As organisations around the globe confront the challenges presented by the coronavirus (COVID-19) outbreak, even the most seasoned talent leaders find themselves in uncharted territory. We’re creating a miniseries with our experts here at PeopleScout about the issues that are most pressing during this uncertain time.
We are focused on the safety of our employees and clients, friends, families and loved ones. However, it is important for many organisations to keep their talent acquisition functions moving – whether to provide essential services or to serve our communities by providing jobs. Many organisations are also now adapting to a newly virtual workforce.
In that spirit, this episode shares insights from
PeopleScout Client Portfolio Leader Chris Gould on strategies for working from
home and leading teams from home.
Chris has over 20 years of experience in RPO, global talent
acquisition leadership and consulting. He has proven success driving talent
strategies and operations; building and developing global, diverse teams; and working
with business leaders developing cost and availability strategies in mature and
emerging markets. Prior to PeopleScout, Chris was formally the Global Head of
Talent Acquisition for Black & Veatch and the Aon Corporation and held
senior leadership roles with Accenture, Hewitt Associates, and Aon Hewitt. His
global teams have been responsible for permanent and contingent hires in over
100 countries. He is a requested speaker on topics related to global talent
acquisition, leadership, social networking, and human resources.
At PeopleScout, we’re all dealing with the same
changes—working from home and recording these podcasts from a distance, so
things may sound a bit different than you’re used to hearing.
ARTIFICIAL INTELLIGENCE includes machine learning, deep learning and automation. Talent tech platforms integrate AI to streamline time-intensive tasks. Through AI, recruiters can find candidates faster, while candidates can receive consumer-like branded employer experiences.
87% of senior executives believe AI is important to achieving overall business objectives.
Source: Forbes Insights
AUTOMATION continues to grow, replacing low-value, manual tasks with more strategic ones. How can employers achieve the right balance between automation and human interaction?
For more on automation, watch our webinar, “The Dos and Don’ts of Automating Your Candidate Experience” on-demand at peoplescout.com/webinars.
BEHAVIORAL ANALYTICS helps explain why people take certain actions. This form of analytics can target passive candidates, as well as help, predict candidates’ future success.
Organisations that use behavioral insights outperform peers by 85% in sales growth.
Source: McKinsey sales growth.
The CANDIDATE EXPERIENCE differentiates and bolsters employers’ brands. Organisations that do not improve their candidate experience may negatively affect their ability to hire talent.
27% of candidates who have a bad experience would “actively discourage others to apply.”
Source: LinkedIn
PRIVACY in the digital age and the way organisations handle candidate information is an ongoing concern made more complex across the digital and international world.
GDPR’s Effect Since Implementation: Large UK companies spent $1.1 billion collectively on GDPR prep. Large American companies spent $7.8 billion on GDPR prep.
Source: www.varonis.com/blog/gdpr-effect-review/
IN 2020, THE INFLUENCE OF TECHNOLOGY IN TALENT ACQUISITION WILL CONTINUE TO GROW IN EACH STAGE OF THE RECRUITMENT CYCLE.
Many in the industry expect talent tech to play an increasingly large role in recruiting activities in the next three years.
Source: Deloitte Global Human Capital Trends survey, 2019.
WHILE THE CROWDED TALENT TECH WORLD EXPANDS, A FEW TECHNOLOGIES WILL CONTINUE TO DOMINATE THE RECRUITMENT CYCLE THIS YEAR: ANALYTICS, AI, BLOCKCHAIN AND RPA.
RPO service providers are creating a digital ecosystem using third-party technology providers to provide a seamless experience to hiring managers and candidates.
Source: Recruitment Process Outsourcing (RPO) Annual Report 2019: Steering 3D Growth on the Tides of Talent Shortage, RPO Annual Report, page 50, August 2019, Everest Group.
MAKE SURE TO CHOOSE THE RIGHT TALENT TECH PROVIDER FOR YOUR ORGANIZATION’S NEEDS
Talent tech growth is driven by the competitive job market and new AI-based solutions.
As an industry, talent acquisition is mid-way through a massive replacement of legacy systems and looking at more nimble models.
When choosing a talent tech provider for your project, ask questions, understand the vision of the project, ask for a road map and agree on the support model.
The roles of
talent acquisition and HR are changing. When you talk with Jennifer Mattocks,
it’s clear that she’s here to lead that change. PeopleScout’s Executive Leader
of the Americas, Jennifer is the daughter of an artist and a mathematician –
part creative, part analytical and constantly looking for better ways to work.
Jennifer doesn’t
come from a traditional recruitment process outsourcing (RPO) background. With
more than 20 years of experience leading enterprise client management and
strategic sales teams in HR advisory services and talent assessment, Jennifer has
a broad view across the HR function and has seen firsthand the way it’s
transforming. She has a deep understanding of not just talent acquisition, but
also the full employee lifecycle.
We spoke with Jennifer at our Chicago headquarters about the changes headed for HR, the forces behind that transformation and what organisations should be doing now to be ready for what’s next.
We’re starting a new decade with historically low unemployment and skills shortages, making it more difficult to find and hire the right talent. How should employers approach their workforce planning?
Thinking about the skills shortage, there have been a few statistics that have caught my eye. One is that the World Health Organization predicts that there will be a worldwide shortage of 15 million healthcare workers by 2030. That’s not far away. This is an issue that we need to focus on now. Another is that according to the Department of Labour, 17.4% of workers in the U.S. are now foreign-born, and it’s rising. That means we need to have a global perspective when we’re looking at our workforce.
