In this video, Obed Louissaint, VP HR at IBM Watson, discusses the future of HR and the role of digital transformation in building a world-class technical team.
Watch this on-demand webinar now to learn:
Jim: So good afternoon, everyone, and thanks for coming to our session. My name is Jim Nesbitt. I’m a Customer Success Director here at HireVue. I have the privilege of working with some of our largest global customers, which include General Electric, Fidelity, General Motors, Accenture. And very proudly, just to share, that IBM is one of my customers as well. As you know, IBM is a huge company. They have a lot of business units.
Today, we’re going to connect with Obed Louissaint, so I have the privilege of introducing him today. I’ve worked with Obed now and his team, and Genie, Mel and I, pretty much on a daily basis deploying HireVue. It’s been a really exciting deployment.
They’re using all the products of HireVue. So they’re using the on-demand case-to-screen live interviews and CodeVue, which we’ll talk about today. As Obed’s going to walk us through, how do you build a world-class engineering team utilizing the HireVue platform? And so it’s my pleasure to introduce Obed. Any questions, raise your hand. We’ve got to use the microphone, so I will run to you as fast as possible so we can get a recording. Thanks, guys.
Obed: Perfect. Good afternoon.
Participants: Good afternoon.
Obed: All right, you’re more awake than that. Good afternoon!
Participants: Good afternoon!
Obed: All right, your energy is going to come back to be my energy as well, so I appreciate that. Throughout the course of our discussion, please feel free to jump in, ask questions. We do have space for questions at the end as well. I thought it might be helpful to help to describe, what is Watson? So to do that, we have a video that would do a much better job at it than I. So your attention, please.
Woman 1: Technology has helped us go further, go faster, go to the moon, solve problems previous generations couldn’t imagine. But can technology think? Watson can. IBM Watson is a technology unlike any that’s come before, because rather than force humans to think like a computer, Watson interacts with humans on human terms. Watson can read and understand natural language, like the tweets, texts, articles, studies and reports that make up as much as 80% of the data in the world. A simple Internet search can’t do that.
When asked a question, Watson generates a hypothesis and comes up with both a response and a level of confidence, and then Watson shows you the steps it took to get to that response. In a way, Watson is reasoning. You don’t program Watson, you work with Watson. And through your interactions with it, it learns, just like we do. Every experience you give it makes it smarter and faster.
But in addition to learning, Watson can also teach. A new generation of doctors are helping Watson learn the language of medicine. In turn, Watson is helping teach doctors by providing possible treatment options. Watson is learning the language of finance to help investment advisors recommend the best way to plan for retirement. The IBM Watson Engagement Advisor can react to a caller’s questions and help operators find the right answers faster.
The IBM Watson Discovery Advisor helps researchers uncover patterns that are hiding in mountains of data and then share these new insights with colleagues. With Watson Analytics, you can ask Watson a question, and Watson can show you what the data means in a way that’s easy for anyone to understand and share. The IBM Watson Developers’ Cloud offers software vendors and developers the technology and tools they need to take advantage of Watson’s cognitive power.
Accessible on the cloud any time. Watson needs you. This generation of problem solvers is going to learn much faster with Watson, and Watson in turn will learn much faster with us. Developers will solve new problems. Business leaders will ask bigger questions. And together, we’ll do things generations before couldn’t dream of. What will you do with Watson?
Obed: So I have the great privilege of, since January of last year, to lead the HR function for the Watson Business. And then earlier this year, my management team figured I didn’t have enough to do, so started to add on a couple of other things into the portfolio. So which is our new health business that we just announced at HIMSS a couple of weeks ago, along with our research division, and all of our corporate functions, and our technical talent at the company.
And then it’s really exciting because one of the things that we get a chance to do is look at, as we’re building the next generation of computing, is how do we bring and transform the rest of the enterprise along in helping to gain our technical talent, as well as the rest of our function on the new generation of computing.
