The first day of Digital Disruption 2017 just came to a close – if you missed anything, catch up here with our daily recap.

Table of Contents:

  1. Welcome & Opening Keynote: Kevin Parker, CEO, HireVue
  2. Setting the Table for Disruption: Rusty Rueff, Investor and Advisor
  3. Change is Inevitable. Good Leaders Manage Change. Great Leaders Embrace It. Excellent Leaders Influence It: Michael DesMarais, Goldman Sachs; Amanda Robbins, Mattress Firm; Catalina Schveninger, Vodafone
  4. Drive Organization-Wide Adoption with Solution Immersion: Megan Goeltz, Ernst & Young
  5. Making the Grade: How Atlanta Public Schools Fill Their Pipeline with A+ Teachers: Skye Duckett, Atlanta Public Schools
  6. Groceries & Candidates On Demand: Jason Creel, Shipt
  7. The Future of Work, the People Imperative: Josh Bersin, Bersin by Deloitte

Welcome & Opening Keynote

Kevin Parker, CEO, HireVue

Kevin Parker kicked off Digital Disruption 2017 with a reflection about Park City, the city hosting the event. Some readers might know Park City to be a thriving winter ski town, others might be familiar with the world-renowned festivals held there come summer. “Park City wasn’t always that way,” Kevin Parker explained. “It started as a mining town.” The slopes now known to hold “the best snow on earth” were stripped for silver from the 1920s to the 1940s. But after WWII, mining operations ceased. By the 1960s, Park City was a down-on-its-luck town with little to look forward to. It took several visionary entrepreneurs to see that the abandoned mining equipment and existing mine shafts would be perfect for carrying skiers to the top of the Wasatch mountains. They took technology that had existed for decades and gave it a new and innovative use. The foresight of those Park City visionaries is a sharp parallel to the direction of HireVue. Cameras have existed since the early 1900s, and personal webcams were introduced in the mid 90s. Now, HireVue has delivered over 4 million video interviews – using a technology previously reserved for face-to-face video chat. “There’s a lot to learn from the largest database of interviews ever to exist,” Parker elaborated. He provided two main takeaways that HireVue gleaned over the past 12 years.

  1. Reliance on resumes is fundamentally flawed. Resumes haven’t really changed in the last 500 years – they exist because previously there was no other way to evaluate candidates without bringing them onsite.
  2. Our interviewing skills are deficient and prone to change. The bias to overestimate our own abilities, or “illusory superiority”, is present in all of us. This phenomenon is why 90% of drivers and teachers consider themselves “above average.” The same is true for interviewing. It is statistically impossible that 90% of interviewers are “above average.”

As a solution for these two problems, Parker introduces HireVue’s “Video Intelligence.” Video intelligence is, effectively, the ability to make your best decisions consistently. Here’s how video intelligence drives the hiring process:

  • It lets you look beyond the usual places for talent, improving diversity by reaching more potential candidates.
  • It significantly decreases time to hire. The best talent goes quickly; a fast hiring process is a competitive advantage.
  • It delivers a consistently high quality experience for candidates (and recruiters). Providing an experience that candidates expect and love does wonders for your employer brand.

Setting the Table for Disruption

Rusty Rueff, Investor & Advisor

In this presentation, investor and HR advisor Rusty Rueff addressed the steps necessary to effectively implement change. “To really effect change, you can’t be the second or third person at the table,” Rueff explained. “You need to get there first, and set the table.” Setting the table is a skill and an art. Rueff outlined three “courses” for change – and how to effectively implement them.

Course 1: The Change Course

The only sort of change that matters is big changes to big things. Small changes to big things is tinkering (and dangerous), while big changes to small things are irrelevant. This sort of big change is inevitably messy. Rueff outlines a five step process for driving organizational change.

