A Climate of Disruption


Mark Newman 

As HireVue’s Founder and CEO, Mark Newman introduced the world to HireVue’s innovative Talent Interaction Platform™ and On Demand Interviews™, improving the job interview experience and helping businesses more efficiently identify, engage, and hire top talent. HireVue’s solutions have provided services in more than 150 countries to organizations ranging from emerging growth companies to 20 of the Fortune 100, and been named a Human Resource Executive magazine Top HR Product in 2009, 2011 and 2012.

Newman began developing the concepts for HireVue’s solutions as an undergraduate at Westminster College where he earned his bachelor’s degree in International Business and later received a master’s degree in Finance from the University of Utah. As a premier thought leader in the digital interviewing industry and an entrepreneur, his personal and business philosophies are frequently sought after and published by different media outlets, including Inc., Techcrunch, and Workforce Management, among others. Recently he was recognized as a “2012 Workforce Game Changer” by Workforce Management magazine and as a member of the “2013 30 under 30” by Inc. magazine.

Webinar Transcript

Male Voice: As HireVue's founder and CEO, Mark Newman introduced the world to HireVue's innovative talent interaction platform and on-demand interviews, improving the job interview experience and helping businesses more efficiently identify, engage, and hire top talent. HireVue's solutions have provided services in more than 150 countries to organizations ranging from emerging growth companies to 20 of the Fortune 100, and been named a Human Resource Executive Magazine Top HR Product in 2009, 2011 and 2012. Newman began developing the concepts for HireVue's solutions as an undergraduate at Westminster College where he earned his Bachelor's degree in International Business, and later received a Master's degree in Finance from the University of Utah. As a premier thought leader in the digital interviewing industry and an entrepreneur, his personal and business philosophies are frequently sought after and published by different media outlets including, Uniq, TechCrunch and Workforce Management, among others.

Now, please welcome to Elevate 2015, keynote speaker and co-host, Mark Newman.

Mark: Hi there everyone, and thank you for going through today, and for Elevate 2015. We've had just a wonderful event pulling everyone together, leading thought leaders inside of the HR technology space, and human capital space. And people that are really thinking about what's next for all of us as professionals and leaders inside of this great market, doing really important work around how to build the best teams in the world. My name is Mark Newman, I'm founder and CEO of HireVue. I've been fortunate to be able to work on HireVue over the last 11 years and wrap today's event. So we're going to discuss today around this idea of the climate of disruption.

I'm going to take this opportunity to have this be an encompassing discussion around all the various sessions that you did see today, and what we're going on, and how all us as talented professionals are operating in an environment of massive change and rapid change. In fact, just today, the Executive Chairman of Cisco Systems, John Chambers, said to a big, giant group of Fortune 500 CEOs, "Forty percent of you won't exist in the next 10 years. So look to your left, look to your right and figure out who that is." Each one of us as talented professionals are dealing with new sorts of challenges, new sorts of opportunities, and more importantly just the chance to do something different, and to do something great inside of your organizations that really helps people leapfrog ahead.

So I'm going to spend a few minutes kind of going through our thoughts and views and what we're seeing. I'd love to just open up a discussion online through our Twitter channels, Facebook channels, or whatever it might be, with HireVue or with anyone involved in Elevate 2015.But most importantly I want you to go back tomorrow to what you're doing every single day, and how you're thinking about it, and just thinking differently. Doing something differently, trying something differently, being comfortable with taking a chance. Because if you're not growing, you're dying. If you take a chance and take advantage of this idea of... Right now there is a lot of disruption going on. I think you'll be really happy with the result.

Quick background on HireVue as we get going here, HireVue is the leading provider of team acceleration software inside of today's talent market. What our core idea is, "How do you build and coach the world's best teams? And how you do that through video, mobile, and analytics?" It's frankly a lot of fun. I actually spent 11 years my life building HireVue. When we first started HireVue this idea of doing job interviews through webcams instead of... "Let's do it through the Internet. It'll be fantastic and let's tell their story and demonstrate their ability to work, and do it through these things called webcams." We've shipped thousands of webcams over the years, tens of thousands of webcams over the years. [inaudible 00:03:46].

