity goals. Dashboards helped identify bias and drop-outs, improving the 100+ step process and assessment of needs.
How to Take Control of Your Mobile Workforce with TracaTraca
How to take control of your mobile workforce with Traca.
Traca is a web software app for both desktop and mobile developed to help small business owners and specifically builders and tradesman to manage their projects more effectively. Traca frees you from long e-mail chains and helps you communicate more effectively and efficiently by reducing the need for phone calls.
We have included some handy benefits and tips which will help you manage your teams and subcontractors better, and provides an insight into Traca's functionality.
- Today, around 50% of companies allow remote work but only 30% of employees work remotely. Remote work is most effective for general productivity and sales jobs, less so for collaboration and innovation.
- Benefits of remote work include improved work-life balance, reduced real estate needs, and ability to attract workers across locations. Challenges include device and connectivity support, security, training, and regulatory compliance.
- Supporting a mobile workforce requires changes to management approaches, increased communication, and prioritizing transparency and results. Collaboration applications must also be more user-friendly and process-specific.
Akinpelu Olamilekan provides his contact information and educational background which includes graduating from Zumuratul Islamiyyah High School in 2014. He has IT skills in various software packages and has worked as a computer instructor and operator since graduating. In his spare time, he enjoys reading, listening to others, surfing the internet, and watching action movies.
SquadRun is a mobile market place that connects business to a smartphone enabled intelligent workforce.
A few use cases that SquadRun's army is being used for - Content moderation, User Experience testing, Crowdsourced content for brand engagement, On-ground Data Gathering, Focus groups, Outreach, Surveys, Sentiment Analysis etc
To know more log onto https://squadrun.co
The document discusses trends in digital workplaces and flexible workspaces in major cities. It notes that freelancing is growing significantly, with over 4 million freelancers in France, and cities are transforming office space to address these trends. Examples are given of coworking spaces supported by the City of Paris and new flexible office developments by companies in Greater Paris aimed at cost savings. Venture-backed shared workspace companies like WeWork and Liquidspace that allow short-term rental of offices through apps are discussed. The future of work is argued to be enabled by an "Uberization" of workplaces through digital technology and apps that facilitate finding, renting, and accessing workspaces and cloud-based work resources.
Blue Eyes is an artificial intelligence application that uses eye tracking technology to enable computer interaction for people who cannot use their hands. It analyzes eye movements and facial expressions to determine a user's emotions and interests in order to build a personalized user model. Some potential uses of Blue Eyes include an "Emotion Mouse" that tracks physiological data to determine a user's emotional state, gaze input for navigation, speech recognition, tracking user interests over time, and sensors to detect eye movements for computer control. The goal is to create machines with human-like perceptual abilities to allow for more natural human-computer partnership.
The document discusses how video technology is positively impacting recruiting. It begins with a speaker from Launchpad Recruits, Kirstie Kelly, who has over 15 years of experience in recruitment, hospitality, technology, branding and communication. She will discuss how behaviors are changing with increased video usage, how that impacts recruiting, and whether the changes are good or bad for recruiters and businesses. She will also explore how recruiters and companies can benefit from these technological developments.
The document discusses strategies for effective recruiting during economic downturns. It recommends that organizations 1) enhance their employer brand, 2) closely measure recruiting metrics, 3) innovate recruiting processes using new technologies, 4) understand total recruiting costs and consider outsourcing, and 5) remain nimble by evolving strategies as needed. Now is the time for smart companies to upgrade talent while competition is reduced.
2015 CareerXroads Source of Hire ReportCareerXroads
Since 2001 CareerXroads has annually published a highly anticipated Source of Hire report. Each of these lab reports cover thousands of hires per year and effectively shares the research and survey results grouped by job family, geography, level and industry.
Recruiting has evolved due to technological innovations and candidate expectations and so should your measurement practices. From employer branding and recruitment marketing to social recruiting and sourcing, recruiting activity these days generates an immense amount of data. But gathering and analyzing this data is a full-time job – and recruiters already have their hands full with managing endless req loads, as well as the needs of candidates and hiring managers.
However, a growing number of organizations are leveraging insights derived from more robust analytics and measurement practices, and outperforming their peers. In this webinar, Will Staney, Founder and Principal Consultant at Proactive Talent Strategies, LLC and Kyle Lagunas, Founder and Principal Analyst at Lighthouse Research & Advisory will examine key practices emerging in data-driven recruiting, showcase their research, and spotlight examples of these practices at work today.
