Innovative Technologies to Build & Coach Your Best Teams

In this panel discussion video, Molly Weaver (Director Talent Acquisition, Children’s Mercy), Larry McAlister (VP Global Talent Management, Equinix), William Poynter (National Director Talent Acquisition, HealthSouth), Steve Rae (Chief Professional Development Officer, Apollo Group) and Vinnie DiSalvo (Manager of Employment Development, Allied Building Products) join HireVue’s Kara Blumberg to discuss the use of innovative technologies to build and coach world-class teams.

Watch this on-demand video now to learn:

  • How HR can raise its profile within an organization through the use of data and innovation
  • Ways in which to use technology to find, engage, and hire the best candidates before competitors
  • How to use data and technology to develop your existing talent, and improve and diversify your lines of business
  • The role of technology in bridging the training effectiveness gap

Webinar Transcript:

Kara: I am thrilled about this panel today. Just to give you a brief overview of what we’re going to touch on today, the focus today is really the use of innovative technologies to build and coach teams. And if I were to describe the panelists that we’ve selected here, there’s three things that I would describe about them. One, they are actively using HireVue to build or coach or both excellent world-class teams. Two, they are innovators. So as we talk to the panel today and you hear their stories, these are individuals that are challenging the status quo. They’re visionaries. They’re not satisfied with doing things the way they’ve always been done. We even have a couple of individuals that are starting new lines of business, so this isn’t just an HR conversation. And that leads me to the third point is that everyone on this panel has done a great job of working with the business. So they are focused on introducing new business solutions and opportunities, or solving business problems.

So there’s always that elusive how does HR get a seat at the table? Well, these individuals have done just that using the power of data and science. So Paul’s presentation was the perfect segue for what we’re going to discuss today. So just before I introduce the panel, let me cover a few structural things. So one, we’re going to use the poll app today in the digital disruption app. So this is the time when we want everyone to get their phone out, pull up today’s session. So if you go to your schedule, open up the panel session. When cued you can scroll to the bottom of that and we’ll have a couple of polls. We’d love to get your feedback and we’ll spend a moment reacting to those. Second, we will have about five minutes of Q&A at the end so as you hear these individuals telling their amazing stories, if you want to discuss or ask questions we encourage you to do that.

So without further ado let me introduce our esteemed panel from left to right. We’ve got Molly Weaver who is the Director of Talent Acquisition at Children’s Mercy. Next to her we’ve got Larry McAlister who is the VP of Global Talent Management at Equinix. Then we have William Poynter who is the National Director of Talent Acquisition at HealthSouth. Next to him we have Steve Rae who’s the Chief Professional Development Learning Officer at Apollo Group. And last but not least, all the way down there, we have Vinnie DiSalvo who is in the Employee Development Group at Allied Building.

All right. So let’s get to our first question. So I don’t know about you but when I go to the doctor, if I don’t have a good experience, if they don’t give me more than two minutes, if they don’t listen to my concerns, if they don’t seem interested in helping me, I find a new doctor. We have a choice today in who we seek out. Right?

So patient satisfaction today is paramount and, from a hiring perspective, that means you’ve got to be able to hire the best of the best that’s going to drive that high customer satisfaction. And Children’s Mercy has given their hiring team a huge leg up by ridding them of low value administrative work on the front end, so that they can really focus on finding the best candidates, engaging those candidates, getting them on board before the competitor steals those candidates. So, Molly, you’ve been able to drop your time to fill from 90 to 30 days and we’d love to hear about your story and how you’ve been able to achieve that.

Molly: Okay. Well first of all, the first thing we did was just do the basic On-Demand interview from HireVue and we’ve been doing that for five years now. So that dropped our time to fill quite significantly but then, when I talked to my recruiters about what was taking their time away from sourcing and finding and talking to candidates, they talked about interview scheduling as being their biggest pain point. And so about a year ago we went live on HireVue Coordinate – it was called something else then, but we’re going to go with Coordinate – and I was the biggest hero ever for my team because they absolutely can’t use it enough, talk about it enough, tell anybody. So if you want to talk to somebody about HireVue Coordinate, call anyone on my team and they will be happy to tell you about their experiences. But it has made such a difference in the way that we schedule for both our hiring managers and our candidates.