As it relates to the skills shortage, employers should be thinking about the influence of significant shifts in the talent landscape and how they address them in their workforce planning strategies. Strong talent pipelines will hinge on the idea of the fluid workforce – the idea of non-linear career development – and making sure that we have programmes in place to have the right skills at the right time in the right place.
One way to
adapt to the challenges that we’re facing in finding the right talent is
through a total workforce solution, which allows employers the flexibility to
be able to address skills shortages and low unemployment. For some industries,
healthcare included, that means we need to look at ways we can find talent with
relevant skills through non-traditional channels. Then, by closely tying
training and development with talent acquisition, we have the ability to
realign talent to roles and responsibilities that fit with their current
skills.
How do you see the role of HR transforming to adapt to the changing world of work?
One role of HR
is matching people’s skills to work. As HR and talent leaders, we know we
cannot assume that when an individual is placed in a role, that is what they
will do – or want to do – for the rest of their career. Creating nimble career
paths and opportunities for ongoing development will be critical to the success
of any HR leader going forward.
An example to illustrate the change we’ll see from HR is through how we approach career pathing. Right now, we have a career ladder that goes from bottom to top. That ladder is going to be flipped on its side – and it already has, to some degree. Individuals are seeking different skillsets or opportunities to develop within the organisation, which doesn’t always translate to a linear career progression. Employees also want to have stronger ownership and input into their own career development; we see this characterised by input particularly from the millennial and Gen Z talent, who are just starting to enter the workforce and seek variety in opportunity.
I also anticipate that we’ll see the idea of the external gig economy brought in house. Meaning, HR will serve as a hub that is responsible for moving talent throughout an organisation based on individual skillsets, the work that needs to get done and the way talent wants to work. With that, HR as a function will change, and the skills needed to succeed in HR will change, as well.
To this end, I see the need for a much tighter connection, even blending, of talent acquisition and talent development roles. Not only is HR responsible for nimbly fulfilling the talent needs of the business to deliver on the work that needs to get done today, but HR is also responsible for providing structure, resources, and tools for the development of talent pools for the future. So, we will see HR marrying those two roles to a degree we haven’t yet seen.
What is the role of technology in the changing world of HR?
HR leaders first need to have a thoughtful strategy, then make sure the technology supports and enables the strategy. With a strategic foundation in place, technology will facilitate the ability of organisations to do three things.
First is to have visibility into and a more comprehensive understanding of the talent that they have in place today, as well as the talent pools that exist both internally and externally. Second, HR leaders can leverage learning and collaboration technology to build up the skillsets that perhaps are missing or need development within the organisation. I think we’ll see a lot more innovation to come related to this. And third, HR can utilise technology, AI, and analytics to better match individuals at the right time to the work that needs to be done.
Technology will also change the HR roles we see today in a fundamental way. There’s a lot of talk about certain roles being replaced by technology and tasks replaced by automation, but we still need human thought, perspective and ethical input to drive technology to make the right decisions. The human touch will never go away and will increase in importance for organisations to be competitive.
What are you most excited about for the future of talent acquisition?
There are two
things. One is that we are at the point in which HR and talent acquisition
needs to be prescriptive to drive success. Then, HR needs to deliver on the
needs of the business while driving the engagement and productivity of the
employees. It’s going to be fun to see that shift start to be more pronounced.
I think the
other really exciting shift is one that’s personal to me, given the age of my
children, and that’s seeing Gen Z enter the workforce and even start to enter
management. This is a generation that more naturally and openly drives
inclusivity and values having an ethical decision-making process behind what
they do. They really embrace technology in novel ways, and having individuals
with those capabilities entering the workforce will be very exciting for talent
acquisition. I think it will continue to shape how we hire, promote and develop
talent, and I look forward to seeing the positive changes they bring.
On a sleepy Saturday morning, you grab
your laptop and spend two hours applying to your dream job. It’s worth the
extra cup of coffee because you like this role and company enough to ignore the
annoyance of a long application. Finally, you submit your application. An
instant later, you receive a reply in your inbox. “We regret to inform you that,
after careful review, you are no longer being considered for this role.”
Maybe that PowerPoint proficiency question you skipped was a disqualifier? With such a general response, it’s hard to know. In the modern candidate’s world, rigid automation rules that lead to a message like the one above rarely make sense. According to the Society for Human Resource Management (SHRM), 82% of candidates report the ideal recruiter interaction is a mix of innovative technology and personal, human interaction. Employers should be on notice, too, as 72% of candidates who have a poor experience share it online, according to the Human Capital Institue.
In this article, we’ll define what automation is, the overall benefits of it, and specific examples of what to do and not do like the use of automation in talent acquisition grows.
What is Automation?
Automation is not new, but it is
rapidly evolving. In the industrial
revolution, for example,
local weavers were replaced by machines that could perform the same tasks in
factories. This was an example of a manual task that was replicated into a
process and automated. At its most basic definition, automation is:
“The technique of making an apparatus, a process or a system operate automatically.” – Merriam Webster
What, then, is the relationship between
automation and artificial intelligence (AI)? The two terms are sometimes
confused and used interchangeably, but AI is defined as:
“ … the simulation of human intelligence in machines that are programmed to think like humans and mimic their actions.” – Investopedia
Types of AI include machine and deep learning. Machine learning involves computers that learn without being explicitly programmed; an example of this is sentiment analysis, in which computers make decisions about how individuals feel based on their activity on or offline. Deep learning is a subset of machine learning that teaches computers to take the next step and learn in the same way that humans do. For example, machine learning is displayed when a driverless car recognises a stop sign and stops.