We’ll be covering the following topics:
The Evolution of Recruiting
Social media and consumer technologies have changed candidate expectations and the way we attract talent.
Defining Data-Driven Recruiting
What does “data-driven recruiting” mean?
Metrics, Measurement & Analysis
How are top talent leaders measuring the effectiveness of their talent attraction efforts? We’ll look at the research.
Cool Tools & Applications
Technology driving the industry forward that both
Here's a snapshot of LinkedIn’s US Staffing Trends Report, revealing 3 industry insights to amplify your 2015 strategy. Download the full report: http://linkd.in/1uNWJo9
The document discusses trends in recruitment and talent acquisition that are expected in 2013. Some of the key trends highlighted are the growing dominance of mobile platforms in recruiting, LinkedIn becoming the primary recruiting tool, and more common use of online candidate assessments. It also mentions direct sourcing of currently employed top talent through social media becoming a primary focus for leading firms. The document concludes by stating the goal for 2013 is to become a preferred recruitment partner.
The document discusses trends in recruitment and talent acquisition that are expected in 2013. Some of the key trends highlighted are the growing dominance of mobile platforms in recruiting, LinkedIn becoming the primary recruiting tool, and more common use of online candidate assessments. It also mentions direct sourcing of currently employed top talent through social media becoming a primary focus for leading firms. The document concludes by stating the goal for 2013 is to become a preferred recruitment partner.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities. Competition and compensation were cited as the biggest obstacles for attracting talent. For small companies, recruiting skilled talent and improving quality of hire were higher priorities than for large companies.
Social professional networks have become a top source of quality hires according to a survey of over 4,000 talent acquisition leaders in 31 countries. The survey also found that improving quality of hire and sourcing highly skilled talent were the top priorities for both small and large companies. Competition and compensation were cited as the biggest obstacles to attracting top talent. With hiring volumes and budgets increasing for the first time in four years, talent leaders will need to scale operations while doing more with less. Emerging technologies are also disrupting recruiting, providing opportunities to find and engage talent in new ways.
The document discusses key trends in global recruiting for 2015 based on a survey of over 4,000 talent acquisition leaders in 31 countries.
Some of the top trends include:
1) Social professional networks continue rising as a top source of quality hires, increasing 73% over the past 4 years.
2) Quality of hire is considered the most valuable metric for measuring recruiting team performance globally.
3) Both small and large companies are focused on recruiting passive talent, or candidates open to new opportunities but not actively job searching. The US and China lead in passive candidate recruiting.
Recruiter.com offers an online recruiting platform and services for employers, recruiters, and job seekers. Their flagship product, the Job Market platform, distributes job postings to thousands of recruiters, providing employers with access to top talent. Recruiter.com has a strong brand in the recruiting industry and a large audience and network of recruiters. They are positioned for growth in the expanding online recruiting market. The partnership proposal outlines Recruiter.com's value proposition and opportunities for partners to earn commissions by promoting Recruiter.com's career services and products.
Sourcing, talent brand, and future recruiting trends to amplify your 2015 strategy.
Download the full Global Recruiting Trends report: http://lnkd.in/2015recruitingtrends
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and look to develop a more global workforce. Short-term assignments and business travel will see the biggest increases.
- Mobility types are diversifying to include more talent-focused moves like talent swaps and developmental assignments. Companies are also moving toward more localized reward packages instead of tax-equalized home-based assignments.
- Managing global talent and mobility is becoming more complex as the typical assignee profile changes. Companies must tap into growing talent pools in emerging markets and develop a strong global employer brand to attract top talent.
PwC Global Mobility Insights -Moving People with Purpose - Modern Mobility Su...Peter Clarke
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and need to access talent pools globally. Short-term assignments and business travel will see the biggest increases.
- Mobility is being used not just for tactical deployment but also for strategic talent development. There is a growing use of moves like talent swaps and developmental assignments.
- Reward structures are becoming more varied and global. While tax-equalized assignments still have a role, there is a shift to local-plus moves and permanent transfers, as well as more global pay packages.
- Managing the mix of local and mobile
Human Capital Consulting provides innovative recruitment strategies to improve talent management and increase ROI. Their strategies include direct recruitment programs using multiple channels, building talent pools, and using technology like social media and mobile platforms to source candidates more efficiently. Clients can expect benefits like improved candidate quality, shorter time to hire, lower costs, and better retention within 6 months of implementing a new recruitment strategy tailored to their needs and goals.