So I intend to have a dialog with you today on building. So note the word and the title is building because we’re not there yet. We want to build a world-class engineering team, I think a number of us do. So we’re working at it, so no way am I talking to you as evolved or already done it. So it’s something that we’re doing in partnership with HireVue to actually, to look at, how do we build and transform a world-class engineering organization.
And in doing such, one of the things that we need to do in the work that we’re doing is transforming a world of industries. So the Watson technology is transforming industries in all, whether it be in healthcare, in financial services, as well as in the talent space. So when I think about the future of HR and the future of talent, I do see a day where we won’t necessarily have to have interviews, where we may, through digital footprints, be able to identify the right skill, the right place and invite someone for a job.
So one of the things that we spent a lot of time doing at the beginning of our relationship and at the beginning of creating a division is say, “What does the future of HR and what does the future of talent look like as we’re using these technologies to change industries and change the world?” I’ll share with you just a couple of examples of places where Watson is helping to transform some industry, so it puts a perspective around the type of talent that we need to bring into the organization. Actually by show of hands, before you got here today, how many people knew, heard of Watson? A good number of you, so I would say 67.8%?
Jim: They watched Jeopardy.
Obed: That’s right, that’s right. So I’ll give you a couple of examples of use cases that we’re working with clients with today, and then that’ll help to gauge where we need technology capability, as well as where we need domain capability. So in the area of financial services, for example, we have various technologies that is helping to help wealth managers to identify what are, given all the probabilities and the investment risk profile of an individual, what are some of the likely scenarios or likely investments to advise to a client.
So it is taking all of the information about that particular client, as well as all of the resource that is out there, taking content and data, structured and unstructured, and then actually insights and knowledge from the thousands of pages of financial material that’s printed every day. There’s over 3,000 pages of financial material that’s printed every day. You and I would have a tough time reading those pages every day. However, with the super computing power of something like Watson to be able to ingest and then gaining insights in just a couple of seconds.
In the area of transforming a chef’s life, so Chef Watson, recently announced less than a year ago, actually takes a look at the chemical balance of ingredients and then say, “What are likely, based on the science, to work together so that it creates and inspires new recipes?” So we have a number of chefs who are now looking and have new, inspired recipes.
I had the fortune of tasting some of Watson’s best and some of Watson’s not-so-best. So there is one particular cocktail, and I don’t mind a good cocktail, but this one actually had beef in it, which was a little bit strange. But interestingly enough, it had a nice blend, and it was actually pretty good, once you closed your eyes and hold your nose and actually took it in.
So we have the needs for some interesting talent to help and think of all of those things, and who would have thunk one of the first things we would have actually produced and delivered to the market was a cookbook? So one inspired by Chef Watson, and then birthed different recipes that is now available in retail. Don’t worry, we don’t take profits from the book. We actually donate them to a soup kitchen.
So calling for all of these different radical transformations calls for a number of different skills. So what I have in the cloud behind you and then behind the industry professionals are the skills in which we’re looking for, so some of the highest-end capability and skills that exist in the marketplace. And then one of the challenges are that they’re rare, right? How many people are hiring engineering talent? Are you hiring? Yeah, just about everybody hiring engineer? Okay. How many of you are in talent acquisition?
Let me give you the three categories that I’m going to ask you before you vote. Talent acquisition, HR, as in general HR leader, or IT. So pick one. You might be all three, but pick the one that you have the closest affinity to so that I can know the kind of audience that I’m engaging to. So talent acquisition? Okay, 32..? HR, general? Oh, 2%. And IT? Okay, so my math is off. So some of you aren’t working at all, okay. It’s not for me to judge.
So I want to share with you a little bit of the clip. I like running. I’m not an elegant runner by any stretch of the imagination, but when I go to sleep, I actually do envision that I’m somebody else and I’m running a lot faster than I can actually run. But it’s an inspiration for us and for our team in thinking about how we envision the future, and I’ll share a little bit more with you after you see this particular clip.
Tom Hammond: On their way, and Gatlin got away brilliantly. And Jay is ahead of the few at the moment and run. Bolt going very near. And here comes Usain Bolt! Usain Bolt storming through! He takes it again! Blake gets the silver, 9.64. Oh, he’s retained his title in the most emphatic way! Brilliant, brilliant, brilliant! Usain Bolt of Jamaica is the fastest man on the planet.