But in today's era frankly, our business... Our marker was disrupted starting in 2012 when the iPad finally had a front facing camera, to today where mobile phones with cameras on are ubiquitous, and everyone has them, and everyone uses them. We're taking advantage of the power of mobile, and video, and deep learning analytics to help companies build and coach the world's best teams.

So let's step back for one second to talk about the effects and how we look at the world today around this climate of disruption that's happening. This goes from small businesses to large enterprises where technology is being infused, and digitization is being infused into every single possible new business process and business process there is. In terms of back-office work, in terms of how you manage your accounts, and do your forecast and budgeting, and everything about that, to how you build your teams around the interview, the selection, and assessment, and analytics, to how you service customers, both online and off-line, and omni-channel, to how you order car services, or taxis, or whatever it might be, using services like Uber and Lift, to how we book our travel.

I mean, the other day I was heading to the airport on short notice, and I booked my flight literally through my mobile device, and I realized just how much I love that. Now I book all my flights through my cellphone or my smartphone, it's fantastic. What this is causing is that every organization before who thought they weren't digital is digital. Every organization now is a digital organization that just so happens to do X. It just so happens to be in manufacturing.

It just so happens to build goods. It just so happens to be a sales organization. It just so happens to deliver software. If you don't think you're a digital organization, you need to understand that you are. Everyone is, and everyone has to be thinking differently about that, thinking digital first and then how we serve our customers better. We are a digital organization, and we just so happen to do this.

What's driving a lot of this are a couple of things, as it relates to talent and interrelates to people. So first is an increased speed of demand. At a certain point in time, jobs could be filled in a certain process, or a certain time frame, or whatever it might be. There wasn't an urgency behind it all. You might have had to staff up for a holiday season, but a few years ago you might have hired 10,000 people if you're a big retailer. In this era, you see organization like Amazon saying they're hiring 100,000 000 people for the holidays.

Macy's are hiring 60,000, and everything going about it. If you're in the technology organization, you have to get your engineers in. If you're in the sales organization, you have to get your reps in. Executives are demanding better, faster, stronger, and they want it all in mail. So simply put, organizations and businesses and every industry are moving at an unprecedented pace, quarter by quarter, year by year, to survive, and to fight, and to live another day. That's driving everything to everyone to do things differently.

Inside of HR technology, if you think about it, we've gone through three big generational shifts of technology in this side of the space. In the mid-1970s, the first innovators came to the table and said, "Have I got an interesting solution for you. You don't know when people show up for work or how much you should pay them." HR leaders and CFOs said, "You're right. How do you solve it?" The big innovation was, "Well, we have this thing called the time card and attendance machine. It's awesome." Then people said, "That is awesome." The next thing you know, it's a 10-year cycle of deploying time card and attendance machines being a big giant innovation.

In the mid-80s leaders, organizations like PeopleSoft, J.D. Edwards, and Lawson, and groups like that came to the table, saying, "If you've got a problem on your hands, you have filing cabinet and boxes filled with time card and attendance records, what are you going to do about it?" People were like, "I have no idea what I'm going to do about it." "Tell you what, we're going to put this things called a computer, and it's going to be fantastic." People were like, "That is going to fantastic. You can put payroll, and benefits, and all sorts of fun things on this computer." People said, "Yes, let's do it."

So from the mid-80s to the late 90s, the big generational shift was deploying HRIS systems and ERP systems to try to bring digitization to certain records inside of the organization. Then the late 90s, the next generation of innovators came to the table and said, "Well, how do you take all of these processes that you do, like how people apply for jobs, and do performance reviews, and problems like that, and do that in the era of the Internet?" They said, "We have no idea." "Well, tell you what, we're going to put it on this thing called the Internet, and it's going to be fantastic." The reaction was, "That is going to be fantastic." So [inaudible 00:08:12] and groups like that jumped to the forefront of how you learn, how you apply, how you do performance reviews, and how you go about this whole path. From the late 90s to frankly today, they've had a 10, 15-year adoption cycle to do all of this.