Pipelining, With a Twist: Engaging Your Hiring Managers in Sourcing | Talent ...LinkedIn Talent Solutions
LinkedIn and Regus hiring and management teams share how they built a co-active sourcing model, connecting and coordinating efforts between the recruiting team and the business to co-pipeline for talent.
Continue your talent acquisition transformation at Talent Connect 365: http://linkd.in/1z8YEaf
Employer Branding in the Era of Talent IntelligenceRebecca Feldman
The era of talent intelligence is here - it's using data and insights to make people your competitive advantage. Letting data guide you to the right audience, and even the right messaging, can enable you to win the best talent.
This presentation, originally developed for a customer workshop, shows you how to use an insights-driven approach to employer branding. You will learn how data can help answer key questions, pinpoint your target audience, measure your culture, and more.
If you’re frustrated with the mostly mediocre results produced by your current corporate employee referral program, it is important to realize that with only a handful of action steps you can dramatically improve both the quality and the volume of referrals. Referral Program managers need to realize that there is a growing performance gap between average referral programs and the emerging advanced ones. Advanced programs result in referrals reaching nearly 50% of all hires and they can receive as many as 8 referrals for each open job. These advanced programs can produce the highest quality, the fastest hires and even lower-cost hires than other sources. The keys to dramatically improving your results include understanding how to motivate your employees and managers to produce high-quality referrals, how to proactively seek out referrals, how to assign referrals and how to expand program coverage to increase referrals. Common referral program errors will also be highlighted and solutions for each will be provided. The webinar leader, Dr. John Sullivan, is the leading global expert in referral program design. During this highly interactive session, he will provide you with tips, action steps, best practices and he will answer your questions. As competition for top talent increases, upgrading your program to the next level is becoming an essential strategic step that can no longer be postponed.
UPSTART Live Spring Summit - The New, New ThingWorkforceNEXT
The New, New Thing: Latest Innovations in Recruiting and Workforce Management Solutions.
Presented By Ziv Eliraz, ZAO; Mark DeChant, Findly; David Lyon, RoundPegg; Tim Lambert, Jobvite; David Kent, Oilpro
THE DATAFICATION OF TALENT MANAGEMENT: HOW PEOPLE ANALYTICS LEADS TO STRATEGI...Human Capital Media
According to Bersin by Deloitte’s HR Technology Disruptions for 2018 report: people analytics is now “a must-have domain within HR.”
The global economic recovery, compounded by demographic shifts, has moved power from employers to employees, turning talent into a seller’s market. As a result, the workforce is increasingly a core strategic consideration and top concern of the C-suite. Yet the most commonly monitored talent metrics do very little to deliver true insight into the workforce and its impact on the business–and Talent Management’s readiness to report more than basic metrics remains a serious issue.
Talent Management needs to graduate from metrics to people analytics–from information that only guides tactics to insights that drive strategy–and discover the important connections and patterns in their data that enable better workforce decisions. Join expert Dave Weisbeck as he discusses how Talent Management can use people analytics to achieve strategic excellence and play a more critical role in driving business performance than ever before.
In this informative webinar, Dave will show you how to transform your Talent Management, ramping up from basic operational reporting to strategic people analytics and workforce planning.
Topics will include:
Global and technological trends shaping the Datafication of Talent Management
How Talent Management can move up the people analytics maturity curve
What impact the advent of the people strategy platform plays in analytics maturity
Practical examples of how to graduate from metrics to people analytics in:
Recruiting Effectiveness
Performance Management
Talent Retention
Comp & Benefits
Workforce Costs
Common pitfalls to avoid with people analytics
Register for this engaging webinar to learn the ins and outs of the datafication of Talent Management and what impact it has your organization.
16. Leverage the whole Salesforce Platform
“TalentObjects …an amazingly deep
integration with Salesforce.com”
− John Sumser November 2014
Connected Collaborative Secure
1 2 3
18. Equip hiring managers to meet
coming challenges
Workforce turnover will reach 23% annually by 2018;
turnover costs for a firm of 5000 can be $8M.
A 5000 person firm takes >50 days to fill a position.
Source: Hay Group
Source: 2014 Dice-DFH Survey
19. Put yourself in every candidate’s pocket
Source: TalentHQSource: Glassdoor 2014 Survey
75% will use mobile job
search in coming year
70% of mobile searchers
act within an hour
20. Enable every employee as a brand
ambassador and recruiter
More trust for rank-
and-file worker opinion
than executives.
Source: Edelman Trust Barometer, 2015
73% of 18-34 year olds
found last job through
the social channel.