Today, modern automation almost always involves AI. Finding and scheduling candidates via chatbots, for example, is a type of AI-infused automation in the world of talent acquisition. Automation using AI also includes tasks that were neither quantifiable nor automatable five years ago – such as measuring the interest level of passive candidates from social media metrics.
How Does Automation Affect Talent Acquisition?
When designed correctly, the right
levels of automation help the recruiter and candidate create a better candidate
experience.
While automation can be a game-changer, there is such a thing as too much or the wrong type of automation. Each stage of the recruitment cycle has an “automation opportunity,” as well as an associated risk to the candidate experience; the risk may be low in the case of automating a candidate’s onboarding experience, for example. In comparison, the final stage of the hiring process is rarely automated and instead involves interviews conducted by humans.
The most effective automation tools
have one or more of the following attributes:
Ability to reach candidates in a more meaningful way. With automation, recruiters can have more timely, personalised interactions with candidates. For example, a retail candidate working at a pharmacy can receive email alerts about new roles matching their skills at another pharmacy as soon as the roles are posted.
Ability to make the hiring process convenient and simple. Long gone are the applications that take two hours to complete. Instead, candidates fill out auto-populated applications catered to their interests and backgrounds in just five to 10 minutes.
Ability to maximise recruiter productivity. As previously mentioned, automation can complete more manual tasks – such as passive sourcing 24/7 – freeing up more time for recruiters to work on activities that benefit from the human touch.
Ability to deliver better performance metrics. With more data comes the opportunity to measure it more effectively. The digitisation process helps make these metrics part of the recruiter’s ongoing dashboards to measure success.
How to Avoid Candidate Experience Automation Flaws
Automation without the correct supervision can go awry. Consider the programmer who created a social media profile of a fish that was looking for a job. Algorithms took the bait and sent these qualified catfish profile requests for interviews based on keywords and a falsely construed online account. It certainly was fishy.
Here are some common automation
mistakes to avoid so you don’t get caught on the hook:
Putting your automation on auto-drive without ongoing input can create unintended bias. While the catfish profile is a more humorous example, you may recall the case study of what not to do from a leading online retailer. The company was hiring programmers, and while well-intentioned, accidentally built bias into the programme based on patterns in its database of résumés from the past 10 years – which were mostly male. The company responded quickly, scrapping the programme and retooling its efforts to make its profiles more gender-neutral. These types of mistakes are not only bad for your recruiting process and candidates, but can also create issues for your compliance and legal teams, as well.
Too much automation can cause candidates to lose interest. This can occur when interactions lack a human element, causing candidates to tune out during the hiring process.
Too much communication may make candidates disengage. Once a tipping point is reached, it’s hard to come back from a failed interaction; most people have experienced applying to a role and then receiving an influx of unwanted emails. Furthermore, for candidates looking at multiple job opportunities, less personalised forms of communication can create a quick change in interest.
How can these automation flaws be avoided? Test every automation step you incorporate into your hiring process – from both the experience of the recruiter and the candidate – all the way through the candidate journey. Are there any gaps you need to review or hazards you encounter? You can also pilot larger, more disruptive automation with a control group of internal employees to assess results. Make your mistakes upfront, fix them, then release to a wider audience. If you think your automation strategies could create biases or a negative hiring experience, stop and retool.
You can also bring your partners along with you on your automation
journey. For example, consider establishing an advisory committee to make sure
concerns are alleviated, and conduct candidate evaluations to make sure the
candidate experience is improved.
When Automation Works
So, when is automation helpful? In
addition to eliminating manual tasks and creating time for recruiters to be
more strategic, there are five key instances when automation benefits
candidates and recruiters.
Automation helps when:
It enhances the candidate experience. An example of this is sending an email to passive candidates asking them to apply. If this process is automated, the candidate gets an identical email, but the recruiter can focus time on other recruiting activities, instead of sending individual emails to multiple candidates.
Flexibility or convenience is added to an existing recruiting process. This benefits recruiters by reducing manual work, by using text reminders to the candidate to select and systematically schedule an interview, for example. This way, the hiring manager and the candidate avoid playing phone tag.
A recruiter can add a personal touch in an automated way. As an example, candidates interested in accounting roles can receive personalised content through career pages and only see positions that apply to their personal skillset when they search.
High-volume positions create hundreds of applicants with a short interview process, such as during the holiday retail hiring season. Quick “yes” or “no” text screens with lower thresholds can help sort candidates through specific questions, such as availability and hourly salary requirements. Doing so helps bring in a smaller, more qualified applicant set to the interview process.
Recruiters need to send reminders to a specific group of candidates. For instance, perhaps you want to invite to a hiring event candidates from the Midwest who have engineering degrees. In this case, automation rules can help determine a discrete set of candidates that meet these requirements and then send the alerts on your behalf.
Automation works well in specific parts of the recruiting process, depending on your target hire. For example, high-volume roles benefit from automated sourcing, screening, and basic assessments, whereas only automating the search for passive candidates may be necessary for highly-skilled roles.
Your Guidelines to the Dos & Don’ts of Automating Your Candidate Experience
Keep these guidelines as you scale your
automation rules to meet your talent acquisition goals.
Do:
Measure, phase in automation and measure again to determine effectiveness.
Involve everyone in the process to determine where automation makes the most sense.
Take advantage of A/B testing to help measure different ideas.
Treat every situation as unique; don’t assume that what works for one will work for another.
Remember that candidates want a personal touch, and what you don’t automate is as important as what you do.
Use your people to make critical decisions.
Don’t:
Proceed if it doesn’t feel like it’s best for your candidates.
Influence the candidate experience in a negative way.
Assume that automating your entire hiring process is the right thing for your business.
Make an automation change and assume it will work forever. Always be reevaluating!
People have always sought out new employment opportunities by convincing someone that they are the best choice. While the art of persuasion has not changed, technology and customs have shifted rapidly since the days of papyrus, vellum and fax machines; what was once strange and new becomes the norm, while the tried and true seem outdated.
For instance, going door to door with the classifieds in search of work seems as absurd now as recording a video interview on your phone would have been just a few years ago. As technology matures and hiring practices change, it’s important for employers to understand the new solutions being put into place.
This article explores video interviewing and related technologies and some of the legal implications to keep in mind before implementing a new tool as part of your hiring process. Please note that this article does not constitute legal advice and does not establish an attorney-client relationship. If you need legal advice, please contact an attorney directly.
Benefits of Video Interviewing
The most common form of video interviewing, and the subject of this article, is asynchronous or one-way interviewing. The candidate records answers to a series of predetermined questions on a laptop or smart device as part of the initial screening process. The recruiter or hiring manager is then able to review the candidate’s video and see how the questions were answered. There are a number of advantages to this approach to the hiring process.
PeopleScout’s Affinixtm
The video interview and digital assessment capabilities of PeopleScout’s proprietary talent technology, Affinix, provides our clients with a clearer picture and more insight into potential employees. This simplifies the screening process, allowing PeopleScout to share top candidates with hiring managers faster. The video interview process embedded within the Affinix platform is easy to use:
Your team creates the questions you want candidates to answer.
You can choose a combination of video, multiple choice or essay-style questions as part of an assessment.
Candidates respond to your questions just like they would in a face-to-face interview; the only difference is that the responses are recorded and stored for you to review.
Your team evaluates, reviews and rates responses when convenient.
Because responses are recorded, your team can go over answers as many times as needed, allowing for a more careful analysis of candidate responses than traditional, face-to-face interviews.
Built on the Amazon cloud (AWS – Amazon Web Services), Affinix is a stable and secure platform. All information is secured in the AWS cloud for you to access at your convenience. Using the digital interview capabilities of Affinix is a great way to replace or supplement telephone or first-round interviews.
Larger Candidate Pool
The hiring manager is able
to review the interviews of a much larger pool of potential candidates. While a
traditional interview might only be extended to the top five candidates, video
interviewing allows the hiring manager to review every candidate who meets
their other screening requirements. Additionally, candidates are not restricted
to local markets, as interviews can be recorded from any location.
Consistency
The questions asked in the
interview are consistent for all applicants. This allows for clear comparisons
in responses. Furthermore, recording a set of pre-determined questions prevents
interviewers from getting sidetracked or asking inappropriate or illegal
questions during the interview. Finally, other decision-makers in the hiring
process don’t need to rely on the impressions of the interviewer because the
videos are available for review by multiple people.
Speed
Screening speed can
increase with video interviewing because there is more flexibility for hiring
managers. All questions are preset, so interviewers don’t need to spend time
preparing for multiple individual interviews or coordinating schedules. Because
the interviews are recorded, they can also be screened in batches and at convenient
times for the reviewer.
Legal Implications to
Keep in Mind
The advantages of video
interviewing and other emerging technologies help promote a more consistent
process that gives a greater number of candidates the opportunity to present
themselves for consideration. However, the use of video interviewing technology
does not absolve companies from their legal obligations in the hiring process
from the risk of discriminatory practices; related technologies may even
increase these risks. Companies should check with legal counsel, as well as
human resources and information security experts, before adopting new hiring
practices or technologies.
Emerging Technologies & Non-Discrimination
Video interviews have been around for a while. But, as they grow more common, new technologies emerge to complement them. One such technology is AI-assisted assessments, which use computers to analyse responses, facial gestures, intonations, and other displayed characteristics and screen out applicants that fail to meet the requirements of the specific algorithm. While technology that can prevent the hiring manager from having to even physically watch the interview has a powerful allure, AI-assisted assessments are not yet proven to be effective or non-discriminatory. For instance, a large online retailer encountered the unintended consequences of AI screening out protected classes of employees and determined that such solutions are not yet feasible. Plus, privacy advocates have requested government investigations into the secret algorithms used by a provider of AI-assisted interview technology. And, in the U.S., states are starting to look critically at AI-assisted hiring, with Illinois leading the way with new legislation.
In the U.S., the Equal
Employment Opportunity Commission (EEOC) allows for video interviewing, but the
rules against non-discrimination in hiring and employment do not change. Meanwhile,
record-keeping requirements apply equally to video interviews; if a candidate
has a disability that prevents them from providing a video interview, the
employer must provide an alternative method of applying. And, while it is not
illegal to learn of an applicant’s disability, such knowledge cannot be used to
discriminate against that applicant.