What we believe at HireVue and what we're seeing is we're at the dawn of the next era of digitization inside of HR technology, in talent management and everything about it. This next cycle is we're going to require organizations to move faster, to move smarter, and to build stronger teams. It isn't about transactional processing, and transactional scales. It's about interaction scales, about empowerment of teams, empowerment of who people are and what they're about. The cycle is moving fast, it's moving incredibly fast. We're seeing a massive increase in adoption of new technologies, whether it's our world inside of talent interaction, team acceleration, whether it's in organizations to dealing new ways around performance management, or getting rid of the performance review doing that, whether it's small businesses adopting great systems like Bamboo HR and organizations like that.

It's moving faster, and we have to have that new mentality as talent professionals. The second part of all of this is that there's another dynamic that's causing us all sorts of headaches. But more importantly we have to be thinking about it as an opportunity. This is the idea of the blended team. If you think about our traditional mindset as talent leaders, we think about bringing employees into our organization. The traditional software providers inside of the HR ecosystem thought about bringing in employees to your organization.

But if you talk to your CTO, to your head of sales, or any business leader inside of your business as we all try to serve our customers, all they think about is their team. They don't care about if it's an employee, or contractor, a consultant, a freelancer, or whatever it might be. In an era of the Affordable Care Act, and freelance work, and independent contractor status, and everything you might think about, I believe we're actually in the Golden Age of free agency, and free agency of the worker, not just an employee. In a lot of cases now that you actually see this dynamic, where someone might have a day job and then spend another 20 or 30 hours a week building their own business, doing their own start-up, driving for Uber, whatever it might be. Whether it's to help make ends meet, or just because they love work and they love having a dynamicism of what they like to do.

So as you think about what this means for each one of us is, as you think about your work with your own business leaders, you have to change your mind set to not just be about employees, but actually it's about the team. The team could be any type of worker with any type of background. I think the next generation of leading-edge talent leaders will be hyper focused on this dynamic of, "How do we build the world's best team, and do it with all sorts of different types of workers? What it the outcome, or the end in mind, that we're trying to accomplish? Then how do we support that effort? How do we support our employee base and team members? How do we support the consultants who have been around the organization, the contractors, the temporary workers? Where could we be additive around trying to solve certain projects with freelance help, and having this dynamicism going up and down, and moving the whole organization all around, and being the talent leader with the finger on your pulse of all of that?"

This is a huge opportunity, not only for talent leaders, but a huge opportunity for talent leaders that want to adopt the technology strategy with tools that support all of this. We think it's a really exciting trend right now inside of the market. Third, and this is just... Frankly, we talked about every organization is a digital organization, but this is the biggest opportunity for change inside of the talent ecosystem, this idea of digital transformation. It's a top priority for almost every executive in every single industry.

It's the use of digital technology across mobile, video, big data cloud, and everything about to modernize the way we connect with our customers, the way we work with our team members, the way we run our business operations, and how we build and manage the lifeblood of our companies, and how we procure services of our own, how we do our own work, and everything about it. The traditional processes in terms of how we did this, whether it was how we did our performance reviews, how we built our team, how we did recruiting, how we did whatever it might be, aren't keeping up. Ultimately, your candidates are your customers, whether you're in a consumer organization or a business organization. They can be your decision-makers, your buyers, your influencers, your adopters, or whatever it might be, as they go about their career search. When you're an individual, and you understand that the career search, and job interview, and the process of going and looking for a new job is a life-changing experience.

It could be for upward mobility. It could be for a new opportunity, whatever it is. That candidate of today goes deep. They go to Glassdoor, they figure out what they want to do. Just as much as a buying decision is already 70% to 80% complete before someone walks into a store, before someone purchases or buys whatever it might be, it's no different in recruiting.

It's no different in the job search. So 70% of that decision is already done when looking through your online presence, and what people are saying about the organization, and asking their friends and getting to know them and everything about it. So recruiting in the talent organization of the future is the tip of the spear of any organization out there. If your organization is going through digital transformation, recruiting needs to be on the tip of that. If you think about it, the team and the way that you built the team for the last 50 years, if you're trying to survive as a business for the next 50 years and you can't rely on how you've done things for the last 50 years, how can you stand in front of your CEO and say, "We should be building our teams the same way."

This is echoed constantly in the market, constantly. I mentioned John Chambers earlier today, he's a great technology leader, and all sorts of people like that. But one in three senior executives think digital transformation has become a matter of survival, and this is critical to each one of us to keep in mind as we're building our talent strategies for the future. So as we look at it, what is today's reality, and what are some key strategies, some key opportunities that we can maximize and go after today to address these issues? Everyone knows... "Alright, great. Our CEOs are saying we have to go digital. Our CEOs, we have to move faster. CEOs have to just say that we have to do this."

Well, let's talk about some fundamental truths that we've uncovered, that we look at across the entire landscape of HR technology and talent technology, and as part of the presenters, the cast of [inaudible 00:15:03] Elevate 2015 to figure out some key strategies around how we go about doing this and addressing this. First, it's understanding and thinking about how we can not focus and spend time on the wrong things. People, at their essence and their core, and their basic idea, are stories, and experiences, and ideas, and passions. Whether they're on your team or potentially coming to your team, whether it's you, whether it's me. Not a single one of us is represented by a resume, a profile, a form, a job, you name it.

We're stories, and ideas, and passions, and engagement, and opportunities, and you name it, all the goodness of what it means to be human. Yet everything that we've done inside of talent organizations, inside of talent technology, has been to take away what is the essence of being human in the first-place and trying to get to the essence of efficiency. New technologies, HireVue's included in that, run using mobile, and video, and everything about it. But whether it's Marcus Buckingham's group with the idea of strengths finder and focusing on standing out and doing check-ins instead of performance reviews and everything about that, it's all about the idea of empowering the human being, empowering the person in the organization and saying, "You know what, world? You're way more than what we try to condense you down to."

So first and foremost, realize and recognize that people aren't resumes, profiles, or forms. You wouldn't want to have a decision made about you based on that, and no one on your team or around you wants to do the same. So let's first figure out how we bring scale to interactions, bring scale to this. What you'll find is that by giving people a shot, whether they're internal on the team and they just get to be able to actually talk about who they are, what their interests are, and what they want to do, or when they were thinking of your organization. You will fix the engagement issue, that is a crisis inside of organizations today. You'll fix your turnover issue. You'll have a great, empowered team. You're going to become a leading class employer, and best place to work.

Second, what we have lost is this idea of focusing on the team leaders. Ultimately we say, well, the strategy drives results. We have our business metrics. We have the outcomes we're going for. Our people are going to deliver and everything about it. Here's the process, and we inflict it on the team leader. But we need to empower the team leader. If you think about it, the core job of the leader is to coach and develop their team. Yet are we giving them the tools and the support and the program to actually learn how to coach and development their team? Recently, corporate executive board did a lot of research around this exact thing, where the workers and the members of the team crave feedback, and coaching, and development.

Yet, what managers rate themselves when they do an individualized survey about themselves, a self-reflective assessment, what the managers rate themselves as being worst at, the worst thing that they're absolutely worst at in their entire work is their ability to coach and develop the people. They can drive results, they can go close deals, they can achieve goals, achieve objectives, accomplish structures, whatever it might be. But they feel inept when it comes to coaching and developing their teams. So how, we as talent professionals and talent leaders work on supporting team leaders?

How do we help them get comfortable actually interviewing and hiring people? How we get them comfortable coaching and developing people? If you look at your organization, how many first-time managers do you have? How many first time leaders do you have? How many leaders do you have that have been leading teams for 20 years that, frankly, just need a reset in their career? And it's this opportunity as talent professionals, as a new way of thinking and a new age of thinking, to go after and say, "You know what? How do we support you into doing this?"

