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How Bright.com Gets Big Data for Recruiting Right

You might not have heard of fastest growing online US job destination, but as Eric Owski, VP of Corporate Strategy at Bright freely admits that even with 7.5 million unique visitors a month, Bright.com has “flown under the radar.” In an overcrowded industry, those numbers – and Bright’s growth trajectory – are impressive.

So too is its product, which makes a pretty compelling business case for why big data is such a big deal in HR and recruiting. Unlike so many HR technology companies offers an innovative, scalable and simplified solution to a real recruiting challenge for practitioners. But that’s probably because Bright, at its core, isn’t really an HR technology company, but rather, a technology company which happens to be in HR.

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The Future of Big Data & Recruiting Looks Bright

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2014 HR Technology Trends: What To Watch For

It’s the holidays, which means it’s that special time when B2B marketers start pushing lazy, self-congratulatory content (“our favorite posts of the year!”) and, even more noxious, the prediction post. You know, the kind where bloggers talk about what’s going to happen next year. Which is weird, because you’d think if bloggers could predict the future, they’d have avoided making the bad decisions that led them to blogging to begin with. Particularly those bloggers tasked with covering the HR Technology industry. While we’re not alone in adding to this canon of crappy content, prediction posts are even more specious in this industry, because, well, most of the “hot trends” vendors like to talk about are anything but.

I’m no Nostradamus, here’s my sneak peek at what’s going to happen in 2014. It’s pretty easy to predict the future for an industry that’s stuck in the past. But there’s no time like the holidays for evergreen content – and look forward to repurposing this post for 2015, too.

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Feeling Lucky: Google ATS & The Future of HR Technology

I was watching the movie The Internship (don’t ask), and my big takeaway, even with my fancy degree in film, was this: how the hell did Google get a feature film for an employer branding initiative? I mean, it’s not enough that they’re already the most InDemand employer according to LinkedIn, which obviously means it’s totally true – they’re also the top rated company to work for on almost every such list out there. Then, I had this admittedly nerdy thought: I wonder what ATS Google uses?

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Twitter Chats: Avoiding The Wisdom of Crowds

I was asked to contribute a few thoughts recently on how a particular Twitter chat changed my life, or something similarly specious. Instead of looking like I actually intrinsically endorsed this particular chat, I decided to devote an entire post to it, and others like it, which to me more or less encapsulate everything that’s wrong with social media. This particular Twitter chat recently celebrated a big anniversary; proof at least of a long enough track record in creating some kind of success or stickiness in a medium that’s got such a short attention span. But the reason for its continued survival, and now near-ubiquity in the job and career niche, has nothing to do with the actual quality of the content or its participants.

It’s still around, simply, because the organizers have discovered just how hard it is to actually monetize a hashtag, primarily because no one can actually own a hashtag. They’ve committed the fundamental fallacy of building a brand around IP that’s not actually proprietary. But that doesn’t seem to stop them – and other chat organizers – from doing their best to try to cash in on their “community.” But the good news is, they do live up to their messaging as being democratic in approach – no one is making any money off of them.

This even includes the “brand ambassadors” for these chats who for some reason get suckered into promoting these with promises of personal brand building that look a lot like an illegal, unpaid internship. Not that those exist when you’ve got a “community,” because contributing to the collective good is what social media – and socialism – are really all about. And in theory, both of these ‘revolutionary’ ideas are good things – in practice, that’s an entirely different story.

Speaking of “community” – by the lexicon of Twitter chat organizers, that’s a fancy way of saying people who have nothing better to do with their evenings then “join the conversation,” which is anything but a conversation. It’s kind of like a perpetual narcissism machine for lonely people who think that their self worth is inordinately intertwined with friends, followers and a ton of edifications that many can’t, for some reason, get from real life. And that’s just the organizers.

What’s really scary is many of these interns, consultants, wannabes and never weres have somehow leveraged these “communities” into the illusion they actually know what they’re talking about. Some have published on ideas they know nothing about or topics they’re completely unqualified to cover for major publications or high visibility speaking engagements. So while they get some value, the rest of the “community” driving the conversation is really just helping give the appearance of endorsing someone who they know nothing more than 140 characters about.

In fact, there seems to be some sort of inverse correlation between RTs/engagement on Twitter chats and actual influence/knowledge on the topic or theme being discussed by the mouth breathing masses. Maybe that’s because with the exception of the few of us who rely on beating social media benchmarks to make a living (there’s real value there), people who know what they’re talking about don’t need to be validated by a bunch of avatars who clearly have no idea how to do anything but put append a pound sign to the end of a time tested cliche or well-worn aphorism.

Toast Two Cliches in A Dark Past

To reach critical mass and create that elusive stickiness necessary for momentum and repeat customers, as it were, Twitter chat organizers have to do what studios have traditionally referred to as “playing in Peoria.” That means instead of talking about real issues and thought provoking content, you’ve got to remember that the “average” Twitter user is not, in fact smarter than a fifth grader.

Of course, an elementary school mentality is necessary if you really want to make the most out of Twitter chats, because these “pithy parties” mostly consist of pandering and the kind of clichéd affirmations shared by Stuart Smalley, Successories, and “Life Coaches.” All of which, of course, like most forced “motivational” materials and speeches, are predicated on finding people stupid enough to actually pay for a subjective and completely intrinsic emotion.

That’s hard to fit into 140 characters, of course. And the fact is, no one reads blogs anymore – and if the point of content marketing is relative reach, maybe my time would better be spent on a Twitter chat instead. There are some exceptions to these sweeping stereotypes, I’m sure – they’re just not, unfortunately, anywhere here in the “world of work.”

3 MORE Hot Recruiting Trends We Should Shut Up About, Already

Last week’s post, “3 Hot Recruiting Trends We Should Shut Up About, Already” created a ton of comments and conversation about some of the “trends” that real recruiters and real candidates really could care less about. The feedback was pretty uniform: most “best practices” and “recruiting challenges” are just a market play by consultants and thought leaders designed to sell products, services or to peddle influence. The post also received a ton of suggestions of other “hot topics” which recruiting practitioners are tired of hearing or talking about; here are three of those suggestions that, no matter what your take, are more played out than Miley’s career, podcasting or the perpetual quest for a “seat at the table.” So, shut up about these 3 “recruiting trends” which aren’t actually trends at all. Unless, of course, you happen to sell into talent organizations.

1. Talent Communities

While most companies are out there trying to create some sort of artificial online destination, slapping some branding on there and forcing engagement with people who’d rather be looking at LOL Cats, that’s not really the talent community that matters. Instead, the real talent communities out there are already working – and interacting – within their organization. Occasionally recruiters run into them in all hands meetings or when venturing out of the HR Ivory tower and into the actual line. These talent communities used to be called “departments,” “teams” or even the “employee population” at any given organization; thing is, the talent communities which mean the most have existed, formally and informally, since the first org charts were created and the first water coolers installed.

With retention, employee tenure and internal mobility rates all on the decline, the existing talent communities within an organization should be the ones recruiters focus their engagement efforts on exclusively. After all, the accepted definition for a “talent community” is basically an affinity group built around a shared professional interest in a company, business unit, or job function – and existing employees handily meet this definition.

So instead of wasting time building a group on Facebook or creating some sort of automated e-mail list that’s going to sit in a Spam folder next to the desperate pleas of some prince from Nigeria, maybe focus on the real life talent community of employees whose referrals and institutional knowledge will actually generate hires and push the business forward. Given the fact that internal transfers and promotions are still the top source of hire for open positions, you’ve got a better chance of meeting your next hire here than on any online network, statistically speaking.

Giving a good employee a good opportunity for professional development and advancement is guaranteed to create a fan in the first place – not to mention, more than likely, that always elusive “brand ambassador.” You just likely don’t need to intervene to get them to tell their networks about the opportunities at your company or its culture. That’ll happen when they update their social profiles to show that you’re doing more than paying lip service to career advancement and development opportunities through slick corporate copy. Anyone can do that – and everyone does. So make your community actually stand out by focusing on the one your company has already built: your workforce

2. Social Recruiting

All recruiting is social – even the most vigilant gatekeepers eventually have to talk to a candidate at some point during the hiring process. But social networks aren’t actually a recruiting strategy – they’re a platform which should augment, not replace, old school, albeit decidedly unsexy, efforts like posting jobs, cold calling and networking with your actual network, online or otherwise. When 92% of companies are recruiting with social networks, this is actually more ubiquitous than job boards ever were, so don’t be duped into the illusion that you’re doing anything more unique or innovative than posting and praying. You’re just doing it via a slightly different online medium. Nor is social recruiting direct sourcing. Quite the contrary –candidates are becoming increasingly savvy at working their online profiles and professional networks to their advantage. Unlike most recruiting techniques, however, they actually have an upper hand here, since the average 13 year old is more well versed on social media than your typical corporate recruiter. This changed dynamic can mean that unlike other mediums for messaging, social media actually puts the recruiter or employer at a competitive disadvantage during the pre-hire process.

Even if you identify a candidate, you still have to get them into your system and put them through process – and a profile isn’t a resume. Resumes sometimes hyperbolize, but are almost always pretty accurate – there’s no expectation, or actual practice, of veracity in one’s online identity, and that just adds to the onus of prescreening.

If you find and engage a candidate on a social network, they’re almost unilaterally looking for a job – it’s just now you can see a picture and personal information of the people who you wouldn’t hire in the first place. If you want to search for warm leads, maybe try checking your ATS for once. At least you’ve got a resume to work back from.

3. Passive Candidates:

This oxymoron is, well, moronic. Think about it: if someone is in any way a candidate, or if they can be converted through mobile, employer branding, social or any of the other “passive candidate” recruiting tools presently en vogue, then they’re not passive. All of those studies and best practices posts about “passive candidate job seeking behavior” are founded on a fallacy; passive candidates don’t look for jobs, and if they are, they’re actually active, whether or not they’re actually employed. There’s another myth: that the best candidates are already working, and that there must be something inherently wrong with talent if they’re not already employed.

Employment status shouldn’t be a pre qualification, since it’s a transient and temporal condition; experience and soft skills, however, are not necessarily subject to the whims of at will employment and corporate belt tightening. In fact, if you’re able to convert even the most resistant of qualified workers into candidates, that should send a red flag that even if they’re hired, engaged and satisfied with their work, this employee, A-Player or otherwise, will always present a flight risk (as they just proved to you). But give a qualified “active” job seeker an actual opportunity, and they’re more than likely to reciprocate that loyalty for the forseeable future – not to mention the added advantage that these candidates actually are lower cost and quicker to hire then their fully employed counterparts. But bottom line: if you’re a candidate for a job, then you’re not passive, and if you’re not considering a career opportunity, then you’re not actually a candidate. No matter consultants and contingency recruiters alike want you to think otherwise.

Of course, all of these topics are SEO and traffic generating gold, and since I’m in that particular business, I, for one, will probably continue to add to the conversation rather than actually solve any of the problems these solutions purport to create. Call me a hypocrite, and you’d be right – after all, I am in content marketing. But if you’re a real recruiter, please let me know what you think by leaving a comment in the box below. Although I get real recruiters, most likely, just don’t have the time to read this crap in the first place – nor actually care about any of the “conversation” about any of these issues since they have nothing to do with real recruiting in the first place.

iTalent Insights: The Top 3 Recruiting Technologies Worth Watching

This is the third time I’ve had the honor of judging the iTalent competition for new recruiting technologies in conjunction with HROToday, and I can safely say that the 3 finalists in last week’s European competition would all have trounced the competition in any previous event. All fill a definite market need, a compelling business case, long term scalability and viability and represent great technologies.

These three companies represent a larger movement, the application of some of the world’s best entrepreneurs and data scientists to apply their proprietary algorithms, killer code base and number crunching ethos to the problems facing employers and recruiters today. There’s a perception, widespread and well earned, that HR Technology is about a decade behind consumer technology, like getting your hair crimped for a SnapChat. But the truth is, the gap is narrowing.

This is thanks to the leaders of these companies and dozens more entrepreneurs who likely could compete in any industry, yet for some reason, fortunately ended up in talent acquisition and management. Which means that for these companies, and for the industry in general, the future is looking bright (even with clouds in the forecast).

FreshUp

Overview: “Freshup creates a structured natural language parse of CVs including a unique “fingerprint” and then trawls the web to collate online updates on that individual. It then provides these structured updates in a format that is compatible for 94% of all ATS DBs.”

Score: 7.5

Review: FreshUp integrates with enterprise class applicant tracking systems to turn old resumes into new candidates. Most enterprise employers existing ATS has literally hundreds of thousands of archived resumes – and potential candidates – already sitting in their system. Problem is, due to the limitations of most of these legacy systems, these records are largely unsearchable, unusable and almost always obsolete. Freshup solves this problem by parsing the candidate database employers already have and matching these against sites like social networks and public records to create, in effect, a resume in real time.

FreshUp reports that its able to match 60-80% of candidate records through its technology (a pretty impressive number), and its value proposition and pricing model are simple – you upload resumes or candidate records in any format through a secure FTP, they perform the search with their software, and return the refreshed results to the employer in the same format (like a .zip or .CSV file) as the employer originally uploaded.

Employers have the option to not only refresh existing records, but to use Freshup’s software for new lead generation – they perform the search, making for a painless process. Pricing is per record or per lead, a flat rate model that mitigates employer risk by avoiding extended contracts or heavy upfront costs, a relatively unique business model in the SaaS industry. It also integrates directly with ATS providers such as Bullhorn and Taleo, eliminating the need for migrating candidate records through external sites.

One of the criteria by which iTalent competitors was judged was viability and business model, and in these two categories especially, FreshUp is a smashing success, having been purchased by Dice Holdings last year as part of DHX’s acquisition of the WorkDigital product suite. Aspects of FreshUp’s dynamic profile features and search aggregation abilities seem to have been incorporated into many core functionalities within Dice’s Open Web product, and many more are likely to appear on the product roadmap in the months to come.

FreshUp was also recognized as the winner in the Social Data category at this past August’s Innovation Week. This award proves that even when stacked up against products targeting other sectors and industries, FreshUp stands up on its own as a truly innovative technology – and a smart acquisition by Dice as an integral component of their OpenWeb suite.

Signal by Joberate

Overview: “Joberate Signal an intelligent intuition tool which lets you know when it’s the right time to make a job offer to a prospective candidate who has a social profile. This tool makes you a kind of ‘fairy godmother’ who constantly watches over potential candidates.”

Score: 8.5

Review: Joberate Signal combines predictive analytics with social intelligence and CRM functionalities into a single, scalable platform, offering enterprise-level capabilities to individual recruiters, startups and third-party staffing and search firms. Basically, recruiters log into their social networks in Joberate through their respective APIs (or upload existing candidate profiles or databases directly into the Signal system), creating a single integrated interface for tracking and engaging candidates across social networks.

Joberate has federated search capabilities from a single sign-on similar to a slew of competitors like Entelo, TalentBin or 3Sourcing, but unlike these sourcing tools, also offers the ability to create campaigns and engagement for these social sources through a marketing automation platform that’s more or less the recruiting version of Google+. These talent pools then function as a CRM, allowing recruiters to automate targeted communications and messaging to each talent pool or their entire database in aggregate.

But what’s really cool about Signal is its “next generation” candidate relationship management capabilities – the signal behind Signal, as it were. Using a proprietary algorithm indexing against hundreds of data points, Signal uses a candidate’s online behaviors across social networks and channels to predict how ready that connection is to make a career related move. This preempts the need for those perfunctory, periodic “check in” calls for recruiters by providing insight into the likelihood that the candidate is actually ready to make a move. While products like Bullhorn Reach have tried this sort of predictive intelligence in the past, Joberate seems to have succeeded in creating a product that’s effective at alerting recruiters to the exact moment a passive candidate becomes an active one – or vice versa.

The advantages of this intelligence for recruiting are obvious, but Joberate Signal also has the potential to be one of the most effective retention and workforce planning tools on the market. Because candidates are sortable by specific companies or networks, employers can easily use Joberate to track their existing employee population, using its insights to see which employees are most likely to leave, allowing proactive intervention – or pipeline activation – as required. Indeed, Joberate Signal has the potential to be the 2.0 version of two weeks’ notice – which extends its applicability and case use significantly. Joberate operates on a Freemium model, so there’s no cost – or risk – in checking it out. And chances are, you’ll be as impressed as I was once you actually log in.

Joberate has a solid customer base, with over 600 clients in 50 countries, including some of the world’s biggest brands like Nokia, AstraZeneca and Virgin Media, proving Joberate’s applicability as an enterprise class solution with scalability across different markets and business units. Furthermore, Joberate was recently recognized a finalist in the prestigious SAP Big Data Startup competition at this year’s TechCrunch Disrupt, proof again that the gap between the rest of the technology landscape and talent acquisition is quickly closing.

Check out this infographic for a much less wordy, much more explanatory version of how Joberate Signal works and why it’s unique.

Pando by Aspen Advisors

Overview: “Pando is designed for big data in the HRO space. It is a breakthrough technology that eliminates the need for new systems, integrates with any database or group of files, and is highly customisable. It allows for other big data to be integrated seamlessly and was designed to compare metrics and measures across HRO accounts for benchmarking.”

Score: 9

Review: Pando is such an innovative, game-changing technology that the only real objection, in the words of one of my fellow judges, is that “it can’t possibly work the way it was pitched.” But the scary thing is, it does – I’ve seen it in action – and this year’s iTalent winner is the definitive answer to almost every big data problem out there.

How it works is pretty simple: it takes any form of data, structured or unstructured, from any system or spreadsheet, and builds fully customizable, configurable dashboards and benchmarks which truly speak the language of business, making it easy to get real reporting and insights in real time to definitively answer talent acquisition and management questions with a ton of quantitative support. Want to know your average cost per hire by source and market? Simply run that query in Pando and boom: you’ll have the data instantly – and can export that data in formats like pi charts and pivot tables that are familiar – and easily digestible – to business leaders.

Pando integrates with any system, has an embeddable code for tracking external data sources or standardizing inputs across disparate systems, allows for both manual and automated data collection and is built in HTML5, facilitating a high degree of customization by client or user and full mobile optimization. If you want to know why big data is such a big deal, all you need to do is see Pando for yourself – and you’ll see why it was the runaway winner in this year’s iTalent competition.

For more on the other two iTalent finalists, make sure to check out the first post in our series on Recruiting Technologies Worth Watching featuring Cahootify and PathMotion.

What’s New at LinkedIn: Content Marketing Meets Mainstream Recruiting

Earlier today, we covered the launch of LinkedIn Talent Updates, a content sharing service which allows LinkedIn Recruiter customers the ability to post content outside of just sharing jobs directly from the LinkedIn Recruiter interface. LinkedIn’s broader commitment to content marketing was again underscored by the simultaneous release of “Showcase Pages” today.