Technology cannot
eliminate human prejudices, and there will always be a risk of discriminatory
behavior by bad actors. However, this risk can be mitigated to some degree by
good processes, which can include video interviewing for the reasons set forth
above.
International Considerations
Internationally, the European Union has one of the most expansive digital privacy laws in the world. The General Data Protection Regulation (GDPR) protects the data of EU citizens, giving them a broad array of rights including the “right to be forgotten.”
The regulation, which
became official in May 2018, requires companies that recruit and process job
applicant data to reveal all of the information it has on file about an
individual when asked by the candidate. Under the GDPR, companies must rectify
any inaccuracies and, at the candidate’s request, delete the information within
30 days.
The GDPR applies to all
companies recruiting Europeans – regardless of whether the company itself is
inside or outside EU borders. Fines for non-compliance to GDPR can amount up to
a staggering €20M ($22.2 million U.S. dollars), or 4% of a company’s global
revenue, whichever is higher.
What’s more, in Australia, before an Australian Privacy Principal (APP) entity discloses personal information to an overseas recipient, the entity must take reasonable steps to ensure that the overseas recipient does not breach the APPs in relation to the information (APP 8.1).
An APP entity that
discloses personal information to an overseas recipient is also accountable for
any acts or practices of the overseas recipient in relation to the information
that would breach the APPs (s 16C).
New technology will not eliminate the need for employers to have a compliant hiring process or absolve them from decision-making. But, carefully selected solutions like asynchronous video interviews can bring significant advantages for both hiring managers and potential employees. With more candidates able to apply and a more consistent experience for both sides, video interviews can benefit everyone.
The shift toward global expansion is top of mind in many of today’s organisations, and for good reason: going global brings opportunities that may otherwise go untapped – such as new revenue sources, cultural diversification, economies of scale and greater access to talent. So, as your talent programme grows, you may be considering expanding beyond your current borders.
Similar to traveling internationally, there are many steps to taking your business’ talent acquisition programme global. As you plan for a trip abroad, you may make a packing checklist, get your passport and prepare accommodations. There’s anticipation as you near your trip date, and even some nerves as you take flight. You don’t quite know what to expect, but you’re excited about the possibilities of what you’ll discover. After an invigorating visit, you recount your trip and replay all you’ve experienced – good and bad. Global talent acquisition deployments are similar, and in this article, we’ll outline factors to consider throughout the different stages of implementation.
Choosing Your Global Talent Acquisition Deployment Type
The first item on any
traveler’s checklist is determining where to go. When it comes to global implementations,
get a good handle on the location or locations you’ll be expanding into before
taking off. After considering talent supply, cultural nuances and how easy (or
difficult!) it is to do business in a certain location, selecting a deployment
type should be straightforward.
There are two main types of global talent acquisition deployments:
“Big Bang” Approach: If you opt for this method, you’ll be launching all operations at one time on a singular date. This might be the choice for you if the main goal is compliance with global policies and procedures that align with a specific set of dates and standards.
Phased Approach: This type of deployment type favors a slower rollout of operations over time – which might be helpful for first-generation managed service provider (MSP), recruitment process outsourcing (RPO) or total workforce solutions programmes that you want your organisation to ease into.
Factors to Consider
After choosing a travel destination, you’ll start looking into the details of the location you’re visiting. What’s the weather like? What language do people speak? Where are the best food spots in town? In essence, seemingly small aspects tend to have large effects on the success of your trip. Likewise, once you’ve taken all of the initial expansion considerations into account, you’re better equipped to further assess pivotal factors that will greatly influence the success of the overall deployment, including the following significant global and local influencers.
Key Stakeholder Identification & Support Capacity
It’s crucial to align organisational expansion plans with regional cultural norms and any specific local nuances. For example, when initially organising the details, are there any types of communication styles that are considered rude or offensive? This is crucial to ascertain for positive programme adoption from the start. Also, be sure to frame that local focus to stakeholders, as opposed to communicating a message that essentially states that a new programme will be laid over local operations. Stress the fact that you’ll be interweaving existing operations with new features and benefits to ensure maximum success for the programme and all involved.
Additionally, focus on ensuring that all voices are heard – from local teams to individual hiring managers – to avoid any passive resistance; you’ll want to fully understand how people work in that particular location and what day-to-day norms mean to ensure the success of the programme. Try putting yourself in the shoes of the end-user; a seemingly simple concept like shadowing can go a long way in showing the local constituency that you’re invested in the success of the programme at their specific location.
Availability of Talent
We’re currently seeing low
unemployment rates paired with skills shortages across the globe– a trend we haven’t seen consistently
in the past. Because of this, consider shifting your focus to soft skills when it comes to assessing the talent
landscape in a given region. This means concentrating on skills like critical
thinking, problem solving and adaptability to new environments. No matter whether
you’re introducing a new industry to the area, carefully decipher what the
competition for talent looks like. From there, you can start developing a well-thought-out
sourcing plan to align the resources necessary for a successful deployment.
Change Management and Global Talent Acquisition
When done right, change management can have the greatest effect on deployment success. A critical component of managing change in global talent acquisition implementations is gaining buy-in from key, local stakeholders. Then, you can depend on these stakeholders to translate (literally and figuratively), the feedback needed to take into consideration.
