Tag: talent acquisition

Don’t Leave People Out of the Skills Conversation, Honey!

Post author By Kyle Lagunas
Post date December 3, 2024

In this episode of Transformation Realness, I’m sitting down with Toya Del Valle, chief customer officer at corporate learning platform Cornerstone OnDemand. As one of the leading players in the skills space, Cornerstone has been making major moves to help organizations build workforce agility, including through the acquisition of SkyHive.

Toya’s background is in the high-stakes world of airline transportation, where she supported organizations through 9/11 and the Hudson River landing. “Being an HR leader in that space, it brings the HR, the talent, operations, people learning — it brings it together,” she says. “Cornerstone has been a really great place for me to continue that learning and growth, bring in what I’ve learned through that experience, but then also just fly and do even more with the folks that are here now and the way the world is changing.”

Toya brought some serious realness to our conversation, reminding us that skills are fundamentally about people. It’s not just about finding the right talent or building fancy new tech — it’s about creating a culture where people can thrive and grow within their organization.

You’ll want to take notes for this one, folks. Toya dropped some serious truth bombs.

Why Skills Are More Than Just a Buzzword

We all know that skills are having a major moment right now — but what does it actually mean to build a skills-based organization? “Everyone talks about skills and many folks are trying to figure out: what [are] skills? What [are] competencies? What do I do with it? Is it a buzzword? What really is it?” Toya says.

For her, it all boils down to agility.

In a world where disruption is the new normal, businesses need to be able to adapt quickly to changing market conditions. And the only way to do that is by having a workforce that’s equipped with the skills they need to pivot on a dime. “It’s the absolute glue that’s going to move us forward,” Toya says.

But here’s the thing — you can’t just recruit your way out of a skills gap. As Toya points out, there aren’t enough people in the world to fill every open role, and even if there were, simply hiring someone with the right skills doesn’t mean they’ll thrive in your organization. You’ve got to invest in developing your existing employees, too.

Practicing What You Preach: Building Skills at Cornerstone

I was super curious to hear how Cornerstone was approaching skills internally, given all the work they’re doing to enable skills-based strategies for their customers. And Toya didn’t disappoint. Turns out they’re “drinking their own champagne,” as they say in the biz.

Cornerstone is using their own tech and talent strategies to help their customer success team stay ahead of the curve. “As we continue to build capabilities for the organizations and what the customers expect from us, we have to be able to deliver,” Toya says. “Part of that is ensuring that our team members … know how to utilize AI not just as a tool, but as a transformation journey so they can meet those outcomes.” This includes using AI to personalize learning journeys, identify skills gaps and recommend career paths — all within the Cornerstone platform!

Toya also shared that Cornerstone is using the data they’ve gathered from their customers and their acquisitions, like SkyHive and Talespin, to inform their own talent strategies. It’s really cool to see them practicing what they preach — and using their unique insights to help their customers do the same.

Customer Success Is More Than Just Checking Boxes

One of the most refreshing things about my conversation with Toya was her focus on value. “We talk a lot in my team about value. How are we bringing value to organizations?” Instead of just checking boxes and delivering features, she’s challenging her team to think about how their work is actually driving business outcomes for their customers.

She shared a powerful example of a banking customer who was struggling with compliance reporting. Instead of just helping them build the right report, Cornerstone’s customer success team dug deeper and realized that the bank’s underlying goal was to open a new branch in an underserved community. By understanding the bigger picture, they were able to deliver a solution that not only helped the bank comply with regulations, but also made a real difference in the lives of people in that community.

I love Toya’s take on customer success as a force for good, and I think it’s something we can all learn from. Let’s move beyond just building features and start thinking about how our work can create real value for our customers and for the world.

People in This Episode

Toya Del Valle: LinkedIn

Transcript

Kyle Lagunas:

Hello, my little blueberries, and 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 have the guts to share their story: the good, the bad, and most of all, the real. This podcast is produced in partnership with Rep Cap and hosted by yours truly, the unstoppable, unbelievably charismatic 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, I am sitting down with none other than Toya Del Valle, Chief Customer Officer at Cornerstone OnDemand. Over her 10 plus years at Cornerstone, she’s overseen their transformation into a powerhouse of skills-based talent strategies.

But wait — there’s more.

Before Cornerstone, Toya led teams in the airline industry through historic moments, including the Hudson River landing. Yeah, with Tom Cruise, he was there, I think. I saw the movie. We are also joined by Madeline, who, as you recall, is my illustrious, invincible, incredible business partner. Madeline Laurano, Founder and Principal Analyst here at Aptitude.

In this episode, we are talking with Toya about the future of workforce agility, why skills are more than just a buzzword, and how Cornerstone’s latest moves, including their acquisition of SkyHive, are reimagining what it means to be ready for what’s next. Let’s dive in.

Hey, everybody, it’s Kyle back for another episode of Transformation Realness live from HR tech with Madeline, my BFF, my OG, my boss. She’s in charge here. Speaking of boss, we also have a boss lady here. Hi, Toya Del Valle.

Toya Del Valle:

Hello. How are you? Great to see you both.

Kyle Lagunas:

We’re actually really excited to be sitting down with you. I mean, honestly, the five-letter word that nobody can stop talking about is skills in our space right now, and one of the leading players in the space, with probably some of the most product innovation, is Cornerstone OnDemand. Maybe you’ve heard of it.

Toya Del Valle:

I have. I’m proud member of the team.

Kyle Lagunas:

Yes. Actually, how long have you been at Cornerstone?

Toya Del Valle:

A bit over 10 years. I’ve heard it’s a real transformation journey of that Cornerstone to today’s Cornerstone to the future of Cornerstone, so pretty excited.

Kyle Lagunas:

She’s ready for it. Well, tell us a little bit about your background, because when we talked before, I was actually stunned and could see some of the best practices you were pulling through into the SaaS space. I think it’d be really helpful for people to know the leadership that you’re bringing to the table.

Toya Del Valle:

Absolutely. Prior to coming to Cornerstone, as I’d mentioned, I’ve been here just over 10 years, I spent 15 years in the airline transportation, so working for the largest carriers in the U.S. and internationally, leading operations teams and also HR and people teams. I was in the airline industry from the 9/11. I was with Northwest Airlines during that period of time, leading in customer care and customer operations. I say that my team and I were the first TSA, in the sense when the airlines operated, we mobilized and did that. I was with U.S. Airways whenever we had the landing on the Hudson and managed that critical incident, which was very successful to the lives of those individuals. When I think about operations-

Kyle Lagunas:

Yeah, Tom Hanks made it through.

Toya Del Valle:

Made it. When I think about the power of operations and what that must be for individuals that are being serviced with the solution, with the product, with the service, and I think about what’s important for success to look like towards an outcome, all of that has come together. Also, being an HR leader in that space, it brings the HR, the talent, operations, people learning, it brings it together. Cornerstone has been a really great place for me to continue that learning and growth, bring in what I’ve learned through that experience, but then also just fly and do even more with the folks that are here now and the way the world is changing.

Kyle Lagunas:

Now, do you see why I wanted to sit down with Toya?

Madeline Laurano:

Yes. I’m so impressed.

Kyle Lagunas:

Honestly, just such a baddie. Well, especially, all right, we started with skills. You guys made a major acquisition that I think really enhanced your go-to-market, your strategy capability around supporting skills-based strategies. Do you want to talk a little bit about SkyHive at all? Yeah. How’s that been going?

Toya Del Valle:

How that fits in? Sure, absolutely. We’ve always had skills embedded into our overall platform with the acquisition of Clustree and how we’ve just been building. But now, with SkyHive, is an absolute game changer to the now and the future of skills. Everyone talks about skills and many folks are trying to figure out what is skills? What is competencies? What do I do with it? Is it a buzzword? What really is it?

Kyle Lagunas:

Why does this matter?

Madeline Laurano:

How do I get started?

Kyle Lagunas:

Yeah.

Toya Del Valle:

How do I get started is number one in that. What SkyHive is doing with us is that it has brought on this magnificent platform of data intelligence that really puts together, not— its skills, but not more than skills in the sense of what is happening in the world, what is needed, what is sitting out there that folks don’t know how to do it, what it is, and how do they embed it into their organizations so they can meet those future needs.

Instead of skills being a skill, it is a transformation into the workforce agility or the gap that we see within the world of how we move from what we need individuals to do from an organization standpoint and how do we actually get there. It’s the absolute glue that’s going to move us forward.

Kyle Lagunas:

I mean, I think so too. I didn’t see the acquisition coming at all, and I was just like, great work. Really good.

Madeline Laurano:

Yeah. I mean, there are large providers that are tackling skills as you are at Cornerstone, and then there’s providers that are really specific on supporting a skills-based approach to talent. SkyHive was one of those providers, so to see that as being the first company get acquired was very cool.