While Talent Updates are available only to those employers with active LinkedIn Recruiter licenses, Showcase Pages are available to any company with a LinkedIn company page at no additional cost. Showcase Pages highlight specific areas like individual business units, consumer brands or initiatives, acting more or less like targeted microsites within the larger LinkedIn Company landing page.

“Showcase Pages give companies the opportunity to create subpages within company pages to highlight what’s important to them,” said Joe Roualdes, Senior Manager of Corporate Communications. Roualdes recently sat down with RecruitingDaily to discuss Showcase Pages, Talent Updates and what content marketing really means for recruiting and hiring.

LinkedIn Showcase Pages:

LinkedIn users can follow Showcase Pages using the same “follow” button as a regular company page, but specifically choose to follow with and engage the specific subpages that most interest them. At launch, the specific push around Showcase Pages, Roualdes indicated, would be specifically on content marketing; by allowing increased segmentation of their LinkedIn followers, companies can build more highly relevant, highly targeted content marketing and engagement campaigns.

Showcase Pages, on the back end at least, seem to function almost identical to the legacy LinkedIn Company Page product; similarly, the company’s existing LinkedIn administrator must grant rights to post on a company page to individual users. The intent, says Roualdes, is to ensure content uniformity and consistency across both company and showcase pages while allowing companies to create engagement and conversation with their community.

While Showcase Pages are not yet embedded around specific jobs or job categories, somewhat limiting their applicability to recruiters, they still allow recruiters with backend access insight into the unique audience of each respective showcase page, allowing recruiters to find and engage with users around more specialized content, optimally turning a passive follower into a potential warm lead.

“The biggest benefit of Showcase Pages are that members can send our customers a very strong signal as to the types of content they’re most interested in,” Roualdes said. “Before, we could see that users were interested in a company, but now we know much more clearly what kinds of content is the most interesting and relevant to them within a larger organization.”

LinkedIn Talent Updates

As discussed in the earlier post, Talent Updates represent a complementary product focused specifically on helping recruiters update their company pages with careers related content directly from the Recruiter interface. For the time being, however, recruiting end users must still revert to the traditional dashboard – and get a different set of administrative rights – to post to Showcase Pages.

Additionally, Talent Updates cannot be shared using the mobile version of LinkedIn Recruiter, a significant limitation, nor can this targeted content be cross posted to groups without leaving the Recruiter interface. This might prove to somewhat negate the value of the unified UI/UX offered by Talent Updates, not to mention the value of its analytics or dashboard capabilities.

Talent Updates also allows recruiters to segment followers of the larger company page around demographic filters like company size, industry, function, geography and seniority to better target their content to a specific audience segment. “Instead of just sending e-mails with job opportunities, sharing meaningful content and creating meaningful conversations with candidates increase that initial response rate and ultimately, lead to hires,” Roualdes said.

Roualdes also touted the ability to engage and monitor conversations in real time as selling points for recruiters, which signals that LinkedIn is not only making a play to become a “professional publishing platform,” but will likely be making moves into the CRM and social monitoring/analytics market in the near future. Today’s product launches seem to indicate the increased shift of LinkedIn away from recruiting and into traditional marketing automation and lead generation capabilities, not that there’s a significant distinction between the two competencies in practice.

Neither of these announcements was particularly exciting; for instance, one of the primary stated benefits of engaging with users on LinkedIn’s platform is to “get better insights into who followers actually are,” but let’s face it: these profiles are just as much a marketing vehicle for individuals as the company pages they’re engaging with.

Other platforms, like Facebook Open Graph search or federated search products like Dice Open Web or TalentBin offer similar, but more robust, capabilities to get a deeper understanding of a candidate’s cultural fit than LinkedIn because they incorporate information from across multiple sites and sources, rather than relying exclusively on a single platform. It’s also ironic that LinkedIn’s recent content marketing play emphasize “authenticity,” something that LinkedIn sorely lacks when compared to other online networks.

“Be authentic – showcase your brand in an authentic way to give candidates and prospects the real information on what it’s really like to work at a company,” Roualdes advised when asked about best practices for content marketing on LinkedIn. “Develop your own content and be authentic, really gives candidates insight into what it’s like to work at your organization.”

That’s excellent advice, but if authenticity and transparency are the goals of your recruitment related content marketing initiatives, then you’d be wise to steer clear of LinkedIn, with its autocratic corporate controls and questionable privacy and data collection practices, altogether.

You won’t, of course. Because that’s where the candidates are – and where, if you’re a LinkedIn Recruiter customer, at least, you’re already spending too much of your time and money sourcing candidates there to care too much about creating any type of “meaningful conversation” outside the realms of traditional screening and selection. And if they, in turn, care about what it’s really like to work at your company, they’re not going to trust the recruiters on LinkedIn, but rather, their connections who actually work there.

After all, that’s the entire point of a “professional network,” isn’t it?

Talent Updates: Content Marketing Capabilities Added to LinkedIn Recruiter

Today, industry juggernaut LinkedIn announced the release of a new feature within its LinkedIn recruiter software called Talent Updates. With Talent Updates, recruiters now share branded content like company blog posts, videos and news directly from the LinkedIn Recruiter interface.

According to a spokesperson for LinkedIn, 70% of LinkedIn members follow companies due to an interest in career opportunities – the result is that LinkedIn company pages act largely as dedicated talent networks for current and prospective candidates alike. With the new Talent Updates feature, recruiters can add valuable insight and contribute content besides simply posting jobs on their Company Page. This ability to keep followers informed has the potential to lead to better prepared, more engaged candidates, improving the candidate experience while allowing a much broader look into a company, its culture and what careers there are really like. The feature is currently in English only and available for free to all existing LinkedIn Recruiter customers.

This is an encouraging move by LinkedIn, and one that seems to mirror its broader strategy of transforming its professional network from a job search platform into a targeted content destination, as evidenced by their recent relaunch of LinkedIn Pulse as the next evolution in their strategy. The worlds of brand marketing and corporate talent acquisition are becoming increasingly intertwined, and as LinkedIn themselves stated in their product announcement, Talent Updates “borrows a play from the hottest trend in marketing: content marketing.” Targeted content, particularly around careers, should allow employers add value to candidates instead of simply extract it, as is too often the case on the LinkedIn platform, and has the potential to improve the candidate experience by providing more relevant information and enabling more effective applicant self-selection.