Another vital part of
managing change is ensuring the right amount of frequency to ensure consistent
alignment. Rather than one initial message followed by
months of silence leading up to the “go-live” communication, consider a layering approach. Keep communications frequent, consistent and to the point to get
people excited about what’s coming and interested in what the changes mean for
them.
And, as important as it is to keep communication consistent as you prepare for launch, it’s just as critical post-launch. Reinforce the benefits people should be seeing, ensuring everyone is comfortable with the changes and collecting feedback around any training or functionality that may need revisiting. A high level of communication and comfort translates into successful programme adoption.
When it comes to talent technology, several different factors need to be considered. For an MSP programme, the main component is the vendor management system (VMS). Along the same lines, with an RPO program, you’ll be focused on the applicant tracking system (ATS) and any other systems that may need to be integrated for either or both. Similar systems may be utilised across an organisation with varying local versions, so it’s important to understand what consistencies exist, as well as gaps that need to be addressed.
Ensure the pros and cons are carefully weighed across the systems the technology will interface with, then try to choose one as a “source of truth” for compliance, data validation, and data integrity. In doing so, you’ll see consistency across the talent technology, giving you a true, holistic view of the workforce when it comes to analytics and reporting.
Finance & Tax
What’s important here – and heavily dependent upon the workforce population at hand – is ensuring that there are clear visibility and guidance around cross-border implications, such as supplier and provider payments, global and statutory requirements, or arrangements in which a hiring manager sits in a different location than the resource. This becomes especially important when there is an integration with an invoicing system and effects on back-office operations.
The Stages of a Global Talent Acquisition Launch
After months of preparation,
you’re finally leaving for your much-anticipated trip. You just have to check
in to your flight, print your boarding pass and you’re on your way! After a
two-week experience you’ll never forget, you return home to tell your friends
and family every detail of your getaway (even down to the hotel mishap on night
three). Your global deployment will go through similar stages, as outlined
below.
Pre-launch
At the pre-launch stage,
all stakeholders should have a good working knowledge of what’s coming and
when, and you should have a good sense of how everyone is feeling. Are people
comfortable with what’s coming? Are they ready for it? What needs to be
adjusted now based on the feedback collected?
Ensure that all technology components are operating as planned, and that enough time has been dedicated to testing different scenarios that will be realised upon launch. The quickest way to do this is by running through predetermined scripts and observing how the technology responds. If time allows, some organisations also subscribe to a “break the system” approach by trying out every possible or one-off scenario – including erroneous field data – to assess the outcome. While this takes more time, it also tends to be the most thorough, especially if multiple technologies are at play.
Successful Launch
When it comes to executing a successful launch, the biggest components are represented above. As you progress in the implementation, it’s wise to consistently refine change management, calibrate resource alignment and pivot as needed, so as not to lose momentum as progress is made. Remember to share successes along the way, and not to lose sight of the overall goals of the programme.
Furthermore, whether you’re evolving your programme or expanding into additional locations, consider the overall maturity of the labor market and generation of the programme you’re launching. For instance, if this is a second-generation programme, what do you need to consider from the first launch and potentially change? It’s also important to communicate the fact that unexpected issues may arise and, if they do, it’s critical to address these obstacles transparently.
Post Launch
Once the programme expansion has launched, consider the following recommendations:
Dedicate time to complete a thorough audit: Assess how well the goals were met, taking into account that they may have changed over time.
Schedule a “lessons learned” meeting: Identify and capitalise on best practices acquired throughout the launch.
Check in at all levels of the operation: Work to understand what is and isn’t working.
As data starts coming in regularly, analyse for trends that may not have been visible before to determine any adjustments that need to be made related to resources, processes or technology.
After any trip, you spend some time at home reliving the experience and getting reassimilated with your day-to-day life. You think about what you did and didn’t like, go over what you learned, and naturally, decide whether you want to take another trip. Maybe the destination was so great that you want to go back, or perhaps you’re ready for something new. Global talent acquisition implementations are similar, and whether you’ve met your needs with one deployment or are planning for further expansion, the right talent partner can help take you there.
Finding the Right
Partner
Choosing a partner to help you through your global talent acquisition deployment is like choosing an airline. Are they reputable? Dependable? Can they get you where you need to be? Most important, can you trust them with your bags? When you’re looking into viable partners to work with for your implementation, ask yourself:
Do they align with our business needs?
Will they deliver value across every level of the organisation?
Are they flexible?
Do they have any proven standards?
Do they have the ability and experience to tailor operations as needed?
Don’t be shy about asking your potential talent partner to prove their value. Request case studies and demonstrated expertise that illustrates that they have the experience you’re looking for. Finding a partner that is a good fit for your organisation is a huge undertaking and you want to make sure you get it right. You’ll likely be working with them for a long period of time, and the success of your implementation will depend on the strength of your relationship and the trust you have in your partner.
Openreach’s engineers build the communications network that connects millions of homes and businesses across the UK. They needed nothing short of 1200 Trainee Engineers in a number of major cities to join their development scheme, all while overhauling their video interview process at the same time.
SOLUTION HIGHLIGHTS
New visual guide for interview process
Integrated multi-platform content
New feedback form based on key insights
SCOPE & SCALE
Openreach’s expanding network and customer base of 32 million people made for significant recruitment numbers. Their ambitious target of 1200 new Trainee Engineers was split across the country and concentrated around key metropolitan areas like London.