  1. Compelling vision. Employees need a vision to believe in, that’s shared from the top down.
  2. What’s In It For Me? No one wants to go through change unless they see what’s in it for them.
  3. Lead the Way. Use data to find leaders most excited to lead the charge.
  4. Change the Work. Be courageous enough to change the work. (This step does not come first – you need the vision and adoption before attempting to change the way things are.)
  5. Make it Stick. This is where we put systems in place to solidify the change: rewards systems, recognition, etc.

Failure happens when you skip a step. These steps need to be “set” in order. You can’t lead the way without first laying out a vision.

Course 2: The Influence Course

Becoming influential is key to driving change. If you’re not influential, it will be difficult setting a vision and getting people on board. Rueff provides two concepts for building influence in your organization:

  • Working the Plane. Working the plane is working with other traditionally siloed departments and organizations to get things done without passing the buck. Working the plane is how you become an influencer, because you are the agent of change and brings people to work together as a team.
  • Strength in Numbers. Working the plane brings strength in numbers – each department and individual has their own strengths. Imagine what happens when they’re pulling the same direction, rather than apart.

Course 3: The Service Course

Putting yourself in service to the cause and organization involves, most importantly, yielding power to wield influence. Working the plane and leveraging the strength that comes in numbers means giving up power for influence, all for the sake of driving change in the organization. The best generals in history are not statues on the pedestal – they are the “organizers of victory” who are praised by those statues in private.

Change is Inevitable. Good Leaders Manage Change. Great Leaders Embrace It. Excellent Leaders Influence It.

Michael DesMarais, Goldman Sachs (GS); Amanda Robbins, Mattress Firm (MF); Catalina Schveninger, Vodafone (VF)

In this panel, some of the world’s largest organizations talked change management.

How many employees do you hire in a year?

GS: 11000+
MF: 3000+
VF: 20000+

What are your areas of work/challenges?

GS: The financial services industry has been going through a major transformation over the last 7 years, with new analytics and trading tech revolutionizing the way money is managed. In finances, the product is people – who will manage client’s money. Goldman Sachs isn’t hurting for applicants: they received 120k applications for 2500 openings last year. Rather, the impetus is on GS recruiters to deduct quality with a low human capacity. In order to accomplish this, GS decided as an organization the qualities they wanted to identify in the next generation of financial services employees. Leveraging 10 years worth of data, they came up with the precise qualities they wanted to make long term hiring decisions. MF: There are a lot of logistics surrounding acquisitions – with 10 acquisitions over the past 5 years, keeping branding consistent has been a struggle. Many employees hired through acquisitions are not pleased with the situation, so retention has been an issue as well. In terms of employer branding, MF has implemented a digital age hiring solution, with platforms like HireVue upending their traditional assessment provider. For retention, they’ve introduced a “stay interview” program to help acquired employees cope with the change. VF: The biggest hurdle for Vodafone was teaching other departments about employer brand, and the importance of storytelling. Now they work with marketing to tell current employee’s stories and recognize that the notion of “brand” is not exclusive to “consumer brand.”

What is the process you went through to get buy-in and get people on board?

GS: At Goldman Sachs, recruiting meant different things to different people in the organization. So they sat down as an organization, broke “recruiting” down into its component parts, and created a shared language so everyone was on the same page. After breaking it down, spelling it out, and appealing to stakeholders with data, GS has successfully eliminated on campus interviewing. Now they’ve worked with the HireVue team to humanize and personalize the video interviewing process. “HireVue provides the platform, but you as an organization need your own message to make candidates comfortable,” DesMarais concluded. MF: Mattress Firm had just recently hired a “talent brand” person – and the new marketing team built as the result of numerous acquisitions created the perfect opportunity to educate the rest of the organization on the importance of employer brand. “Think of yourself as the brand ambassadors,” Robbins concluded. “You’re not just hiring people, you’re hiring people that represent your organization.” VF: Cocreation is the name of the game at Vodafone: partnering with other people that feel strongly about employer brand to make the argument at the very top. The argument VF used is probably familiar to many in the TA space, but it is virtually unknown to most marketing departments: candidates are customers. VF fields about one million candidates each year through its ATS, so now they’re starting to look into areas where they’re losing customers from a bad candidate experience. “We saw the opportunity to use HireVue as a branding tool, showing that we’re a cool, digital company,” Schveninger concluded. “The current marketing team gets that employer brand and overall brand are not distinct – it’s all brand.”