This release by LinkedIn seems like a potential play to leverage their existing employer branding solutions to control the entire range of career content directly on their platform. Recruiters must be approved by the LinkedIn Company Page administrator before they are authorized to post on the page, which means that largely, this content is likely to have the same lack of transparency and authenticity which makes sites like Glassdoor so effective at painting a realistic picture of company culture. Of course, by owning career content within the LinkedIn platform, employers can have a much easier time monitoring, coordinating and controlling their message. Which is, unfortunately, what “employer branding” today is really all about, anyways.

But beyond the opportunities Talent Updates seems to offer LinkedIn Recruiter customers, the one thing it can’t do is prevent members of this new iteration of onsite “talent network,” whether engaging around company content or open jobs, from getting in touch with each other and the people who work at an organization who aren’t HR mouthpieces of designated “brand ambassadors.”

New features and functions aside, making connections and building deeper relationships is fundamental to LinkedIn’s “professional network” capabilities and positioning. It’s also one reason that beyond increasing renewals and new sales, this new function is unlikely to significantly change the way job seekers and employers alike are already discovering each other on LinkedIn.

iTalent Insights: 2 New Recruiting Technologies Worth Watching

Recruitment technology has largely been a laggard in both innovation and adoption, several years behind the consumer curve. But as last week’s iTalent competition at the HROToday European Forum in London clearly demonstrated, the tech gap is quickly closing, with many of the best and brightest entrepreneurs in the world increasingly turning their collective focus to finally solving the problems inherent to the business of hiring.

The five finalists chosen from dozens of entries had seven minutes to pitch their product to an audience of potential customers and clients. That meant distilling months of sweat equity, a passion for product approximating obsession and the nuances of complex enterprise technologies into the simple, sweeping terms. Talk about a challenge.

As one of the judges on the panel, I had the chance to take a sneak peek at some of the hottest technologies on the market. The first two, Cahootify and PathMotion, while solid technologies, failed to rate in the top 3 in voting, based largely on the fact neither seemed particularly innovative, filled areas in the market where solid alternatives already exist, and have questionable long term viability. This aligns with the criteria for judges, who were asked to score each entry on a scale of 0-2 based on five equally weighted categories: business model, viability, sustainability, innovation and usability. These classifications – and the judging methodology – were highly subjective, but surprisingly, the judging was consistent and the best of these best-in-class products were awarded the recognition they deserved. Qualitative and quantitative, for once, seemed pretty much aligned.

Here’s a brief overview of two recruitment technologies worth watching; while neither cracked the top three iTalent finalists, their selection from some pretty steep competition proves that they’re at least worth considering when taking a look at the HR Technology market. Check back tomorrow for the top 3 finalists: FreshUp, Joberate, and Pando by Aspen Advisors.

Cahootify:

Overview: “A social recruiting platform combining enterprise software that supports employers in efficiently building and managing freelance talent pools with a professional network for freelancers to support each other on collaborative projects.”

Score: 3.5 (out of 10)

Review: As yet, Cahootify has mainly targeted “independent professionals” to fill projects like assembling a film crew or turning an idea into an app. Which is a pretty crowded marketplace. But they’re now repositioning themselves to enter the employment market as a “professional network” for hiring project teams around social profiles. It’s basically a LinkedIn targeting the workforce’s growing percentage of free agents, and like LinkedIn, its move to employment makes it more or less a job board with a social UI.

The problem with this is that in building a fairly good consumer product, it’s heavily reliant on building a large and engaged user base, positioned as a reliable destination to connect with other freelancers and collaborate on gigs, ad hoc or otherwise. Throw employers into the mix, and you’ll turn a site that’s built traction around concepts like community activism and creativity into a headhunting hunting ground. On social, recruiters screw everything up, as a rule, although obviously they outpay the indie producer looking for a good sound guy any day of the week.

So that changes the dynamic of the site, and in so doing, seems to erode its business model, which is driving consumer sign-ups and maintaining a destination platform while creating a congruent product for employers which allows them to find and engage freelance talent. Which is more or less what inMail’s for.

Pathmotion:

Overview: “PathMotion (http://www.pathmotion.com) – the first frictionless platform for organisations to involve their employees in the recruitment process. The Facebook app called ‘Career Inspiration’ is sold as a SaaS toorganisations, and allows candidates to not only browse jobs, but also learn from the career stories of employees and interact openly with them in a Q&A fashion.”

Score: 4.5

Review: PathMotion works exclusively through the Facebook API to create an embedded Careers app, similar to Branchout or BeKnown, allowing employers to search for companies and jobs directly from Facebook. Nothing new there.

What differentiates PathMotion is that it not only allows for branded employer pages, but also offers a platform for employee ambassadors to engage directly with candidates and answer their questions about what it’s really like to work at their company. Think: Quora for careers, in a branded environment emphasizing real employees in real time, similar to a Glassdoor.

The company actually has an impressive proof of concept, with global employers like Deloitte, BDO and Citi leveraging the software to connect their current workers directly to candidates. A year in, PathMotion reports that such accounts have led not to more applicants, but to “better quality applicants” who are more likely to fit into a corporate culture and select in or out based on their interactions. PathMotion also adamantly maintains that it’s “not a sourcing company,” and it is, in fact, a tool designed with enterprise recruitment branding in mind.

This product serves a real market need, but despite early returns, the concept of building “brand ambassadors” for employers on social networks like Facebook is nothing new, and the problem isn’t related to platforms. It’s unlikely that, all anecdotal evidence aside, the average employee is actually going to take the time to make PathMotion meaningful.

Since user adoption here will inherently be driven through the hiring function, and employees know HR is watching, the actual value of the insights on the companies paying to be featured on PathMotion are dubious at best. The other problem is PathMotion’s entire existence is completely predicated on Facebook’s API, which means that should Facebook for any reason switch off access, it’s entirely game over for PathMotion.

Check back tomorrow for RecruitingDaily’s round up of the top 3 iTalent entries in the second part of our series.

From Transactional to Transformational: The Next Generation of HRO

Companies will spend an estimated $103 billion this year alone on HRO providers, and a recent Towers Watson survey reported 44% of these companies planned on increasing this spend in the year to come. Despite these impressive numbers, the sustainability, scalability and even viability of this industry over the coming decade seems less than certain.

