Tag: HR Technology

From Burnout to Balance: Donald Knight on Resilient Leadership

Post author By Kyle Lagunas
Post date December 19, 2024

On this episode of Transformation Realness, I’m joined by Donald Knight, SVP of People and Culture at Warner Brothers and formerly Chief People Officer at Greenhouse Software. Donald is the kind of leader who doesn’t just talk the talk‌ — ‌he walks it, even when the ground is on fire. We dive into what it really means to be a people leader at an HR tech company, the rise of fractional HR leadership and why finding your village is critical to thriving in this ever-demanding profession.

Donald Knight reminds us that HR leadership isn’t for the faint of heart, but it’s also one of the most rewarding paths you can take. From navigating the complexities of HR tech to embracing the flexibility of fractional roles, Donald’s insights are a masterclass in resilience, authenticity and leading with purpose.

Do You Walk It Like You Talk It?

Donald breaks down the complexities of being a people leader at an HR tech company into three main layers, and honestly? It’s a balancing act like no other.

First, there’s the classic responsibility every CPO has: shepherding culture and supporting your people. That’s nothing new. But in an HR tech company, everyone on your team has some level of focus on delivering value to HR leaders and teams. “There’s a tendency for everyone to believe they’ve specialized in people, which I think is a good thing, at least aspirationally,” Donald says, with this caveat: “I do think that there’s some nuances around, have you actually walked in the shoes of the folks in the profession?”

Second, your peers aren’t just coworkers‌ — ‌they’re also customers. They expect you to advocate for their needs in product strategy meetings and even help them get better deals on renewals. “There’s an expectation from your peers … for you to be an advocate for them in those rooms, which I think is cool,” Donald says.

Lastly, you’ve got to be the face of the company. As a people leader, you’re expected to evangelize the brand‌ — ‌hopping on planes, speaking at events, and carrying the company’s message out into the world. That’s not just a bonus responsibility; it’s a core part of the role.

It’s a lot of hats to wear, but that’s what makes the job so unique‌ — ‌and uniquely challenging.

Why CPOs Deserve a Medal (or at Least a Nap)

Donald shared a moment that really hit home for me. He was chatting with a fellow CPO who told him, “I went fractional because I want to make more and do less.” Naturally, Donald was like, “Wait a second, unpack that for me.” And what she laid out is something every HR leader can relate to.

She explained that the role is already thankless in so many ways‌ — ‌you’re always doing critical work behind the scenes, rarely getting the recognition you deserve. Then you pile on the chaos we’ve all been living through: pay transparency laws, navigating reproductive rights access, contact tracing, return-to-office policies‌ — ‌the list goes on. Any one of those would be enough to make a sane person lose it, but these all hit HR leaders back-to-back over the last few years.

And it doesn’t stop there. Civil unrest, societal issues, DE&I pressures, layoffs, hiring freezes, hiring overages‌ — ‌plus the ever-complicated relationships with boards and exec teams. It’s not just a lot; it’s everything, all at once.

Fractional leaders have a chance to create impact across more than one organization, and to get the ball rolling in each of those places for a long-term successor to pick it up and run with it.

Donald sees this shift as an opportunity: “That’s why you see not just myself, but other leaders that have taken on either more responsibility or went to a company that’s even larger to help create more impact,” he says. “I think that’s why you see that, because that resiliency, there’s something about being forged through the fire.”

Finding Your Village: How Tribes Keep HR Leaders Sane

The last few years have been a trial by fire for HR leaders. But for Donald, resilience comes from the communities you build and the people who lift you up during tough times. He stresses that no one should navigate these challenges alone.

“The village of the leadership team that I was on, coupled with the village of the directs on my team, coupled with the village I had with people that sat in this role at other companies, that’s what made it easier to do the job every day,” he says.

Donald has found that the strongest villages extend beyond HR. “I’ve had the opportunity to connect with peers in other disciplines, meaning outside of people teams, outside of HR, and I’ve been able to connect with CEOs who value the profession,” he says. “And so I think while the forecast may look dreary or cloudy, there are bright moments and rainbows in this proverbial storm in other leaders.”

If leading through chaos has left you feeling singed, take heart: the fire doesn’t just burn — it forges.

People in This Episode

Donald Knight: LinkedIn

Transcript

Kyle Lagunas:

Hello, my little blueberries. Welcome back to Transformation Realness, the only show all about people who are doing their best to make the world of work less sh*tty and who are brave enough to tell their stories: the good, the bad, and most of all, the real.

It’s produced in partnership with Rep Cap Media and hosted by yours truly, the ever-radiant Kyle Lagunas, Head of Strategy and Principal Analyst at Aptitude Research, which as you know is the leading boutique research firm covering HR and transformation.

Special thanks to the team over at Glider AI. I’ve said it before and I’ll say it again. I know I make this seem absolutely effortless, but the talent transformation ecosystem EP wouldn’t be possible without their support.

Kyle Lagunas:

Today I am chatting with a very special person, Donald Knight, who is the Group Senior Vice President of People and Culture at Warner Brothers. He’s out here proving that resilience isn’t just a buzzword: it is a lifestyle. From leading through uncertainty to finding new ways to create impact, Donald’s story is all about navigating the tough moments with authenticity, purpose, and just the right amount of swagger. If you’ve ever wondered how to build your village and keep showing up when the going gets rough, this conversation is going to hit you right where it counts. Let’s dive in.

Donald Knight, hello.

Donald Knight:

Kyle. Thank you for having me, man. This is pretty amazing. I know we’ve been working to try to figure this thing out.

Kyle Lagunas:

I know.

Donald Knight:

I’m excited that we were able to make it happen.

Kyle Lagunas:

I think actually you even had a baby in between us trying to coordinate a pod.

Donald Knight:

I had a phenomenal baby girl. Princess Avery.

Kyle Lagunas:

Avery.

Donald Knight:

Absolutely runs everything in my house. The world centers around her. She’s the first granddaughter on both sides.

Kyle Lagunas:

Oh, so everyone’s obsessed.

Donald Knight:

Lots of attention on Avery.

Kyle Lagunas:

Oh, my God.

Donald Knight:

Yeah, lots of attention. We’re playing Charlie Puth in the background.

Kyle Lagunas:

That’s so cute. Well, I want to talk to you, because you’ve had this really interesting opportunity to work as not just a Chief HR executive, but leading a people team in a company that actually supports people teams, which is Greenhouse. And you recently left there, but when we started talking about what do we want to talk about, I wanted to lean into that, especially because of what we all were coming out of at that point, but do you want to talk to me a little bit, what is it like being a Chief People Officer in an HR tech company when everything’s literally on fire in HR?

Donald Knight:

It’s funny. So, let me preface by saying, I know Pat at UKG, Ashley at Workday, Heather formally at Gem, and Kara formally at Lattice, right? So, I will say that there’s a community of us that really rally behind one another to make sure that we’re supportive. I do think it is unlike any other CPO role in the sense that I think there’s three lenses that typically we have to operate through at all times. I think the first one is how do you shepherd culture and take care of your people? That’s rather consistent at every company. The nuance here though is because it’s HR tech, everyone in the organization is prioritizing on how do you deliver value to that group and to that leader? And so everyone… There’s a tendency for everyone to believe they’ve specialized in people, which I think is a good thing, at least aspirationally. I do think that there’s some nuances around, have you actually walked in the shoes of the folks in the profession?

Kyle Lagunas:

Yeah. Have y’all done it? Right.

Donald Knight:

But I think that’s a nuance, because everyone in the profession, at other companies, they’re looked at as resident expert on people. I think there’s a nuance there.

Kyle Lagunas:

Well, you’ve got a whole culture of people that are supposed to care about the people function, right?

Donald Knight:

So, I think that’s a positive thing. So, I can honestly say that being at an HR tech company, people care about people, but how you express that care is probably going to be nuanced based on your experiences. So, I think shepherding that culture and those people, it’s just a very different role at an HR tech company. I think the second one is your peers then appear to lean on you to say, “Hey, how can you encourage the product to be better? How can you deliver greater value for me and my team?” If they’re up for renewals, they’re like, “Hey, how can you help me get a better price?” And they know that we’re feeling the same compression that they’re feeling in the market, where CFOs and boards are saying, “Hey, you got to really do more with less.” Right? So, I-

Kyle Lagunas:

Yeah, right. The jig is up.

Donald Knight:

… Yeah. So, I do think there’s an expectation from your peers who are now customers for you to be an advocate for them in those rooms, which I think is cool. I think that’s where the opportunities to be more commercially minded and help influence the product. And we had a phenomenal… Greenhouse, still has a phenomenal Chief Product Officer, although I’m no longer there, in Henry and I appreciate his patience with me and hoping to help try to influence that roadmap.

Kyle Lagunas:

Oh, why? Do you have some ideas? You got some thoughts?

Donald Knight:

I think the third thing though that is nuanced is then there’s also an expectation for you to be almost like evangelizing on behalf of the brand and all of the women that I just listed, they do that very well for their brands.

Kyle Lagunas:

And authentically.

Donald Knight:

Authentically. But that’s an added element, right?

Kyle Lagunas:

Sure.

Donald Knight:

So, hopping on planes…

Kyle Lagunas:

And you say nuance. I also say pressure, too.

Donald Knight:

Yeah.

Kyle Lagunas:

I mean especially you’re out there evangelizing. I have to wonder, do you have a bigger target on your back as a people leader? Are people looking at your Glassdoor reviews be like, “Well, is this guy practicing what he preaches out here?”

Donald Knight:

I mean, absolutely, right?

Kyle Lagunas:

“Are they delivering excellence internally?” And you know what I mean? “How can they make me excellent if they’re not actually delivering on the home front?”

Donald Knight:

Yeah, I think there is a heightened sense of “walk it like you talk it,” and particularly in the down moments. So, when you’re growing the company at 40%, 50% year-over-year and everybody’s getting bonuses and equity-

Kyle Lagunas:

Feels good.

Donald Knight:

… values are going up, that’s a good thing.

Kyle Lagunas:

This is rah-rah.

Donald Knight:

I think the true test of the CPOs, and this is where my… I have a lot of empathy for those folks that sit in that role, particularly the role period, but then CPOs at HR tech companies, is think about the down moments, layoffs, heightened senses of churn, slowed growth. These are all things that most companies experienced over the last months, years. It’s a heightened sense when you’re then the CPO at an HR tech company because they’re like, “Hold on. Are you going to walk it like you talk it?” And literally people will pull sound bites from podcasts like this to say, “Hey, well, this is what you said when you met with Kyle.”

Kyle Lagunas:

All right, cut the tapes. I feel that. I mean, that’s rough, isn’t it? I mean, do you feel… Look, we have to sell authenticity, right? Everybody’s looking to see if you’re real, but can you be really real? Maybe with your peeps? Maybe that’s why you started with, “Here’s my tribe.”

Donald Knight:

So, I think to your point, tribes, I call it subscribe to that idea or villages, I would say the village of the leadership team that I was on, coupled with the village of the directs on my team, coupled with the village I had with people that sat in this role at other companies, that’s what made it easier to do the job every day.

