I have people skills

When I joined SuccessFactors in 2004, software enabled talent management processes were not brand new but they still had that new car smell. The biggest challenge we faced implementing the software was helping enterprise customers understand that a software-enabled process does not look the same as a paper-based one. HR did not need to have a formal step in the process, the way they would review stacks of paper performance evaluations, when they could simply run a report against the content and perform their compliance analysis more thoroughly and efficiently by leveraging the software. Managers did not need formal training on the process and workflow when the software provided a clear visual roadmap of what to do and what happened next. Many organizations and HR teams struggled to adapt and required we bend over backwards to enable the software in a way that most accurately represented their paper-based process. This didn't work well in the long run and the customers who had insisted on software to replicate the paper process revisited those decisions and moved to processes which made sense given the technology.  Over the last 8 years this became less of a challenge as adoption of software-enabled talent management became the standard. Does anyone still use paper? Talent management software customers today understand that when it comes to performance reviews, goal alignment and succession planning, software can do much of the legacy administrative work allowing HR to focus on adding value to the process, not manually enabling it.

9 years later I am struck by how much the interviewing process of today looks like performance management in 2004. Digital interviewing is not brand new. Most enterprise customers have heard of it if not already taken it for a test drive. The biggest opportunity we approach today is helping customers drive adoption. The core challenge, like performance management in 2004, is that recruiting teams haven't fully embraced the power of the technology. The conversations of today are focused on adding the digital interview to an existing manual process. Recruiters are clinging to their phones and phone screening candidates the way HR once held onto their stacks of performance reviews. It reminds me of this scene from Office Space "Well, well look. I already told you: I deal with the xxx xxxx customers (or candidates) so the engineers don't have to. I have people skills; I am good at dealing with people. Can't you understand that?". The HireVue platform and the digital screening, interviewing and selection process is the technology that can drive a different conversation for recruiting teams - one that is focused more on improving quality of hire, time to productivity and facilitating value add conversations with hiring managers and leadership. Recruiting is ready to move beyond just manually enabling a process to happen with phone screening. Driving adoption of digital interviewing and fully enabling the value proposition will require recruiters, talent acquisition leaders and hiring managers to embrace a new process and welcome the digital interviewing revolution. Some recruiters will get it. Others will find themselves a few years from now in the basement looking for their staplers and trying to catch up.  Which side are you on?

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