That seemed to be the consensus of the panelists discussing “The Next Generation of Outsourcing” at this week’s HRO Today European Forum in London. According to Mike Etling, former CEO of NorthgateArinso and panel moderator, the last decade has seen three ‘generations,’ each representing a seismic shift in the HRO landscape.

A Brief History of HRO & RPO

HRO 1.0: In the original days of outsourcing, or what Etling referred to as the “hey day” for HRO, employers looked at HRO providers as something of a one-stop shop, using a single provider to provide the full gamut of HR services, from payroll to recruiting to benefits administration and beyond. These comprehensive contracts represented deal sizes often approaching (and sometimes eclipsing) the billion dollar mark for a single multinational client.

HRO 2.0: Once these original contracts started expiring, HRO began to become increasingly transformational, with providers fully embedding themselves into every aspect of HR. This generation was defined largely by technology, with providers either implementing proprietary HRIS or HCM systems or overseeing complex enterprise wide integrations. According to Etling, many of these deals led to huge losses for vendors, as many of the promised global implementations were never actually rolled out, and most of those that actually were failed to deliver as promised.

HRO 3.0: After the failure of the previous generation of deals, employers increasingly moved from a single, siloed HRO provider to multiple providers each focusing on a core competency, such as recruitment or workforce planning. This meant diminished relationships with clients and greatly diminished deal sizes for vendors. The days of the billion dollar contract have largely disappeared; “today, a $150 million deal is a big deal,” Etling said.

Given these market changes, the question isn’t necessarily what the next generation of HRO will look like, but rather, whether there will be another generation of HRO at all. And like everything else in the business of people, the answer boils down to an amalgamation of strategy and technology.

HRO 4.0: Forecasting Clouds

The rise of true multi-tenant software as a service (SaaS) solutions have increased internal HR capabilities while decreasing reliance on legacy vendor systems. “It’s not a technical phenomenon,” Etling said. “The fundamental impact of SaaS is that it’s melting business processes.”

While SaaS first entered the HR market primarily to serve back office functions, it’s slowly moved to the HRO frontlines, with integrated suites like Workday, Oracle/Taleo and SAP/SuccessFactors leading to increased adoption across all HR functionalities. “The biggest benefit of SaaS for HR isn’t about technology,” Etling suggested. “It’s about the standardization of best practice business models and processes across all parts of an organization.”

What SaaS Means for the World of HRO & RPO

According to panelist David Mason, Global COO of Resourcing for the Royal Bank of Scotland (RBS), the biggest advantage of the cloud is that it’s making life easier for employees and managers alike. “It’s really all about the end user and how the technology helps them get away from being distracted by a ton of processes to being able to focus on the revenue generating activities which really matter,” Mason said. He also cited the cost savings of SaaS solutions and big data capabilities as the other primary implications for SaaS in talent acquisition and management.

Huw Williams, Regional Operations Director for Capita and Recruiting Partnering Project Liasion for the UK Ministry of Defense, agreed, but said that deriving these benefits requires HRO providers to educate their clients about the full capabilities of these complex multi-tenant solutions. “Cloud technology goes deeper than just providing a practical solution to an existing problem,” Williams said. “But if you’re not explaining these extra benefits to clients, you’re missing out on a real opportunity to move from transactional to transformational on an operational and strategic level.”

Richard King, Director of HR Services for Procter and Gamble, sees SaaS as overcoming the impediments of legacy systems such as onsite back office support and difficulty handling non-traditional transactions or new processes. “It’s a massive force for change because it not only forces process standardization, but it brings a huge level of agility,” King said. “As a huge company with a global imprint, SaaS offers an opportunity for scalability and capabilities across all of our business units and geographies.”

These technological innovations particularly apply to recruiting, where HRO and RPO providers compete primarily on the basis of cost.“The bottom line is that SaaS solutions offer insights into what our talent looks like, where it lies within the organization, and what kinds of roles we actually need to hire to drive the business forward,” Mason said. “Too often, business strategies fail because the organization lacks the talent to implement those strategies. It’s important to remember that strategic workforce planning isn’t an HR process, it’s a business process.”

Global Leadership: Leading A Corporate Culture Across Cultures

No matter where in the world of work you happen to work, culture is a key competitive differentiator when it comes to success at recruiting and retaining the talent required to drive your business forward. For companies located in a single market, hiring for culture fit remains a significant challenge. For multinational employers, fitting that company culture into the framework of the larger culture of the markets they serve can be downright daunting. As the panel discussion on Global Leadership at the recent Global Best Practices Conference illustrated, executives from some of the world’s most recognizable brands discussed what it takes for a multinational employer to successfully transcend borders while meeting the cultural and business challenges unique to each individual market.

Moderated by Sarah Lockyer, Editor-in-Chief of Nation’s Restaurant News, panelists included Nick Shepherd, President and CEO of Carlson, James Fripp, Senior Director of Diversity for Yum! Brands and Claudia Schaefer, VP of Global Marketing for Brinker International.

As the panelists pointed out, even global business leaders struggle with their first international assignment. Shepherd, for instance, was developing translating the concepts he’d developed for the fairly mature UK market and taking them internationally; he quickly discovered that even in a market like Germany, “it’s a significant practical and intellectual challenge to come into a country where you don’t really know anything about the industry, don’t speak the language and have these huge cultural barriers to overcome, there are more challenges than you could ever imagine or anticipate.”

Similarly, Fripp mentioned that his “natural style” of building a relationship with workers by getting to know them was met with skepticism in his first role in India. “Professionally, it’s understanding how the dynamics of other countries work, and you’ve got to learn really quickly that you’ve got to understand different cultures to know what really works in those cultures.”

For Schaeffer, a native of Mexico City, her first international business experience was, in fact, the US market, where she overcame language barriers and culture shock, which she suggests are actually much greater in the US than in many other markets. “At the end of the day, the most important thing is to realize that every market has different audiences and expectations. But adjusting to those differences means remaining true to yourself and to the brand, and what both of those represent.”

Each has successfully responded to these initial growing pains; Yum! Brands, for instance, derives fully 59% of its sales from international markets, which account for a projected 88% of its 2013 operating profits. For Brinker, a 2.8% decrease in domestic store profits this past year has been offset by a 2.7% increase in their over 285 international locations. But continuing that growth means continuing to stay in touch with the people on the frontline. “It’s important to turn to your employees, because they’re your experts in the field, and bring a real understanding of what consumers in their markets want and are looking for,” Schaeffer said.