The candidates can tell us when they’re available. We can pull a schedule together and get it back over to them, including the meeting rooms, which, in a hospital, I don’t know about HealthSouth but in our hospital meeting rooms are always at a premium, so finding a room and the person and getting everything set up is incredibly exciting. And a lot of times, and Lauren did this yesterday, they show the demo. They show these really complex interview schedules. So, actually at the beginning, my team, a couple of them, weren’t using it and I was like, “Why aren’t you using Coordinate? I don’t understand,” and they’re like, “Well, it’s not for me. I only do one-on-one, simple interviews.” And I’m like, “It works for that, too.” And so once they figured that out they’re now my most raving fans.

But I think the combination of using On-Demand interviews that help us to interview more people, to see more people, to let more people tell their story, and then to get them schedule to meet somebody in person really quickly, has continued to shrink that time to fill. I don’t think I’m going to get much under 30 because we have background checks and all those lovely things, but that is still our goal, is to make that as short a time where there is somebody not caring for the kids. Because that’s what I look at every opening we have as there is somebody not ready to take care of the children that come through our doors every day and that’s extraordinarily important to me.

Kara: Yeah. That’s incredible. That’s a real business problem that you’re solving there. Yeah. And I remember you saying that one of your competitors was like, “How are you getting all the good candidates?”

Molly: Right.

Kara: Because you get to them first by using the scheduling. Yeah.

Molly: Yeah. Actually I met with my CEO about a month ago on affirmative action, not anything related to HireVue but he’s like, “All the other CEOs tell me you get all the good grad nurses.” And I looked at him and I said, “That’s deliberate.” For some reason, healthcare is kind of an interesting phenomenon. The recruiters all get together once a month and talk about stuff and so we find out when everybody else is doing their hiring and we kind of use that as our end date and back it up and make sure that we are first and we’re done before they start. But we, again, couldn’t do that with the grad nurses. They’re in school and they’re scheduling and they all do their interviews in the middle of the night. More than half of them do them in the middle of the night. But we couldn’t do that. We couldn’t get them into the hospital as quick as we do without HireVue and now Coordinate.

Kara: Fantastic. Larry, I know you’ve talked about the death of the recruiter as the scheduling function, which I just love. What would you add to what Molly has shared? Yeah, stand up. Preach it.

Larry: I am announcing. It is the death of the recruiter as order taker. It’s the birth of the talent acquisition expert. It’s death of the phone screen. It’s birth of the digital interview. Think about the phone screen. You have a guy or a candidate hiding in a conference room or in his car taking a shaky phone call. You have a very busy recruiter, hiring manager, probably multi-tasking, trying to get to a five minute interview. And during all this scheduling of getting these people here, in five seconds you know if you want them or not. You’re like, “I’m glad it took eight days to get to this point.” By the time you do that, you could have looked at five On-Demand, right? And during this administrative shuffle, two things are happening. One, you’re decreasing candidate engagement with you so all the branding and all the candidate experience stuff is trickling away, trickling away. So just wait until they come on board before you start disengaging them. And then two, the most important thing, is you’re increasing interviewer fatigue. So your interviewers are starting to forget what great looks like and I compare that to when you’re young and your dating days and you go to the club and you’re checking out people. And then the night goes on and the night goes on and then everybody looks good at 2 o’clock in the morning. Interview fatigue is dangerous. It must be stopped.

Kara: Excellent. Well while we’ve got Larry’s enthusiasm, and you can stand back up. I know you’ve coined the phrase . . . you don’t have to but . . .

Larry: [inaudible 00:09:10]

Kara: We feel it, yeah. You’ve coined the phrase recruiting to [inaudible 00:09:15] and you’re really passionate at Equinix about revamping what recruiting means holistically end to end. You’re using the full HireVue suite. Outside of the scheduling piece we’d love to hear what your story is there, what you’re bringing to the business.

Larry: Yeah. So when I talked about talent acquisition expert, I really believe you don’t go to an intake meeting with an order pad and ask for what do you think a job description is. I believe that the job description is fictional. It’s a made up piece of paper. And when you leave that intake meeting you have a treasure map without an X marks the spot on it. So I think by using Insights, some talent pools we have with LinkedIn, you come to the hiring manager with data and people and what the story is. Because I know you’ve taken job descriptions and you look at this and say there’s no one in your organization that looks like this right now. But if you’re using Insights you can say your best people look like this and this is where they are in the funnel. So if you come with a story and you come with a reason why we want to hire, you change the conversation. So I have a quick analogy of how I think of 1.0, 2.0.

So branding is really key and you want people to be attracted to you, but so is the data and understanding what the market is. So and how I see it as in talent acquisition 1.0, the way we’ve always been doing it, it’s like a recruiter in a random pond on a boat with one fishing pole and the hiring manager is going, “Get me a red one,” and you’re like, “There are no red ones.” And then 2.0 is you have a GPS, you know where the talent is, you’re bringing the hiring manager and all his team with you on the boat. You have several other boats with other people in the organization, and you know exactly what the pool looks like. And then 3.0, which we’re not there yet, if you have a targeted, great brand that people understand why they want to work there, they just jump on the boat.

Kara: Awesome. Thanks, Larry. William, I know you’re really passionate about elevating the TA function as well. What would you add to what Larry has shared?

William: Well, I think one of the key things that we’ve done is we did a test pilot in one of our regions to look at RNs and how we use the On-Demand for them. And what it’s really done is really engaged the candidate experience. We had the hiring managers and the recruiters record the opening videos and sort of an introduction video, so it was more engaging for the candidate and found out that experience was a lot better. Now, everybody we sent On-Demand interviews to didn’t necessarily take them but the ones that did we found were a lot more engaged and really more excited about the interview process. And then when they were onboarded it’s really had a huge impact on our turnover in that region. And from a productivity standpoint it’s helped because we can initiate that earlier in the recruiting funnel and engage more candidates in that process. And it really shortens that length of time to fill a position.

So we’re really looking forward to leveraging that with other tools like Insights, which I’ll talk a little bit more about, but using the whole suite of tools that HireVue has including the live interviews when we have out of town candidates to really shorten that time to fill as well.

Kara: Great. So two common themes. Death of scheduling. Nothing personal to anybody in here who’s scheduling, but let’s get talent out of that and let’s elevate them into data, into helping find the right people to drive your business. So before we go any further, we’re going to do our first poll question. So if you open up your app and scroll down, the question you should see is will you be willing to remove phone screens from your process? So take 30 seconds or so, answer that, we’ll watch the results come in real time.

Man: Where is it?

Kara: If you open up the schedule, open up the panel session, and go all the way to the bottom. Absolutely looks like it’s pulling ahead. All right. We’ll give it a few more seconds here. All right. So it looks like absolutely is more than half. Which is interesting. Yeah. So, yeah, that’s fantastic. And by the way, we’re going to be up here after the panel today so for those of you that said “absolutely” that are not doing it today and want to talk with Molly or William or Larry about, “How did you introduce this to the business?” Phone screens have been around for decades and change is always hard so if you want to talk to them about, “I see a real vision for us here. How did you talk to your business about this and make this happen? How are you leveraging Coordinate and other products?” We’ll be around to discuss that.

Great. Okay. Well, we’ll go back to William, again, and he mentioned that he was using Insights and the interesting thing, I think, that’s happening at HealthSouth is that you’re using Insights as sort of a development opportunity. So Larry was talking about using Insights to find the right talent. This is sort of the flip side of that is how do you see what’s going on in your organization and use that data for coaching in order to make better decisions? So, William, we’d love to hear your overall vision and what you’re doing with the use of Insights.

William: Sure. Just like we heard earlier, talking about how effective are managers at interviewing and we’ve all heard the cases where they’re not prepared, they go into the interview, they’re looking at the resumes, they’re asking questions. So how much are they really gathering from the candidate through that process? So we do offer behavioral-type interview training in our company, but the question is how many of the front line managers go through that training that are part of that interviewing committee or team that looks at the candidate?

So one way we’re looking at Insights is sort of rating the evaluators. And when we roll out these test pilot groups to do On-Demand interviewing, we really have set aside or set the bar to have all the evaluators rate the candidates in the HireVue and based on the five star rating and the yes-no-maybe. And that really feeds into Insights. And then we can look back and tell how effective they are, or how they rate or stack rank against all the other evaluators for that position or for that group of positions, and see who does the best.

So one example of that we tried, we just hired a group of candidates. We went through a process to hire about 10 candidates for our Developing Future CEO program. And all the recruiting team that was involved in that, including my boss, rated the candidates and went through and then we went back and looked at how we stacked up. And luckily my boss was at the top, so I didn’t have any problem selling that part of the feature. But really what it does, is it shows us how we’re doing at interviewing and selecting candidates. But I think the bigger piece is it’s not necessarily where people rank in the stack ranking, but that if they know they’re going to be rated or looked at from that perspective they’ll go into the interview better prepared knowing that they need to make the right choice when they’re selecting a candidate.

So I think that’s going to help as we see over time and continue to use this, that we’re going to get better at selecting the right candidates and then that, in turn, will help with the quality of hire and impact our turnover.

Kara: And I think it goes back to what Paul said. I think he asked the question how many of you feel comfortable that your hiring managers are doing structured interviews every time and being consistent? And I don’t think anybody got a Frisbee for that one. So I think what you’re doing there is really trying to harness data to really tell that story. And I’d be curious to know what the next step is. So you’ve discovered some disparities. You’ve identified who’s doing really well, who maybe isn’t excelling. What are you going to do with that data next to level the playing field?

William: Well that’s the big question. How are we going to deliver this to really have an impact on the evaluators that are doing the interviews? So as we build our integration with Taleo and start rolling this out company-wide for all our RN positions or really all nursing positions, is really setting the bar that the evaluators need to rate the candidates, and then how are we going to deliver that back and really hold them accountable for those ratings. And that’s the next piece that we’re working to figure out.

Kara: Fantastic. And, Steve, I know you’ve got a large focus on development at Apollo with your educators and other individuals. What would you add to what he just shared?

Steve: Well we’re going through a lot of transformation as a company right now. We’re getting into new markets and we’ve been traditionally come from the space of being a provider of higher education. We’re now growing globally. We have a global footprint in seven continents and the interesting thing about my role is that we have . . . I’ve been given a new responsibility to grow our presence and really working with companies on the full talent life cycle. And as part of that, we’ve had to think about how do we build those relationships? And so we’ve got a sales force, a group of individuals who are responsible for managing business relationship. We’ve built business relationships with about 3,000 employers, primarily in the United States. But where we’re going with regard to the solutions we want to bring to those employers is completely different from where we’ve come from.

So we did an interesting use of the HireVue tool, where we took that entire sales force and we said, “All right. Do you get our new value proposition?” And so we used what essentially is the Accelerate platform and screened all those people and said, “Can you succinctly deliver our value proposition?” And what was really interesting is you get a lot of contrast. And it’s this idea that HireVue, as a tool, isn’t just valid as a way in which you screen incoming talent, it’s a way that you screen your existing talent. Especially through a transformation in terms of, are they up for where we’re going? And so, I think that it’s one small thing of 28 projects that we’re doing pretty innovatively. We’re relatively a new HireVue customer. We’ve been in a relationship really since the beginning of February, but we’ve got no shortness of imagination because our core business is around . . . it really, I think about it is it’s our business is about talent mobility. We produce the individuals that you hire, that you assess through this talent acquisition process. And then we’re also thinking about how do we actually manage them through the mobility of their entire career. So we have this fairly interesting broad perspective on how HireVue can be used broadly as a tool across the whole talent spectrum.

Kara: Yeah. Apollo has a really exciting story and I think he just touched on the tip of the iceberg in terms of using data to develop the talent that they already have. So what they’re doing is not only improving their current lines of business, but they’re actually leveraging HireVue to diversify and introduce new lines of business. And one of those is in the HCM space. And, Steve, I know you’ve talked about the fact that HCM overall is probably one of the most inefficient parts of any organization and that you’re on a mission and have a commitment to changing that. What can you share with us about that process, that vision, and that new direction that Apollo is heading?

Steve: So I’ve always believed fundamentally that businesses don’t succeed or fail, people do. And when you start there and you think about this key moment where you’re bringing somebody on board. That’s really not our core business. We’re not a talent acquisition solution firm today, but it’s a really interesting adjacency to what our core business is and where we’re going.

I used to have this joke. Availability is not a skill set and you talk about hiring fatigue and all these other things and it gets . . . I believe it’s still . . . the people in this room, you represent 1% of the market starting to pioneer new technologies for taking what is fundamentally a highly inefficient process. There’s another 9% thinking about what you’re doing and there’s another 90% that are still just relying on resumes and interviews. And as you saw on Paul, getting it wrong fundamentally and 50% of the time bringing the wrong person on board.