Drive Organization-Wide Adoption with Solution Immersion

Megan Goeltz, Ernst & Young

In this session, EY showcased their innovative method for driving widespread adoption: Solution Immersion. Here’s how they do it.

Step 1: Building a Business Case

Megan Goeltz started by outlining four steps for building the best business case.

  1. Identify stakeholders, their needs, and the best sequence to engage them. Do you need buy-in at the top first, or from the bottom? Each organization is different.
  2. Create a crisp business case for each – and engage accordingly. EY used the Unilever study that showed time to hire was cut from 4 months to two weeks. External factors add credibility.
  3. After adopting, make sure you’re measuring success with the objectives you’ve outlined in the business case.
  4. After you’ve done all that, perform competitive and market intelligence.

Q: How did you bridge the gap across generations in leadership? A: We didn’t change the approach, but there had to be more handholding and preparation with those not already familiar with video interviewing. We were a little bit lucky that our Americas Chairman had already gone through video interviews.

The Exceptional Candidate Experience

Recruiting has always been a relationship driven profession. There’s a perception that video interviewing reduces the opportunities to build relationships. Part of the challenge was showcasing how video interviewing can enhance the relationship building opportunity. This was the most difficult obstacle to overcome at EY. These are the goals EY set for their candidate experience, a key part of their business case:

  • Reduce time to offer.
  • Maximize business time spent on recruiting.
  • Reduce indirect costs.
  • Maximize recruiter time spent screening and managing pipeline.

Step 2: Create the Experience

EY’s Solution Immersion engages stakeholders directly with the product. Here’s how:

  1. Create an on demand interview experience for each stakeholder group. Help them experience the digital interview.
  2. Record a welcome video – including business case highlights – showcasing why they are adopting this technology. Showcasing the champion highlighting the business case. We did not hire an outside media company to make the videos.
  3. Create “interview” questions to highlight the functionality of the solution (video response, open text, multiple choice, etc – show them what they would be interested in and use) while capturing feedback from each stakeholder. This was functionally relevant to stakeholders and the feedback offered a great way to identify potential champions (and adversaries) within the stakeholder group.

Step 3: Stakeholder Engagement

A key part of Solution Immersion involves treat stakeholder groups as though they were a candidates. This means:

  • Sending heads up emails detailing: what to expect during interview, how to prepare, how long it will take, what to wear, etc.
  • Setting a hard deadline for when responses should be received by.
  • Scheduling a live demo after the due date to highlight the experience of recruiters

At this point stakeholders have seen both the candidate side and the recruiter side, and have been fully immersed in the product. Now rinse and repeat the process with different stakeholder groups. Q: Have you had any challenges with technological capabilities in different markets? A: Not so much in the US. Lots of what we had to overcome were perceptions regarding the “impersonal” nature of video interviewing. For campuses, all of our introductions are filmed via webcam – just like how a candidate will interview. This creates a connection with the candidate and helps the university work with us. Q: What is the time investment for putting together a HireVue experience? A: We have standardized question sets that recruiters can pick from. If the recruiter records an introductory video, they just record themselves via webcam. Q: Is there a process in place to manage the video interview bank so job descriptions and interview questions are current? A: Right now we’re managing all the question sets within the platform – so recruiters are only responsible for adding the video. Then those videos are available for future use. Q: How did you measure candidate experience? A: We’ve leveraged lots of the survey information collected by HireVue (NPS, etc), we’ve also conducted separate surveys – and compared to candidates who completed live interviews.