Source: Aberdeen
22. Succession
Perform Spring 16 Perform Summer 16
Learn Summer 15 Learn Winter 15 Learn Spring 16
Onboarding
Recruit Spring 15 Recruit Summer 15 Recruit Winter 15 Recruit Spring 16 Recruit Summer 16
Engage
Talent
Connected
Talent
Connected
Enterprise
Agile
Enterprise
Collaborate with
Talent
Platform Roadmap Journey
An evolutionary approach
MAR ‘15 JUL ‘15 NOV ‘15 MAR ‘16 JUL ‘16
23. To learn more
Visit www.4talentobjects.com
Ask for your 5 minute video demo tour
Schedule a live demonstration
23 6 August, 2015
Editor's Notes
If you look at history, enterprise software applications meet expectations maybe half the time if you’re being generous. And in PriceWaterhouse survey, 50% of companies that launch Enterprise Software Projects have at least one that failed last year. Plenty of studies have been done as to why that it is, and it always comes down to a select few key contributors.
The business isn’t bought in
The impact on business performance isn’t understood
Here is a simple truth: Most of the HR Solutions that could benefit HR professionals and their stakeholders don’t get broadly enough adopted within the business to generate breakthrough results. Generally they are solutions that were developed for HR processes and practitioners and not the business user.
Talent Objects is on a mission to reverse that, creating solutions that are broadly adopted by the business to get the entire organization engaged in the process of finding, nurturing, hiring and developing top talent. In other words, to get every employee to play an expanded role in optimizing the workforce.
Our mission: “Deliver HR solutions that a business person can love.”
TRANSITION COMMENT: And we have a recipe to deliver those solutions.
What will business people love?
Reduce the complexities in what they have to do to manage all those HR Processes from Hire to Retire. Take manual steps out, use interfaces that are fresh and incorporate swipe-not-type and pick-and-click interfaces wherever possible.
Recognize that they spend 70% of their time on mobile devices of one kind or another. They need processes to be mobile. And they want the experience when they use them to be good and consistent across devices.
Help them connect with and hire the “new breed” of talent out there that is much more mobile, much more social, much more prone to engage in dialogues about your company outside your line of sight. Give them tools that that enable them to empower their best employees as brand ambassadors and turn them into recruiting marketers.
Come to their world. Don’t make them come to yours. Bringing HR solutions to the Salesforce platform that leverage all the most advanced capabilities it has to offer enables hiring managers and other business professionals to tap the tools they need to connect with talent and optimize a workforce from within an environment they already know and trust.
QUOTABLE QUOTE: “I never met a ATS that I liked.” (We agree by the way----ATS is an application and very limited when you step outside the scope of “tracking transactions”. We’re building a Recruiting Platform for exactly that reason---”recruiting is much more about the process prior to an application being made)
TRANSITION COMMENT: And within this framework, embed all the knowledge of an industry leader so the applications focus on what matters and where differences are made.
Who is TalentObjects?
We are reimagining the hire-to-retire process from the ground up on the Salesforce1 platform, but we aren’t starting with a blank slate. We are drawing on an extensive body of knowledge and experience. Lumesse is recognized by industry insiders, analysts and professionals as the leading Talent Management software provider, and has been for nearly fifteen years.
That wealth of talent and knowledge gained through 15 years and in engagements with 2300+ customers is channeled into a completely new suite of Workforce Development solutions that we call TalentObjects, a family of five modules for the Salesforce platform that span the entire talent lifecycle from hire-to-retire.
The Lumesse pedigree is impressive.
15 years experience
2300 customers globally
Over 600 professionals
We reduce annual recruiting costs >$1B for customers using our products
We manage well over 1
QUOTABLE QUOTE FOR THIS SLIDE: “We get to take the recognized Vision of Lumesse, and blend that with the recognized capacity for Innovation of Salesforce.com. That’s makes it great coming to work every day.” Charlie Doucot, SVP and G.M. of TalentOjbects business.
Two consistent themes have framed Lumesse and its products for nearly fifteen years.
Get the right people into the right jobs at the right time
Equip managers to raise performance of employees throughout their employment journeys
Logic would tell us that if we do those two things, we can make a powerful contribution to performance.
The FTSE 100 Index, also called FTSE 100, FTSE, or, informally, the "Footsie" is an index of the 100 companies on the London Stock Exchange with the highest market capitalization. It is widely used globally as an indicator of business health and performance for those companies regulated by the U.K.