Fripp, who oversees in-house assessment and training at Yum! for new leaders being considered for global assignments, agreed, adding that engagement with the frontlines is critical. “It really comes down to needing to know how to listen and ask the right questions to get the right feedback you really need to properly understand the culture; success comes more from listening than telling. If you don’t get engagement, you’re going to be tossing a whole lot of dollars down the wrong path.”

According to Shepherd, one of the challenges of managing a global workforce rests in striking the often delicate balance between empowering the field to make decisions at the local level while ensuring brand continuity and consistency across markets. “You own and protect the brand, but you need to understand who should make what decision and find the right equation through experimentation to know what’s a local decision, and what’s not.” Shepherd added that clarifying what decisions employees are allowed to make is a missing element from most job descriptions, but one he feels is essential, because “if you don’t let people understand what decisions they can make, or if they can’t make decisions, they’re not going to be accountable.”

Despite significant differences in markets and worker expectations around the world, ultimately, the panel agreed, some of the most critical talent management capabilities transcend borders, languages and cultures. “When you look at what’s important to people, it’s the same everywhere; a level of pride in what they do,” Fripp said. “Employees really want to know how they’re doing and get honest feedback. Recognition really is everything because if you think enough about any of your employees to recognize them, to let them know they’re important to the business, you’ve validated the fact that they matter.”

Shepherd agreed, citing that his top lesson learned from being a global leader – and the higher purpose of managing a global organization – is the realization of the role employers play in the self-identity, as well as self-worth, of their workforce. “There are two cultures: there’s the culture of the company and the culture of the location you’re working with,” Shepard said. “If you want to live by those values, then it’s up to you, as a leader, to demonstrate those values even if they’re not aligned with the market. Never lose sight of the fact that your best interests and those of your employees are one and the same, no matter which market they happen to be in.”

5 Realities for Recruiting in the New Economy

Middle class consumers are the most important part of the marketplace; their collective purchasing power represents the foundation upon which the entire economy is predicated. The American Dream is inherently a middle class one – but that dream, and indeed the very nature of the middle class, has changed. “The way consumers are spending money, and how they’re engaging with brands, requires a new understanding of middle class consumers in the marketplace,” said J. Walker Smith (pictured), Executive Chairman of The Futures Company, in his opening keynote at this week’s Global Best Practices Conference. “Their aspirational sense of ‘looking up’ is now tempered by looking down, too.”

Even with the stabilization of birth rates, the recovery of car sales and the revitalization of the housing market, optimistic numbers have been largely met by continued consumer caution – a phenomenon Smith describes as ‘slimming down.’ “Consumers are becoming smarter and more cautious about how they spend their money,” Smith said. “It’s not just that consumers are becoming more frugal, but more focused on how they spend their money. This sense of caution is translating into a more focused way people are spending money and engaging with brands.”

Smith pointed out that those consumers who meet the criteria of being “middle class” has fallen, and 6 out of 10 middle class consumers worry about falling about the middle class in the next 10 years. Further, 35% report that they’re spending more wisely, 15% are working harder, and 22% report they’re saving more. That shaky consumer confidence has implications in the employment market, too; fully 25% of middle class Americans still worry about making enough money to put food on the table, and 28% still worry about their day-to-day job security. And only 27% agree that it’s a “good time to find a high quality job,” down from 50% in 2006. So while the recruiting industry talks about the war for talent, that talent continues fighting their own war – sustainable survival.

“Consumers want to live large, but carry little,” Smith said. “They don’t want the lifestyle that comes with the baggage, debt and exposure they were willing to take on before. Slimming down means enjoying big things without carrying big burdens.”

5 Recruiting Realities for the New Economy

1. Culture Over Cash: A recent American Express study tracking changes in consumer behavior recently asked Americans “what constitutes success?” 94% of respondents identified the openness to change as being the biggest factor; only 27% identified ‘having a lot of money.’ Additionally, 70% of Americans surveyed would rather spend their income on experiences instead of things. For employers this means that increasingly, workers are placing a premium on flexibility over compensation. “That’s what we need to sell – experiences, not assets,” Smith suggested.

2. Generations at Work: In the same survey, the #1 attribute of success for Gen Y workers (88%) is being “debt free.” 86% of Gen Y workers said that they want a “decent” amount of money, but only 36% want to “make a lot of money.” Instead, Smith said, they’re approaching the workforce with a different mindset, that of the “threshold earner” who can make just enough money to pay the bills and no more. Once that threshold is met, Smith said, they’d rather be rewarded with more leisure time like PTO instead of direct compensation. “Young people are facing an uphill climb in the job market, but we now have an entire generation which understands that they’re going to have to cope with less, and that’s OK.” Smith cited the hit song “Thrift Shop” by Macklamore (video below) as an example of a generation of workers who is embracing frugality, and one which is learning to “make the mundane exceptional.”

3. Career Paths: “Boomers had linear life and career trajectories with clearly defined milestones and accomplishments, which made benchmarking easier because they had a fixed understanding of how others live and work,” Smith said. “The next generation of workers have drastically different, undefined trajectories which are no longer linear, but dimensional. Their paths aren’t fixed, but fluid, and that extends to the workplace, too.”

4. Time Over Technology: The concept of ‘slimming down’ involves information intake, too, Smith said. Technology has become so ubiquitous that while employees have the tools to create efficiencies, convenience and empowerment, what most really want is a moment of reprieve. “It’s important that we take a break from the breakneck. It’s no longer about the ability to do it all – it’s about the ability to do it well.”

5. Local Over Global: While technology is connecting the world of work, most obviously through online and social networks, one of the most important dynamics in today’s labor marketplace is that the number of people who are relocating (for jobs or otherwise) has dramatically decreased since the mid 1980s. As people become more and more rooted, “if you’ve got to go global, you’ve got to stay local,” Smith said. “It’s not about having big circles of connections, but intimate ones.” This means, increasingly, the most critical talent community for any employer is the community in which their workers live.

These trends, in aggregate, create what Smith calls “The Kinship Economy.” This requires employers to evolve recruiting efforts to a model which puts people before brand. “People don’t want a relationship with brands, but with people.”

