I just returned from the Avature Upfront Conference in San Francisco last week. It was a terrific week networking and exchanging ideas / challenges around talent acquisitions with some of the largest employers from around the globe.
Unfortunately, cloning technology isn’t perfected so I couldn’t attend all the presentations. Here is a partial list of some of the presentations I attended:
- Making Strategic HR Possible with Avature. Presented by Dimitri Boylan, CEO, Riges Younan, SVP APAC, and David Pumpelly, VP Enterprise Talent Solutions, Avature
- Mastering Talent Acquisition Transformation with Outstanding People and Partners. Sebastian Hubert, Head of Strategy and Technologies Talent Acquisition, Siemens
- Transforming Global Talent Acquisition to Recruit in Style. Marcella Coutto, International Talent Acquisition Project Manager, and Edward Días, Director, Recruitment Intelligence & Innovation, L’Oreal
- Redefining the Role of ATS: Incorporating Career Fair Portals for a Streamlined & Paperless Hiring Process. Kate Blue, Manager, Talent Acquisition Operations, and Tessa Dolkas, Outreach Program Manager, NuVasive
- The Metrics Trap: Identifying the Right Ones for Finding, Attracting, and Retaining Top Talent. Bill Fowles, Talent Acquisition Manager, USA, ABB
- Walmart’s Story on Rethinking TA & Executive Recruiting. Silvana Soares, Sr. Director – Walmart Global Recruiting, Walmart
- The Art of Reporting & Providing Visibility. Svetlana Kozhina, Solutions Consultant, and Jacklyn Giannitrapani, Adoption Specialist, Avature
- Mastering Employee Engagement and Internal Mobility to Retain Top Talent. Kacey Lorenson, Project Leader, Talent Acquisition Programs & Services, Liberty Mutual
- Organizations must connect their business strategy and their talent strategy. The speed of business, competitive pressures, and operational complexity continue to increase. Business leaders are demanding that talent organizations keep up. Top talent teams deeply understand the business strategy and have the ability to naturally respond to market changes. Quick response comes from having a talent organization with the right people, processes, and technology.
- Data-based decision making. Real-time reporting and analytics allow talent organizations to make the best ROI decisions linked to business strategy. The best way to connect the talent organization and the business is through data. The entire talent organization must be able to understand, leverage and speak with data. One challenge is understanding which metrics are critical to success and which ones are interesting, but don’t drive the business.
- Leverage automation to focus resources on strategic versus operational activities. This is a business challenge, not only a recruiting/HR challenge. There were a number of discussions around automating tactical activities so people can spend more time on strategic activities. Although, not everyone agreed which strategic activities were the most critical. One idea I personally liked was if the activity improves the hiring manager or candidate experience then consider it strategic. After that, you can decide if it can be automated or not. Note: this relates to leveraging Net Promoter Score as a measure for organizational success.
- Take a sales/marketing approach to recruiting. While this is not a new theme, organizations are just starting to bring this strategy to life. Most organizations are thinking about this creatively (having their employment branding match the company branding). Others are starting to think about other concepts: personas, strategic messaging, drip campaigns, open-rates, engagement, conversion rates by stage, cycle-time, etc. The best talent organizations are deep partners with marketing, have a team that views recruiting as a marketing effort, and has a budget to support their recruitment marketing.
- Companies must develop their talent teams to meet increasing business demands. Beyond functional understand, if recruiting / HR want to not only keep up with the business, but run faster (i.e., be seen as a strategic partner) they must develop their business skills. They must understand things such as (1) the business strategy, (2) how the business makes money, (3) basic financial analysis, (4) sales/marketing practices and metrics, (5) customer management processes/satisfaction drivers, and (6) strategic reporting.
Please add your thoughts below with your key takeaways from the event. Recognizing it takes a village to put on an event like this, thank you Dimitri and the entire Avature team for all your efforts. Looking forward to next year.