Kyle Lagunas:

Yeah, I think what I really love about the way you guys are thinking about this skills-based— Any talent strategy, any HR strategy that is designed in a vacuum without context, without connection, without relevance, how’s it going to be impactful? It’s just going to be another HR pet project. We got to make sure that this stuff is actually moving the business in the direction it needs to, getting us more resilient to disruption and helping us to be a little bit more future-proof, and, dare I say, agile. I think that might be a magic word of the day.

Toya Del Valle:

Oh, yes. Skills is about people. It is about people, just like we talk a lot about AI. AI is about people, should be about people.

Kyle Lagunas:

Yeah, yeah, yeah. Yeah, it has to.

Toya Del Valle:

I think you’ve talked about the human first. That’s what it has to be about. All of these are tools and ways of moving from one place to another, but the foundation of that being… Agility, because we have to be agile, because look, we really don’t know exactly what the future holds. We have forecasting, and designs and a hypothesis. This is allowing that agility, that flexibility, to say, “I know that I’m a learner. How do I even be a learner so that I can be prepared for what’s next? How do I pivot?” Those are skills, dare I say, to know how to get into that next phase. All of that is critically important. I’ll also add that as important as recruiting is, and it is very important, companies cannot recruit themselves out of this.

Kyle Lagunas:

No, I totally agree.

Madeline Laurano:

No, they can’t.

Kyle Lagunas:

They’re trying to.

Toya Del Valle:

Some are. It’s not going to work.

Kyle Lagunas:

Actually, I think they’re doing the same thing with skills they did with diversity. They’re trying to recruit their way through diversity and leaving off EIB. They’re missing the whole point.

Madeline Laurano:

Yeah.

Toya Del Valle:

I mean, diversity, you make that a recruitment thing, but you don’t create the right environment for those individuals to join and be a part, not an add, but a part of the organization. Same with anything else. It will not be successful. It’ll not be successful.

Kyle Lagunas:

But so is skills, I think, is actually… I hadn’t really thought about it. We’re trying to just buy skills.

Especially, are these people going to fit into our organization? What do we do with the people that don’t have the skills that we are actually looking for right now?

Madeline Laurano:

It needs to be dynamic. It changes all the time, so how do we evaluate?

Kyle Lagunas:

Yeah, got to be on top of it.

Toya Del Valle:

And that is that gap. You have to bring people forward. You have to bring people together, because even if you thought you could recruit yourself out of this, there’s not even enough people. It’s like everyone’s going to do it. No, keep that culture within your organization and start showing successful pathways for this is where I started in the organization, this is how I grew into the organization. You begin to create the culture that must be necessary for growth.

Kyle Lagunas:

Yeah. It’s like this is the path to the future for me in this organization. We’re not just talking about workforce agility as an enterprise capability, although it is. It’s like, I want to be future-proof. I want to be recession-proof myself. So interesting. Well, one of the other things that I really like about the work that you’re doing is I feel like you’re practicing what you preach as somebody that is leading the customer organization for… I mean, Cornerstone offers a lot of transformative capabilities. HR struggles with change management, they struggle with long-term program management. I really think you have built out, for your customer success organization, a lot of different capability, a lot of different expertise. It’s like you are leveraging skills-based talent strategies yourself, right?

Toya Del Valle:

Yes. I say that Cornerstone benefits from Cornerstone.

Kyle Lagunas:

Yeah, it has to. In this space, you have to practice what you preach.

Toya Del Valle:

I can’t think of any organization that would say honestly that they’re immune from skills. They’re immune from this gap. They’re not. What we have done at Cornerstone is that we have identified, okay, great. Here’s where we are, here’s what our customers expect of us. This is how the world is changing. How are we going to be ready as we continue to acquire new organizations? As we continue to build capabilities for the organizations and what the customers expect from us, we have to be able to deliver.

Part of that is ensuring that our team members know how to deliver. They know how to utilize AI not just as a tool, but as a transformation journey so they can meet those outcomes that’s expected of us because we have the data that we have. No one has data like we have related to the customers that are within our own portfolio. The acquisitions, the talent intelligence that SkyHive brings, the data that Talespin brings forward with VR. I mean, all of that is just pretty magical. But if we don’t practice, and enable, and transform our own team-

Kyle Lagunas:

Your team doesn’t know what to do with it, how is your customer?

