HR Tech in the Era of Drones, Robots and Infinite Data



Steve brings more than twenty years of experience in the design and implementation of complex human resources technology solutions for global enterprises. Currently, Steve is the Inside HR Tech Columnist for Human Resource Executive® and Steve is also a leading HR blogger and hosts the "HR Happy Hour Show," a popular radio program and podcast dedicated to opening the lines of communication among HR thought leaders, practitioners and service providers in the global human resource field.

Previously, Steve was a director of talent management strategy for Oracle Corp., helping to create and deliver the next generation of Human Capital Management solutions. He has been invited to speak at numerous HR and industry events including the HR Executive Forum, the SHRM Annual Conference and several regional SHRM events. Steve's blog was selected as the No. 1 talent management blog by the editors of the Fistful of Talent in February 2010. Steve is a graduate of the University of South Carolina and resides in Rochester, N.Y.

Webinar Transcript

Host: Steve Boese has been focused on the implementation of technology solutions to solve business problems for over 15 years, working with organizations ranging from telecommunications to consulting to higher education. Steve is currently the co-chair of HR Technology Conference, the world's largest gathering of the global HR technology community and the writer and editor for Human Resource Executive Magazine. Formerly, he was on the product strategy team at Oracle, helping to build and deploy an amazing set of HCM solutions for organizations.

In the past four years, Steve has developed and served as an instructor for a graduate course in HR Technology for Rochester Institute of Technology in Rochester, New York. The course focuses on the common applications of technology to solve HR and business issues. Steve also has fun exploring the latest trends in HR Technology like performance and talent management, Second Life Meetings, Twitter, and Wikis.

Please welcome to Elevate 2015, Steve Boese.

Steve: Hi. Good morning, good afternoon, or good evening. My name is Steve Boese. My talk today is called "Don't Fear the Future: HR Technology in the Era of Drones, Robots, and Infinite Data." This is a fun talk, I hope you like it, and it's probably a little bit different from some of the other content you've seen and at this event. But let's just have some fun with it. Let's get on with the show.

Who am I? Who are any of us really? It's a great question, but who am I? Again, I'm Steve Boese. I'm the co-chair of the HR Technology Conference, which just completed a couple of weeks ago in Las Vegas. We had our largest conference ever and we're super excited about how it turned out. I also write for HR Executive Magazine. I created and co-host the wildly popular HR Happy Hour Show and podcast. Please check out the podcast at

I'm the co-organizer of a really fun event called HR Evolution, which is coming up in about a week's time. I have my own blog, Steve's HR Tech, I've had for a long time where I blog about HR and HR Tech and whatever is on my mind that day. Honestly, I am your new best friend and I hope we have a great long-lasting friendship.

Here's what I like to set up this talk or any time I talk about the future. I think there are two ways to think about the future. One way is to just expect or think about the future that's kind of just like things are today or have always been and change is small and it's next month, next year, next two years won't feel too much different than things do today. That's one way to think about the future.

The better way to think about the future and a much more interesting way is to think about the future that will be almost unrecognizable from today. If you think about it's really only been seven or eight years since the iPhone came out, to give one really current and popular example. When you think about how much different almost everything in HR tech and workplace tech and even in our personal communications have changed in just the last seven, eight years since the first iPhone came out. It's almost unrecognizable even just in 2006 or 2007, and that's not that long ago.

There's a great quote out there from a futurist whose name I can't recall off the top of my head, but I love the quote. "The future will be new enough that we will be uncomfortable and we will be unprepared." If you think going in that hey, the future is ripe to change so rapidly that the only way to get ready for it is to think about it in that framework, to think, "Wow, things are going to be radically different and we and ourselves and our organizations need to prepare now." That's the lens through which I like to think about future and I like to set up this talk.

We're going to talk about a couple of things today, around technology and the advancement of technology in the last 3,000 years or so, 4,000 years. By way of prologue, I'd like to set up talking about technology specifically by seeing just how rapidly in the last thousand or so and quite frankly even hundred or so years, the most world-changing, game-changing types of technology, inventions, they're all clustered towards much more recent on the timeline of human history, right?

There were some really breakthrough innovations back in the way, way distant past, like the first woman or man who came up with fire or the wheel. That was a big one. That was a game changer. But then it went hundreds, maybe even thousands of years before the next really big game changer.