Making the Grade: How Atlanta Public Schools Fill their Pipeline with A+ Teachers

Skye Duckett, Atlanta Public Schools (APS)

Servicing over 51,000 students, Atlanta Public Schools is a huge urban school district with a huge demand for teachers. Since their talent acquisition budget is funded by taxpayers, it operates under close scrutiny – with a recruiting staff of 1, it is critical that the most powerful electronic screening tools are used to full effect. This is the timeline of APS’ HireVue implementation:

  • 2015: Implemented new ATS for the purpose of integrating with HireVue. Piloted HireVue with poor performing schools.
  • 2016: Rolled out HireVue for all schools. As it happens, this wasn’t particularly difficult – after the successful pilot, almost all schools in the district were demanding it. APS also begins using HireVue for non-traditional roles like in-school police and HR.
  • 2017: Fully integrated HireVue into teacher selection model – now starting to build out model for HireVue Assessments.
  • Plan for 2018: Add HireVue Assessments and create teacher “ambassadors” for the product.

Part of APS’ 2020 Talent Management Strategy involves increasing the predictability of teacher selection questions and tasks. They’re working with HireVue, Gallup, and other external researchers to study the correlation between teachers selected and how much students improve over the year. Now, APS is able to target their hiring where they need it most: principals of the lowest performing schools are given access to candidates before the rest. And hiring those principals? Skye Duckett outlined Atlanta Public Schools’ new HireVue for principals:

  • Watch classroom scenarios and provide coaching to the “teacher” in the video.
  • Perform a timed writing task, writing a memo to staff about dress code.
  • Analyze a sample set of student achievement data, present findings, and propose solutions.

APS has also seen tremendous results for their non-traditional roles. When they hired an entirely new in-school police staff with HireVue, the number of student arrests plummeted by 75% (from 562 to 135). All in all, Atlanta Public Schools now identifies the top 2% of teacher, principal, and other applicants within the first six weeks. They’ve saved a total of $187k a year in travel expenses and other logistical costs associated with in-person interviewing. Duckett concluded with these three pieces of advice:

  1. Be Thoughtful in the Rollout. Make sure you have a tight integration with your ATS and have a long-term plan.
  2. Drive Adoption. Conduct focus groups and surveys to make adjustments for next year. Consider hosting events where people share their best practices.
  3. Engage Leadership. Leverage stakeholders who love the product to get leaders engaged.

Q: What questions do you ask teachers with HireVue? A: We ask lots of questions about classroom management and competence, as well as about instructional strategies. Q: How are you incorporating AI? A: We’re gathering data about teacher performance from HireVue interviews. We’ll eventually implement Assessments from this data. Q: How long are your HireVues? A: Without a lot of performance tasks, most are 20 minutes. Some principal HireVues are 45 minutes long.

Groceries and Candidates On Demand!

Jason Creel, Shipt

Shipt just passed their two-year mark and currently employ over 20,000 shoppers, all with only 5 recruiters. Here’s a look at their process before HireVue:

  • Recruiting team of 12, performing Facetime and Skype interviews.
  • Recruiters spent all day performing interviews, averaging only 6 per hour.
  • Recruiters felt “chained to their desk”, and often waited for candidates to not show up so they could use the bathroom.

As you can see, this process is entirely unscalable. Shipt needed their talent acquisition tech stack to scale quickly:

  • Recruiting team of 5, watching video interviews.
  • Recruiters watch 16 interviews per hour
  • Shipt’s system is now entirely automated, complete with an ATS autofilter and background checker – HireVue is only touchpoint recruiters have with candidates.
  • Shipt receives 300-500 interviews per day.
  • Most of the time candidates start shopping the same day they apply.