SITUATION
The challenge we faced was in the recruitment process itself. Every candidate needed to complete a video interview as part of their application – with an average completion rate of 55%, it was clear the existing content wasn’t engaging the candidate pool effectively.
SOLUTION
Improving the candidate experience was therefore essential. Our aim was to break down preconceptions of video interviews, better informing candidates and giving them confidence in the process. Working closely with the Recruitment Delivery team, a visual guide was produced. The cross-team collaboration was vital to the project’s success, combining a wide range of knowledge and expertise. On top of this, the content was rooted in candidate feedback received by our recruitment coordinators.
RESULTS
The improvements were immediate. In the month that followed the guide’s publication, interview completion rose to 71%, up 16% overall. The pass rate significantly increased as well, rising from 39% to 47%, along with improvements in approximate page views over the same period. All of this represented a breakthrough and victory for Openreach, and the quantitative data was complimented by candidate feedback: 100% of survey responses were positive, with 95% of responders rating the guide ‘very helpful’, the highest score available.
In this special episode of Talking Talent, we discuss artificial intelligence and the impact it will have on recruiting.
Instead of an interview, this episode is a recording of a presentation by Dr. Rand Hindi from our London “Resourcing 2025” event. At that event, PeopleScout launched the next generation of RPO featuring a future-focused approach to service RPO customers across Europe. There, Dr. Hindi described recent developments in artificial intelligence (AI), machine learning and implications those will have on the talent landscape of the future.
Dr. Hindi is an entrepreneur and data scientist. He is the founder and CEO of Snips, building the first AI assistant that protects privacy. Rand started coding at the age of 10, founded a Social Network at 14 and a web agency at 15 before getting into Machine Learning at 18 and doing a PhD in Bioinformatics at 21. He has been elected as a TR35 by the MIT Technology Review, as a “30 under 30” by Forbes, as a Rising Star by Founders Forum, and is a member of the French Digital Council. He holds a BSc in Computer Science and a PhD in Bioinformatics from University College London (UCL), as well as two graduate degrees from Singularity University in Silicon Valley and THNK in Amsterdam.
In the presentation, Dr. Hindi shares his conclusion that for the best results, AI and humans will need to work together to make recruitment decisions. AI provides speed, accuracy and algorithms while humans contribute empathy, emotional intelligence and the ability to solve logical paradoxes. Dr. Hindi explains the differences between the types of intelligence that can be programmed into computers, and the more complex emotional intelligence that cannot be replicated by machines. He also shares the history of artificial intelligence, and what he expects the technology to be capable of in the future.
Does your talent acquisition programme spark joy? If not, Madeline Laurano is here to help. Laurano is the co-founder of Aptitude Research, a research firm focused on talent acquisition. Based on her proprietary research, Laurano sees a talent acquisition landscape that is crowded and complex. During her keynote presentation at PeopleScout’s 2019 NEXT Talent Summit, she focused on simplifying the process.
Every year, Aptitude Research conducts three major surveys to gather qualitative and quantitative data about the talent acquisition landscape – from the biggest challenges facing recruiting teams to how leaders in the field are integrating innovative technology into their programmes. We spoke with Laurano about the trends she uncovered in her surveys and how she applies the “Marie Kondo” method to talent acquisition and talent technology.
What is the biggest challenge in talent acquisition today?
The biggest challenge across organisations of all sizes and industries is that talent acquisition has become so incredibly complex. We have new technology solutions; vendors entering the industry that provides everything from employer branding to innovative assessments; and organisations that need to expand the skills and breadth of knowledge on their talent acquisition teams. While this presents exciting opportunities, at the same time, it’s creating a lot of challenges. We have to be able to manage all of these different priorities while making sense of the technology we’re using and the strategies in place.
How do you determine which talent technology solutions are the right fit for your organisation?
It’s going to be a little bit different for every company, but it’s best to start at a very basic level. Every organisation needs an ATS, an onboarding system and some type of recruitment marketing platform. That’s what I call the trifecta. Every organisation of every size should have that. Those three systems must be in place to make sure that you have a way of engaging, tracking and managing talent. That’s the basic tech stack.
After that, it’s important to look at what you need to support your needs – whether it’s automation, enhancing communication, providing stronger branding, or sourcing and assessing candidates. Most organisations have screening and assessment solutions. We’re seeing more and more companies using some type of interview management system. Then, there are a lot of sourcing and branding solutions.
I think we need to simplify the
talent technology ecosystem as much as possible. That comes down to building
the best trifecta – the basic tech stack – and strategically adding additional
technology where it will have the greatest significance. There are companies
that pull together all of these disparate solutions into one unified technology;
PeopleScout’s AffinixTM is a great example of that.
When you’re looking at technology partners, how do you determine if they are the right fit? What kind of questions should you ask, and what should you look for?
It’s really looking beyond just a
demo and beyond what’s on somebody’s website. I evaluate technology partners
using four buckets: company, product, differentiators and roadmap.
First, I like to ask, “What are the
company’s values? What’s the strength of their leadership team? How many
employees do they have? How many employees are focused on research and
development? What does their customer base look like? Who is their target
customer?”
The next piece involves looking at
the product, getting into technical questions, and thinking about things like
mobile compatibility, the suite of services and the languages that are
supported.