If you look on this chart to the far right, you see things like steam engines and the internal combustion engine, television, airplanes, telegraph, telephone, radio, TV, and now of course, internet and smart phones in the more recent era that those world-changing, game-changing inventions are coming much more fast, much more furious, and much more recently.

What does the rapid acceleration of technology really mean for HR and talent? This is an HR event. You're all HR talent professionals or recruiting professionals, and so let's talk about these rapid changes in technology and the advancement of technology through the lens of HR and talent. That's the rest of the talk this morning or today.

It means we'll work differently. We are already working differently. We're already finding and engaging with talent much differently than we were even just a few years ago. Often these technologies make us uncomfortable, whether it's video interviewing, right, which is HireVue specialty, or engaging with candidates on social networks, or using advanced technologies and algorithms to predict who might be the best candidate to hire for a position. Often these things make us in our traditional ways of thinking, they put them at stress and they make us uncomfortable.

We'll talk a little bit now and the rest of the talk about how some of these future technology trends are playing out and how they're going to continue to shape work and workplaces. You might think I'm crazy or you might think this makes a lot of sense and it'll help you to think differently.

Really the goal for this talk, any time I give it, is to try to just nudge you to thinking a little more differently, a little more broadly, and a little more expansively about technology and how technology, even technology that doesn't seem like it's an HR kind of technology, how that might impact the way you practice HR talent management, recruiting, and enabling people to create great outcomes.

We'll talk about a couple of specific technologies here in the rest of the talk. We'll talk about wearable technology. We'll talk about data and the explosion of data. And then finally, we'll talk about something that's a little bit more further out there but I just enjoy talking about so I'm doing it anyway, which is robots, automation, and the tension and stress that increased automation, robotics, and the algorithm-led ways of doing business are putting pressure and creating opportunity for HR.

There's a quick wrap-up. I don't know. I guess we can't do Q&A on this forum but if you have questions of course, my contact information will be at the end of the talk. I welcome anybody to get in touch with me to ask any questions or make any comments after you listen to the presentation today.

All right, section one. This is where I'd put in a little break between each section to take a breath, have a sip of water or your beverage of choice and let's get on with the show.

Wearable technology is our first topic today. Here's the interesting thing. Wearable technology is not just for geeks and nerds in the workplace setting anymore. It is becoming much more mainstream. It's becoming more commonplace and I think, of all the breakthroughs in technology in the last four or five years, I think this one has the potential to really be the most impactful inside organizations and the way in which people do some work.

Wearables are not a new thing, right? I mean, when you think about the thing, it's just like the basic watch or the digital watch, the calculator. GPS technology has been around for a little while now and we think about the evolution of the capability in wearables over time. Again, much like that first chart I showed, it's accelerating rapidly in the last say 20 years or so.

Now, before where we were doing very, very simple things with wearables in the workplace setting like giving every employee a pedometer and asking them to participate in a steps challenge where they'd log into a website, or even worse, like email, some essential wellness coordinator, how many steps they took in a given week, in order to participate in some company challenge. That's all been replaced by interconnected, intelligent devices from companies like Fitbit and Jawbone and Nike and some others that are doing things like tracking, not just steps, but pace, acceleration, heart rate, stress levels.

These tools are automatically syncing to centralized databases and web platforms where benefit administrators and company administrators can get aggregated data about the relative activity levels of the organization and correlate that when combined with, say, benefits data, claims data, cost data from things like treatable or preventable or chronic illnesses to try to make really smart and intelligent conclusions about what kinds of interventions might make sense both from an employee wellness perspective but also from an organizational effectiveness perspective. The wearable evolution is no different than the evolution of any other modern technology and it's only getting more powerful and evolving much more rapidly.

This next chart shows the worlds of wearable technology. I can't go into it. There's a ton to look at here. Hopefully, in this format, you can pause me from talking on and on and maybe look at this for a while but this just shows the depth and the breadth of the wearable market.

This chart is a couple of years old and it's probably already out of date, but when you think about all the possible applications of wearable technology in the workplace particularly, we see them in things like security and safety, medical. We also see them in -- I have another example coming up of this in a bit -- on the frontlines by frontline hourly type workers in many industries. I have a great example of that coming up.

What are the issues about wearables that work? There's a question in many people's minds about, "Hey, I'm an HR pro, I'm a benefits pro. I'd love to learn more about my employee fitness levels or their behaviors or their stress levels and things like that. But I'm concerned that employees are worried about privacy," which is a very valid concern, and many employees are.

But here's the interesting thing. While most employees would tell you, "I'm worried about privacy when thinking about wearing some type of wearable device in the context of my work," recent survey we had reported on in HR Executive Magazine showed that 58% of employees would be willing to use wearable tech if it enabled them to do their jobs better.

Most people, you can certainly make that compelling case that hey, these applications are not about us trying to spy on you or learn more about you that we really don't need to know. These are about helping you get better, be better, and feel better at your job. Most employees, at least the majority of employees surveyed are into this and they're ready to jive in.

One of the real examples that's really caught on right now is in the medical field, and these are a couple of screenshots showing what an application might look like in a medical context. You're looking at these images through the lens of a healthcare provider professional. It could be a nurse, it could be a doctor, a nurse practitioner, doctor's assistant, whatever.

This person can wear a Google Glass kind of device, say, and see these little images coming up about history of the case, current vital signs of the patient, context around what their case history has been and so on, all while interacting with the patient in real time. So this healthcare professional doesn't have to flip through a paper chart or go walk across the room to a monitor and start typing up a bunch of commands to get information on a patient while the patient is sitting there on the other side of the room at the table. We've all been there in the medical context.

These technologies in the medical context provide all the information that the healthcare professional needs right within a glance essentially, mostly enabled by voice commands, and it enables that professional too be much more hands-on and much more one-to-one. Even though it seems like glass-like technology seems so cold and disassociates, you want to think it disassociates the wearer from the person that they're talking to, in actuality in the medical context, what they're finding is it actually helps create more of a bond between the healthcare provider and the patient because the healthcare providers can still continue to focus on the patient while they're accessing the technology they need to do their work.

Another great example, and I would encourage everybody to look this one up just on YouTube or Google. It's for a company called Wearable Intelligence. They make a series of products which are amazing that enable field workers in like heavy, hands-on industries, construction, oil and gas, nuclear and so on. Again, it's another version of a wearable device that provides information, training context, inventory information, safety information in a Google Glass-like device, so it's right there, always available to the worker so he or she can manipulate their environment with their hands free, which is critical, right?

If you're out there on the frontline working on an oil and gas field, you don't want to be stopping what you're doing to pick up a tablet, computer and access training information. You don't want to go find some laptop attached to some satellite uplink to update inventory control information.

This Glass-like device allows all those things to happen by voice command while the first...and it's much more safe because, again, the worker in the field has his or her hands free the entire time. So check it. It's a great video, I'm not going to try to play it in this context here, but check it out. It's called Wearable Intelligence and Energy. It will blow your mind. If you have people out on the frontlines dealing with equipment, dealing with safety things out in the field, you might want to look into this technology for those folks.

Where are some of the opportunities in HR? We talked about some of these. I'll briefly go over a couple more. Health and wellness, we've seen that as the major uptick for wearable tech in the workplace. There are a lot loads of providers now that are specializing in connecting devices like Fitbits, Jawbones, Nike Plus, even just app-based things like Runtastic or Runkeeper into centralized corporate databases and platforms that enable a couple of really cool things.

One is to get a better sense of the overall health, wellness and fitness levels of the organization. Understanding of how that correlates to healthcare spend, healthcare trends, absenteeism, other drivers of cost and/or productivity in the workplace. And finally, it enables employees to engage socially with each other, compete, create challenges, create teams, and have a more social experience around wellness.

More advanced applications of wearable technologies that I didn't have time to get into on this talk today that are things for, like, truck drivers or train engineers or heavy equipment operators. The ability of these fitness trackers or wearable devices to track things like responsiveness, fatigue levels, stress levels, outside stimulus to understand better how the capability of the workforce and their ability to be at their most productive and to suggest interventions when needed.

Production, you know, real-time video beams from a Glass-like device back to HQ. I use the plumber example all the time. Have you ever had a plumber come out to your house and maybe had problem with the sink and they're looking under the sink and they can't quite figure it out. Maybe they're new on the job or they've never quite seen this particular setup that you have before and they have to go find their phone and make a call to someone else to try to help them?

Well, imagine if that person could beam live video of what's going on under your sink back to HQ or back to the experts that they have that could help them on the spot right away with the problem that they're adjusting in the field for the customer. It's a great application and it's just starting to become more prevalent with field-based frontline workers.