Obed: So that’s me in my alter image. And the reason I share it with you, that was less than 10 seconds, and a clip from the Olympics, and being that we’re Olympic-labeled-type rooms, it’s appropriate. I thought I’d share you a clip from the Olympics. And in less than 10 seconds, take home the gold, right?
However, if we were to take some dimensions and characteristics of Usain Bolt, he’s much taller than any of his competitors. When you think about the number two and the number three that come in behind Usain in most of his races, they’re a good six to seven inches shorter than he is. So he has an advantage in his legs and in his stride. So he generally can get a couple of inches out of every stride faster than the competitor.
But at the same time, he’s a lot heavier than his competitors as well, so it causes him to have to train so that he has greater level of power, so that he may be able to take on the race and shift that body weight that a much more agile organization, or person, does not have to contend with. And so that, when we think about it, oftentimes, when you think retrospectively, it’s always a nicer story than what’s actually happening as you’re trucking through it, but that actually is a way in which . . . And then if you ever watch Usain Bolt . . . Anybody ever see some of his races or have been to the Olympics? If you watch Usain just before a race, he’s actually posing. And I know I look ridiculous, but I’ll do it anyway, he does some pose like that where he’s celebrating. He does it just before the race, you’ve seen that?
Woman 2: You did a good job.
Obed: Yeah? Oh, thank you. I’ve been working on it. Practice makes perfect. And if you notice, after the race, he does the same thing, right? So one of the things is envisioning the finish just at the very beginning. And when we took on our opportunity around building a new business and transforming the way in which we started to, all of our HR operations, and particularly talent acquisition and recruitment, we said, “Who do we want to be known as at the end of the race?”
And so we spent a concerted amount of time saying, “If we were a personality or a person, how would we be characterized?” And we would be high collaborators. We would be fast. We’d be empowered, big thinkers, passionate about our clients. So in understanding and appreciating that, we started to then say, “Well, what are the things around our processes that we’re going to have to shift in order for that to come to life?”
And that’s where we started to look at process by process, whether it was compensation and shifting incentives, whether it was our performance management system and chucking the old and bringing in a new one, to the topic that we’re talking about around talent acquisition, is what and how would it look different, and how would our candidates experience us in a very different way than they’re used to treat, than they would expect to interact with IBM?
So that led us to a series of actions and plans and saying . . . And then I remember this day, it was April 1st. It was April Fools’ Day, I guess, where we sat in a conference room in Manhattan and started to lay out all of the things, the client experience, or the candidate experience, and how every interaction will feel different.
Everything from the first time that they saw us via our branding, to the time that they would experience the offer, to the time in between the offer, and when they would actually join, and then said, “What are the things that is going to look and feel very different?”
And then in doing that, we started to say, “Well, what are some of the things that . . . ? ” You know, we have all sorts of wacky ideas. At the beginning, we said, “We have a technology within Watson where it takes any 4,000 characters and actually creates a personality profile on you in about three seconds. It’s a fun, nifty little tool because I just take all of my bosses’ e-mails and put them in, and then I say, “Okay, now, I know how to deal with this meeting.” So from that perspective, it’s a great technology. So we say, “How can we use that in a recruitment process? How do we start?”
And so that allowed us to say, “Okay, if we need 4,000 words of text, you can take the resume as text,” and then also, we’ll ask people to write a story. And then we went from writing a story and using text in analytics to say, “Well, you know what? Some people might feel comfortable expressing themselves by way of video, and then so how about we do video?” So our first submission, or application, was through YouTube, and then it was a five-minute video by a developer, who will remain nameless, and it was the most boring five minutes I ever spent looking at a video. And then say, “This isn’t going to work.” And that’s when we look for long, and not too far, and when we found HireVue and the technology of HireVue, and then started to say, “Hmm. We think that there’s something here than can help us to realize our aspirations.”
And then when we were thinking about that, envisioning the future, one of the things that was really important to us is, because we’re a large, distributed organization, is people to be social, and people to be comfortable in remote environments. So this idea of the video and on-demand was quite comfortable for us.
Let me share with you our journey. So we already talked, and this a Jeopardy-watching audience, so Jeopardy in 2011 until we professionalized as a business in 2014. And then I took you to April, where we were brainstorming, and then we started to look at, what were some other technologies that might help us to transform?
When I first met Jim and the team, they came in for a demo of HireVue. And Jim only found this out yesterday is right after they left the demo, in the next meeting with Genie and the team here, we decided to cancel all of our on-campus interview days. So we hadn’t even signed the contract.
But we figured, if we were going to, we found what we’re looking for, and we’re going to lean in and jump into it. And from that standpoint, we said, “Okay, but we’re going to take the opportunity when we’re on campus to be different.” Every firm goes in, and how many of you have done it? You go, you show up on campus, you get thrown in a little secluded room, you talk to 14 candidates in 30-minute increments. By the end of the day, you can’t wait to get out of there, and you can’t remember who the first person that you met.
So we said, we wanted to that experience to be different. And then some of my colleagues and some individuals that I talked to and some of you that I’ve spent time talking to over the last couple of days said, “Well, what about the touch, the personal touch that candidates think that they may be losing as a result of moving to a digital interview versus an in-person interview?”
“Or what about the number of individuals who don’t want to subscribe and actually never log in the tool to go do it?” And those were questions that we pondered, and where we landed were, in knowing who we are and who we wanted to be, we know that we’re a digitally savvy organization, and we need to be. And we know that we are one that’s comfortable with working in remote environments, and then we know that we wanted to be social. So from that perspective, if a candidate didn’t want to go there with us, then we knew they weren’t the right candidate for us. So I entreat you to ask the question of who you are, and then say, “Does this fit for me?”
And then with regard to the person, one of the things that we describe was, to our candidates, we’re going to work with you. There’s a number of people who are qualified technically to do the role, but there’s only so many of them that you actually like working with all day, so we wanted to see people as they were. So the message that we gave to the candidates, you decide where you’re taking this interview from. You put yourself in your own context, in your own environment.
And then as a result, we got some interesting and very creative videos as a result of it, and it started to be able to appreciate the person, the real person versus the person who finally showers and puts on a suit for the first time and actually shows up in that little room on campus. So we found that to be quite disruptive and helpful, and it actually meshed with who we were and who we are as an organization.
We changed all of our branding on campus. Actually, one of the things that was really fun over the course of, it was October or November where we . . . because we are viewed as a startup within a major enterprise, it’s a healthy sized startup, it’s about 2,000 individuals now. We started with less than 200. And so what we have been able to do is, we went in and started to look very different to our candidates.
So at one career affair or so, we had portals where individuals can interview through HireVue to a domain manager back in their respective location. We also had Winnebago, and we had Chef Watson. So it was a tailgate theme, we had Chef Watson create some snacks for us, some interesting parmesan-popcorn and some other fruit nut mix that was less to be desired. Some people loved it. So we started to change the way in which we presented ourselves as a company and a candidate in the overall employee experience.
What HireVue enabled us to do and CodeVue, so particularly on coding, our coding challenges, is prior to interview, we’d actually have individuals, and during interview, in some cases, we’d actually have people go in CodeVue and actually whiteboard in code, and then we’re able to test their code. It was required for all of our technical hires. What we found was that it dropped our pre-select pool by 40%.
And starting with a population of 10,000, so end up hiring just about 100, dropping 4,000 of them was quite nice. And then so to help us to narrow in on the right people, and then we did all of the interviews and so forth, and then I’ll share with you some of the results of it in a second, and then we did all of the interviews via HireVue. And then the only time that we flew individuals in was at a final event where we described it as Finish Line, in harmony with our overall racing theme. And it was not an interview day because we had done that already, right? This was more of a closing day.
So to give you a sense of what that looked like, the Finish Line experience, these were the top 75 individuals, came to New York City and they spent two days with us. And it started with a scavenger hunt, so we knew that these were the right people. We’d already seen their coding. We had already assessed them via HireVue. So in the last day, we found that that they had robbed a bank or something, or they showed up in a really poor way when we met them in person. We were prepared to extend everyone an offer that was there. So then, that allowed us to change the point of view and the way in which we engaged with the candidate once they arrived.
So the time that they arrived, they came, and it was a Wednesday afternoon in Manhattan, and then we had them in a big hotel room, and there was games and things like that, there was basketball and some miniature golf and things like that. They were nervous as . . . Get up! So they didn’t play any games, they just sat there and looked at us for a while. It was quite interesting. And we tried, I tried playing basketball, and it didn’t work. So we say, “Okay, fine. We give up on the game.”
We gave them a journey map of the day-and-a-half, but we didn’t give them much more than that. So we told them that they were going to experience different things. The first experience was a scavenger hunt through Manhattan. So each candidate went to four destinations and then it was in slightly different places. But what the intent of the hunt was to do was to give them a better appreciation of who we were because we had already learned who they were, we wanted to them to understand who we were.
So a group, for example, went to Grand Central Station in Manhattan, and then actually, they were to observe, and they there were met by an IBMer who talked about the power of data. So when you look around and stand in the center of Grand Central, there’s tons of people moving around, there’s tons of trains coming in and out. There are tons of devices, the amount of data that is there, and so a lesson on the power of data, because Watson is fueled by data and big data.
Another set went to our clients. So our clients then told our candidates the story of why they were using Watson, and how they thought that it was going to transform their enterprise. And also our Ecosystem partners, so individuals who are building new enterprises on our platform, saying how they were using the platform in order to drive a difference in their overall business.
So by the end of it, it was to give not from our own voice, but from others and the users, because it is a new and destructive technology so that they then start to appreciate how Watson and their role in Watson can help to transform the industries that we’re operating in today.
So here, those are pictures. It was a cold day that day. It was unseasonably cold. I felt really bad that they were scavenger hunting, but they all seemed to enjoy it. We told them to dress warm. What you’ll see in one of the pictures there is, at the end of that evening, they had a reception where we had an equal number of IBMers as we did candidates in the reception. And after, they did a tour because the last destination was our office. So we gave them some wine and some beer as a celebration. It dawned on me while we were in the middle of the reception, I said, “Shoot, I hope everyone’s 21.” Scratch that off the tape. So I said, “Shoot. This could be my finest hour or my worst.” I’m still okay.
So they got an opportunity to talk to IBM and newer IBMers about their experience, and their experience in Watson, and their experience about IBM, and their careers and so forth. The next morning, what they did was they worked in groups. They worked in groups, and in thinking about everything that they had seen the day before, how would they actually use, and what sort of new use cases would they build of Watson?
So we were, actually after all was said and done, it was the last cognitive assessment and a collaboration assessment. Because during, what we didn’t have an opportunity to do is see how they work as groups or cohorts because these were going to be individuals that worked together. I must say that these were our early professional Go-To-Market, as well as Technology, so we had both of these populations comingled. So the groups that they were placed with were intact groups of diverse backgrounds so that they may have the technology as well as the business side when they were coming up with their case studies and analysis and so forth.
They presented that afternoon. They had a couple of other exercises. We did a panel discussion like The View where then they did all of the questions. We didn’t do any live questions, all of the questions came through a Twitter feed. And then it was also testing social.
At the end of the day, it was the week before Thanksgiving, so they all packed and did a community service event. Community service is a very important thing to us as an enterprise, and then so we had all of them pack bags, and then it was like Thanksgiving dinners for a couple of homeless shelters in the neighborhood. So it helped them to appreciate the power of giving from the very beginning of their career.
They left at 4 o’clock. The moment of truth was between 4:00 and 6:00. We yanked all of the managers together and put them into two rooms, the Go-To-Market and the Technical room. And we pretty much needed referees in the rooms because they were fighting over the candidates. And then that’s when I realized that we had done the work that we needed to because these were hiring managers, who . . .
And then I’ll share a few lessons learned along the way, because in order to do this, we had to go to a trust-based hiring model. And trust-based hiring models are hard for a number of our first-time managers and, I would imagine, in your organizations. Is that a tough sell? Trust-based hiring? I stood in front of a group of managers in Pittsburgh where they said, “We’re not doing that.” I said, “Yes, you are.” They said, “No, we’re not.” So it was a forced march to move down this particular way so that we can hire with speed.
But when we saw them in the room so enamored and so thrilled about the candidates that they had seen for the last couple of days, we knew that we had won. We had found something, a model that was going to work, and that we were going to be able to scale trust-based hiring in other parts of the organization because we had that proof point.
The only interview/thingamajig that the candidates experienced was just before they each of them had a closing conversation. And the closing conversation was tailored towards, you met a couple of people, now tell us about the job roles where you want to start. Tell us about the location that you’d want to start. Tell us what other parameters, etc.
And then so we wanted to know everything that it was going to take to get the person to yes. Because we already knew that we wanted to them, so we just had to figure out what it was going to take in order to get them to yes, for the exception of compensation. We don’t ask them to tell us that. So we had a 20-minute dialog with each candidate and a number of hiring managers did that.
So in that two hours, in the next two hours between 4 and 6 p.m., the managers arm wrestled over the individuals. And we, to a person, identified what manager they were going to go into, what job they were going to go to, what location, etc. And then that manager in the room, we wouldn’t let them out, wrote a hand-written note to the candidate that was going to accompany the offering materials, welcoming to them to the team. Because again, it was about the experience that we wanted to have differently.
Also, to indicate speed and seriousness. It was funny, we kept the individuals trapped, because we had CNBC, CNBC ran a clip on this particular event. And then they told the world that we hired 69 of the individuals before they left. And I was like, “Oh, gosh, I hope no one reads the news.” So that was a little bit of a slip on the timing of the actual press release.
And then earlier, they had interviewed a couple of candidates, and then they had been in our office the night before, and then took some videos, so it was a nice video clip that ran on CNBC. But to live up to what CNBC committed us to, to the market, within an hour of the close of that event, all of them received a text message, that very simple . . .
And then we went back and forth. At first, one of the iterations of the text message was Watson Voice saying, “Congratulations. We want to work with you. I can’t wait for you to work with us.” Now, at the final moment, this was probably about 45 minutes before the texts were auto-released, decided not to use the voice. Why? Because it took two clips to get there. Right? And then we weren’t sure if a person was going to be getting on a plane, and then they couldn’t open the clip, and then they were like, “Oh, my God. What did IBM say to me?”
So from an experience perspective, looking at every detail of the experience, we decided, as cool as it was, I still keep it on my phone and I listen to it every once in a while, as cool as the experience was, we went with a clean design. And our offer letter used to read like a contract, like an awful contract. So we spent a lot of time, and Genie, a lot of late nights, going through and changing all of the language. We told legal afterwards. Sorry, scratch that one too. And then the following was all of the contractual terms that our legal colleagues that we endear so much, went to the candidates, but we wanted the experience to look and feel different.
What you have here is just a candidate going social. One of the candidates, there was also a little medallion on the race theme, there was a gold medal. It was a little corny, but you know, if we were already this corny, we might as well go for the gold. So inside of the package was a little medallion that they crossed the finish line. And then so a number of them accepted their offer over Twitter, which was quite interesting. And then there was an Instagram clip of somebody who took all of their materials and put it on Instagram. We got 95% of those individuals to accept the offers.
Now, in building a team, talent acquisition is one of the key components, but also is learning and engaging. So one of the things that we wanted to from the time that we offer is to continue to educate and learn and build the population. So what we’ve done with our learning team is build Watson Academy, and then here is a platform that’s open to all of our ecosystem partners, to our clients, to the world. Actually, you can go to Watson, to IBM.com/WatsonAcademy, and then you can learn about Watson.
And actually, there’s modules in there, depending on your login, your authentication, where there’s courses that teach you about technology, natural language programming. There’s a couple of MOOCs that are built in there. So we wanted to build a learning organization and start to have our clients, or our candidates, start to learn about what they were going to experience before they actually got to work. So they all learn in an engagement community now, and then they can interact with each other. They can learn together, they take courses together, all through our education and community.
I think the recruiting and talent acquisition is such an important function to the organization. And as such, what it’s done, and our ability over the last year partnered with our business, is to scale an organization that was a couple hundred researchers to a business that’s several thousand today.
And then that was all in a 15-month period, and then those individuals are responsible for ensuring that now Watson and the technology is in 17 different industries. It is in four different languages, 50,000 students. And one of our clients in Melbourne is actually using the technology as an advisor to them. So just a couple of proof points around, when you have great people, what great people can do to scale your particular business.
By way of what’s next, we just completed, well, now is the time my interns are on board, so we did all of the intern hiring. In the end, from CodeVue to HireVue, so we never met them until it was their first day, through HireVue. By way of the way in which we’re going to continue to operate is we’re looking to scale. And some of my new responsibility around looking at our technical organization is scaling our relationship to see what other parts of the IBM Company that we would leverage the technology, and then start to scale it in other places.
The interesting thing is, some of the hiring managers who were using it for early professionals, and they were hiring experienced professionals. They said, “I want to use HireVue. Why am I still doing conference calls?” So they’re now using, at their request, we’re shifting it towards our experienced professionals. We’re now selling, we’re now hiring a number of our salespeople through the tool and the technology.
We’re also thinking about scaling it for learning. So when I talk about Watson Academy, how can we integrate some of the functionality of HireVue, and then taking the learnings that we have about the candidate, port them in, and then build them a learning roadmap through our Watson Academy. So some other places that we’re starting to think about, and put the plans in place to go next with the technology.
We’re in the process now with our colleagues at Smarter Workforce, and through ConnectSafe, is launching a new ATS, which is going to the BrassRing. And then HireVue is integrated in BrassRing, and it will be going to that this fall. And then we’re excited about the partnership and the connection there, and then connecting it to our other tools.
Also, we’ve put gamification into our hiring processes and our learning process and so forth. And then lastly, we continue to look at where we can use the technology of Watson to help to narrow down that population so it’s not as manual, our work in finding the insight and the right candidates that then have us to move to saying, “Thank you. We’d want to offer you a job without ever having met you.” So we’ve got a number of some work underway in that particular regard.
Some of the things that we learned. We learned and we felt the bruises every step of the way, but that’s the thing in a startup environment, you fail fast. So you’re going to have some challenges, and then we work through them. One of the things that we found was, with regard to our trust-based hiring is, and I shared that story with you . . . So it took real change management, so if you want to shift to that particular environment, it takes change management and communication and re-communication in order to get that to scale.
Also, with HireVue, we had a great relationship. There were times where, with regard to if anybody ever say that they didn’t have a challenge with deploying a SaaS solution, they’re lying. So around that, and we find it when we’re deploying to our own clients, that we work very well with our colleagues over in HireVue when we experimented. Because we did everything, we jumped totally in. So when we went to the video-based interviewing, as well as going to CodeVue, there were some things that we found with that functionality that we ended up upgrading and shifting.
And then one of the things is, you can feel confident about the direction that you’re going in is when you’ve got great people that are side by side following with you. So we had some good experiences and some lessons learned along the way.
Speed versus haste, one of the things that we found is that sometimes in trying to be too fast, there were some things, some corners that we didn’t look around. So thinking more about where you want to finish, and then actually thinking about a couple of five, six steps along the way, and then making sure they’re taking the right mitigating steps and actions. And then now, we’re on the scalability, is how do we use it, and embed it, and infuse it in other ways.
How are we doing on time? Oh, we’re out of time. Well, thank you. Thank you for your attention. I’d also like to thank two members of my team who are here, so Bridget and Genie, who actually are the architects and the engineers behind everything I shared with you. So thanks to them and thank you.