And so I was just spending… I left LA to come here, and I was spending a lot of time with some of those folks in person, and I just wanted to thank them for the encouragement, because it is a very nuanced role. I think if I step back a little bit, I think the role of being a chief people officer at any company over the last five years is by far the hardest role, probably next to the CEO, probably the hardest role and I think having spent a lot of time with CEOs, especially some of the ones that were trying to poach me, I have a heightened sense-

Kyle Lagunas:

She popular, huh?

Donald Knight:

… Look, I thank the creator for the favor, but I will say the CEO role is more lonelier than I had anticipated prior to, and I think the CPO role is probably the next loneliest role. And so trying to find those tribes or villages, if you will, to help be supportive. I would encourage all CPOs, especially CPOs of HR tech companies, because you need it.

Kyle Lagunas:

Yeah, I mean, literally you can’t go it alone. You know what’s so interesting? In my podcast last season, I was talking to this guy, John Baldino, he’s the-

Donald Knight:

I know John.

Kyle Lagunas:

… Isn’t he the sweetest? Literally the nicest guy.

Donald Knight:

John’s amazing.

Kyle Lagunas:

But we were talking about complexity with compliance. Literally there is so much coming down, in North America at least, or especially, all of this hangover from COVID and the political strife. There’s just a bunch coming at HR, and he’s worried, because a lot of HR professionals, not just the exec leader, they’re out and they’re burnt out and he’s worried and rightly so. A lot of young people are like, “Hey, you know what? This is not for me.” Right?

Donald Knight:

Yeah. There’s a CPO who will listen to this, because we both know them, but I will preserve their anonymity. She told me yesterday, she was like, “The reason I went fractional is because I want to make more and do less.” And I was like, “Hold on, let me explore that a little bit. What do you mean by that?” She was like, the role is already very much thankless in many regards. And then when you add on the complexities, let’s set aside any of the regular drama of the role.

Kyle Lagunas:

Yeah. Of just the work.

Donald Knight:

Of just the work. You talked about compliance. We got pay transparency, access or the lack of access to reproductive rights, contact tracing and return to office. That all hit the same leaders over the last three to five years. That alone just, if you just bucket that in by itself, that’s enough to drive a sane person mad. And then you add on civil unrest, societal issues, DE&I, then add on reductions in force, layoffs, and then add on, “Did you hire too much or did you not hire enough?” And then add on board complexities.

Kyle Lagunas:

And then also add on navigating artificial intelligence now.

Donald Knight:

So, that’s the promise of the future that I hope we’ll make.

Kyle Lagunas:

Because you’re here. You’re still here, you didn’t leave. You’re actually going to an even bigger company.

Donald Knight:

Absolutely.

Kyle Lagunas:

Right?

Donald Knight:

Absolutely.

Kyle Lagunas:

You’re like, “You know what? Let’s do more. Let’s do more and work more.”

Donald Knight:

Yeah. So, what I will say is I do believe that there are people in these roles right now, Kyle, that there, while they have been tested, they have proven to be resilient. And so such a time is this for those folks to be able to continue to rise to the occasion. And I think that’s why you see not just myself, but other leaders that have taken on either more responsibility or went to a company that’s even larger to help create more impact. I think that’s why you see that, because that resiliency, there’s something about being forged through the fire that you’re like, “Oh, I can see what I’m actually made of.” And I think that’s one of the beautiful things of being a CPO at a HR tech company. The takeaways and the learnings that I have from there has directly influenced the way that I’m navigating my current role.

Kyle Lagunas:

You’re like, “You know what? Bet!”

Donald Knight:

Well, so then-

Kyle Lagunas:

I mean, look, I am not a cynical person, but I am a very empathetic and sensitive person, and I am a little worried about morale in the HR organization, broad brush, just the profession. But you’re giving me hope. Is there cause to be hopeful here? It’s been rough. It’s been rough, and we’re not even done. Do you feel hopeful?

Donald Knight:

… I do, because I believe I’ve had the opportunity to connect with peers in other disciplines, meaning outside of people teams, outside of HR and I’ve been able to connect with CEOs who value the profession. And so I think while the forecast may look dreary or cloudy, there are bright moments and rainbows in this proverbial storm in other leaders that I have found the optimism, right? Our CEO is one of them.

My onboarding process and even the way that I navigated the first few weeks, I was able to observe how much we’re a priority at our company. And I think I have other friends, like a good friend of mine, Gianna Driver at Lattice, they have a new CEO and Sarah Franklin. Sarah Franklin prioritizes the people function. She understands the competitive advantage that you will have when you have a phenomenal people team. So, I think those are the bright spots, right?

That’s where the optimism is, and I think that’s where it’s on us and really thankful for folks like yourself who are using your time to be able to say, “Hey, I’m going to make sure I focus on the research.” So much so that if you want to be able to demonstrate that resiliency and continue to face that storm every day, I got your back with this data. And also if you’re saying, “No, I need to go fractional.” Can I use this data to then be able to create even more impact in a short amount of time that someone else can then pick up the baton and carry it on?

Kyle Lagunas:

Yeah, sure.

Donald Knight:

So yeah, I think it’s a great time to be in the profession despite how hard it is to be in the profession.

Kyle Lagunas:

And look, if you made it this far, you’ll make it even further. I mean, I’m glad to hear it. I hope that it plays out that way for most and that you’re not just one of the blessed ones, although you are blessed and highly favored. But I also think that it truly is inspiring, because I know several of the people you’ve mentioned and the mission’s there. The passion is there. And I honestly feel like if I’m seeing… And I am seeing more people at that exact level going fractional, not just because they want to work less, … I’m not going to take their words away from them, but it’s like, “I want to do more and not work more necessarily. I want to have impact here and here I’ve actually figured I have a skill set, I have a competency that can have a lot of value in a lot of places. I’m going to step up and do that.” That’s relatively new for us. You have to be all in at that level for a lot of opportunities.

Donald Knight:

Yeah, I totally agree. I think two things I’ll leave you with is at our organization, we have almost five former CPOs.

Kyle Lagunas:

Really? Okay.

Donald Knight:

Almost. And the ones… The cool part is in each function that they’re in, they have up-leveled the function when they arrive, so I’m told by my peers. So, I do think that there’s this living life on purpose and still finding ways to create impact, particularly at a larger scale, I think is pretty phenomenal. I think the second thing I would say is my former Chief Revenue Officer in Sean Murray, who’s a phenomenal human being, he used to be the Chief Revenue Officer at Salesloft. And I think the cool thing about that is he walked through this before.

What we’re doing for our discipline and being a CPO at HR tech company, he had done that being a Chief Revenue Officer at a sales organization and the cool thing about it’s now he’s a CEO, and so what it tells me is that resiliency will play out over time to be able to help you create even more impact, and you might even get a more outsized role to be able to drive those types of successes and wins and so I think that’s where my optimism lies, is in those leaders and in those examples.

Kyle Lagunas:

Yeah. It’s not just blind aspiration.

Donald Knight:

Exactly.

Kyle Lagunas:

It’s informed, as we would expect. Well, dude, thank you for spending some time with me.

Donald Knight:

No, thank you for having me.

Kyle Lagunas:

I’m literally so excited for this next role for you. I hope you don’t forget us little people.

Donald Knight:

No, there’s no such little people and no, we’re connected, man. Thank you for having me for real.

Kyle Lagunas:

Yeah, thanks for coming on.

Donald Knight:

All right.

Kyle Lagunas:

I’ll catch you later.

Okay, that is a wrap y’all and if you’re anything like me, you’re going to need a minute to digest everything Donald just laid down, because whoa. That was a lot. We covered burnout, the rise of fractional leadership and why it’s critical to roll with your tribe or your village, whatever vernacular works for you.

Honestly, if leading in HR today feels like getting thrown into the fire, Donald just reminded us, or at least me, that sometimes it’s the fire that forges you. I’ve got so many notes from this conversation. Big love to Donald for keeping it real with us today and for reminding me that it’s okay to want more impact without selling your soul. If you made it this far, you’re already ahead of the game. That’s all the time we’ve got for now. Don’t forget to like and subscribe, rate and review and tell your fellow humans, because this realness isn’t going to spread itself. Catch you on the next episode of Transformation Realness. Until then, keep it real and keep it moving.

Tags burnout, fractional leadership, HR Technology, Leadership

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Breaking Through the Noise: How HR Tech Vendors Can Build Better Partnerships in 2025

Post author By Madeline Laurano
Post date December 16, 2024

It has been an interesting year in HRTech. At Aptitude, we do a lot of research and speaking but we spend a lot of time on advisory with corporate clients as well. We have seen some things work for vendors…and others that do not.

The HR technology market is more crowded than ever, and 2025 promises to be a year of both opportunity and challenge for vendors. HR leaders are demanding more from their technology partners—not just in terms of innovation, but also in transparency, outcomes, and partnership.

Here is some advice for vendors looking to stand out in 2025.

1. Stop Copying Your Competitors—Focus on Your Clients

One of the biggest problems in HRTech is the tendency to copycat competitors rather than listening to what clients actually want. Too many vendors repeat the same buzzwords and promises, making it hard for HR leaders to see what truly differentiates one solution from another.

Advice:

Listen to Your Clients: Use customer feedback, surveys, and interviews to shape your offerings. Don’t just assume that what works for others will work for you.
Be Bold About Your Strengths: Highlight what makes your product unique and relevant to your target audience, even if it’s not the “trendiest” feature on the market.
Avoid Empty Buzzwords: Words like “intelligence”, transformative,” “seamless,” and “experience” mean nothing without examples.

2. Clarity Over Complexity

HR leaders are juggling a lot of tools and responsibilities—they don’t have time to decipher vague messaging or sift through overly complex product descriptions.

Advice:

Simplify Your Messaging: Be direct about what your product does, how it works, and the specific problems it solves.
Show Outcomes, Not Features: Instead of listing technical specs, share stories and data that illustrate the results clients can achieve with your solution.

3. Transparency Builds Trust

HR leaders are making high-stakes decisions when they invest in technology. They need to know what’s coming next and whether your solution can grow with their needs.

Advice:

Share Your Roadmap: Clients want to see the future of your product and know that their investment is secure. Regularly update them on new features and upgrades.
Be Honest About Limitations: If your product has gaps, acknowledge them and explain how you’re addressing them. Clients will appreciate your honesty and accountability.

4. Prioritize ROI and Outcomes

Every HR team is under pressure to do more with less. They’re not just looking for flashy tools—they need solutions that deliver measurable results and help them make a business case for investment.

Advice:

Provide Clear ROI Metrics: Show how your product reduces time-to-hire, improves retention, saves costs, or drives productivity. Use client success stories to back up your claims.
Focus on Problem-Solving: Instead of leading with what your product can do, lead with what it will solve. HR leaders need partners who address real challenges.

5. Strong Implementation is a Dealbreaker

The best product in the world means nothing if it’s poorly implemented. You may think this falls solely on the client but it does not. A product that doesn’t work because of poor implementation will ultimately reflect poorly on you. Support them in this process.

Advice:

Own the Implementation Process: Guide clients every step of the way, providing hands-on support and clear timelines.
Measure Success Post-Implementation: Follow up to ensure the product is being used effectively and that clients are achieving the outcomes they expected.

7. Leverage Strategic Partnerships

No single vendor can do everything, and that’s okay. The best HR tech providers recognize their limitations and form partnerships to deliver more comprehensive solutions.