The EURO STOXX 50 is a stock index of Eurozone stocks designed by STOXX, and index provider owned the Deutsche Borse Group and SIX Group. The goal to provide blue-chip designations for the Eurozone. It is comprised of fifty of the largest and most liquid stocks. This includes index futures and options and according to the providers is among the most liquid such products in Europe or around the world.
Does this mean that companies who use Lumesse will outperform? Or that companies who outperform choose to use Lumesse? Does it matter?
TRANSITION COMMENT: We’ve got the knowledge and experience, a track record of delivering results for customers, the perfect business partner and a great opportunity to innovate, so then the question what opportunity do we see for that innovation. We tend to think in terms of themes, and here are some themes we think apply to the evolution of HR Solutions through the years that have brought us to our point focus.
We thought hard about how we’d raise the value of those contributions. Before we ever started thinking about what TalentObjects needed to BE we thought through what we needed TalentObjects to DO.
This is a story about transformation. It is a story about moving the four constituents in Workforce Optimization to higher and more strategic levels of contribution.
Bersin by Deloitte----one of the more respected thought leaders in the industry---talks about four levels of maturity of the HR function and its impacts on the organization. (you can view and download them here ( http://marketing.bersin.com/rs/bersin/images/60412.pdf ). At the highest level, HR is a business function that makes a strategic contribution and helps raise business performance. Our point of view is that the only way HR can make that contribution is when the Business participates. By bringing TalentObjects to the Salesforce1 platform we are helping facilitate that participation by embedding HR capabilities in the platform already used by business people.
We are out to transform how a Workforce is developed by enabling the four critical players in the Talent Journey----HR, Hiring Managers, Employees and Candidates to be much more engaged with one another, and lower the barriers to speed in the candidate identification, nurturing and hiring processes and then carry that forward into Onboarding, Learning, Performance Management, and identifying high potential employees.
TRANSITION TO NEXT SLIDE: The one common denominator in all of the steps of the talent journey is PEOPLE.
We haven’t forgotten that. As we set out to create TalentObjects it was with the overriding criteria that we keep “Humans” at the center of everything.
Interactions, Transactions, Connections, Communities--------all of those pass through a person. We talk about how the Human is the Hub.
There has been a tendency of HR solutions of the past ten years to develop GREAT products to optimize processes but without ANY
What we mean by that is the only way that we’ll be able to help Recruiters, Hiring Managers, Employees and Candidates operate as a Talent Development engine is to keep them in the middle of everything. When we develop, we develop for USER EXPERIENCE.
TRANSITION TO NEXT SLIDE: But it would be very tough to develop for User Experience if we didn’t spend a LOT of time letting users help us understand what that experience should be.
No better place to learn what Users want than to go into the market, ask questions and listen.
We wanted to know what Recruiters and Hiring Managers were seeing as real needs to reach the candidates they want to reach and successfully nurture and hire the best.
We wanted to know what barriers existed in the processes they use. We wanted to know what barriers were there between the individuals involved in the processes and how we could help lower them.
TRANSITION TO NEXT SLIDE: So we went out to ask questions and listen.
We talked to countless professionals on both sides of the hiring process…….Recruiters and Hiring Managers.
And we got an earful of things that they really, REALLY needed help with.
They are listed here.
Basically, they were feeling very overwhelmed.
Data Point: Deloitte Study finds that 2/3 of workers feel overwhelmed at work. They aren’t looking for more forms to complete. And only 15% are “engaged” workers.
They point to the fact that the Cloud has enables the pace of innovation to accelerate, and that being inundated with all this innovation it has been tough for workers to absorb and adjust to it. We agree. It’s one of the reasons that we
When we talked with HR and Business professionals, several themes kept popping out.
The most dominant theme was that they generally aren’t happy with what they have today. HR people aren’t happy that the tools can be cumbersome to use for them and their stakeholders. That means stakeholders don’t want to use them and don’t use them.
Business people feel like the tools are still engineered for Processes and not People. And that certainly won’t help drive employee engagement up. They don’t deliver the user experience that makes them ideal for Employee development or Candidate nurturing and recruiting.
TRANSITION TO NEXT SLIDE: As we went through our “Listening” we also learned some things that became Big Ideas helping us shape our direction moving forward as we thought about what sorts of capabilities we needed to bring to a new HCM platform.
No surprise that the landscape around Recruiters and Hiring Managers is dynamic and a lot of parts are moving these days with the shifting workforce, technology and social web creating new opportunities and challenges.