Recruiters love HireVue – they no longer feel chained to their desks and can evaluate candidates on their smartphone – no clocking in or out. Q: What sorts of questions are you asking? A: We’ve reduced the number of questions to speed up the interview process: looking for grit, consistency, and ability to solve problems. Five questions, multiple choice. Four videos. One written question. Q: Are your recruiters making the hiring decisions? A: We’re totally centralized. We don’t have city managers: we empower our recruiters to make the decision. Q: What is your attrition like? A: Given the nature of our jobs, we have a higher turnover than high salary roles. We have a lounge where shoppers can give kudos to each other for going above and beyond, as well as providing a place to vent. Shoppers that connect on this platform stay longer and are given the opportunity to talk with high-ranking members of the Shipt organization. Our average new hire now is staying longer than they were 12 months ago. Q: What do you do when candidates say they want to take another HireVue interview? A: We have a term set so candidates cannot apply after a certain term – after that, they are free to apply again.

The Future of Work, the People Imperative

Josh Bersin, Bersin by Deloitte

Most companies are going through a real change in their business model: from healthcare to retail, to manufacturing. 70% of CEOS say they are not properly equipped to adapt. But despite these innovations disrupting industries, we’re experiencing the slowest productivity growth in decades. So why is that? Whenever new tech enters our lives, individuals adapt quickly – but it takes much longer for organizations to adapt. Sometimes it takes a generation for new technologies to be utilized to their full effect. Employees are also overwhelmed. We’re in a world of never ending FOMO at work. There’s too much coming at us at one time. 40% of Americans have now reached the conclusion that having a family and successful career are mutually exclusive. We have not yet adapted to the always on social media, internet, mobile games, etc. Our attention cannot cope with the “engagement tricks” used by Google, Facebook, and other tech companies that rely on advertising and engagement. To work with these changes, organizational structure needs to become more flexible. Even if you have an organizational chart, the real way people get work done as a network of teams – we’re tribal animals who work with those physically close to us. People should work on whatever they want.

So what does this mean for recruiting?

  • Recruit people based on capabilities, not job description. Focus on agility and learning. Why things like inclusion have grown in importance.
  • There is a new need to continuously learn. Organizations need to give employees the opportunity to learn continuously on the job.
  • Careers are no longer a linear path. Employees work where they want and need to. If employers don’t provide the opportunities, top performing employees will leave for better horizons.

How do we use new technology to do a better job of assessing, sourcing, and attracting candidates?

  • 61% of business executives say: “My company does a terrible job at recruiting.”
  • Bersin expects that the recruiting (specifically the ATS) world will undergo severe disruption in two years.

What about employee experience?

  • We need to look at the employee journey and figure out what engages them in a unique way, without using cookie-cutter guidebooks and ten year old surveys.
  • Is the job itself a good fit? If not, they probably won’t have the best employee experience. No amount of quirky perks will make up for poor job fit.
  • This means creating more “points of listening”: exit surveys, pulse surveys, performance check-ins, etc.

New models of performance management do work. Of 27 companies that redesigned their process, all found overwhelmingly positive outcomes: better communications, engagement, developmental feedback, and manager happiness are just a few of these. An example: at GE, managers are quite literally taught to give people less to do. As a result, employees focus on what they want to focus on, get more done, and innovate.

The disruption of leadership:

  • We’re not promoting people into leadership nearly fast enough – by the time a traditional organization has “prepped” a star player for management, they’ve left. We need to promote people earlier.
  • We need to rethink what “leadership” is. Leaders are leaders because they have followers – they influence. Leaders don’t just tell people what to do.

On HR Tech:

As far as HR Tech is concerned, we’ve spent a lot of money ripping out and replacing old HR systems with newer, shinier ones (think Oracle to Workday). Despite all this, the employee experience hasn’t really improved. Now, small innovative software companies are going to be the future of HR. “You’ve got to be talking to IT,” Bersin concludes. “These tools are going to radically change the way things get done at work and how people spend their time. Most CHROs expect you to provide meaningful data about what you’re doing.”

Want to see these and more sessions as they become available on demand? Or tune into tomorrow’s livestream? Register here: