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Day two of the HireVue Horizon 2019 is done. If you missed something or couldn’t join us live, here are recaps of some of the day’s sessions and breakouts.
If you couldn’t join us in San Diego, you can still catch sessions and breakouts on-demand starting in October. Register now for first access.
Read up on for the recaps of select sessions from today and register to watch them later. On-demand sessions will be available in October.
Ash Winnett, Director Global Talent Acquisition, GM and Kevin Parker, CEO & Chairman of the Board, HireVue
Ash Winnett started out delivering newspapers. Today, he's the director of global talent acquisition at GM. He describes himself as a change insurgent.
During his conversation with HireVue CEO Kevin Parker, Ash outlined his love of change, of finding opportunity, of breaking things and fixing them, and how he and his team have championed using HireVue Assessments and CodeVue to disrupt both campus and internal hiring at GM as well as how he sees that continuing to evolve.
GM does a lot of campus recruiting for experienced tech and other roles. Ash shared that he sees a day when campus career fairs ultimately disappear. He looks forward to that day. He feels campus career fairs waste company dollars and students’ time.
For Ash, introducing HireVue to GM was part of breaking a campus hiring process that hadn’t changed since 1977 and putting it back together, making it smarter, faster, and more transparent, efficient, and cost-effective.
For Ash, the journey of improving the campus hiring process started with data. His team looked at the 19 universities GM was visiting. Of those only 10 really delivered actual hires.
But moving to HireVue wasn’t an overnight process. His own change insurgency wasn’t shared by others. After two years of having HireVue and not seeing any real adoption, Ash moved to ensure its use. He and his team worked hard to get buy-in and work out how to create a positive intersection between the data and the human emotion.
They started by kicking the tires themselves. Then, they invited the greater HR team to kick the tires. Eventually, the CEO also kicked the tires and because the process and tool had been vetted and refined internally, she came onboard and has become a true champion of the tool and of a more transparent hiring process.
For Ash and GM, using HireVue and CodeVue are less about saving money and more about sharing the integrity that GM values. It’s about a process that does away with giving students 5 minutes at an on-campus booth to pitch their value and letting them do so in an on-demand video and assessment anytime.
Ash also shared how HireVue has changed the internal hiring dynamic at GM as well as his plans for the future. Those plans include pushing to refine how GM assesses for behaviors. Ash said testing for the technical competence is easy, especially with CodeVue, but that GM is continuing to strive for how to even better assess for behavioral competencies and nuances.
Register for on-demand sessions and hear the full conversation between Kevin and Ash and more of the interesting insights Ash shared once sessions are available.
Sharon Sands, Partner, London, Heidrick Consulting Global Centre of Excellence Lead for Leadership Assessment, Development & Coaching, Heidrick & Struggles and Clemens Aichholzer, HireVue
Clemens kicked off the presentation with a few eye-opening statistics:
Sharon continued by introducing Heidrick & Struggles: an executive search, leadership consulting, and corporate culture consulting firm whose purpose is to change the world one leadership team at a time.
She shared that leadership and executive assessment hadn’t changed for decades. Many executive candidates are still taking pencil and paper tests. The challenge was to complement existing assessment services and disrupt traditional approaches at this level.
They worked with HireVue to develop and pilot a next-generation assessment designed to measure leadership agility. The Agile Leader Potential (ALP) tool measures:
The new leadership assessment leverages next-generation assessment modalities (video-based and game-based assessments), combines data science and proven IO Psychology, and is designed specifically for leaders. Comprised of 5 video questions and 5 game-based challenges, the assessment typically takes just 35 minutes to complete, and yields thousands of data points that give insight into candidates’ leadership potential.
Heidrick & Struggles is currently testing the assessment out with some of their clients, and are receiving great feedback from candidates so far.
With an equal focus on robust, validated psychometrics and technology, and removing bias, the assessments are also poised to make an impact on the inclusivity of global leadership teams as well.
Jason Averbook, Industry Analyst, Co-Founder and CEO, Leapgen
Jason Averbook’s keynote focused on transformation and change. He pointed out though, that technology transition is not digital transformation. That true digital transformation means bringing the digital experience people have outside of their jobs inside the company.
He pointed out that employees have better tech in their pockets than companies give them to work with on the job. And that that has to change, that companies are 10 to 15 years behind the tech curve.
He pointed out that we’re hiring “digital natives” — people who don't know what a phonebook is. He said people confuse digital and technology. Technology transition is not digital transformation. It’s just new, different technology. Transformation is change in how work happens. Transition has nothing to do with that.
He said we blame technology when it’s not adopted when in reality, it's that we didn’t think it through. And HR has to have a digital strategy that is:
You can’t start with technology, you have to start with mindset, people, and process. And your strategy has to be holistic.
He encouraged attendees to use a vision map that outlines what they’re vision is and includes a vision statement, principles, attributes of those principles, and a measure of success. He pointed out that “go live” is not a valid measure of success — or, at least, shouldn’t be. It should be “go begin” — that's when you can start realizing value.
He encouraged the audience to answer the question, “what do we want to be great at versus what we just want to be good at.” For instance, payroll is okay to be good at, but you can’t be 101% accurate at it. So you can’t be great at it. Instead of trying to be great at payroll, have that strategy and drive engagement and not “enragement.”
Bad digital experiences drive “enragement.” To make great digital experiences, HR needs to use personas to understand how their people work and how they feel. Knowing how people feel lets you understand where people have “experience breakdowns.” It helps you understand and predict where enragement happens.
An example of "enragement” is when an employee types in “I’m moving” and can’t find how to change their address, because, in the company system, it's called “change of address,” which doesn’t mean anything to the employee. That's a failure in design. That big shift was on — designing for HR to designing for the people in our organizations.
He pointed out that we need to design and map journeys not processes. The journey is how people feel compared to the process, which is how something flows. The process might work fine, but if the person feels bad, it’s not working.
Bottomline of Jason’s keynote: align HR to the world we live in today — a world of digital natives. Make employee interactions Amazon-like. Provide experiences not transactions or processes.
Register for on-demand sessions and hear Jason’s full keynote.
Donna Wright, Senior Manager, Military & Diversity Sourcing Strategy, T-Mobile
To Donna Wright, recruiting comes with incredible power and responsibility. It’s the opportunity to give people a job — and potentially change their life.
At T-Mobile, diversity isn’t a numbers game. And while she explains, “you shouldn’t need to make a ‘business case’ for diversity.” Donna shared some statistics regardless. Namely, diverse companies are 35% more likely to be more profitable than their less diverse peers and 19% more likely when you have more women in management.
The focus of her session was around representation. Representation matters — people need to be able to see themselves in your imagery and the ranks of your leadership. Donna illustrated this with the first page of Google image results for grandmothers, grandfathers, and managers: all of which were predominantly white, and, in the managers’ case, male.
She shared 4 steps to attain and retain diverse talent:
Donna also recommended including video interviewing, because, when you set the proper expectations, professional candidates thrive, while hiring managers can evaluate 7x more candidates — empower you to cast a wider net.
Sheryl Falk, Co-Leader, Global Privacy & Data Security, Winston & Strawn LLP, Winston & Strawn LLP
This was a breakout jam-packed with data, so make sure to register for the Horizon on-demand sessions to watch the whole presentation.
There are a huge number of laws and regulations emerging today. Sheryl Falk touched on international privacy law (GDPR, and others), US privacy laws (such as Illinois’ Artificial Intelligence in Video Interviewing Act), and the nuances surrounding all of them.
Despite the rapidly evolving legal landscape, emerging technology is still ahead of the law. Sheryl’s focus was on preparing for the laws of the future.
These are the steps she recommended to take now:
Hayden Kornblut, Head of US University Relations, Kraft Heinz; Krista Lamkeym, Manager, Talent Attraction Technology and Operations, Grant Thornton Canada; Malika Albejawi, Baker Hughes
This panel discussion touched on approaches to up the campus hiring and the different companies are approaching a changing student population and hiring reality.
When asked how candidate recruitment has changed in the last few years? Panelist responses included that they’re seeing a change in what students want or don't know what they want. There’s uncertainty about what to do with the rest of their lives.
Kraft’s solution is to provide them with a variety of experiences — letting them dabble in internships and training programs in experiential and/or classroom-based experiences.
Panelists also shared that candidates have a lot of options today. And the questions students ask are changing. Students want to know more about the company’s values and mission and where they — the students — can make a difference. The lure of a huge international company isn’t a major selling point more recently. Students are entrepreneurs in some cases and want to make an impact, not just work for a big name.
Students also want to know how companies are staying abreast of current technologies.
When asked what they’re seeing as they stay in touch with candidates through the process, panelists shared that the questions students ask change from the time they meet the candidates to the time they’re ready to onboard.
When asked how they address challenges as candidates come in, panelists shared that one innovation is to sell on culture. They showcase actual employees' experiences. Grant Thornton is using 360 virtual reality experiences for students where a series of videos share stories from potential colleagues worldwide. The VR videos give students a feel for what colleagues do to thrive and how they’re supported in their work journeys.
These companies are also using digital interview experience to engage earlier in students’ university careers. Grant Thornton and Baker Hughes do workshops where candidates take simulated video interviews to get familiar with the process. This gets their brand out there too.
Grant Thornton calls them “mock digitals.” With their program, they give feedback to students in a live setting as to how they did in the video interview and what they might do better. This gives students a leg up during actual recruitment.
Kraft Heinz created a virtual speaker series. Every other week, different business leaders talk about Kraft Heinz. The series encourages students to think of Kraft Heinz as an employer of choice and exposes them to the wide variety of roles available. Speakers don’t talk about actual roles, but how the candidates can excel as they apply for jobs. This approach creates a contact between the company and later prospective candidates.
Grant Thornton hosts office visits where students can apply via HireVue to come in and spend a half days with the team. They get to network, get to know the culture, which leads to early offers and early engagement in the competition for talent.
And what’s the next big thing in campus hiring for the panelists?
All agreed here that there’s a lot going on in the space and video and virtual-/remote-based recruiting will become standard for campus recruiting. Game-based assessments will also continue to grow. These will all facilitate relationship-based recruiting and not touchless recruiting. They will facilitate the end of career fairs going away and the rise of more interpersonal interactions. With AI, they’ll be used to assess candidates faster and get to a human interview sooner.
They all agreed that their companies want to connect with students years before they’re actually in the workforce.
Steven Holmes, Technology Strategy Leader, Koch Talent Solutions, Koch Industries
Koch is huge with brands that include Georgia Pacific, Molex, Matador Cattle Company, and 9 others. The company has more than 120,000 employees in 60 countries. It’s always looking for employees who meet the companies guiding principles. Their very recruiting process is built on those principles.
But at Koch, like many companies, things have had to transform — partly by choice and partly to keep up. When Steve started at Koch, a Rolodex, analog phones, filing cabinets, and fax machines were in use. That world doesn’t exist anymore. And recruiting has changed almost as much as the tools used to connect with and keep track of candidates and information.
Before its own transformation, Koch had different recruiters in each of it’s 12 companies — often competing with each other for the same talent. Jobs span from cowboys to robotics engineers. And from entry-level roles to those filled by PhD's. It’s a lot of management and it has to be managed worldwide.
To stem the complexity, Steve is taking Koch to a future vision with:
To support its recruitment transformation Koch is investing in:
With the HireVue platform, Koch trains hiring managers, recruiters, and candidates on the value of the platform and to help drive adoption. A fun, engaging welcome video recorded by one of the Koch recruiters introduces candidates to Koch and the HireVue OnDemand interview process. It also helps ease candidates’ into the video interview by sharing tips on how to optimize their experience.
Koch uses analytics provided by HireVue to understand their candidates and how they’re using the video interview process — most are doing interviews on their phones after business hours.
Their adoption rate for HireVue is good across the business and their experimenting with AI to see where else they can apply HireVue across the business.
Steve shared other learnings that Koch has found valuable through its transformation journey with attendees. One key learning is that, for Koch, support from senior leadership was key in helping drive adoption for the HireVue platform.
Josh Steward, Vice President, Director Talent Programs and Accessibility, PNC; Shelton Banks, CEO, re:work training; Erin Kap, HR Talent Acquisition Portfolio Manager, Intermountain Healthcare
In this panel, three HireVue customers shared the incredible, innovate ways they’re using video interviewing.
Josh Steward, Vice President, Director Talent Programs and Accessibility, PNC:
Josh shared the details around PNC’s innovative approach to interviewing candidates who are deaf and hard of hearing. While it is very common in on-demand interviews to see recordings of employees asking the questions, the typical approach for accessibility with these is to include closed captioning.
PNC took it a step further, partnering with internal employees who were fluent in ASL. Since PNC specifically partners with deaf and hard of hearing schools, they built a specific interview template designed to give them a great experience.
To evaluate the interviews, they’ve partnered with interpreters who understand PNC’s culture, and banking more generally, and have them come onsite to interpret interviews in batches.
Josh shared this specific bit of feedback from a deaf candidate:
“Really liked how I felt in control of the whole interview process with this approach. I would definitely pick this approach over other traditional methods, which might require an interpreter.” - ASL Candidate
He also shared this advice:
Shelton Banks, CEO, re:work training:
Re:work provides an 8-week sales training program to get diverse talent qualified for tech roles. Graduates of the program typically see their annual salaries skyrocket, from $19k a year to $53k a year on average.
It’s no surprise, then, that they have a huge number of people who want to be part of the program (the training is paid as well). Re:work is leveraging HireVue’s AI-driven assessments to identify candidates with the highest potential, and those who are most receptive to feedback and have a growth mindset.
Shelton shared that the candidates who score the lowest on their assessment are typically the hardest to place once they graduate. On the other hand, candidates with mid-level scores show some of the best growth, and are easier to place.
Interestingly, Sheldon shared, members of the program are invited to retake their HireVue Assessment after Week 4 of the program, after they are taught how to interview and explain their skills. Candidates with mid-level scores usually increase their scores by an average of 20% - the program works!
Erin Kap, HR Talent Acquisition Portfolio Manager, Intermountain Healthcare:
Erin Kap of Intermountain Healthcare shared how they are using HireVue for executive recruiting.
They realized they needed to use a solution like on-demand interviewing when backfilling their Chief Nursing Officer role. Over 40 people wanted to be part of the selection process, and it was clear that they all had something to bring to the table. Naturally, it would be unrealistic to expect C-level nursing candidates to run a gauntlet of 40 interviews.
Instead, they gave their candidates the opportunity to take a HireVue OnDemand interview. Recruiters would give each candidate a prep call so they still received that critical personal touch, and every candidate was receptive to the opportunity, completed their interview, and reported that it was a great experience.
Jamie Lee Curtis, Actress, Author, and Activist
Jamie Lee Curtis shared a series of eclectic, thoughtful, and inspiring stories around her life, and life philosophy.
“Everyone is a mosaic,” she said. “We are all little tiny pieces of things that have combined to make us who we are.”
And that means we have to accept things that we have no control over, like our genetics.
So what can we change? Our minds, our attitudes, our locations, our friends, lanes, and style. And we can change the degree of kindness and generosity we show other people.
She urged everyone to embrace self-reflection, and the willingness to change themselves. “When ideas go unexamined for a long time, they become mythological and powerful,” she said. Don’t become calcified. Therapy, she said, can also be helpful to this end.
Her approach is to work hard, study hard, and read. She revealed that she never thought she would do one thing she has done. It’s important to stay open to opportunities as they arise.
Her final nugget? Learn to live wisely and love well.