So think about this in regards to, not, "Are we delivering compliance training around interviewing?" But, "How do we get comfortable, how do we get managers comfortable selecting people to build the best team that they possibly can? How do we help them understand what they're looking for and what they're not looking for?" And doing it in a way that's inoffensive, and not saying, "This is how the company does it?" When it comes to managing performance on their team, how do we teach them to have very crucial conversations that are engaging, that are understanding? Because the worker of today is craving feedback. How do we empower them to be that coach and that developer of talent? So your organization becomes a development organization, not just that people feel like they left better than when they came in. How do you support them in terms of becoming better coaches?

How do you give them an understanding of the people on their team to guide them in coaching so to get them more comfortable? So as you think about strategies, think about it as, "How do we support the team leader to do all of this?" So what we want to be doing, and how we want to be thinking about this is that if we don't address this and go after it, we're going to keep seeing junk and crap like this out in the market. So the headwinds that we have today in terms of how we're going after this is right in front of us. So it's just in Harvard Business Review, it's just on the Internal Professional magazine, there was all this kinds of various places, how do we rethink and re-frame how we do our work?

It's not about talking about compensation and benefits, and complaining about those various things. It's around how do we drive results through effective compensation programs? How do we empower our workers? How do we drive engagement through making sure that they feel like they're totally taken care of by the organization and empowered to do their best work? This is causing their own issues by not supporting the team leaders, by not doing those kind of various things.

Only 5% of their businesses rate their organization's HR performance as excellent. This is just unfortunate. So we want to go through some other ideas here around a new way forward to the path, going forward on solving it. So first and foremost, as you think about this new approach, we've touched on a little bit here around the idea of empowering your team leaders, and about understanding that people aren't resumes, profiles, forms, or anything like that.

So how do you operate in terms of not just saying, "All right, here's tools that are out there for us, and here's where we changed these processes. But more importantly, how do we change our mindset around how to support these various things?" So when done properly as a team, the talent organization can drive their organization to do three things. One, move faster. Two, improve performance. Three, improve the experience. The way that that happens is first, by moving faster and saying, "Listen," just in the recruiting context, "we are the tip of the spear of our organization. We are the tip of the spear of building the next generation of our workforce, next generation of our team." So how do we do this?

If we're trying to be an innovative digital organization, we have an innovative digital way around building our teams, and we move faster. Ninety-day rec time to fill? Nice try. We're doing it in 15 days. And operating with the mentality of aggressiveness and operating with the mentality of speed and using tools like HireVue, and Bamboo, and Greenhouse, and various organizations out there to do things and move faster in that regard. The second part is around improving performance. This is the utopia of thinking of what effect talent organizations can have on it.

But there's actually a really simple way of doing this, around boosting the importance of the organization. For people that are coming into the organization, just bring structure and standardization in the process. The first thing we say is go, "Of course, that's what you want to do, right? Of course that's what you want to do in terms of how we do all of this." But it's simple things like just having people ask everyone the same questions, having a structure and having a system like a digital interviewing system to go through all of that. When you're trying to do performance reviews, not just giving them the page thing that you have to type in, and here's your pluses and here's your minuses.

But doing tools using check-ins and programs like that to kind of do things differently. Then an awesome experience, if you're going to be tip of the spear of the organization, you have to deliver an interview experience to represent the brand experience you're trying to create, as to have a self-service experience that represents the brand experience and what you're trying to be as an organization. You have to constantly be thinking about, "If our team members on our team were expected to be digital and expected to be innovative, how could everything that they have to do internally be archaic?" How can we be a representation of that to the candidates we're trying to bring in and say, "We're going to bring you in the same old way we have for the next 50 years. But come on in and be part of the organization. It's going to be different for the next 50 years."

It just doesn't work. So talent leader [inaudible 00:24:03] moving faster, boosting performance and delivering awesome experience. So how do we do this? First, going back to the idea of focusing on the team leader, we have to empower leaders to build. It's as simple as that. Store openings, I'll show you a couple of these cases and examples, they need to be done in days, not months, and moving faster doing all of that. [Inaudible 00:24:29] one of the fastest moving, most highly efficient, effective organizations out there in terms of opening up their footprint.

Zara is another group like that. Chipotle is another group like that. These organizations who have talent leaders of tomorrow are the organizations that are demonstrating the opportunity to move faster and to excel at performance on here. I touched on this briefly already, but the idea is how do you draw improved performance in the business, revenue, profits, growth, and everything about it? The interesting dynamic, if you think about the customer experience, is that your customer experience is a function of the difference between your top performer and your lowest performer.

The variance in your customer experience is the difference between your top performer and your lowest performer. Because if you think about it, you say you have a great salesperson yet a bad support organization, or a great support organization and a bad sales organization, or a great manager but a bad floor team, or whatever it might be, the customer knows it. Every single time someone interacts with your organization, they need to have a consistent experience with a consistent set of expectations, consistent quality of person in terms of who they're dealing with. So we kind of think of this concept as how do you bring things to be, first off, tighter and have a more consistent experience behind all that, and then how do you move it righter in terms of improving the overall experience? The way talent leaders are doing this is having consistent programs around bringing in the teams, consistent programs around building teams, consistent programs around coaching teams, and then understanding the baseline, and then moving it to the right.

And then lastly, you've moved faster, you have a tighter and righter team. Now how do you deliver an experience to the customer that people are begging for, and expecting, frankly, in their personal life that you have to now integrate into your work life? Organizations... You know, we'll use HireVue as an example here, but there's many other great talent organizations like this, are delivering using this version of net promoter [inaudible 00:26:43] experience in the 70s. This is like Apple, and Amazon, and Nordstrom, and other groups like that. When the traditional evaluation of HCM software, payroll systems, ERP, [inaudible 00:26:53] is a -35.

What this means is that you take your... Whenever people get rated on that 1 to 10 scale, on a 1 to 10 rating, would you use this again and would you recommend this to a friend? The 9s and 10s are positives. The middles and neutral, and the 5s and below are detractors. What this means is that your traditional technology landscape that you use inside of your organization has 4X the number of detractors as it does promoters or, frankly, it may not have any promoters and just has neutral and detractors. But there's this opportunity as you think about your new technology strategy inside of your talent organization to do something that helps to move the business faster, that helps drive the organization and be more aligned and more importantly, serve an experience that people love. I mean, we think that this is really an exciting time.

So let's see acceleration and action in terms of what we see as organizations doing very interesting things when it comes to talent. I touched on this already, but one is Under Armour. They've empowered their store managers to build the best teams possible. They have an HR organization that's one of the most actualized HR talent organizations I've ever seen. They're an organization built about being the most badass brand on the planet. They're hyper-aggressive around hiring the best people, and they're hyper-aggressive around developing the world's best teams to build a retail brand and a lifestyle brand and in a competitive, like athletic folks brand that wins.

So first they go digital for all hires, whether that's using a new talent management system, using tools like HireVue, or what have you. But what they've ended up being able to do is cut time to fill by 35%, and they open stores in two days now. This is what people like Troy Anderson who runs HR operations for them inside of their talent organization now do to win. That mentality is a winner's mentality about how to have our leaders absolutely love their talent organization, and were super excited to see results like this. Second, Houghton Mifflin Harcourt. Each one of us might be familiar with Houghton Mifflin based on the school books we used to have or a lot of the different hardback books that we've used over the years in terms of education, training, corporate materials, individual reading, everything about that.

If there is one organization that is being forced to go through a digital transformation, it's anyone with publishing in their company type, or background, or history. So Houghton Mifflin has been going through a digital transformation of epic proportions. For them it has been a massive matter of survival. Their talent organization and talent leadership said, "You know what? Let's go ahead and figure out how we serve that head of sales, not in a way that's HR or talent driven, but in terms of how we're focused first on the digital transformation and survival of this business. This required a tremendous amount of change.

This required the turn over, essentially, of their sales organization. This required rethinking how we bring them in, how we train them, how we develop them. What happened was, what was fascinating here, was the head of sales of the entire organization contacted us to talk about what are the innovative ways that their talent organization has supported them. What ended up coming out wasn't just, "Hey, here's how we interviewed [inaudible 00:30:24]. Here's how we train them better. Here's how we coach them better." And whatever it might be.