Toya Del Valle:

They’re just going to be tools, and there’s a lot of tools. The difference between the tools and activation and growth are the humans that will continue to empower them, and including AI that is powered by humans.

Kyle Lagunas:

Yeah. Well, I think it’s really cool to see, at this point, a lot of people are investing a lot in tech innovation. I’m not saying Cornerstone’s not, but at this moment, it’s really important that you all are making significant investments in the customer organization. You have to be there for them. You have to help them-

Madeline Laurano:

Understand what they want.

Kyle Lagunas:

Exactly. You’ve got to be that partner, and you can’t do that by just building more features.

Toya Del Valle:

No, and we talk a lot in my team about value. How are we bringing value to organizations? An example that I would give, say, one of our banking customers, and if someone said… I say, “How are you bringing value to this customer?” In the past, someone may have said, “Well, I helped them with reporting, and they really needed this reporting. It was awesome. It was very necessary for their business.” I said, “Okay, but let’s rethink that. Was it the reporting that was necessary or did you help them ensure they have the right reporting so that they can ensure that they were compliant to the regulators so that they could open up a new branch in a neighborhood that maybe was unbanked?”

Now there’s individuals in this neighborhood that can bank, and they can build, and have a new school or a new home that they have. That’s the power. That’s how we think about value differently, that yes, we are creating or solving an issue, but what does that issue do for the organization? That’s the value.

Madeline Laurano:

The customer, right. I mean, you have a lot of customers. I think one thing that’s interesting about Cornerstone compared to a lot of other companies right now is you’ve made 15 acquisitions in the past five years, and that’s a hard job for you because you’re dealing with customers that have different products that are now part of Cornerstone. How do you manage, as a chief customer officer, all of these different acquisitions and different customer expectations under this new agile skills-based approach?

Toya Del Valle:

Sure. We definitely have had several acquisitions, and we’ve done it a couple of ways. One of the things [is] that we bring in these acquisitions for a purpose. We’ve been very careful to not disrupt that very specific talent that we brought into the organization. We found a way to really cultivate that talent, and it’s not just taking those individuals and those products and bringing them into Cornerstone. In some cases, we brought Cornerstone into that acquisition as well because we’ve learned from them, so it’s been kind of a two-way learning process so that we don’t lose that magic, lose the reason why we purchased that product. It’s been two-way.

Saying that at the same time, part of our Galaxy that we just released is about bringing it all together. How does learning management align with learning experience? How does our recruiting come together and our performance connect with the learning component? How does talent marketplace align to skills and bring…? That’s exactly what we’ve done. We’ve taken each part of these acquisitions, which have been very strategic, in the sense that they have been add-ons to existing products that we have or the existing products have been able to carry those additional acquisitions through. They’ve all been very purposeful back to the customer to ensure that the customers have what they need to continue their learning journey, to continue their talent journey, again, to hit the future, future-ready, future-proof, future needs, future ongoing.

Madeline Laurano:

Amazing.

Kyle Lagunas:

Toya, I know you’re a very busy woman and this is a busy week, but thank you for spending some time with us. Really appreciate you.

Toya Del Valle:

No, thank you. I really appreciate you all as well. I mean, you have a very powerful platform and you also share a lot of information. It’s very necessary to really demystify some of these different areas of HR tech and talent, and so thank you all as well for the work that you do.

Kyle Lagunas:

Thanks for recognizing it. It’s mission work, isn’t it?

Madeline Laurano:

It is. It’s hard work.

Toya Del Valle:

I don’t know. It’s hard to clarify something that’s super confusing too.

Kyle Lagunas:

My family still thinks I’m a recruiter.

Madeline Laurano:

Mine thinks I fixed cell phones.

Toya Del Valle:

Mine’s like, “Wait, where are you? Where are you today?” I was like, “Yeah.” Yeah, yeah.

Kyle Lagunas:

No. All right. Well, we’ll let you go, get back to the next one. Thank you, Toya.

Toya Del Valle:

All right, thank you.

Kyle Lagunas:

And that’s a wrap. One more episode of Transformation Realness in the books. Big thank you to Toya for joining us today. What an absolute powerhouse. Honestly, she had me rethinking everything. From building resilient teams to redefining value beyond just ticking boxes on functionality — who knew customer success could get so deep? Well, actually, I think all of us did, and I’m glad we went there.