My grandfather had a great expression, “There’s good fishing in troubled water.” When you see something that’s fundamentally inefficient and can be improved, it’s a great place to build a business, as Mark has. Right? And we’ve had these really amazing conversations. If you think about our business, we look at it in four phases of what an individual will go through. You start out with we’re preparing talent for the workforce. Now, a lot of our students that are part of the University of Phoenix, they’re working adults. What they’re fundamentally after is not to stay in their current job, they’re after the next job. They want mobility beyond what they’ve currently achieved. And so how do we think about talent preparation?

We also run these things called IT boot camps. And one of the things we want to do is we’re implementing HireVue in our boot camp process, not as a way to enable that candidate to compete for a job, but actually, we want to assess them before they come in and then assess them again in 12 weeks when they’ve completed that boot camp and kind of show the before and after. And that’s really a demonstration of the power of what we put them through. So using this as just a small way of the upfront part of talent preparation.

In talent acquisition, we’re working with some really large employers helping them hire military veterans. So we’ve built an 18 credit certificate program that the soldier will come into. We screen then with HireVue on the front end. They come through this program and then, really, they’re almost fit for the job by the time they leave the military. So we’re running these 18 credit programs online, while they’re still enlisted. And a lot of exciting opportunities there, but thinking about how we marry up this idea of preparing talent specifically for an employer and then marrying that up with HireVue as a tool.

And then we’re also thinking about how does this play in talent development? So what it fundamentally is is it’s an assessment tool. It’s an assessment tool that I would say 99.9% of the people in this room are using primarily for screening candidates as they come in. What if it were a question type that you could introduce into a learning module, so that you can assess an individual’s critical thinking as opposed to just multiple choice tests? And start to assess outcomes from the investments you make in learning but using HireVue as that kind of a tool. And then start thinking about this longitudinally about, what do these HireVue data interviews look like over time for the same candidate? And how is that going to actually start to affect the way we think about talent advancement, leadership development, and actually where we can see almost . . . if you guys are familiar with the movie Boyhood. This idea that you can take these time pulses of somebody developing over time, and start to understand what were the material experiences they had along that journey that created some of the inflection points in their career potential.

So I think last but not least, we’re preoccupied, as I said earlier, about talent mobility. And for me, talent mobility is a . . . it’s the fundamental outcomes that our students are looking for. But when you look at the employees that you’re hiring using HireVue as a tool, there’s all the statistics about people are in jobs now for an average of 18 months. That means that you’re going to constantly be having to fill jobs. But it also means that those individuals that came into those jobs are looking for not just that job, but what’s next.

And so we’re starting to think about this initially from the standpoint of how can HireVue be not just the tool for the hiring person, but a tool for the candidate? And a tool for the candidate at any point in their career progression. So I think about resumes and interviews, and then maybe there will be a day when, “Can I see your HireVue?” This idea that there will be a data set of things that represent something about that candidate that go far beyond what we can tease out of just an individual interview. So for us, we’re looking at this very comprehensively. We’ve got 28 initiatives that we’re launching both with customers, within Apollo. Everything from how we assess 23,000 faculty and do a process called reboarding and say, “Okay. We know now, using HireVue, what are the attributes of our top performing faculty. And we actually know, now, some of the attributes of our low performing faculty. And how do we actually use that as a process to improve the average, show best use cases, and really transition a business that is, I think, gotten so successful off of what it’s been doing but introduce tools like this to really transform and change the game comprehensively about how we think about talent?”

Kara: Yeah. I just love this story. I think it’s amazing to me that with one solution, Steve and Apollo are transforming, not only their current business but other lines of business using the power of data. And as I look around this room, there’s probably just a tremendous amount of potential if you think about are there other ways where we can be using this solution and tracking data over time to see how our teams are progressing?

So that sort of leads into the next poll question, which is around measuring your training. So we’re curious to know if you have a proven process in place today to gauge whether training actually changed behaviors in the audience. So Steve was talking about boot camps. He shared what they’re doing with the reboarding of their faculty. Do you have a way, when you do training today, to measure if it’s stuck and change behaviors?

All right. This poll is looking flipped the other direction [laughs], so not as many takers here. But I think this is sort of representative of what we see out in the marketplace in this space. So almost 60% of people said no, 17% are not sure. So there’s organizations that have tremendous training budgets, not only to bring in an instructor, but the time that you take your folks off of their job to go learn a new pitch, to learn how to do part of their jobs, but you’re not sure if, at the end of the day it even stuck. Was it worth the investment? Are you getting your ROI? And we see this quite commonly and Vinnie has certainly seen this and he took the bull by the horns within his sales teams. And you’ve probably all heard these statistics. I was actually at breakfast with a couple folks today and one of them mentioned this statistic. It was quite timely. But 87% of workplace education is forgotten in 30 days, and over 50% of sales teams don’t make their quota each year.