Then, it’s about the
differentiators. I like to ask technology providers to explain what their
differentiators are, and then – after going through the process and
understanding what they do – figuring out if I’m seeing the same
differentiators. That can be very telling.
The final piece is asking about the roadmap. “What’s planned for the future? Is this a provider truly invested in making enhancements and providing flexibility to organisations?”
How do you simplify your talent acquisition process? What does simplified look like?
We’ve heard of Marie Kondo and her method for organising and decluttering our homes. I think organisations need to take that approach to talent acquisition. This is especially relevant when it comes to talent acquisition technology. Companies are using so many different providers to accomplish certain goals – our research shows it’s an average of 30. When you have so many solutions, you don’t have consistent data sets to look at, so it’s hard to know what’s working and what isn’t.
Leaders need to be able to figure out what talent technology their organisation needs, how it’s going to be used, and how they can narrow down the list of providers to only those that are most effective. As an example, when it comes to recruitment marketing, a lot of companies are using several different vendors within their organisation; only 2% of companies are using all of the capabilities provided by each tool. Leaders need to look at what’s not working and think about a provider that can support the organisation with a more holistic strategy.
What advice can you share with talent acquisition leaders who are looking ahead to 2020?
When it comes to making your talent acquisition programme more manageable and simplifying your technology stack, think about which providers are truly partners and able to support you in many different ways. That’s really important.
Then, think about what skills you
need to make your talent acquisition function successful, whether it’s digital
expertise, data scientists or more employer branding services. Focus on how you
can either bring those onto your team or find an outside provider to partner
with you.
The final piece is thinking about embracing some of the areas that haven’t traditionally been part of a talent acquisition function, taking ownership and being a champion for them. Employer branding is one example. We’ve seen a lot of talent acquisition leaders and professionals embrace branding and become experts in that area. Data analytics is another. By advocating for solutions in these specialised areas, talent acquisition leaders move their programme ahead of the competition.
Finally, have fun! There’s so much in talent acquisition that can feel tactically overwhelming, but advocating for new solutions is empowering. So much is changing, but with that change, we’re seeing exciting opportunities for improved data, robust employer branding and more. This is an amasing industry to be in, and we can’t forget that.
The Department for International Trade (DIT) commissioned PeopleScout to help them with a key resourcing challenge. In preparation for the UK’s departure from the European Union, DIT needed to find a large volume of high-quality candidates to staff a new trade authority. Their dilemma lay in the fact that these roles hadn’t been seen in the UK for over 45 years, so candidates might struggle to understand whether they were qualified to do the jobs. Through the creation of an ‘match me’ innovative tool and targeted approach to supporting candidates, PeopleScout supported DIT in recruiting 75 exceptional individuals.
SOLUTION HIGHLIGHTS
Dedicated account team
Creative candidate engagement
Bespoke tools
Exceptional candidates and enhanced diversity
SCOPE & SCALE
In preparation for Brexit, The Department for International Trade (DIT) needed to create a Trade Remedies Authority (TRA) that would govern and monitor the UK’s future trade deals with the rest of the world. This newly created function needed around 75 exceptional Lawyers, Investigators and Economists to join them in their new Reading office.
SITUATION
We faced a complex challenge. Firstly, many candidates might not know which role they were best suited to, as these opportunities would be new concepts to them. Secondly, we had to populate a department that could operate post-Brexit.Thirdly, we faced an extremely tight deadline. PeopleScout and DIT agreed that a bespoke solution was needed.
SOLUTION
DEDICATED ACCOUNT TEAM
We provided a dedicated account team that was responsible for every element of the process including: an attraction campaign, application management, assessment and selection material, a microsite, candidate management, interviewing making the offer and onboarding process including BPSS security checks. Crucially, we trained the team in how to deliver the right message, explaining what they could and could not say in case journalists tried to ‘apply’ for the roles to find out more about this high-profile organisation
CREATIVE CANDIDATE ENGAGEMENT
Our approach was two-fold. We combined free and paid-for advertising with a strong social media campaign. At the same time, we undertook a market mapping and candidate identification activity whereby we engaged with key candidates directly. All activities ultimately directed candidates to our carefully crafted microsite which detailed the uniqueness of the roles.
BESPOKE TOOLS
As these roles were brand new in the UK, we developed a ‘Match Me’ tool that helped candidates understand the role that would best suit their ability, skillset and experience. We also devised a tailormade application process that included killer questions, an online SHL ability test (Numerical, Verbal and Inductive reasoning), a telephone or video interview, and a face-to-face assessment. Throughout the campaign, we provided DIT with weekly updates, reviewing the success of the campaign on a monthly basis.
RESULTS
OVERWHELMING INTEREST
From the start of the campaign in May 2018 to its completion in January 2019, we witnessed a staggering 47,522 visitors to the microsite, with 1,597 applications being made. Candidates remained engaged throughout the process, with an impressive 92% assessment centre attendance.
EXCEPTIONAL CANDIDATES
43% of candidates passed the assessment centre process, meaning that DIT were spoilt for choice. They eventually made 93 offers, with 75 of those being accepted. As a result, they now have 75 high-calibre members of staff who are committed to governing and monitoring the UK’s future trade deals.
ENHANCED DIVERSITY
Diversity was very high on the priority list for both DIT and PeopleScout, and while we didn’t have specific targets, we did track applications. To everyone’s delight our diversity statistics were extremely positive, with 38% of applicants being female, and 48% being BAME.