Big takeaways for me: you can’t just build features or hire your way out of complex challenges. Real transformation in the world of talent and HR starts from within. And, as Toya said, it’s literally all about the people. Whether we’re talking AI, skills or customer success, humans are the ones that are driving the magic.

Thank you all for listening. Whether you’re here for the laughs, whether you’re here for the insights, or maybe just to prove to your family you don’t fix cell phones for a living, I see you. That’s all the time we’ve got for today though. Be sure to like and subscribe, leave a review, tell everybody you know about how wonderful this conversation was. And hey, we’ve got more exciting conversations coming your way, so stay tuned.

Until next time, keep it real, stay agile, and remember, transformation waits for no one. Catch you on the next episode of Transformation Realness. This is Kyle, signing off. Goodbye. I miss you already.

Tags Recruitment, skills, talent acquisition

Automation & AI 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

Podcast Talent Acquisition Strategies

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

A Shifting Landscape: HireEZ Launches a CRM for Recruiters

Post author By Madeline Laurano
Post date February 2, 2024

My feelings about the CRM market are complicated. I know I am not alone.

It is a critical element in the modern technology stack. We found that 76% of enterprise companies use or plan to use a CRM to support their recruitment efforts. To remain competitive in talent acquisition across industries, companies understand the importance of engaging and nurturing talent before they apply for a job.

The potential and opportunities offered by a CRM are immense; but the reality is that many companies fail to recognize its value. Only 1 in 4 companies express high satisfaction with their CRM providers, and only 18% would recommend their CRM to another company. This disparity reveals a significant gap between the potential capabilities of a CRM and the actual value it currently delivers.

The Challenges with the CRM Market:

The current state of the CRM market has three fundamental challenges:

Adoption: Companies often find themselves overspending on CRM capabilities that are not adopted. The investment in functionality that is never used contributes to an inefficient allocation of resources. Currently, 61% of companies spend more on their CRM than on their ATS.

Recruiter Experience: A critical challenge lies in the fact that those purchasing the CRM are not the same individuals using it. The traditional CRM is not tailored to support the workflow or enhance the experience of recruiters. This misalignment leads to a disconnect between user expectations and system capabilities.

ROI Measurement: Companies face a critical issue in not effectively measuring the Return on Investment (ROI) of their CRM investments. The lack of robust evaluation metrics hinders organizations from understanding the true impact and value derived from their CRM implementation. Only 1 in 2 companies measure the ROI of their CRM investments.

These challenges have created frustrations for both buyers and traditional providers that are not able to support customer needs. Fortunately, the CRM market is shifting. Today, HireEZ announced its CRM designed by recruiters for recruiters. As traditional players are expanding their capabilities beyond talent acquisition, a new wave of providers with a heritage in sourcing are entering the market with the goal of providing more cost-friendly options that meet the needs of the modern recruiter.

The Benefits of Integrating Sourcing and CRM Capabilities

Having sourcing capabilities in a CRM is important for several reasons, as it significantly enhances the efficiency and effectiveness of the talent acquisition process. Unfortunately, many companies do not integrate the two. We found that

Only 15% of companies say their CRM seamlessly integrates with sourcing.
Only 31% of TA leaders and HR leaders want one solution for sourcing and CRM compared to 72% of recruiters that want one provider.

Here are key reasons why sourcing is a crucial component in a CRM system:

Proactive Talent Identification: Sourcing allows recruiters to proactively identify and engage with potential candidates, even before they apply for specific job openings. This proactive approach helps in building a pool of qualified candidates for current and future hiring needs.

Wider Talent Pool: With sourcing capabilities, recruiters can tap into a broader talent pool by searching for candidates through various channels, including social media platforms, professional networks, and external databases. This widens the scope of potential candidates beyond those actively applying for positions.

Building Talent Pipelines: Sourcing is instrumental in building and maintaining talent pipelines. Recruiters can continually identify and engage with potential candidates, categorizing them based on skills, experience, and other criteria. This ensures a steady pool of qualified individuals for various roles, reducing the time and effort required for future hires.

Enhanced Candidate Relationships: Sourcing is not only about finding candidates but also about initiating and nurturing relationships. By proactively engaging with potential candidates, recruiters can establish a positive rapport, making candidates more likely to consider opportunities with the organization.

Rediscover Talent: Companies can rediscover talent in their ATS without having to manually search for candidates by engaging and nurturing talent frequently.