So it’s not for lack of training, but somewhere between training and execution, we’ve got a gap. And Allied is really focused. They’ve got a very dispersed sales team and they’ve really been focused on moving beyond just educating, just sharing data, to truly transforming to another tier of comprehension that drives behavioral changes. So, Vinnie, we’d love to hear about what you’re doing at Allied with Accelerate and your vision and what results you’re seeing to date.

Vinnie: Sure. So I think that poll is quite telling, right? I think every organization has this problem. How do we go from knowledge acquisition to knowledge application, right? That’s one of the biggest problems in the learning and development field today. And so I don’t think Allied is unique in that way, I think most organizations have that. One of the things that we’re doing in trying to use Accelerate to try to fill that gap, is really around more the repetition of that training, right? So we all know that training or that knowledge will dissipate over time, so how do we reinforce that training or the knowledge that’s acquired? And so what we’re trying to do is say, “Okay. If we’re going to somehow try to replicate what went on in training and try to make sure that the staff understands not only what it is that they were supposed to learn but how to apply it in, let’s say, a sales situation, we really need to up our game when it comes to scenario simulations, role plays.”

And we do a pretty good job of that in training and most of your training departments probably include all of that stuff, as part of training. But what happens after the event? Because that’s where all of the stuff falls flat on its face. So what we’re doing with Accelerate is extending the training event a little bit. So what we’re doing is we’re taking those same scenarios, those same role plays, and we’re putting them into Accelerate and we’re deploying that to the staff, whether it be 5 days later, 10 days later, 15 days later, and giving them the opportunity to practice what they learned again. But we’re not stopping there, right? So that’s just repetition. That doesn’t give anybody any insight into how well they’re doing, right? So the whole point of this is to get to a point where we can have meaningful coaching conversations with those folks, to help them be better at what they do or what we want them to do.

So what we do with Accelerate is once we get the feedback from the evaluations, we work with the managers to set up distinct coaching conversations with those individuals. But before we actually have those conversations, we actually share the responses that they gave to the assessments with the individuals, and we ask them to do a self-assessment. So very simple, typical what do I think I did well, where can I improve, what do I need to change for next time? And then we have a very typical coaching conversation after that. We say, “Okay. So, Vinnie, so tell me. How do you think you did? You saw your video.” And 90% of the time, that individual will capture 95% of the comments that you would have put down in your review of that individual anyway. So it brings that self-awareness to it and that’s when, from that point, that’s where the coaching conversation can really take the next step, and we can really start to help that person improve their pitch.

And so from that point, though, you would say, “Okay, well that’s a good first step. Where do we go from there?” So what we do is we actually repeat that same assessment over the period of 30, 60, and 90 days to continue to ensure, reinforce that learning that happened in the training event. So I think, from our perspective, what we found is that the people that have gone through this process or the salespeople that have gone through this process, are 10 times more likely to be able to reiterate the information that we want them to in the way we want them to, than the folks that aren’t doing this. And that’s a really, really big win for us on the sale side of things, because as you mentioned, we have a pretty large workforce and a very diverse sales force across the entire country.

Kara: That’s fantastic. And I assume, at some point, you’ll measure then what’s the uptick in sales by those individuals that are so much more likely to retain and express the information in the right way.

Vinnie: Absolutely.

Kara: Yeah.

Vinnie: Yeah. It’s all tied to all of those metrics, those individual metrics.

Kara: Perfect. Steve, would you add anything based on what you’re doing with your sales team?

Steve: Well, I think we’re in the early days of this. I think some of the things Vinnie is doing represent maybe a desired place that we want to go to further advance some of the early experiments that we’ve done. We’re really in this experimental stage and we’re trying to cast a view of how HireVue can play, as I said, across the board. But I do think that the ability to take this data and these assessments and create contrast is kind of . . . it’s a way to assess a team. And just because somebody’s in a job doesn’t mean that you want them to be in that job, if you know what I mean. It’s like just because that seat’s filled, maybe you could do better by upgrading the person in that seat. So I think that when we look at this, it’s about the opportunity of improving the aggregate performance of your team with not just filling the empty seats but improving maybe the seats that are taken by people that . . . maybe that’s the wrong job for them, and they just go there somehow through a process of mobility through the company.