Advice:

Fill Your Gaps Strategically: Partner with complementary providers to offer clients a seamless experience without overextending your resources.
Collaborate on Innovation: Joint partnerships with other vendors can lead to new features and integrations that benefit everyone.

8. Rethink Services—Deliver What You Promise

If you offer managed services or HR support, make sure you’re delivering real value. Misleading clients about the scope of your services will erode trust and damage your reputation.

Advice:

Define Your Services Clearly: Be explicit about what’s included, and don’t overpromise. You don’t want to charge for services and not provide them at the end of the day.
Focus on Adding Value: Go beyond the basics by offering strategic advice and actionable insights.

2025 is the year for HR tech vendors to rise above the noise. By focusing on clarity, transparency, and client outcomes, you can build trust and loyalty in an increasingly competitive market. Stop copying your competitors and start listening to your clients. Be honest about what you offer, invest in implementation, and prioritize long-term relationships over quick wins.

HR leaders are looking for partners, not just products.

Tags HR Technology, talent acquisition

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Announcing Aptitude’s Human-Centric AI Council: A New Initiative to Put HR in the Driver’s Seat in AI Innovation

Post author By Kyle Lagunas
Post date December 11, 2024

I’ve been getting lots of requests for predictions this time of year, and it’s been an absolute whirlwind of a year in our industry. AI is everywhere all at once—and we’re only just beginning to see how much it can do in HR and talent.

After 15 years tracking innovation cycles in HR technology and research trends in talent, I can honestly say I have never seen things move as fast (or as dramatically) as they have in the 24 months.

We are, quite literally, at the cusp of total and complete transformation of how HR and talent functions operate. And I’m not sure we’re quite ready for it.

Here’s why: For the last three years Aptitude Research surveyed HR and talent leaders about the greatest obstacles they face when it comes to the adoption of AI, and the leading response every year has been gaps in the HR organization’s understanding of AI and automation.

Figure 1 – Obstacles to Adoption of AI in HR, 2024

But the future of HR is undeniably intertwined with AI. As we look to 2024 and beyond, AI is poised to become the largest area of tech investment within HR, with 61% of organizations planning to increase their AI investments this year. While the opportunities presented by AI are vast, however, the pace of innovation has far outstripped the guidance and clarity many HR leaders need to confidently determine where and how to utilize AI.

And in the absence of established best practices, the potential pitfalls AI presents to HR—issues like the introduction of bias, lack of workforce readiness, lack of clear ROI—are stalling HR innovation at a pivotal moment. Lacking technical expertise and AI literacy, more and more HR and talent teams are being relegated to the stakeholder seat when it comes to AI and tech innovation.

My big question—and something I’ve been talking about with HR, talent, and tech execs all year—is, “How can we ensure the ethical, effective, and equitable use of AI in HR if HR doesn’t have a seat at the AI table?”

So… Yeah. It’s clear that AI will play a central role in the evolution of HR, but I’m worried that we’re headed down a path where HR leaders and talent professionals are offering input from the sidelines when it comes to how we utilize these rapidly evolving capabilities.

In a perfect world, we are working closely with our colleagues in IT, Legal, Compliance, and Operations to ensure AI is implemented and adopted in a way that serves the needs of businesses, the well-being of the workforce, and the fair and equitable treatment of candidates. But in reality, HR is increasingly relegated to the stakeholder’s seat–that decisions about how AI is adopted are being made by others. And now, more than ever, it’s critical that HR is in the driver’s seat.

So what are we going to do about it?

Announcing Aptitude’s Human-Centric AI Council (HCAIC)

Today, I’m excited to share we’re embarking on our own HCAI Initiative with the launch of a new program: the Aptitude HCAIC, a deeply collaborative, practical, and forward-thinking effort dedicated to supporting HR leaders in the responsible, ethical, and effective utilization of AI in HR.

Whereas we’ve hosted Research Councils in the past—bringing HR and talent execs and consultants together to shape and inform Aptitude’s Research agenda—this is a more focused effort dedicated to empowering HR and talent teams in the evaluation, implementation, and utilization of AI.

We believe AI should augment human workers and enhance human experiences—not displace human workers or over-automate important interactions. And who is better to inform and share best practices in this way than talent, HR, and technology leaders who have experience doing these things?

To ensure that AI technologies in the HR space are human-centric—prioritizing workforce well-being, fairness, equity, and productivity as we embrace the future of work.

Our Council is founded on three core principles: leadership, trust, and accountability. We’re starting strong with 10 founding members, all exec-level HR and talent practitioners who have been navigating these challenges and opportunities firsthand in global enterprise organizations.

At the heart of this Council is a commitment to ensuring that AI solutions are developed with human-centric values in mind. We want to move beyond just making HR processes more efficient—we want to ensure that AI enhances HR stakeholder experiences (candidates, employees, etc.), fosters equitable people practices and processes, and drives positive organizational outcomes.

As we move forward, our Council will focus on creating a framework for ethical AI practices, which will include establishing clear guidelines and standards for vendors and practitioners alike. By leading the way in this space, we aim to raise the bar for AI solutions that will have a lasting, positive impact on both the workforce and the organizations that rely on them.

It’s a mighty effort we’re undertaking—and we can’t do it alone. That’s why we’re also thrilled to announce our initial underwriter, GoodTime, whose support will help us get things off the ground. Together, we have spent the last couple of months assembling a collective of visionary and expert practitioner leaders who are committed to ensuring that AI in HR doesn’t just drive exceptional results, but also aligned with the values of fairness and inclusivity.

To kick off this exciting initiative, we’ll be hosting our inaugural “Session Zero,” where we’ll workshop the HCAIC’s first-year agenda. This session will bring together our founding members to identify key challenges in the AI adoption process, crowdsource best practices, and create a roadmap for the future for this effort.

Together, we’ll lay the foundation for an initiative that will (hopefully) help to shape how our industry approaches the integration and augmentation of AI into HR.

Ramping Up: What’s Next for Aptitude’s HCAIC
The HCAIC’s mission is not about regulation or lobbying—though these will be important efforts for our industry in the future. Rather, we’re more focused on empowering HR and talent leaders with the knowledge, tools, and connections to utilize AI responsibly and effectively. This Council’s value is built on collaboration, education, and practical guidance to ensure AI enhances the human elements of human capital and talent management

As part of our ongoing efforts, we’ll host virtual- and in-person meetings to connect, build relationships, discuss emerging topics, and set the agenda for our quarterly summits. These quarterly deep-dive sessions will tackle specific issues including discussions of what’s working, what’s not, and what we need to get ahead of, and will also identify opportunities for co-innovation between solution providers—on their own and with their partners.

We’ll also host “town hall” webinars to share notes with our colleagues, produce annual white papers to share key insights, highlight emerging best practices, and offer guidance on the most critical AI and HR trends. Our work will culminate in quarterly memos that share the Council’s perspective with the wider industry.

A Call to Action for HR and Talent Leaders: Join Us
The shift toward AI-powered HR is not just a trend—it’s a movement, a snowball effect that is already reshaping the way we work. We are inviting HR and Talent leaders, Technology and Change Management experts, and HR solution providers in Tech, Consulting, and Services to join us as we navigate this transformative journey. By coming together, we can ensure that HR isn’t just a stakeholder but a driving force in the conversation about how AI will shape the workforce of tomorrow.

Together, we believe we can create a future where AI is not only powerful but human-centric, where innovation is guided by ethical standards, and where HR has a clear and confident voice in shaping the technologies that are transforming the industry.

Join us in leading the way forward. Help us ensure that AI in HR serves people—not just processes. The time to lead from the practitioner’s seat is now.

Tags AI, HR Technology, Human Resources, Innovation

Blog Podcast

Trust, Tech and a Little Skepticism: Making AI Work for People

Post author By Kyle Lagunas
Post date November 22, 2024

On this episode of Transformation Realness, Kyle Lagunas is joined by Opal Wagnac, Senior Vice President of Market & Product Strategy at isolved. With her sharp insights and fresh perspective, Opal doesn’t hold back on what it takes to bring enterprise-grade solutions to businesses of all sizes while keeping it real about AI’s potential — and limitations. At the center of her approach is a mission to ensure that technology serves us, not replaces us. “Technology is not going to solve all your problems,” she says. Sometimes you just need a real human on the other end of the line.

Opal is passionate about helping small and mid-sized businesses compete with larger organizations by providing them with practical, enterprise-grade tools. For isolved, this means not just providing tech but supporting SMBs every step of the way as they integrate and utilize AI effectively.

Recorded live at HR Tech 2024, this episode dives deep into the challenges and opportunities of using AI responsibly, especially for small to mid-sized businesses. Tune in as we explore why trust, empathy and a little skepticism go a long way in keeping HR real.

AI Isn’t Magic, Honey — it’s the New Electricity

Opal kicks things off with an electrifying comparison — literally. She compares the dawn of AI to electricity, noting how every revolutionary tech has a bit of a rough start before it becomes a staple. “There’s this fear, there’s this trepidation,” she says. “And at one point, electricity had the same fear and had the same trepidation.”

Like electricity, AI needs understanding and adaptation, not fear. Just as we don’t think twice about whether a restaurant has electricity, AI will eventually be a standard‌ — ‌but only if we integrate it thoughtfully.

For Opal, this AI evolution calls for a good dose of healthy skepticism. Instead of blind trust, she’s all about asking the tough questions: “We need more critical thinkers,” she insists. “And I emphasize that word critical. Criticize the AI. Please do. Just to make sure that you’re also not creating the same repetitive mistakes.”

AI’s real value is in how seamlessly it can serve human needs — but it’s on leaders to ensure the technology remains human-centered.

AI Needs Real Change Agents, Not Just Cheerleaders

For Opal, trust in AI-powered HR solutions doesn’t mean blind acceptance‌ — ‌it’s about thoughtful implementation and a willingness to question the tools themselves. “To me, HR is a change agent,” she says. “So accept your role as a change agent and start making some changes. So even if the AI is telling you X, Y, Z, start challenging it.” This stance is at the heart of isolved’s approach, where Opal emphasizes that real progress in HR requires actively questioning AI’s outputs to ensure they’re serving the right goals.

Opal underscores that while enterprise-grade AI solutions can support SMBs, they also need to be backed by real human support and an ethical framework. By layering technology with hands-on consulting, isolved ensures that their clients feel equipped to handle AI’s capabilities without compromising on human connection.

Diversity for the Win: No Room for One-Track Thinking Here

Opal’s big on shaking things up and bringing in diverse perspectives‌ — ‌because if everyone thinks the same way, innovation doesn’t stand a chance. She encourages HR leaders to expand their circles and take advice from unconventional sources. “Learn from other people’s mistakes,” she advises, “because you won’t live long enough to make them yourself.” Her point? The best solutions come from a wide variety of voices, and pigeonholing people based on titles only limits what’s possible.

Opal underscores that HR leaders need to look beyond the obvious. By valuing each person’s unique journey and experiences, HR can foster a more inclusive and adaptable workplace culture. “They didn’t just fall out of the sky and be an HR generalist. There was something else before that, too,” she says. “So for the most part, when you’re engaging with someone, you’re getting the whole person and all of the experiences that make them.” That’s why she encourages everyone to dig into diverse perspectives, and the innovation will follow.