We heard three big themes that we think have pretty profound effect on how Recruiting will be done.
And definitely have a profound effect on what sorts of solutions providers like us need to bring to the table to help transform the game.
As is pretty widely reported and recognized, consumerization has enabled employees and managers to bypass traditional system pretty much all across I.T.
Nearly 70% of Cloud applications that find their way into the Enterprise actually get there without knowledge of the CIO. In other words, the consumerization has created a Wild West where workers simply go get what they need to go their jobs whether it’s on an approved list or not.
Think of it this way….. We are ALL Consumers long before we enter the workforce. And we bring those consumer behaviors with us to the office. We don’t check them at the door. So we are already inclined to want things like “self-service, and recommendations, and download-to-use” when we are in the workplace.
This extends over to Candidates and Employees. Both of them want point-and-click or swipe-instead-of-type ease. They want an experience that is pleasing and engaging.
Enterprise Software USERS expect UBER like user experience
Enterprise Software USERS expect NETFLIX like recommendations
Enterprise Software BUYERS expect ZAPPOS like customer experience
CLOSING THOUGHT: With this in mind, we have to provide a consumer-like experience if we want to engage Consumers. And those can be Candidates, Hiring Managers, or Employees.
The second thing we found is that “Millennials” is on a lot of people’s minds.
But we think maybe the definition is a bit skewed to age when maybe it shouldn’t be.
Most of us probably text. We text with co-workers, partners, and other business associates. We may be texting more than talking these days. We have a social profile. At least one. We may have two or three. And we stay fairly active on at least one of them.
71% of baby boomers visit social sites at least once per day
At least 75% of jobseekers expect to use mobile devices to search for a job
At least 45% will complete a job application online
But-----75% of jobseekers are NOT in the 18-34 age group.
In other words, from an engagement perspective, we don’t need to get ready for the millennials. We’re here already. We’re just a little bit older than what was expected. Engage with us the way we want to engaged with and the transition to the next “age” generation will go just fine.
The message here is that the behaviors TalentObjects is designed to serve; Mobility, Social Interactions, Participation in Communities--------those are cross-generational.
TRANSITION TO NEXT SLIDE: To exploit these cross-generational “millennial-like” behaviors Hiring Managers and Recruiters have to change the game they play. But Change is a sary thing for most of us, and for the transformation of a Hiring Manager to “Workforce Developer” we have to make that change as painless as possible.
Change is generally a bad thing in most people’s minds. Particularly those people that Deloitte has called as the “Overwhelmed majority” in the workplace.
Change is a bit scary. It means learning new stuff. We accept change when it’s brought to us in a way that minimizes any impacts on us. But we love change when the change is just for us, and brings us something sort of cool. And we really embrace change when we see that not only is it cool, it gets us great results. This just drives home the point that if the change we’re looking for is to see broad adoption of HR solutions by the Business Stakeholders we need to minimize the impacts, make it easy, and show them that what we’re asking them to do connects them to candidates and their workforce in ways they’ve not been able to connect before.
Your key message here is: We did make change a less painful thing. We’ve create tools that are as intuitive as we can make them and put them into an environment that is familiar to business people. We brought the Recruiting Plaform that Hiring Managers need to use and that HR Professionals wish they would use to their environment. It is built on Salesforce.
In our simple little minds this means that we need to bring the tools we want them to use into their familiar environment rather than asking them to join ours.
TRANSITION: So what did we learn in our conversations with HR and Business professionals? We learned that if HR solutions are going to be broadly adopted they have to deliver value to the broad audience. They need to enable the broad audience. They need to be simple to use, mobile so opportunities are never missed, social so that employees can be brand ambassadors and collaborative every step of the way. Most of all, we learned that for HR solutions to be broadly adopted they should run on the platform that business people use.
When we set out to Design and Build the platform, we knew that we absolutely had to keep the People we were building for right in the middle of the design.
USER EXPERIENCE is everything.
HR Professional: Tools that support the processes they have in place, and can be easily accessed and used by Hiring Managers. A collaboration platform that enables the HR professional to close the loop in real-time during the recruitment process with other Hiring Team members. A single record of transactions and interactions with candidates.
Hiring Manager: Self-service tools that run in an environment with which he is already familiar. The ability to equip other members of his team with tools to engage and nurture candidates on social channels or through collaborative sessions via Chatter. The ability to draw information from a single source of truth on candidates to ensure that interactions are made RELEVANT and carry a context with them throughout the recruitment process.
Candidate: Ease of use. Simple workflow. Mobile. Engaging.