We are finalizing our Aptitude Index report on the CRM market and the shifting landscape is a big focus. We are including providers of these next generation CRMs.

Tags HR Technology, recruitment marketing, talent acquisition

Blog

Recruitment and Retention: Two Sides of the Same Coin

Post author By Madeline Laurano
Post date October 30, 2023

Our latest report in partnership with Plum focuses on the link between recruitment and retention. I will be sharing these results on a webinar with my friend, Chad Sowash on November 28 at 11am EST.

Every trend that we have covered this year has impacted on both recruitment and retention. Yet only 41% of talent professionals consider retention during the recruitment process.

A well-executed recruitment process helps companies recruit talent who are not only qualified but also aligned with the company’s values and vision. This alignment increases the likelihood of retaining top talent, as employees are more likely to stay committed to an organization that reflects their personal and professional aspirations. Conversely, effective retention strategies make it easier to see a return on the investment made during recruitment, as it reduces turnover and improves productivity and engagement.

Companies need a holistic approach to talent—one that recognizes the interconnectedness of these functions. And…it starts with a conversation around data.

Sophisticated talent acquisition and HR leaders are actively reassessing their strategies, technology infrastructure, and performance metrics to better prepare for the future. It has become increasingly evident that the practices that brought success a few years ago are no longer sufficient for the challenges we face today. Companies must adopt a more strategic and nuanced approach, cultivating a deeper understanding of the data that drives success and performance.

Success in talent acquisition is no longer gauged solely by the speed and cost-effectiveness of filling positions; rather, it hinges on the ability to link recruitment and retention- making informed, equitable, and intelligent decisions using accurate data. Aptitude Research found that companies that align recruitment and retention goals see the following:

2X improvement in retention
2X improvement in quality of hire
3X improvement in productivity

In this report, we look at the close relationship between recruitment and retention and highlight the role of data and technology in reshaping how companies prepare for their future talent needs. I hope you can join us on November 28 as we share these results and talk about the shifts in the role of the recruiter, data, and technology.

Tags HR Technology, Recruitment, talent acquisition

Blog

Global TA Day: Recognizing the Recruiter Experience

Post author By Madeline Laurano
Post date September 6, 2023

If you are into HRTech or TATech, you got the memo that today is Global TA Day.

I just asked ChatGPT, ‘What is Global TA Day?” and it responded with;

“If “Global TA Day” exists, it could be a day dedicated to celebrating and raising awareness about talent acquisition (TA) practices and professionals. Talent acquisition involves finding, attracting, and hiring qualified individuals to fill positions within an organization. If this day has been established, it may involve various activities, events, or initiatives to recognize the importance of talent acquisition in the workforce.”

This a friendly, simple response, but if you are in this industry, building tech or following the work of recruiters and TA teams, you know that this day signifies much more. It is a day of appreciation for the people doing the work, connecting job seekers with meaningful opportunities, and helping companies grow.

We studied recruiter experience over a year ago and found that companies need a better understanding of this important role. Fifty-nine percent (59%) of recruiters believe that their role needs to be understood by leadership at their organization. They need to start with the following:

– Understanding Today’s Reality: What pressures are recruiters facing, and how do they feel about their job and the future of talent acquisition?

– Understanding the Role of the Recruiter: How are recruiters spending their time today, and what would they like to focus on?

– Understanding What Resources Recruiters Need: What services and solutions will help recruiters in their jobs?

Talent acquisition is challenging. As companies invest in talent acquisition strategies and technology, they need to understand the challenges that recruiters face today. One in two companies state that IT is more involved in TA technology decisions, yet IT professionals are only sometimes aware of the realities of the labor market. Recruiters can only get the support they need if their reality is validated across the organization.

This divide in how leadership, recruiters, and IT perceive talent acquisition has created different technology adoption experiences. TA and HR leadership are happier with the recruitment technology (73%) they have in place and would be more likely to recommend it to other organizations (91%). One reason for higher satisfaction is that TA leaders are two times more likely to influence these technology decisions directly. Recruiters are more frustrated with their technology and the resources available. Many traditional technology solutions must be designed for the modern recruiter and integrate with their workflow or help them attract and hire talent.

As companies think about the future of TA Tech, they need to understand and validate the recruiter experience and build solutions that will help the individuals doing the work from sourcing to recruitment marketing to interviewing and onboarding new hires.

Happy Global TA Day to everyone working in this amazing industry!

Tags HR Technology, Recruitment Technology, talent acquisition