Big thanks to Opal for keeping it real on AI, the need for trust, and why HR must step up as change agents. Her takeaways? Don’t just follow the tech‌ — ‌challenge it. AI might be the new electricity, but it’s nothing without the people guiding its use. For all you HR pros out there, remember: it’s up to you to make these tools truly transformative. So stay curious, keep asking questions, and let’s get real about shaping a future where tech serves us‌ — ‌not the other way around.

People in This Episode

Opal Wagnoc: LinkedIn

Transcript

Kyle Lagunas:

Hello, my little blueberries, te-he-he. Welcome to another electrifying episode of Transformation Realness, the only show all about people who are trying to make the world of work less shitty and have the guts to share their story. The good, the bad, and most of all, the real. It’s produced in partnership with Rep Cap and hosted by none other than yours truly, the magnetic, magnanimous, magnificent, Kyle Lagunas, head of strategy and principal analyst at Aptitude Research, the boutique research firm leading the charge in HR tech and transformation. Get into it!

Today I’m joined by somebody who knows a thing or two about shaking things up. Opal Wagnac, Senior Vice President of Market and Solution Strategy at isolved. Opal’s on a mission to help businesses of every size access enterprise-grade solutions. And if you thought AI was just a fancy buzzword, well, buckle up. From electricity to the internet and now AI, Opal’s got stories and analogies that’ll make you rethink everything you thought you knew about innovation cycles. And yes, Roomba is named Zaza, because of course it is. You’re going to hear all about it. All right, this conversation is full of laughs, insights and a healthy dose of truth bombs about what it really takes to drive change in HR today. Check it out.

Okay. Hello everybody. My little blueberries. We’re back with another special episode of Transformation Realness. We are coming to you live from HR Tech 2024 in the Glider AI booth. And I have with me another very dear friend. Opal? Do you want to say hi to everybody?

Opal Wagnac:

Hi everyone. I’m so glad to be here. My name is Opal Wagnac, and I am the Senior Vice President of Market and Solutions Strategy at isolved.

Kyle Lagunas:

And what’s isolved?

Opal Wagnac:

isolved is a HCM provider, not just of product, but also of services. Really servicing the SMB in the mid-market space. And we cover everything from a bevy of products and solutions, from HR services to talent acquisition services, as well as the full scale of HCM.

Kyle Lagunas:

So just a little bit of stuff. No, I love it. And honestly, isolved is a bit new to me. I had a really great briefing with them a while ago, last month or so. But I was really excited to see you on stage for the opening session at Women in HR Tech, and especially when you were sharing with me a little bit about the first point of view of, look, we’re living in crazy times. Innovation cycles are just going rampant. But I really loved the story that you told about electricity. Can you tell us about that? Yeah.

Opal Wagnac:

Yeah, absolutely. So, of course, when the question comes up about, well, how are we supposed to embrace AI? And it’s always like that new thing. It’s like, oh my gosh, there’s this fear, there’s this trepidation. And at one point, electricity had the same fear and had the same trepidation. What do you mean light is coming out of the ceiling? What do you mean that I’m holding to this candle and I’m walking around one room to the next? Where’s this light coming from or how does it work? Electricity, I can’t see it, but I see its effect.

And I’m like, okay, you don’t see wind either, but you see its impact. And so with electricity it had to go through this enormous learning curve. And I believe it was Andrew Ng who said, like, “AI is the new electricity.” And so it literally had to get to a point where, here we are, if I’m making plans to go to dinner with you, I’m not going to ask, does the place have electricity? You would probably look at me like I had three heads. And so I understand where Andrew Ng was coming from with really trying to embrace AI. But if I look at electricity, I don’t know about you Kyle, but I wasn’t around when electricity was discovered.

Kyle Lagunas:

No, me neither. I’m very young.

Opal Wagnac:

I can’t remember what that learning curve was about. But I can read about it. However, in our lifetime we’ve seen the internet. So to me, I look at the AI — as AI as the new internet. Where there was a time where it’s like, what do you mean I can talk to someone in real time that’s in Singapore? And so actually we had a laugh about it, what was your screen name again?

Kyle Lagunas:

Oh, my first screen name was “Hello.” Because I didn’t know that I wasn’t chatting yet. I just got prompted with a box and I wrote Hello.

Opal Wagnac:

Wow. Very original. So Hello being your new screen name to talk to people. Mine was Talk and the number 2 Opal.

Kyle Lagunas:

See, you already had the acronyms. I love it.

Opal Wagnac:

I was just trying it out, but just thinking about it…

Kyle Lagunas:

You were cool from the beginning. Don’t play.

Opal Wagnac:

Thank you. Thank you.

Kyle Lagunas:

I really like it, especially because I think the electricity allegory, there was a lot of fear around electricity. People didn’t understand it, they didn’t know how it worked and so they didn’t trust it.

Opal Wagnac:

Right. Right.

Kyle Lagunas:

And I feel like especially in the HR organization, which has been historically extremely risk-averse, that the perceived risk and danger with this has really stalled, I think, some meaningful innovation. It’s like if I use AI to create a new drug, a new pharmaceutical drug, no one really understands that. But if I’m using AI to create a more data-driven performance management program. Or if I’m using AI to implement more equitable pay practices. Like everybody gets paid, everybody has performance reviews. We know what that is. And so it’s like the exposure, the level of connection to these perceived risks, the use cases for AI in our space, it’s actually a ubiquitous understanding of the stuff.

Opal Wagnac:

100%.

Kyle Lagunas:

Like, hey, this could actually be really disruptive. But I think we don’t know how it’s going to work. And so we’re not sure, candidly, whether we can trust HR to figure it out. You know what I’m saying? It’s like there’s this point right now where it’s like, what are we going to do here? Is HR going to take this and run with it? Can they? And I think they can.

Opal Wagnac:

I think they can too. Because when it comes to our own personal lives, AI is all over the place. We talk to Alexa to ask them, okay, what are those stats of Michael Jordan doing against LeBron James? Or even sillier things than that. So even using everyday natural language processing in our daily lives. I look at my kids. My kids are never going to ask, “Well, what are your AI solutions?” They don’t know what AI is, but they know the absence of AI.

Kyle Lagunas:

At four years old they’re asking if you have Wi-Fi. They’re coming up to me at my house, my niece and nephew. Like, “What’s your Wi-Fi password?” I’m like, bro.

Opal Wagnac:

Exactly. Exactly. So even the Roomba, right? We gave her her name. Her name is Zaza.

Kyle Lagunas:

Zaza?

Opal Wagnac:

Yeah. Yeah, Zaza. Because she earns her keep. And not to try and genderify her with that name but we felt that Zaza was very fancy. Instead of Jeeves, we felt Zaza.

Kyle Lagunas:

She’s a fancy girl.

Opal Wagnac:

She’s a fancy girl and she does a lot. And I think about all the type of innovation that goes into that. So this is the world in which they live in. So my kids will never look for a movie. Netflix better recommend. Even their friends are recommended to them. So living in a world of recommendations, and that is their day to day. I can definitely find areas within HR very easily. It’s easy for me because I look at a lot of the things, a lot of the questions that we’re constantly asking.

I was actually overhearing a conversation with one of the sales leaders and she was trying to help her son. It was like adulting 101. I was eavesdropping on it. So this was very interesting. You’re going to laugh at this one. And so of course, he’s like 26 years old, so he needs to get off his mommy’s insurance and get a real job. And so he got a real job. Check. And now he is going through the whole enrollment process. And he starts to freak out. He’s like, “Mom…”

Kyle Lagunas:

Because it’s complicated.

Opal Wagnac:

“… what Is a deductible? What is that? I never learned in college? What is that?”

Kyle Lagunas:

What’s home insurance and what’s a lifetime maximum?

Opal Wagnac:

Exactly. So all of these things during the enrollment process. And then he’s like, “Wait a minute, I got to count how many times I’m going to get hit by a bus next year to figure out how much I’m going to spend to go to urgent care? How morbid is that?” Right? So in thinking about it, you know what, he wasn’t wrong. Because he’s lived in a world where things have been recommended to them.

Kyle Lagunas:

Yeah. Served up to him.

Opal Wagnac:

Literally served up. HR already knows, I know that you’re a single male. I know that you have no children. I know that you’re a nonsmoker. I know so many things already about you. As a matter of fact, I know who you really are, not your street name, but I know your government name. You know all of these things, and yet you won’t even serve up to me, what’s the recommended plan?

Kyle Lagunas:

I actually only have a legal name. I don’t have a street name.

Opal Wagnac:

You don’t have a street name?

Kyle Lagunas:

No.

Opal Wagnac:

We got to give you a street name because-

Kyle Lagunas:

Don’t be fooled by this ink.

Opal Wagnac:

No, listen.

Kyle Lagunas:

I’m actually a square.

Opal Wagnac:

You have street cred, my friend.

Kyle Lagunas:

I’ve got some rizz.

Opal Wagnac:

You’ve got a Kyle high vibe.

Kyle Lagunas:

Well, listen, let me back it up because I really like where you’re going with this. You and I had been in this space for a while, right?

Opal Wagnac:

Yes.

Kyle Lagunas:

And you are new into this role, and I’m actually really excited for this role for you because we need really passionate but also informed voices that are really pushing this narrative forward, that are challenging the industry. Especially from the solution-provider side, especially focused on SMB and mid-market.

Opal Wagnac:

Yes.

Kyle Lagunas:

Everybody’s ignoring this whole… Which is the hugest employer market in the world.

Opal Wagnac:

It is.

Kyle Lagunas:

And we’re all talking about enterprise issues. So I love this for you.

Opal Wagnac:

Thank you.

Kyle Lagunas:

But look, you and I know that AI, we’ve been talking about AI in the space for a while. And not even that long ago, three years ago, it was a buzzword. We were just talking about it as a future thing.

Opal Wagnac:

Exactly.

Kyle Lagunas:

And literally overnight it has become ubiquitous.

Opal Wagnac:

Of course.

Kyle Lagunas:

You’re saying, I’m not going to ask if a restaurant has electricity. I’m not going to ask if HR is using AI. I want to know, how are you using AI?

Opal Wagnac:

Yeah. So this is your new baseline if you think about it, right? So many of us work for SaaS companies. Your company wouldn’t exist if the internet wasn’t there, right? So many of us have jobs. My job didn’t exist 45 years ago. So just even thinking it through, we’ll now have to be at the cusp of like, well, what are the new jobs going to be if AI is the baseline? So if the internet was the baseline, here we are today. Can you imagine if AI is the baseline?

As a matter of fact, I don’t even think we’ll put those two letters together again. Because no one even says the internet anymore. People just say Wi-Fi. It augments itself from one generation to the next. So I can only imagine what my kids are going to call it. They may call it, I don’t know, the internet went to the what? The cloud?

Kyle Lagunas:

I mean, do we still talk about the cloud?

Opal Wagnac:

I know, right?

Kyle Lagunas:

Well, look, before we even get there, I feel like HR is feeling this pressure. We have to get to a point of literacy. The business is asking us all these questions about AI. And like, I don’t know, girl, I’m an HR expert. I’m not an AI expert. But I honestly am feeling this massive paradigm shift where, and this is the tough part for HR, is being an HR expert’s not enough.