In the Kinship Economy, relationships are the capital with the biggest bottom line impact – and a competitive advantage in recruiting and retaining the workers who, as the cliché suggests, continue to be the greatest asset at any organization. “We need to be in business to give people the social currency they’re looking for. In a world where interpersonal relationships are king, if you can help build those relationships instead of building your brand or bottom line, you win.”

The People Behind the Product: HR Leadership Lessons from Ceridian

With $944 million in 2012 revenue, Ceridian has one of the widest footprints of any HR Technology vendor, serving an estimated 100,000 customers in 5o countries. With its recent acquisition of Dayforce, a SaaS enabled suite actively rolling out a recruitment module in addition to its core HCM capabilities, Ceridian is making a move from the back office to the front lines. This represents not only a major shift in product and positioning strategy for Ceridian, but in-house talent management strategies as well.

Sara Hill, the Chief Human Resources Officer for Ceridian, oversees an employee population of over the 5,000 global workers responsible for driving one of the biggest brands in the HR Technology industry. As the CHRO of a complex global company, Hill’s responsibilities include those initiatives traditionally associated with leading a global HR function, such as workforce planning and employee engagement. But as the CHRO of a company whose focus is on serving the needs of the HR end user, Hill also serves as a voice for those end users.

“Internal HR acts as the best customer reference because we’re the closest to the actual product,” Hill said recently at the HR Technology Conference. Ceridian stood out in the barrage of event related briefings surrounding the recent HR Technology Conference, not because of their product, but because of their proverbial pitchman. Rather than rely on product marketers or public relations for offering third-party anecdotes or amorphous statistics about the challenges HR leaders face today, Ceridian departed from the traditional playbook and allowed Hill, an actual HR leader, to speak directly to these challenges.

Recruiting Daily recently spoke with Hill to learn more about what it takes to lead a complex, rapidly evolving global HR function where, unlike most companies, human capital management isn’t a cost center, but rather, a core competency – and their bottom line.

How did you first become interested in a career in human resources? What keeps you engaged and involved in HR?

Sara Hill, CHRO – Ceridian: In business school, I concentrated in Marketing and Human Resources and I gravitated to what felt more real for me. During business school, I had an internship with Pfizer in New York to develop a performance management approach. I thought it was a really interesting way to influence the entire organization and help it improve one employee at a time. I began my HR career doing management and compensation consulting in particular. After about a year of working at The HayGroup, they asked me to start helping with organicational and leadership assessments. Then I was hooked and spent over seven years working with companies that wanted advice and new ways of managing. Then I went to work for Fidelity Investments as an internal consultant on engagement as a business driver. My career had been filled with fantastic opportunities at organizations that understood the value of HR.

I stay engaged in this profession because there is real impact. We can change how things are done and how people work and interact with the organization. Working at Ceridian, I know this in spades. We have great opportunities for change and we don’t have any bureaucracy getting in the way of doing things. It’s pretty cool.

What advice do you have for people considering a career in HR or talent management? Looking back on your career, what would you have done differently?

Be clear on what you want out of your career, but more importantly, be clear about the kind of organization where you go to work and practice HR. Your first job in HR will shape your view of HR. Organizations are vastly different in their view and use of HR. Get the real story. Find out things like where the HR function reports, how the work gets done, how much the organization spends on HR technology and the state of the technology, etc.

What are some of the biggest challenges or obstacles you face in your role? As an HR leader, what keeps you up at night?

What keeps me up at night is how we are going to continue to engage and develop a workforce spanning four or five generations. There are different needs and expectations. I know this is a hot topic right now, but it’s real. We have to think about how people want to work and how life is now not about work-life balance, but about how work fits your life and vice versa.

What is the culture of Ceridian like? What role does HR or recruiting play in defining or driving this culture? How about employer branding?

I think employer branding is huge for culture just as it’s huge for the external talent marketplace too. Ceridian has been an evolving company. The acquisition of the Dayforce technology created yet another change in the organization. I have been here for over a year now and I have seen change in the culture and the organization in a short amount of time.

The Millennial generation cares about where they work beyond the paycheck. But just like all generations, they want to know what the organization feels like, what it stands for, what kind of growth and contribution they can have there, etc. So, the culture and the brand are super important.

As an HR leader, what do you think are some of the biggest myths or misconceptions employees have around the function and what can practitioners do to overcome these and become closer to the line?

A good HR partner always understands the business and the critical issues facing the leaders. Everything HR does should be a direct support to meeting the business goals and solving or impacting the critical issues. If succession planning is not on the critical path for the business agenda, it should not be the top priority even if many of us in HR love doing that kind of work.

10 years from now, how will the HR or recruiting functions look different than today? What are some of the major trends or technologies you see driving change in the function?

I think the function will exponentially not be about the administration and compliance that is slowing moving elsewhere. With great technology, HR as a function will be much more about business projects and initiatives that can be directly linked to business outcomes. Metrics will be real and second-nature and will drive a lot of management and organizational behavior.

What legacy would you like to leave at Ceridian, and what are you doing to help achieve a meaningful long-term impact on both the business and employees as an HR leader and as a function?

I want to be part of a team that builds the brand, both internally and externally. When and if I leave Ceridian, I hope that I will have helped to make the organization one where people really want to stay or go to work there and one where the employees and the market love the products and services we provide.

Recruiting Daily is committed to bringing talent acquisition leaders and practitioners a real time look at recruiting trends and staffing strategies. As such, this post does not constitute an endorsement for Ceridian, and Ceridian did not pay for this post. If you’d like to feature your company’s HR leader on Recruiting Daily, leave a comment in the box below or e-mail [email protected].

About Sara: Sara Hill is the Chief Human Resources Officer for Ceridian. In this role, Sara oversees the global human resources functions across Ceridian and is based in Minneapolis. She has responsibility for enhancing the employee experience, increasing employee engagement, and developing people and talent management strategies to bring Ceridian to the next level.

Prior to joining Ceridian, Sara most recently served as Senior Vice President, Human Resources at U.S. Bancorp, providing HR leadership for the Wealth Management and Securities Services division. Sara has worked at Fidelity Investments as Vice President of Management Effectiveness. She has also been a consultant with The HayGroup, where she led HR consulting engagements primarily in the areas of organizational effectiveness and management development.

Sara serves on the Board of Directors of the Minnesota Children’s Museum. She holds a Bachelor of Arts degree from the University of Pennsylvania and an MBA, with a concentration in HR, from Vanderbilt University.

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