Customer service, tons of opportunity there. This is the whole minority report kind of thing, but facial recognition tech, insight into personalized services, tailored response, the ability of a person in the field, like in a store or a retail environment or even on an airplane, they're using these for air stewards and air hosts to help with customer service and applications.

Finally, in talent management and there's huge potential here in straight-up talent management. Interviewing is the big one but also learning content which we see from the oil and gas example, I talked about onboarding apps as well. I think there's huge potential in wearable technology integrating with traditional talent management applications to provide enhanced user experiences and more hands-on experiences to users.

All right, part two. Let's talk about data and data we trust. Data has exploded, there's no doubt it. I won't spend much time on this. Everyone has more data than ever before being created by more systems, being captured by more sensors like some of the wearable technologies we've just talked about, scaling up at an incredible pace, making understanding of the data actually much more difficult than it was in the past.

When you have a small dataset, it may not have been able to give you all the answers you needed but you were usually able to get your hands around it. Now with more systems connected, more systems being used, my friends at ADP reported recently that the average company has over 30 applications in use for HR, average to mid-size to large company has over 30 applications in HR and talent management. You think about all these different applications, these 30+ applications and all the data that creating, it's actually creating lots and lots of opportunity for HR organizations. It's also creating a lot of problems.

Where does your HR data reside? Well, of course, in your traditional systems, right? We know this. Your HRIS, your ATS, or your talent management systems, your file cabinet. How many companies out there still have a huge file room full employee files? I'm sure some of you do. Resume databases that you might access or maintain or subscribe to. Here's the huge one. Here's where it really resides, private employee-driven Excel files or access databases or piles of paper on their desks. I mean, we usually hear the number one HR application in use around the world is still Excel, and it's probably true, and it's probably the most serious source of risk of HR data as well.

That's all that. All the data has been always in those places forever and remains there. If anything else, it's getting more and more data in those traditional systems but there's also lots of new data sources systems as well, right? Everything out on the social network, everything your employees are walking around with on their phones. All the cloud storage services or cloud applications that your employees might have just started to subscribe to. Maybe some folks in your organization have decided, "Hey, we're going to use Dropbox to share information because our old Microsoft Exchange-based system is not cutting it anymore," or maybe another team in your company has decided to use Slack for inter-team communication and they're creating a big repository of information and work processes and organizational knowledge. But it's residing in outside of the domain of your IT folks, and HR folks maybe are largely unaware of them.

So there's just numerous, numerous and more complex places where data is being created that stores data in the organization. Essentially, where your data resides is it's everywhere. The real challenge for HR professionals who are thinking about data is to get value out of the data. I want to talk a little bit just real quickly about the types of analytics or data analysis that we're talking about.

If you look at this chart, it's a real simple chart but I think it makes the explanation of how a data can be used in the evolution of using data in an organization, how you're going from some sort of, on the lower left of this chart, low business value on low complexity kinds of data and analysis, like, just doing simple reports about things that happened in the past. This is, like, last quarter headcount report. This is payroll costs last year. This is average span of control of my managers in the European region last year, things like that. It's just what happened.

As you move up into the right of this chart, you're getting into more advanced analysis and statistical analysis to try to suggest, make arguments about analyzing the data about why things happened. If you reported that turnover had gone up in a certain region, a statistical analysis might suggest, "Well, turnover has gone up because our average compensation has not kept in line with market rates in our region. Therefore, we're losing people because our pay is not competitive anymore.

Again, as you continue to move up in the right, we can get more examples of more advanced techniques and capabilities around data. So past monitoring even to prediction, and predictive analytics is one of the hot buzzwords in HR right now, and that's really trying to say, "Well, what might happen based on our understanding of our data, based on our understanding of what's happening right now, and based on our understanding of what's happened in the past based on the data? So who might be the best person to hire for this job? Which person amongst this group would be the best team leader if we should promote she or him?"

And then finally, getting into the finally most advanced type of analytics work would be simulations, which allow the HR and talent manager to do much more sophisticated analysis of, "Well, if we move into this new market, what would happen based on our history and our data and our talent and our capabilities? What might we need to do to affect more and better outcomes around our talent?"

So just level-setting a little bit. And more so, I want you to remember, when you hear more about predictive analytics, that really is among the most sophisticated types of analytics and analysis that companies are doing with data now. It's just starting to become something that's been available to HR and talent managers through advanced technology in the last couple of years.

How do you turn data, all this data you have, into opportunity? How might you approach it if you're sitting there as an HR talent leader trying to think about it?

Number one is hiring. You see a lot of great solutions out there. HireVue is one of them and there are some others too that are saying, "How can we take data and apply scientific analysis to data to figure out which candidates are the best fits and most likely to succeed?" The assessment industry has really evolved quite a bit in this area as well and there are some great tools out there that help organizations make very, very sound and scientifically valid predictions around who they should hire.

Same thing around performance, right? Which employees are most likely to succeed in a given role based on the ones who have succeeded in the past? What types of managerial interventions in the past or learning, for example, not even just managerial interventions, but what types of learning and development opportunities have typically led to increased performance in the organization and how might we replicate those over time.

Compensation, I mentioned that a second ago. Compensation is still a powerful lever in things like engagement, retention and performance. But often organizations don't really have the right data to say which compensation levers have the most business or talent impact? Where should we invest our limited typically compensation funds?

Retention also, you hear that a lot in the predictive analytics space right now. Which employees, particularly which high-performing employees are more likely to leave based on our analysis of the historical data and trends? What types of remedial actions might we be able to take in order to retain those employees we really need to retain?

And finally productivity, this kind of ties into what I talked about with wearables. You think about all the data that wearable technology can make available to you in your organization and your talent managers using that wearable kind of data, that physiological, physical and/or responsive sets of datasets to quantity and track the success of new employees. Huge, huge opportunity there, and I think you'll see in the next part of this decade, you'll see more emphasis around that as well.

All right, homestretch part three, what I like to talk about the most. I'm going to take a breath, gather my thoughts for the big finish. Let's talk about the robots. I think for robots and automation, the way to approach it is not to be afraid of them. This robot, it's called...I'm going to go back one, sorry.

This is a picture of Baxter the robot. Baxter is a robot made by Rethink Robotics and he's a represent...I say "he" because they call him Baxter and they usually say "he" about him. He's not really a he, he's a robot. It's a robot. But it's a great representation of where automation technology is going.

The best thing about Baxter the robot is you don't need to know anything about robotics, computer science, or engineering if order to train Baxter. Baxter is a learning robot. You can see in this image, Baxter is picking up some parts and putting them in those boxes that are behind him. You train Baxter to do this job by physical manipulation.

The line worker or the supervisor there would simply put Baxter into learning mode, take his arms, show him just by physical manipulation how to pick up the object and where to put it. Show him how to pick it up and where to do it two or three, four times. Show him what's right, correct him where he goes wrong, and then Baxter is on his way, now able to do that job of picking up these objects and putting them into those boxes. Simple. No other computer science information needed. Baxter will do that job until you tell him to stop.

I think that's really representative of the power and capability of automation and robotics inasmuch as it's becoming much more accessible to organizations of all sizes. This robot, Baxter, retails for around $25,000, which quite frankly for a machine like this is incredibly inexpensive.

We expect robots and automation to take the place of manufacturing jobs like assembly jobs and mundane jobs like Baxter putting those parts into a box. We get that. But robots are making burgers now. This is from last year, there's an article I found about how restaurants and places like San Francisco and some in Japan, even hotels now, are moving more and more of those front line customer service jobs or back of the house service jobs that were traditionally a little bit too complex for robots and automation to take on, like making burgers or delivering packages to rooms and hotel. More and more robots and automation technology are able to do those kinds of jobs.

I'll give you one more example. It's not just these physical, mundane kinds of "move a part from one thing, place to another or deliver someone's ham sandwich to their hotel room from room service." This is an example from a company called Automated Insights, which is doing an amazing work creating narratives and stories around datasets that are easily understandable by machines.

In this case, it's financial reports. Automated Insights can take raw data from, say, a company's SEC filings and create readable, graphically supported and easily digestible understandable reports about company's financial data, which is previously something a human would do. A human would read the Honda Owner's financial report and create this report for their management or their executives.

Now technology can do that. They're doing it not just with things like financial data, they're doing it with sports data. The Associated Press is using Automated Insights to create game summaries of all kinds of sports. If you look really closely on Associated Press stories about football games or baseball games, you may see at the bottom that the attribution or the byline is Automated Insights and not an actual person.

There's loads of data out there about whether or not a robot might take your job. I doubt there's any telemarketers listening to this presentation but if there are, you should probably find another line of work really quick. But the interesting thing about this job is not so much telemarketers which (a) is a job no one really wants and we sort of get why that can be automated away.

Look at number two on this list, accountants and auditors. Retail salesperson number three, technical writers number four, the example I just gave from Automated Insights. There are a lot of roles that we would have thought, "No, there's no way. That's a 'good job'." An accountant is good job, a technical writer is a good job, it's fairly high wages, fairly low stress. Those jobs are under pressure from automation at a very high degree. It's not just people working in factories or just people who are making burgers in fast food restaurants.

Again, I talked about some of these examples. The robot in the next cube is the name of this slide. What I'm really getting at is where we're seeing more and more and more intense automation. Industrial, the Baxter example we talked about, the robots are getting faster, smarter and more trainable, more usable. Healthcare, this dovetails a little bit into what we talked about with wearables. But now, there are hospitals in America where many of the orderlies who move things from place to place are being replaced by robots. In Japan in particular, which is very far advanced in this area, there are robotic and other automated tools that actually participate and assist in healthcare in care of the elderly and the sick.

The service industry, of course, is ripe for automation at any level. Agricultural, you should Google sometime a robot combine driver. I mean now, robots can harvest fields on their own. They can essentially take control of these giant John Deer combines and harvest fields. It's amazing.

And then finally, the knowledge work, I mentioned accounting, financial advice, research, customer service, telemarketing. The ability to reduce some of these jobs into algorithms and automation has never happened at the level before.

I'm going to skip the next slide and just go to the final, the robot opportunity. What's your opportunity in this phase of just massive amounts of automation and technology? For you as an HR and talent leader, I think there's a few places. First, think about your business, what you do, what your people are doing, the business you're in, and the culture that you have as an organization and get in front of understanding how, where, and why automation might make business sense for you.

Next is just to really think about the ability and the applicability of increased automation on your scenarios. Because automation and robots and other forms of technology, we know that they change the organization in ways that we usually can't prepare for. So you really got to think long and hard if you introduce additional automation into your process design and your process flows thought out the company, how that's going to impact the way your company works.

And then, I think, you got to step back and work with your IT folks, work with your operations folks to really see how ready you are to accept automation. The Baxter example is a great example. There's a couple of great YouTube videos that show the frontline workers on those assembly and sorting lines working with Baxter. Your people are going to be working with these technologies next to each other quite frankly very soon if they're not already. You're going to need to think about what you'll need to do to get these people who will have to work with these technologies ready to do that.

Finally, many of the people who spent a lot of time thinking about that space don't see a world where robots are going to take over so many jobs and just wipe out entire slews of really human workers. They really see, like the Baxter example again, where people and automation will be working side by side working together and that's going to be the most productive outcome so the humans and the people can concentrate on those things that are still uniquely human, creativity, advanced problem solving, emotional interaction with other people, understanding and predicting customer or colleagues' needs, which robots still can't do yet. But working with the robots, in conjunction with them, who are really good at the things they're good at, right? Process automation, repetitive tasks, not making mistakes, never getting tired. People with robots will present the greatest opportunity for long-term success and productivity.

All right, I'm probably over time. Three quick closing thoughts: wearables are going to make a huge impact on organizations all across the board. Particularly, I want you to think about if you have the kind of organization that has front line and field workers most prevalent now, the ability of wearables to make an impact on those people's jobs and their productivity is right now.

Data, every job in HR is going to be some kind of a data analysis job. If you've not staffed up in the data analysis area, it's probably time to do that in 2016.

Finally, robots and automation, more automation is coming. It's coming for your organization. It's coming for every organization. Your challenge as an HR professional is to figure out the best and most productive, most efficient, and most humane way to work with robots and automation going forward.

The last thing I always leave my talks with, the real challenge I leave you with is to get you and your HR organization and your leadership to think about technology and think about the relationship of technology and people beyond just, "I've got to get the books closed next week and we've got to do payroll the week after that." But think about it with a slightly longer view and take the most advantage of how these technologies can help you in your workplace.

All right, I'm out of time. Here's my contact information. I encourage anybody who listened to this talk to send me an email, send me a tweet, connect with me on LinkedIn. Check out, those are our websites, my blog,, the HR Happy Hour podcast. I hope you guys check out.

Many thanks to the folks at HireVue and Bamboo for having me. Apologies if I went too long. Thanks so much and we'll see you next time.