You have to know how this stuff works and how this stuff doesn’t work, what it does and what it doesn’t do. Because we do, in order to be effective leaders and effective stewards of the trust of the workforce, we have to make sure that we are actually using these things effectively. And ethically. And so we do need to get better versed in these. It can’t just be the internet. It can’t just be AI. We need to really start to figure this stuff out.

Are you finding in your role that you are having opportunities to answer some of these questions and lean into some of these things? What are some of the stuff that you’re really trying to get done at isolved?

Opal Wagnac:

Right, right. So just looking at the world of, especially like you mentioned before, when you’re looking at AI, you’re looking at all of these solutions. We should not stop questioning. Just because it’s there, we need more critical thinkers. And I emphasize that word critical. Criticize the AI. Please do. Just to make sure that you’re also not creating the same repetitive mistakes. And now all you deal is-

Kyle Lagunas:

You can’t take anything for granted.

Opal Wagnac:

Yeah, just take it and you’re systematizing it too. And if we’re really going to try and truly be these change agents, to me, HR is a change agent. So accept your role as a change agent and start making some changes. So even if the AI is telling you X, Y, Z, start challenging it. Okay, is this what we want for the future? Especially in an area like here at HR Tech, you see a lot on talent acquisition. And there’s been so much that has been done. At isolved we’ve done a tremendous amount of work around talent acquisition, especially even though we’re servicing the SMB and that mid-market space.

Kyle Lagunas:

Which is underserved, to be honest.

Opal Wagnac:

It’s very underserved. And I believe it was a stat like 99% of all businesses in the U.S. have less than 500 employees. So just think about that. Yes, there is a churn rate, but there’s also a much more impressive growth rate too. And so if they’re also trying to fish from the same pond as those larger enterprises, they should be able to get the same good talent.

Kyle Lagunas:

They have the same problems. They might not be at the same scale, but it’s…

Opal Wagnac:

Exactly.

Kyle Lagunas:

Right?

Opal Wagnac:

So everything is fair game for them too. So they deserve the same type of enterprise-grade solutions, so to speak. They deserve the right type of AI solutions.

Kyle Lagunas:

Well, you know what they deserve, what they also need? Is to know they can trust their partners.

Opal Wagnac:

Oh, 1000%.

Kyle Lagunas:

That’s one thing that I think is really interesting about y’all’s approach is you really are layering in best practice consulting and professional services with the technology too. I’ve seen, and you have too, a lot of people in the space, you can build a mousetrap and you got to hand over the mousetrap with the book to implement it. And sorry, I’m a technology vendor. You do what you need to do. I did my part, which was give you the software. I really like seeing you guys committed to helping your customers succeed.

Opal Wagnac:

Absolutely.

Kyle Lagunas:

Especially knowing you and your passion and your opinions. We need it. Right? It can’t be kid gloves. Like I said, the problems that HR leaders face in a global enterprise, the scale might be bigger, but we are facing those problems on the home front too.

Opal Wagnac:

Exactly, exactly.

Kyle Lagunas:

And we need have somebody that’s going to help us navigate this next level.

Opal Wagnac:

Yeah. Because technology’s not going to solve all your problems. Let me say that again for the people in the back. Technology is not going to solve all of your problems. So there’s going to be some times where you actually want to get on the phone and not be prompted. You actually want to speak to a real human because you’re dealing with people. It’s a very dynamic world that HR basically has to serve. And our tastes, our styles, everything changes. So if everything is constantly changing, you’re also going to need to deal with some very complex issues.

And the beauty about what isolved does is that we do not shy away from that service model. We recognize the fact that yes, there’s plenty of our customers. We have over 177,000 customers. So we take our same learnings from those customers and we produce HR services. Especially even understanding the notion that once upon a time, it was very easy for you to find someone that had 20 years of HR experience. That has been cut in half.

Kyle Lagunas:

I know.

Opal Wagnac:

So where do you find the expertise to move your business forward?

Kyle Lagunas:

Yeah. Absolutely.

Opal Wagnac:

As a business owner, you recognize that there is a need and there is a void. So looking at HR services, looking at talent acquisition services. You know you want to be able to acquire talent. However, actually to really be successful in talent acquisition, you need to be able to market. You can’t just take your job description and plop it out there on Twitter. Good luck with that. You need to be able, like, sorry, you need honey to catch some bees.

Kyle Lagunas:

That is part of the problem, right? I mean, because guess what? They’re competing for talent, not with their direct backyard competitors, they’re competing with those big budget companies too. Right?

Opal Wagnac:

Exactly. Exactly.

Kyle Lagunas:

Well, let me ask you then, if you are going to give one word of advice to folks to navigate this next year ahead, what would it be?

Opal Wagnac:

Well, definitely, I would say expand your circle. Because one thing about just being locked in, you’re never going to understand the problems that you’re about to face. And at the same time, I always tell my kids, learn from other people’s mistakes because you won’t live long enough to make them yourself. So that’s one part of it.

The other part of that is the diversity of thought. Also look around you. I think that there is a lot that we can do there, just even by expanding our circles ever so slightly. We don’t have to look that far. But really doing things in a way that, “Well, she’s not an HR expert, so why would I ask her?” Oh no, you should definitely ask her. Or, “She’s of a different generation.” No, you should definitely ask them too.

And you’ll be surprised that whenever we tend to pigeonhole people based off of their title, the truth is they didn’t just fall out of the sky and be an HR generalist. There was something else before that, too. So for the most part, when you’re engaging with someone, you’re getting the whole person and all of the experiences that make them.

Kyle Lagunas:

You know what this is giving Kamala… You didn’t just fall out of a coconut tree.

Opal Wagnac:

Yeah, you sure did…

Kyle Lagunas:

No, I really love it. I have actually seen, because I’ve been on the conference circuit all year long, and this is the most disruptive year I’ve seen.

Opal Wagnac:

Wow.

Kyle Lagunas:

But I also love seeing the community. People are coming together. They are sharing their war stories and their successes and learning together. No HR person is an island. Find your people. Find us. We care.

Opal Wagnac:

Yes. We’re here.

Kyle Lagunas:

I mean, we have a lot of opinions. I don’t know.

Opal Wagnac:

You’re never short of them, and neither am I.

Kyle Lagunas:

Well, thank you for coming and chatting with me for a little bit. If anybody wants to find you, they can hit you up on LinkedIn?

Opal Wagnac:

Yes, absolutely. You can find me on LinkedIn.

Kyle Lagunas:

All right. Thanks, babe. I’ll catch you again soon.

Opal Wagnac:

All right, love you.

Kyle Lagunas:

And just like that, folks, another fantastic conversation in the books. Huge shout out to Opal for dropping some serious wisdom and for reminding us that tech is only a tool. At the end of the day, it’s the people who behind it who make the real magic happen. That means you. Whether you’re running a global enterprise or a 50-person small business, it’s clear we all face the same challenges. The only difference: scale. And as Opal said, the key to navigating it all: expand your circle. Because let’s be real, none of us are going to live long enough to make every mistake ourselves.

So if today’s episode got you thinking about AI, or had you Googling deductibles mid-show, know that you are not alone. These are the conversations we need to have. And if you’re still curious, definitely hit up Opal on LinkedIn. Check out isolved. She’s the kind of person who tells it like it is, and then helps you figure out what to do next. I absolutely adore you, even if I candidly don’t remember how to pronounce your last name. I’m sorry, Opal.

Anyway, thanks for tuning in my friends. Remember, transformation doesn’t always happen overnight. And you don’t have to go it alone. Keep it real, keep it curious, and keep asking questions, whether it’s from your Roomba, your kid, or Alexa. We’ll catch you on the next one. Until then, stay kind, stay curious, and for the love of Zaza, don’t forget your Wi-Fi password. See you soon.

Tags HR Technology, Recruitment Technology, talent acquisition

Blog Podcast

Hiring Assessments That Do More Than Just Check Boxes

Post author By Kyle Lagunas
Post date November 20, 2024

In this episode of Transformation Realness, I sit down with Satish Kumar, the innovative CEO and co-founder of Glider AI, a leading skill validation platform. Satish’s background in education tech brings a fresh perspective to HR, blending rigorous assessment standards with hands-on practice for real-world tasks.

And it’s exactly what the industry needs right now. With candidate fraud on the rise, companies are facing challenges they hadn’t prepared for, and it’s impacting hiring quality at every level. Satish explains how Glider’s tools give hiring teams the confidence they need by validating both technical proficiency and integrity in candidates.

This conversation with Satish is loaded with insights for anyone who wants to make their hiring process more transparent, strategic, and future-focused. Whether you’re struggling with candidate fraud, looking for ways to use assessments as part of a long-term talent strategy, or just curious about what’s next in HR tech, this episode will give you plenty of ideas to chew on. Grab a coffee, tune in, and let’s get real about what assessments can do for your team!

Are They the Real Deal? Why Candidate Authenticity Matters More Than Ever

Let’s talk about authenticity — something we’d all love a little more of in hiring, right? With remote and hybrid work now the norm, it’s harder than ever to know if your candidates are the real deal or just playing the part.

So, how does Glider AI help? They’re not just doing traditional assessments: they’re creating a process that gives you confidence in the authenticity of every hire. It’s about knowing that the person behind the screen actually has the skills they say they do. “Our goal is to … give you the confidence there’s no cheating at all,” Satish says. No second-guessing, no crossed fingers‌ — ‌just a system that’s built to help you hire the right people, every time.

And it’s more than just a skills check. Glider’s assessments include hands-on tasks that mirror real job responsibilities, giving you a real-time peek into a candidate’s problem-solving abilities, work style and creativity. In a world where hiring remotely is here to stay, Glider’s tools are like having a truth serum for candidates.

Hiring for Today, Planning for Tomorrow

Now, here’s where Glider’s approach gets even cooler. Most companies treat assessments as a pass-or-fail moment, but Satish takes it a step further. Instead of just thinking short-term, Glider’s assessments are designed to be the start of a bigger conversation about a candidate’s future at the company. “We can chart that journey for the candidate,” Satish says. Imagine using the same data to help new hires grow into roles they haven’t even applied for yet!

Glider’s assessments gather insights on broader skills and career potential, which is gold for HR leaders trying to build a talent pipeline. So, instead of just hiring for the role in front of you, you’re creating a development roadmap that keeps employees engaged and moving forward.

This approach is all about setting employees up for success from day one and giving them a vision of where they’re headed. It turns a one-off assessment into a strategic tool for long-term planning and career development, helping companies keep top talent and reduce turnover. Glider’s assessment data becomes more than just a hiring tool‌ — ‌it’s a foundation for a talent strategy that goes beyond the present.

Straight From the Frontlines: Learning From the People Who Make Hiring Happen

Here’s one thing I love about Satish: he’s not just a tech advocate: he’s motivated by understanding people. Glider’s approach to building assessment tools isn’t just theoretical. Satish is out here connecting with real HR leaders and practitioners to learn about the daily challenges they face in hiring. In fact, that’s his main reason for sponsoring this season of Transformation Realness: “Learn from the practitioner, listen to them, what they’re doing — and at the same time, share that knowledge with the world,” he says.