And, for me, there’s actually a broader theme here, which is the degree to which the people in this room that are very preoccupied with this idea of hiring this next generation talent are also connected to . . . are you connected to the L&D team? Are you connected to how that talent is developed? Are you guys talking together, so that this idea of the raw materials coming into the business and the way those individuals get developed over time is thought about comprehensively and holistically? And I think that’s going to be this opportunity where you’ve got this technology that right now is seen as this head end, hire somebody in technology, expanding its footprint into these other areas and staring to change the dynamic on talent as a whole.

Kara: Great. Thanks, Steve. All right. We’re going to take a few minutes for one more question and then we’ll open it up to audience questions. So this is a question for the entire panel. “If you could give advice to those in this room that find this intriguing, but may seem fearful or they don’t know how to go about . . . “how do I pitch? Let’s use data. Let’s use science. How do I make this a business case? What would you advice be based on how you’ve gone to your business leaders and said, “Hey, I think we need to do this.” How did you go about doing that? What can you share? And we can pass the mics down here, too. We’ve got the silent crowd over here on the right.

Molly: Well, I started with just this is a better, faster way for us to get the, again, the top talent of nurses. So I started there and then have gone, over time, our next step is we launched three weeks ago, introduce yourself to us on our website as an alternative to the job application. So I just did sell that to our executive team and all they said was, “Can’t wait. Come back and tell us how this one turns out.” So I think you build the case over time, but I think if you’re looking for the legal thing, I think it’s saying, “I can prove that I asked the same questions to every single person. Can’t do that today,” and that usually, that seemed to cross the bridge for the legal department on that particular question.

Larry: Yeah. For me it was executives have the busiest schedules of all, so to pitch to them that you can be in the airport looking at, in your own time, looking at On-Demand interviews, was a killer. And then the predictive analytics of Insights is what I say signed the check, because people just inherently know it’s a wasteful operation, the way it’s built now. And to have predictive analytics and to help you rush through the stack quickly really helped. And then what really got it adopted is we just piloted it quickly with whatever groups were into it and then we had hiring managers who liked it take their own HireVue and then start broadcasting that out to the employees. And then after we did a couple of those then you started having business saying, “I want to try it. I want to try it. I want to try it.” And then we launched fully to North America on Cinco de Mayo.

Molly: Yeah. I think that holding HireVue as a carrot and not you have to do it, but oh you want to. Oh, well I guess you can is a different way . . .

Larry: [inaudible 00:39:09]

Molly: Yeah. We were successful in doing that, too.

William: Yeah. A good way that we really kicked it off, we’ve tried it in several different groups and several different scenarios, but really where we saw the best adoption was when we opened it for new hospitals last year and our recruiters for those hospitals actually used the HireVue interview with the leaders and the managers. And then when they had access to see the On-Demand interview for their candidates, it was almost like a competitive thing. They would come in in the morning and say, “Okay, well how many HireVue On-Demand interviews do you have today?” And it was sort of the competitive reach within managers to get the most and to be able to hire the best qualified people from that. So that’s really where we see the adoption coming, is starting with the managers and the leaders to really get them ingrained in that and want to use HireVue.

Kara: Fantastic. Any other thoughts at the end?

Steve: Mine is very simply do a demo for your CEO. There’s nobody that keeps awake more about, “Do I have the talent I need to execute the business that we’re in,” more than the CEO. I think when they see what’s possible with this, you’re going to get that champion from the top that’s going to grease all the skids that you’re up against as internal innovators trying to do something different and they can give you that leverage. And then the other thing I’ll just echo, do lots of experiments. Find a way to do some small pilots. Get your confidence up about how to use the tool and then extend the footprint beyond just the logical space that this is positioned in into other areas that relate to how you assess your talent not just as they come in, but over the course of their careers.

Vinnie: Yeah. The only other thing I would add, because I echo everything that everyone said, is from my side it’s that poll question. How do we ensure that the training has stuck, and that behavior has changed? Because there’s a big difference between knowledge acquisition and knowledge application, and we don’t have very many tools to measure that knowledge application side of it. And so that was the direction I took with all of our teams.

Kara: Thank you, once again, to the panel. [applause]