It's like, here's what this meant and why I love our talent leader. The team that we brought in compared to the team we had before, 100% of the new inside reps hit quota. This drove $75 million in additional revenue. We had a 60% reduction in sales turnover, and not only that, we fill this team 50% faster than we did before. Those aren't metrics, those aren't business outcomes that talent leaders of yesterday ever were able to discuss. But the talent leader of tomorrow, being led by talent leaders at Houghton Mifflin and groups like that, are the ones that have empowered and delivered business results, and feel,, and are loved and beloved by their organization. And that's the way that we should be thinking around driving business results inside of that.

Next, Delta Air Lines. So Delta Air Lines as an airline is a digital organization, it just so happens to be in the airline business. Each one of us who fly a lot have seen the reinvention of the brand experience that is Delta. They've become my favorite airline just in terms of how they operate the mentality, the people. The execution in terms of whether it's everything from getting your bags quickly, to ease of booking, to doing things [inaudible 00:31:42], to everything about it. It's an immense organization, incredibly massive, logistics nightmare, frankly, in terms of trying how to land 5,000 plus planes a day. The effort to do that is just incredible. So what they had to do is figure out, "How do we bring people in differently? How do we do it through an experience that candidates love?" And then ultimately, they were recognized by the talent board for having an incredible recruiting experience behind this all.

One thing I love about Delta is, with their talent leaders Chris Collins and Glenn Johnson leading the way, they focused in on this idea of how to scale. It wasn't just, let's dip our toe in the water, let's do things differently, or whatever it is. It was, "We have 300,000 applications, we need to get 7,000 hires out of this. How do we scale this in a way that's just awesome?" They are the case study around how to scale and roll out new ways and new waves of HR technology and talent management technology that were never seen before.

Then last but not least, I'd really like to recognize that Hilton Worldwide just doing very interesting work as well. So what they did, it helped them in terms of building their team, with saying, "Listen, every single candidate who interacts with the Hilton Worldwide brand could be our customer. They could stay in our hotel, be part of the Hilton HHonours, and everything about it. So first off, how do we not treat them even better than how our customers are treated when they enter into one of our hotels? That is an irrefutable truth. So how do we take a digital strategy and a digital approach to the interview and hiring experience we did?"

Second, as an organization, they hire 70,000 people globally. But, as the talent leader knows, the answer isn't, "Hey, let's go ahead and have 500 recruiters do these 70,000 hires. They have a team of 70 that now do 70,000 hires a year globally, which is incredible. But third, this is the most important part around supporting the talent agenda, it came down to this. They said, "Our candidates are our customers so why don't we say, you know what, for certain pools, let's go with veterans. If you interview with Hilton, you get two free nights stay at a Hilton hotel."

The dynamic that happened was that people said that they had a two free night stay, turned it into a three, or four, or five night stay, become a customer for life. It was a game-changing opportunity to spend time with their family, and be on a job search. With this drove was a$135 million in new revenue inside of Hilton worldwide, and that was just an incredible business result that helped support the talent leaders' agenda. Rodney Moses, and Doug Cray, and the rest of the organization there to do everything they needed to do to lead the digital transformation of the talent organization inside of Hilton Worldwide. So in the end there's organizations and leaders of these organizations doing things differently, thinking about things differently. It's not about, "How do you do payroll better? How do you have benefits better? How do you do benefits and payroll cheaper? How do you support your organization? How do you do better engagement surveys? And how do you do these various things?"

It's about thinking differently. It's about empowering your team leaders. It's about supporting the digital transformation of your organization. It's about moving faster, driving business results, and doing this all in the experience that your candidates, and jobs seekers, and team members love. That's the way to be the leader of tomorrow. That's the way that organizations have been part of Elevate 2015.

We want to support you, and we really appreciate you spending your time today. Most importantly, first and foremost, last and foremost, just think differently, and if we could be helpful in any way, please let me know. So thank you for being a part of Elevate 2015. It's been a terrific event with thousands of talent leaders and professionals. But be on the edge, be on the front, and let's kick ass and rock and roll. Thank you.