Satish is all about hearing the gritty details‌ — ‌the obstacles, the breakthroughs and everything in between. This isn’t just lip service, either. Satish genuinely believes that Glider’s tools should reflect the reality of today’s hiring challenges, and he’s making sure the product evolves to meet them. This real-world input means Glider stays adaptable, evolving as fast as the hiring landscape changes.

Satish’s commitment to continuous learning and genuine connection means Glider AI is a platform that’s rooted in the real experiences of people in HR. In a world full of tech that promises to “revolutionize” hiring, it’s refreshing to see a company that’s grounded, practical and truly dedicated to making hiring better.

People in This Episode

Satish Kumar: LinkedIn

Transcript

Kyle Lagunas:

Hello, my little blueberries and welcome back to Transformation Realness, the only show all about what’s going on in the world of work: the good, the bad, and most importantly the real. Maybe you’ve heard of it. It’s been a minute since our last little episode. I have been on the road pretty much nonstop speaking at industry conferences, moderating executive summits, and sitting down with some of the most innovative solution providers and forward-thinking HR and talent leaders, literally, in the world. Did you miss me? Are you ready to get learnt and turnt? Are you ready to get real? Well buckle up buttercup: we’ve got a lot to cover.

We’re also trying something super new, this very special season, I’m calling the Transformation Ecosystem EP. And it features quickfire conversations recorded live from HR Tech conference in Las Vegas. We have practitioners like Donald Knight, chief people officer at Warner Brothers. We have solution providers like Rebecca Carr, CEO at SmartRecruiters. And we have extra special guests like Keith Sonderling, former commissioner of the EEOC, and my personal bestie, Madeline Laurano, my stunning business partner, the founder and principal analyst here at Aptitude. Can you even?

We also have our first-ever sponsor. Oh my God. The Transformation Ecosystem EP was made possible thanks to underwriting from the team at Glider AI. I know I make this all seem absolutely effortless but, to be honest, Transformation Realness is a serious labor of love. And working with an expert team like Rep Cap, it ain’t free y’all. You’re going to love this season. And I get to keep doing this work because Satish and Joseph at Glider believe these conversations are worth amplifying. I’m so humbled by their support. Okay. But enough from me, let’s jump into our first episode. And never forget to like and subscribe.

Hello, my little blueberries. Welcome back to Transformation Realness. The only show all about people who are doing their best to make the world of work less shitty, and they’ve got the guts to share their story, the good, the bad, and most of all, the real.

It’s produced in partnership with Rep Cap Media, and hosted by yours truly, the ever so glamorous, definitely down to earth, Kyle Lagunas, head of strategy and principal analyst at Aptitude Research, the leading boutique research firm covering HR tech and transformation. Get into it.

Today’s guest is a very special, Satish Kumar, CEO and co-founder of Glider AI, which, as you all know, was the underwriter of this extra special EP. He’s the kind of entrepreneur I love talking to: bold enough to tackle big challenges, but grounded enough to know exactly where things can go wrong.

Satish and I dig into Glider’s unique approach to skills validation, and why it’s more than just a way to weed out unfit candidates. It’s about building real opportunities for growth. Satish’s background in education tech, also, adds a really cool twist to the conversation. Think of it as teaching for the corporate world, but with more swag.

So, if you’ve ever wondered how to assess talent beyond checking boxes, or how to sniff out candidate fraud before it tanks your hiring funnel, you’re in the right place. Satish and I have a lot of tea to spill. Let’s dive right in.

Hi, Satish.

Satish Kumar:

Hello.

Kyle Lagunas:

How are you doing?

Satish Kumar:

I’m doing great.

Kyle Lagunas:

You want to introduce yourself to everybody? Who are you?

Satish Kumar:

Hello, everyone. This is Satish Kumar. I’m the CEO and co-founder of Glider AI. Glider AI is a skill validation platform for talent acquisition and talent management.

We are here to validate the candidate quality, combat candidate fraud, and provide practice-based learning for your employee. Through our sophisticated assessment platform, intelligent interview tool, we are able to solve candidate quality issue, and provide enterprises value on the investment on the skills.

Kyle Lagunas:

I mean, super cool. Honestly, this is not your first foray into the space of skills either, right? Like you found a new opportunity to solve some problems here, but you’ve been an innovator for a while. What did you do before you got into HR tech?

Satish Kumar:

Great questions. Not many people have asked me this. I come from education technology background. In fact, I ran my last edtech company for nine and a half years, and there, I was trying to identify the mastery of kids in the K-12 classroom. And that was the most satisfying part of my professional journey, actually.

And from there, when the company got acquired by a private equity firm, my two co-founders went with the last one, and I was the crazy one to start anew, but in the process, I am bringing all the pedagogy. In fact, I have the IPO of the last company as well, and we built a lot more things on top.

And that is very much applicable to this market, because, earlier, I was tracking the mastery of kids in the classroom, now, I track the mastery of professionals in corporate world.

Kyle Lagunas:

Yeah, super cool. And I mean, HR tech is a really dynamic space, right? It’s a really interesting space. How long has Glider been in business? Because I only actually met you earlier this year at Transform. Stacia Garr introduced us, which I’m very grateful for.

As an analyst, I look at a lot of products, and I see a lot of interesting ideas, but when we sat down, I knew that you really had something different. And I do think that your background coming from proctoring in a different space, like delivering innovation in a different space has really helped you have a much more nuanced point of view on the market.

But, yeah, how are you feeling about… I mean, skills is everywhere. How do you feel like you guys are standing out in the market?

Satish Kumar:

So, one of the key part that I say that, in the world of remote work or hybrid work, when somebody say, “Hey, this person is great, good quality,” well, it has to mean two things. The candidate is competent, and genuine, because a lot of candidate fraud happens in this hiring process, what you don’t know what you don’t know. But once you find even one issue, then, you question what happened to other thousand candidates that have gone through the process?

And our goal is to create, by design, a process through technology that will give you the confidence that there is no cheating in the process at all, and then, have all the audit trails available so that it gives you the comfort.

Kyle Lagunas:

I would, also, say that, from my point of view, former talent acquisition executive, I needed to have the right tool to make sure that we were effectively assessing for the skills that we needed. Right? I mean, I actually need to make sure that I had something that was going to give me the right insight on whether somebody could do the work that I needed them to, or not.

I mean, there have been tech assessments for a long time, but there’s some really unique stuff that you guys have with Glider. Do you want to share some of that?

Satish Kumar:

So, one of the key part that we offer as part of our solution, is that it’s a hands-on task. Assessment has been there since ages, right? But what you do inside that, how you do it matters. And how confidently the outcome will give you the proficiency level of individuals can only be driven by how you assess.

So, our approach has been we can simulate the client technology stack for the tech roles, or for functional roles, the kind of job they will be doing after joining the company. And then, we say, “Hey, if anybody can do this task, they should be given opportunity to proceed further in the interview process.”

Kyle Lagunas:

Oh, see, that’s really interesting. Like, honestly, I don’t think that you are far away, then, from assessing for the job that somebody’s applying for now. But then, also if you look and see where do people in this role go next in the company, why don’t I go ahead and see how much potential do I already have for what’s next.

So, let’s assess for right now, but then, also, let’s go ahead and get some data and see where is Satish right now for being software developer two, software developer three, or running a product management team, right? Like why don’t we just go ahead and get that going?

Satish Kumar:

Since we have done so many evaluations, we understand that what is the need for role A versus role B versus role C that could be in the progression path. So, we already understand that part, right? So, if I have to recommend person A, “Hey, you are at level A,” but you know what, the real need for level two is this, because we already assessed other people and have been successful at level two.

So, we can chart that journey for the candidate further, showing that this is the area you need to…

Kyle Lagunas:

I mean, I really do love it, especially because, look, we invest a lot of money in the assessment. Whether we’re talking about technical assessments, behavioral assessments, there is a lot of spend that goes into these things, and I have rarely seen an organization that uses that insight, that information from the assessment to build a development plan to onboard those people.

Like we really use it to decide if we’re moving you forward or him forward or her forward, and then, that’s it. And so, it’s really cool to see you guys are designing a product that’s going to have that, it’s designed to have that extended value. It’s designed to help get that person onboarded into a development plan. That’s super cool.

Satish Kumar:

Thank you.

Kyle Lagunas:

Can I ask you a different kind of question?

Satish Kumar:

Sure. You’re always on for a surprise, I know that.

Kyle Lagunas:

Yeah. Yeah. I mean, honestly, it’s kind of a weird one, but like, I have never podcasted in somebody’s booth before and it means a lot to me that you all were willing to sponsor this, and I have to ask, why did you like, sure, we’ll have Kyle sit in our booth and talk to a bunch of people, but, yeah, again, thinking budgets are finite, resources right now are really precious, what made you think that this might be worth it?

Satish Kumar:

I think the primary reason was that, while we are at HR Tech conference, which is a large conference, there are so many practitioners out here already, and they have their own experiences in the domain that they work in. Wouldn’t it would be great if we can capture their thinking process brain while they’re there already, as against scheduling them one by one outside?

And you happen to be here offering this help, hey, I can pick their brain, what they’re doing in this skill world, and because that’s core to us as well. So, for me, primary: learn from the practitioner, listen to them what they’re doing, and at the same time, share that knowledge with the world as well. And who better could do than you sitting here at one place, so thank you for that.

Kyle Lagunas:

No, honestly, I have to say vendors don’t get enough credit for underwriting the community that exists. These moments are not possible without underwriting from vendors like Glider. And I think that you should be proud of that. I mean, not only are there practitioners here that you want to hear and learn from, this is an opportunity for them to have, like, to stand out in the market, right? And to have an asset for their own career brand.

I mean, look, I sat down and had a really cool conversation about skills, and I was at HR Tech Conference. No, I didn’t speak at the conference, but I did sit down with this really cool analyst, Kyle. You know what I mean?

Satish Kumar:

Yeah. Yeah.

Kyle Lagunas:

Like you’re underwriting something that’s really important. So, I think it’s super cool. You should give yourself credit for it.

Satish Kumar:

Thank you. You rightly said that even practitioner got to showcase what they have been doing, get this in a platform to share with the world. So, not just learning for me, but saying learning through the world as well.

We always want to do better, right? And they’re the real practitioner who can share things that wouldn’t otherwise, and doing just Zoom remote doesn’t cut it. Being there live, face-to-face makes so much difference to get the nuggets out of…

Kyle Lagunas:

Yeah, I think so, too. And it’s like, it’s a connection point. Right? And I mean, people come to this, yeah, they come to sit in some sessions, yeah, they come to learn about what the new vendors are building, and what that cool tech looks like, but they really are wanting these moments where we can sit down together and share some ideas, and like, I don’t know, wax philosophical, right?

Well, and I hope that you get dollar-for-dollar ROI. I know ROI is like, everybody’s under that pressure. But I did want to ask that question, because this is something that is, I think, important for the space, and I appreciate you making it possible.

Satish Kumar:

Thanks to you.

Kyle Lagunas:

What do you think we’ll do next year? And I mean not just mean you and me, but what do you think is going to be happening at this show next year?

Satish Kumar:

I think this show is already so big.

Kyle Lagunas:

Yeah.