TRANSITION: So we knew that we wanted to deliver a platform that could unify the HR professional and Hiring Manager around a common set of tools to support Collaborative Hiring and to deliver the sort of candidate experience that ensured a crop of highly qualified and engaged applicants. We adopted a Methodology around HumanCenteredDesign that ensured we’d keep the USER in the fronts of our minds while we developed
The methodology is actually called User Experience Design and is powering all our development.
The methodology is premised on the idea that a product design should start with User Experience as the baseline and then build back from there.
A cycle of User Interviews, Visual aids and Iterative Prototyping drive the design, which is done in rapid iterations.
Much like an Agile method, deliverables come in rapid cycles, enabling us to continually test with users and our own designs whether we are hitting the User Experience targets we have set, and to innovate very, very quickly.
The other benefit of the methodology is that as new capabilities come available on the Salesforce platform we can very quickly incorporate those into our applications or create applications to leverage them.
Our process started with user interviews where high level flows of the work processes were detailed, and questions asked and answered about the experiences around those processes.
TalentObjects is the only HCM offering that is currently being developed on the Salesforce platform, meaning we have access to the latest capabilities of the platform.
When we are asked if we are “integrated” to the Salesforce platform, our answer is “NO”. We are not integrated. The other guys are integrated.
Because we are developed on platform, 100% of our development effort is devoted to bringing HCM capabilities onto the platform.
Because we are developed on the current platform, without “baggage” to bring along, we exploit all the latest capabilities
Because we do not have to maintain platform-level functions, our time-to-innovation is significantly better than competitors.
DATA POINT: “Time to Develop/Innovate” is exceedingly fast. Uniquely so. The development time for TalentObjects:Recruit is less than four months. And innovations and extensions on the Recruit platform will come quarterly. This same speed carries forward into our other modules for Perform, Rewards, Succession Planning and Learning.
Specifically….
Connected & Collaborative: Our modules exploit all the “Connected” capabilities of SFDC. Mobility, Social connectivity, Chatter, Communities Very important point: Each person gets a social profile when they come into the candidate pool or talent pool which stays with them throughout the whole process from Candidate to Hire to Retire.
Because this is all built on CRM, and each candidate is treated much like a customer with every interaction recorded and every encounter planned the RELEVANCE of those interactions can be influenced and improved.
Secure: Because we developed on the platform, all TalentObjects interactions and transactions are secured by that platform. This is the cloud platform most trusted by CIO’s to secure and deliver enterprise services from the cloud. Enough said.
As we deliver the TalentObjects platform over then next 18 months, it will roll out in an evolutionary way, enabling customers to transform work processes gradually.
The first module to come out is TalentObjects:Recruit, and it is intended to equip organizations to streamline recruiting processes, engage higher quality candidates, nurture passive candidates until they become engaged, and empower every employee in the company as a Brand Ambassador or Recruiting Marketer with Social tools, collaboration capabilities and a single source of insights to individual Candidates, where they are in the Recruitment Journey and give clues to what sorts of information or interactions might be impactful to them along the way.
TalentObjects:Recruit will evolve through quarterly enhancements with the focus always being on extending User Experience.
TRANSITION TO NEXT SLIDE: And that user experience is focused on HR professionals, Hiring Managers, Job Candidates and Employees.
that ensured we’d keep the USER in the fronts of our minds while we developed
Empowering Employees as Brand Ambassadors is becoming an important element for Hiring Managers to build into their recruitment inventory. Companies like Adobe, Google, Nokia, Dell and IBM are already doing this.
Although there will clearly be accelerating need for Hiring Manager automation of and control over Candidate Relationship Management the current crop of HR solutions have failed to find broad adoption in the business
They were developed for HR professionals rather than Business people
They are cumbersome
They run on different platforms than the business applications
HR functions have largely failed to keep pace with business functions in adoption of “cloud” or other new technology paradigms----they are not Agile by any stretch of the term.
Business Managers have traditionally not been happy with Quality of pipeline and Time to create the pipeline.
With TalentObjects we are attacking those and other problems.
1) We are EMBEDDING solutions for Workforce Development in the Salesforce platform. All the rich reporting, data integration, single source of the truth and other benefits that LOB managers have loved accrue with our offering. By embedding our solutions there we are deploying on a platform that is ALREADY trusted by the business and by the CIO to secure the delivery of Enterprise services from the cloud.
So we are bringing down a barrier by extending the value of the Business Platform rather than asking that the Hiring Manager use a separate platform.