Satish Kumar:

I think we need little more structure how vendors like us can get more time with the practitioner. I mean, what we did here was just to get to that part, right? And thanks to you that you’re willing to do that here. But, in general, this show is so big. I think there has to be some structured way for the practitioner to participate, [get] time with the vendors who are showcasing there. Right?

And one big challenge here is that, because all the talk track are on the second floor, for them it’ll take time out of those and come and show which vendors are waiting…

Kyle Lagunas:

And they wander around aimlessly, maybe, see somebody that’s nice to them, like the name of a company doesn’t really dictate what they do. I’m 20 minutes into a conversation with somebody, and I realize this isn’t relevant to me. Do you know what I mean? Like that happens.

No, I think there is a lot of opportunities, especially like everything’s changed, the way that we engage, the way that we learn, the way that we shop for new partners, it’s all changed.

I would like to see some opportunities where, maybe, these shows evolve a bit more to enable some more of that, too. I think that the old playbook is not going to cut it anymore. It’d be cool to see what maybe they can dream up.

Satish Kumar:

Can I suggest something on that?

Kyle Lagunas:

Oh, yeah, please.

Satish Kumar:

Maybe, there should be a track where vendors can have some hands-on labs.

Kyle Lagunas:

Yeah.

Satish Kumar:

And have people walk in and try it out. And they should promote that as well, right?

Kyle Lagunas:

Yeah.

Satish Kumar:

As against sharing just the pitches, right?

Kyle Lagunas:

Yeah.

Satish Kumar:

And some people are-

Kyle Lagunas:

I know, it’s like the pitch stage, right? Where you show them your demo. That’s not hands-on. That’s not really making eye contact and getting to know people.

I think that could be cool, especially workshops. People want to come and not just hear things, they want to interact with some of these ideas.

No, that’s cool. Well, if anybody from HR Tech is listening, we’ve got some ideas for you, babies.

Satish Kumar:

Yeah. Absolutely.

Kyle Lagunas:

I know. Come and find us. Well, thanks again, Satish. It’s been really fun so far. I’m looking forward to learning more here while we’re at the show.

Satish Kumar:

Thank you, Kyle.

Kyle Lagunas:

Appreciate you so much. See ya.

Satish Kumar:

Thank you. Bye.

Kyle Lagunas:

Just like that, we’ve reached the end of another incredible episode of Transformation Realness. A huge thanks to Satish for joining me, for coming through, and sharing his insights. Because let’s be real, assessments have been around forever, but Glider AI is one of those providers that’s, actually, making the work smarter and not harder. And Satish, thanks again for making this very special season of Transformation Realness possible.

All right, well, some quick takeaways. First, trust, but verify. Candidate fraud is a lot more common than bad coffee at the office. Second, assessments shouldn’t just measure potential, they should help to unlock it. And finally, if your tech isn’t building a better talent pipeline, what are we even doing here?

Thanks for tuning in, my friends. If you enjoyed this episode, leave a review, tell your work bestie, and shout it from the rooftops. I’ll take whatever promo I can get, honestly. I’m pretty desperate.

Until next time, stay curious, stay sharp, and stay real, my little babies. We’ll catch you on the next one. Bye.

Tags HR Technology, talent acquisition

Blog

Chipotle: A Lesson in TA Transformation and Change Management

Post author By Madeline Laurano
Post date October 30, 2024

New Hartford, New York - Aug 18, 2019: Night View of Chipotle Mexican Grill Restaurant, Chipotle is an American Fast Food Brand Specialized in Grill & Mexican Food.

Chipotle’s recent adoption of Paradox’s AI-powered hiring platform is more than an HRTech investment—it’s a strategic shift in how the quick-service restaurant (QSR) sector approaches hiring, employee engagement, and business growth. As companies like Chipotle evolve with smarter recruitment technology, they’re setting a new standard for efficiency and impact in high-volume hiring. Here are some of the standout lessons from Chipotle’s journey with Paradox and what it means for the future of talent acquisition.

1. High-Volume Hiring Has Better Options: Traditional ATS systems have not been able to support high-volume hiring needs in a way that provides a positive experience to hourly workers. Today, there are better options, and we found that 1 in 3 high-volume companies are looking to replace their ATS. They want more personalization, consistency and an overall faster process that only comes from automation.

2. Change Management Done Right: Managers Want to Adopt It Now

In an industry where rapid adoption can be challenging, Chipotle’s rollout of Paradox has been a change management success story. Managers have embraced the platform enthusiastically, even requesting to start using it immediately. This high level of buy-in is essential, as frontline managers are integral to hiring success. The swift adoption mirrors what McDonald’s experienced in its own shift to Paradox, underscoring that when the value is clear, buy-in follows.

3. A Catalyst for Business Transformation Beyond HR

While Chipotle’s adoption of Paradox is making waves in HR, it’s also part of a larger, company-wide transformation. This effort is not just about hiring efficiencies; it’s part of a broader business initiative that includes improving the customer experience, driving revenue, and expanding the brand’s reach. Finance, HR, and communications teams have all collaborated to bring about this shift, illustrating the power of cross-functional partnerships. Chipotle’s commitment to advanced technology reflects a holistic strategy where recruitment innovation goes hand-in-hand with brand growth and financial performance.

4. Automating for Efficiency, But Humans Still Drive Final Decisions

One of the key strengths of Paradox’s platform is its ability to automate time-intensive hiring processes, such as application screening and interview scheduling. However, it’s important to note that human decision-makers retain control over final interview and hiring choices. This balance between AI-driven efficiency and human judgment allows Chipotle to streamline its hiring process while preserving the personal touch essential to selecting team members aligned with its culture and values.

5. Achieving a 75% Reduction in Time to Hire: Significant ROI for QSR

Reducing time to hire by 75% isn’t just a noteworthy metric; it’s a game-changer in the QSR world, where speed is vital. This reduction directly translates to cost savings, better staffing coverage, and improved customer service—all critical components for restaurants. With hiring streamlined, Chipotle is able to meet its staffing demands faster, ensuring that locations remain well-staffed and prepared to serve customers during peak times. For QSRs operating on tight margins, the efficiency gains from AI technology represent a strong return on investment.

6. Leading the Industry in Smarter Hiring Technology

Chipotle’s adoption of Paradox underscores a significant industry trend Aptitude Research has identified: one in three high-volume companies is considering replacing their traditional ATS, and 62% of hourly workers report never receiving a call back after applying for jobs. Chipotle’s approach tackles both issues head-on, allowing the company to engage with candidates promptly and create a positive, responsive hiring experience. This strategy not only helps attract talent but also serves as a powerful statement to the industry about the evolving role of technology in QSR hiring.

Chipotle’s integration of Paradox is more than a recruitment strategy—it’s a blueprint for how companies can use technology to drive holistic business success. Chipotle’s example demonstrates that investing in intelligent, automated solutions pays off in higher engagement, faster hires, and meaningful cost savings. With this approach, Chipotle is setting a new standard for QSRs, showing that when technology and strategy align, the results can redefine an entire industry.

Tags HR Technology, talent acquisition

Blog

Conference Season Recap: AI, Transformation, and Back to Basics

Post author By Madeline Laurano
Post date October 25, 2024

As we close out conference season, several key themes emerged around the HR technology landscape—mostly the growing influence of AI. Companies and vendors are struggling with what “AI” really means, especially as it shifts from an emerging technology to an essential part of HR transformation. Some companies are eagerly embracing AI, while others are cautiously observing from the sidelines. Despite the momentum, there’s still a need for clarity around the role of AI in reducing bias, its applications, and data governance. Former Commissioner of the EEOC, Keith Sonderling, put it best when he advised HR leaders to ask two critical questions about AI: Where is the data coming from? (on the vendor) and How is the data being used? (on the employer).

As we enter an era of rapid transformation, it’s time to move forward with AI—responsibly and thoughtfully.

Here are my top takeaways from this year’s conference season:

1. Generative AI: Co-Pilots, Agents, and Assistants- oh my!

Generative AI is dominating the conversation. S&P Global named it their top HR tech priority for 2024, and vendors across the board—Eightfold, Crosschq, SmartRecruiters, LinkedIn, Visier, ServiceNow, One Model, and more—have unveiled new generative AI tools. But with new solutions come new questions: What distinguishes an agent from a copilot? Should companies build their own agent or choose a provider? How do we set expectations for AI in HR, especially around privacy and data use? And what role will Microsoft play in integrating these copilots, if any? The real question is whether companies will be willing to invest in these tools—and how much they’re willing to spend. Or is the expectation that it will be included in the product? Either way, the potential is tremendous with providing a better experience, better decision-making, and seamless integration across systems. What makes these solutions exciting and work is that they have to operate in the workflow of the user experiences.

2. HR Transformation: Back to the Basics

Transformation isn’t just about cutting costs or headcount. For many companies, it’s a return to the baiscs—focusing on integration, ROI, and change management. At HR Tech, I moderated a panel with Kelly Cartwright (Splunk), Melissa Thompson (Ford), and Jennifer Tracy (Spectrum), where we discussed transformation as a continuous journey, not a project with a start and stop. Similar conversations took place in Tim Sackett’s panel with Marriott and Compass- both using Paradox. Companies investing in transformation are also redefining ROI beyond traditional metrics like time-to-fill, recognizing that AI is critical to long-term success.

3. Skills Are Essential—And Here to Stay

The skills conversation may feel exhaustive, but it’s critical. With 90% of companies creating new roles in 2024, a skills-based approach isn’t just about layoffs; it’s also about providing equitable opportunities for employees. Providers are stepping up to simplify the skills journey, making it easier for companies to incorporate skills frameworks now rather than waiting years. At Unleash, I had the chance to speak with Antony Shields, Transformation Partner at EY, who emphasized that meeting companies where they are is key to moving forward. EY partners with Eightfold to support their skills journey.

4. The ATS Market Is Evolving Rapidly

A significant portion of companies are replacing their ATS, and they have more options than ever. It’s not just traditional best of breed providers or HCM providers. Paradox introduced an ATS that’s already being used by companies like McDonald’s and Lowe’s for high-volume hiring. This week Chipotle announced it will be using Paradox to support 3500 restaurants. Eightfold also announced an ATS to enhance talent intelligence, while payroll providers continue to expand their solutions. SmartRecruiters announced Winston, a digital agent which changes the whole ATS experience. This shift in the ATS landscape highlights a growing demand for solutions that are more adaptive and capable of integrating with broader HR strategies.

5. Interview Intelligence and Scheduling: The Game Changer

Scheduling is more than just logistics; it’s about transformation in how interviews are conducted and evaluated. Splunk called interview intelligence through Pillar a “game changer” for improving hiring practices, and our recent research with Pillar shows that companies using interview intelligence see a 65% improvement in turnover compared to just 25% for those who don’t. Many vendors, including HireBrain, the winner of the pitchfest, are pushing this trend forward. Interview scheduling platforms are now offering real-time insights and actionable data, essential for the behavior change required to enhance the interview process.