2) We recognize that BOTH ends of the hiring equation, Job Candidate and Hiring Manager, absolutely require full functionality to support the recruiting process on mobile devices.
Hiring Managers who are on the go can initiate Requisitions, Generate Approvals, Schedule Interviews, Post Candidate Assessments via Chatter, and Create Offer Letters all from Mobile Devices.
Job Candidates should be able learn about jobs, initiate applications, respond to requests for interviews, attach resumes or links to social profiles and accept jobs if offered----all from their mobile devices.
The mobile experience should be as easy as any consumer experience with an Uber, Amazon, or other Consumer website or service.
3) We close the loop on collaboration. By embedding our applications with Chatter we enable Hiring Managers to include HR people, other employees or anyone else within the Chatter group to provide inputs or learn about a particular candidate in near real time. Best candidates are not left hanging out there waiting for feedback.
4) We are social through-and-through our applications, making candidates accessible to Employees acting as Brand Ambassadors to drive peer-to-peer relationship building and help turn passive candidates into Actively Engaged applicants.
Providing a simple and engaging mobile experience is critical to reaching top candidates.
Research shows that candidates viewed as “highest quality” expect the mobile experience to be good. In fact, one manufacturing company reported that over 15% of applicants dropped out of a process that was not offered on a mobile device.
Glassdoor’s annual survey of jobseekers for 2014 found some interesting data points.
Nearly 50% think mobile devices will be the most common way people search for jobs in TWO YEARS OR LESS
20% think they already are
Almost half of jobseekers use their mobile devices at least once a day to search for jobs
45% of people who find jobs posted via a mobile device actually APPLY on that mobile device.
The message here is that a robust and end-to-end Mobile Recruiting experience is critical. TalentObjects is designed for a USER EXPERIENCE that is engaging and simple. We use swipe-instead-of-type or pick-and-click interfaces wherever we can. We make it easy for Recruiters, Hiring Managers and Candidates to move through a process together.
From Offer letters to offer acceptances, the process is simple. There is no learning curve required as the interfaces are intuitive and the workflow built in.
Research and surveys continue to pile up that the Social Web is an increasingly important source for Employment Branding and Candidate Sourcing.
Companies like Adobe, Google, Nike, Nokia, IBM and Dell have former Brand Ambassador programs to train employees how to use the Social Web for Employment Branding
IMPORTANT POINT: “Companies with a formal candidate relationship management process and track all their candidate/applicant communications are 40% more likely to be best in class.” (Aberdeen)
This is a critical distinction. It is not enough to connect employees to candidates on the social web. The interactions between Employee and Candidate should be captured and catalogued to provide context for future communications. Being RELEVANT is an absolutely critical factor in shaping a relationship with a high-value candidate and having access to the context around the relationship in place enables more relevant communications. As an example, a candidate who receives a personal message around a birthday or other life event that has been exposed through a social interaction will feel more connected to the company trying to recruit him.
The Social Web is where the Passive Candidates can be turned into Engaged Candidates.
TalentObjects enables brand ambassadorship by:
Providing a solution that is “connected” to the social web
Enables the capture of transactions and interactions in its “CRM” foundation
Enabling Social Profiles to be captured and aligned with other information retained in the CRM-based candidate profiles
Provides a single source of information on the status, interactions with, and conversations with a Candidate.
These are seemingly disassociated conditions.
But a hiring process that takes too long can often be blamed on silos and poor flows of feedback through them.
If Eric Scmidt is right and the best hires are made by committee actions, then the problem gets worse.
The solution to both of the situations that are outlined on this slide is “social collaboration”. And not the kind that takes weeks.
This is what Chatter is all about and why we have developed applications to utilized it on the platform.
We reduce the amount of time it takes for the process steps to be executed by using this real time social messaging platform to close those loops.
Interview scheduling, feedback, quick reviews of candidate profiles-----all of these can be accomplished on mobile devices, wherever someone is, and immediately.
The TalentObjects roadmap reaches out to Mid 2016 and at maturity is a complete platform for Talent Acquisition and Talent Management for the Salesforce Platform. The platform will include core functionality for Recruiting, Onboarding, Learning, Performance Management, Rewards Programs and Succession Planning.
The platform is Mobile-First, and designed to exploit Social Channels at every step of the Talent Journey from Passive Candidate through Engaged Employee and beyond.
Because it is completely developed on the Salesforce Platform it takes advantage of capabilities of the platform today and will create applications to tap future enhancements such as Analytics.