Favorite Announcements This Year

With so much innovation, several announcements stood out:

HireEZ – Launched a new CRM feature to enhance sourcing capabilities.
Paradox – Entered the ATS market and offering career sites as well as recent Chipotle announcement.
Eightfold – Released Talent Design and Talent Tracking for an enhanced talent intelligence experience.
One Model – Introduced the Co-Pilot tool for advanced AI-driven insights.
Service Now– Now Assist the digital agent that creates generative AI experiences.
Phenom – Expanded into Onboarding to streamline the new hire experience from offer to day one.
eQ8 – Debuted Wombat, a strategic workforce planning app focused on making it accessible and easier for every company.
Greenhouse – Announced its Verified and Pave products this year- continuing to innovate in the ATS market.
SmartRecruiters – Unveiled Winston, an AI recruiting agent to automate candidate engagement.
Workday – Acquired HiredScore, adding AI-powered sourcing to its portfolio.

As we look ahead, it’s clear that AI, skills, and transformation are reshaping the HR tech landscape. Whether companies choose to dive in or proceed with caution, the potential for AI and other innovations to drive meaningful change is undeniable. It’s time for HR leaders to embrace these technologies thoughtfully, ensuring that each tool aligns with broader organizational goals.

Tags HR Technology, talent acquisition

Blog

The Impact of Interview Intelligence

Post author By Madeline Laurano
Post date September 30, 2024

One of the most popular topics at this year’s HR Tech Conference was Interview Intelligence. It came up during the Pitchfest, the TA Tech Expert panel, and was highlighted by Splunk as one of the most impactful areas of TA today. But, despite the buzz around this growing category, interviews are often neglected in favor of other investments like job advertising and recruitment marketing. Companies spend millions on advertising and ignore the interview process.

Interview Intelligence platforms offer the following capabilities:

• Interview guides: Interview guides that are dynamic and powered by AI that provide consistency and guidance through the process. Companies have the option if they want to record interviews or not.

• Interview transcription and analysis: Automated insights that identify trends, strengths, and areas for improvement.

• Interviewer performance feedback: Analysis of interviewer behavior, including bias detection and question consistency.

• Structured interview processes: Standardization that ensures fairness and comparability between candidates.

• Data-driven decision making: Summaries and key insights to help recruiters make objective, evidence-based decisions.

In our Interview Intelligence Report sponsored by Pillar, we identified several key findings that show the growing interest in this category. Here are the top 10 insights from our research:

1. 82% of Recruiters Have Lost Quality Talent Due to a Poor Interview Process

Despite their best efforts in recruitment marketing, companies are losing top candidates during the interview stage. Interview Intelligence helps prevent this by standardizing interviews and providing consistency across teams.

2. Only 19% of Hiring Managers Follow Interviewer Recommendations

Without a data-driven approach, many hiring decisions are based on gut instinct rather than structured feedback. Interview Intelligence platforms ensure decisions are made using real-time insights, improving hiring accuracy.

3. 54% of Candidates Report Experiencing Bias in the Interview Process

Bias continues to plague the interview process. With Interview Intelligence, companies can reduce unconscious bias by offering AI-driven feedback and standardized interview questions.

4. 42% of Companies Conduct 5 or More Interviews per Candidate

Long, drawn-out interview processes not only frustrate candidates but also prolong time-to-hire. Interview Intelligence helps streamline interviews, reduce redundant rounds, and speed up the hiring process.

5. Companies Using Interview Intelligence See a 67% Improvement in Turnover Reduction

Turnover is costly, and poor hiring decisions can lead to high turnover rates. Interview Intelligence helps reduce turnover by ensuring better alignment between candidates and company needs.

6. 70% of Companies Using Interview Intelligence Report Improved First-Year Performance

First-year performance is crucial for new hires. Organizations leveraging Interview Intelligence report better new hire outcomes, thanks to more informed and data-driven hiring decisions.

7. 74% of Recruiters Experience Time Savings with Interview Intelligence

Interview Intelligence automates time-consuming tasks like scheduling and note-taking, allowing recruiters to focus on more strategic aspects of hiring.

8. 68% of Companies Report Higher Quality of Hire with Interview Intelligence

The quality of hire improves when interviewers can rely on structured data and insights. Interview Intelligence ensures that hiring managers make better-informed decisions, resulting in stronger performance outcomes.

9. 64% of Companies Using Interview Intelligence Report Improved DEI Outcomes

As DEI remains a priority, Interview Intelligence helps standardize interview processes and reduce bias, leading to more diverse and inclusive hiring practices.

10. Only 16% of Companies are Recording Interviews.

Companies that can record and transcribe interviews are able to capture insights, create accountability, and make better hiring decisions. Companies using interview intelligence can start by just transcribing and add recordings.

Interview Intelligence is changing talent acquisition. These platforms integrate with exisitn ATS and work tech providers and provide deeper insights on decision-making. Companies that implement this technology see tangible improvements in turnover, first-year performance, and quality of hire. By investing in Interview Intelligence, organizations can stop relying on gut feelings and start making data-driven decisions that improve efficiency, reduce bias, and lead to better outcomes.

Tags HR Technology, talent acquisition

Blog

Phenom Enhances Employee Onboarding with the Acquisition of Tydy

Post author By Madeline Laurano
Post date July 2, 2024

Today, Phenom announced the acquisition of Tydy, a global preboarding and onboarding provider. Tydy connects tools, processes and people to generate workflows that are personalized for each user. This announcement is Phenom’s fifth acquisition to date – rounding out its TA platform and expanding further into employee experience technology.

Kyle and I had the opportunity to interview Mahe Bayireddi about the acquisition and understand how Tydy will support Phenom’s product strategy.

Onboarding is the most critical part of any talent strategy. It is the first impression between an employee and employer and the transition between talent acquisition and talent management. When companies get onboarding wrong, it impacts revenue, retention, and productivity. According to Aptitude Research, onboarding has a significant impact on retention, employer branding, and quality of hire.

Retention: Eighty-six percent (86%) of employers believe that new hires make the decision to stay at a company in their first 90 days.
Employer Branding: Three-quarters (75%) of new hires share their first day of work experience on social channels.
Quality of Hire: Eighty-three percent (83%) of employers believe managers know if a new hire is a quality hire within the first 90 days.

But, as companies prepare for the future of work and invest in talent transformation, onboarding is often overlooked. Companies are twice as likely to spend on talent acquisition and employee experience than onboarding, and 42% of companies do not have a dedicated onboarding solution. Only 26% of companies are fully automating the onboarding process.

This acquisition highlights the importance of onboarding and the role it plays in connecting candidate and employee experiences.

Why This Acquisition Makes Sense

Phenom’s acquisition of Tydy underscores its dedication to enhancing employee experiences through personalized and automated solutions. Tydy’s innovative onboarding platform is designed to streamline the onboarding process, making it more efficient and engaging for new hires. By integrating Tydy’s technology into its existing TXM platform, Phenom aims to provide a seamless, end-to-end experience for employees from the moment they receive their offer letter.

It is not just a check the box acquisition, it is part of a strategic vision and commitment to providing exceptional experiences.

Tydy’s platform is known for its ability to deliver personalized onboarding journeys tailored to the unique needs of each employee. This aligns with Phenom’s commitment to personalization, ensuring that new hires receive relevant information, training, and support based on their role, location, and individual preferences.

What Customers Can Expect

With the integration of Tydy into Phenom’s platform, customers can expect a more robust and comprehensive onboarding solution. One of the key benefits of this acquisition is that Phenom’s platform is built on a single code base, ensuring a seamless and cohesive experience for users. Unlike a Frankenstein model, where disparate systems are pieced together, Phenom’s unified platform offers consistency in experience.

Founded in 2019 and adopted by companies in more than 30 countries, Tydy connects tools, processes, and people to generate workflows that are seamless, efficient, and personalized for each user. Several of the world’s largest brands use Tydy’s Employee Data Platform (EDP) to reduce manual effort from HR, IT, and Operations teams, easily achieve compliance through automation, and decrease the amount of time it takes to onboard employees.

Customers can look forward to a streamlined onboarding process that reduces administrative burdens and accelerates time-to-productivity for new hires. The combined capabilities of Phenom and Tydy will provide HR teams with powerful tools to automate tasks, track progress, and engage new employees effectively.

Phenom’s acquisition of Tydy marks a significant milestone in its journey to improve the employee experience. By combining Tydy’s innovative onboarding solutions with Phenom’s comprehensive platform, organizations can look forward to a more engaging, personalized, and effective onboarding process that supports their overall talent management strategy.

Tags HR Technology, talent acquisition

Blog

New Research and Trends in People Analytics

Post author By Madeline Laurano
Post date February 16, 2024

I have been focused on the people analytics space for the past few months. We conducted a big survey, took lots of briefings, and interviewed companies doing it right. It was full of surprises.

We found that 93% of companies are increasing their investment or continuing to invest the same in people analytics this year and only 28% are not happy with their existing providers. The demand within this market is undeniable, but there is a tremendous amount of confusion and misinformation. And some providers are doing more harm than good by inadvertently discouraging rather than empowering HR professionals.

I was in NYC with HireRoad a few weeks ago presenting some of these findings and was impressed with the simplicity of the people analytics product and their approach to customer success. We will publish more over the next month, but I wanted to share some of the big takeaways:

Companies Have Better Options: Just a few years back, companies interested in people analytics were often forced to cobble together homegrown solutions and various business intelligence (BI) tools. This process was typically labor-intensive and caused internal headaches. Today, companies have far better options. Best of breed providers are offering streamlined solutions that empower companies to seamlessly share real-time data, visualize insights, and gain meaningful answers with ease. Our research revealed that 30% of companies are leveraging best-of-breed providers, 15% are still relying on BI tools, a surprising 28% are persevering with in-house solutions (yes, you read that right!), while 18% are sticking with existing human capital management (HCM) providers. The good news is that best of breed providers are targeting mid-market companies as well.

Cost Matters: Our research uncovered that the primary factor influencing investment decisions in people analytics was cost-effectiveness, over product capabilities and support. For businesses lacking a dedicated budget or formal people analytics function, creating a compelling business case can pose a significant challenge. Adding to the complexity, many providers are hiking up prices with various add-ons, leaving buyers confused over what’s actually included. Consequently, a considerable number of companies we spoke with are eyeing a provider switch within the next year. Building trust is paramount in any partnership with a people analytics provider yet understanding the return on investment (ROI) often fall short.

Navigating Buyer Confusion: In the people analytics landscape, providers are going after different buyers. Some are focusing on people analytics functions, others are targeting HR, while a few are setting their sights on managers. With every provider singing a different tune, it’s confusing to know who exactly the target audience is. Within the people analytics community, there are undoubtedly some of the most passionate and educated experts driving the conversation forward. However, there’s also an untapped opportunity to support HR buyers who may be feeling out of their comfort zone when it comes to people analytics. By offering simple solutions that build confidence, providers can empower HR professionals to navigate this complexity. We found that 39% of HR leaders cited limited expertise as their greatest challenge with people analytics.

Customer Support is a Differentiator: While technology and real-time data are crucial components, it’s the quality of customer support provided that also sets a provider apart. From initial onboarding and implementation to ongoing support and training, services ensure that organizations can effectively leverage the insights from their data. Expert guidance and personalized support empower HR teams to make informed decisions that drive organizational success.

We will be publishing this research soon. If you are a company investing in this area or a provider offering a product, we would love to hear from you!

Tags HR Technology, people analytics