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Hiring Assessments That Do More Than Just Check Boxes

In this episode of Transformation Realness, I sit down with Satish Kumar, the innovative CEO and co-founder of Glider AI, a leading skill validation platform. Satish’s background in education tech brings a fresh perspective to HR, blending rigorous assessment standards with hands-on practice for real-world tasks.

And it’s exactly what the industry needs right now. With candidate fraud on the rise, companies are facing challenges they hadn’t prepared for, and it’s impacting hiring quality at every level. Satish explains how Glider’s tools give hiring teams the confidence they need by validating both technical proficiency and integrity in candidates.

This conversation with Satish is loaded with insights for anyone who wants to make their hiring process more transparent, strategic, and future-focused. Whether you’re struggling with candidate fraud, looking for ways to use assessments as part of a long-term talent strategy, or just curious about what’s next in HR tech, this episode will give you plenty of ideas to chew on. Grab a coffee, tune in, and let’s get real about what assessments can do for your team!

Are They the Real Deal? Why Candidate Authenticity Matters More Than Ever

Let’s talk about authenticity — something we’d all love a little more of in hiring, right? With remote and hybrid work now the norm, it’s harder than ever to know if your candidates are the real deal or just playing the part. 

So, how does Glider AI help? They’re not just doing traditional assessments: they’re creating a process that gives you confidence in the authenticity of every hire. It’s about knowing that the person behind the screen actually has the skills they say they do. “Our goal is to … give you the confidence there’s no cheating at all,” Satish says. No second-guessing, no crossed fingers‌ — ‌just a system that’s built to help you hire the right people, every time.

And it’s more than just a skills check. Glider’s assessments include hands-on tasks that mirror real job responsibilities, giving you a real-time peek into a candidate’s problem-solving abilities, work style and creativity. In a world where hiring remotely is here to stay, Glider’s tools are like having a truth serum for candidates.

Hiring for Today, Planning for Tomorrow

Now, here’s where Glider’s approach gets even cooler. Most companies treat assessments as a pass-or-fail moment, but Satish takes it a step further. Instead of just thinking short-term, Glider’s assessments are designed to be the start of a bigger conversation about a candidate’s future at the company. “We can chart that journey for the candidate,” Satish says. Imagine using the same data to help new hires grow into roles they haven’t even applied for yet!

Glider’s assessments gather insights on broader skills and career potential, which is gold for HR leaders trying to build a talent pipeline. So, instead of just hiring for the role in front of you, you’re creating a development roadmap that keeps employees engaged and moving forward.

This approach is all about setting employees up for success from day one and giving them a vision of where they’re headed. It turns a one-off assessment into a strategic tool for long-term planning and career development, helping companies keep top talent and reduce turnover. Glider’s assessment data becomes more than just a hiring tool‌ — ‌it’s a foundation for a talent strategy that goes beyond the present.

Straight From the Frontlines: Learning From the People Who Make Hiring Happen

Here’s one thing I love about Satish: he’s not just a tech advocate: he’s motivated by understanding people. Glider’s approach to building assessment tools isn’t just theoretical. Satish is out here connecting with real HR leaders and practitioners to learn about the daily challenges they face in hiring. In fact, that’s his main reason for sponsoring this season of Transformation Realness: “Learn from the practitioner, listen to them, what they’re doing — and at the same time, share that knowledge with the world,” he says.

Satish is all about hearing the gritty details‌ — ‌the obstacles, the breakthroughs and everything in between. This isn’t just lip service, either. Satish genuinely believes that Glider’s tools should reflect the reality of today’s hiring challenges, and he’s making sure the product evolves to meet them. This real-world input means Glider stays adaptable, evolving as fast as the hiring landscape changes.

Satish’s commitment to continuous learning and genuine connection means Glider AI is a platform that’s rooted in the real experiences of people in HR. In a world full of tech that promises to “revolutionize” hiring, it’s refreshing to see a company that’s grounded, practical and truly dedicated to making hiring better.

People in This Episode

Transcript

Kyle Lagunas:

Hello, my little blueberries and welcome back to Transformation Realness, the only show all about what’s going on in the world of work: the good, the bad, and most importantly the real. Maybe you’ve heard of it. It’s been a minute since our last little episode. I have been on the road pretty much nonstop speaking at industry conferences, moderating executive summits, and sitting down with some of the most innovative solution providers and forward-thinking HR and talent leaders, literally, in the world. Did you miss me? Are you ready to get learnt and turnt? Are you ready to get real? Well buckle up buttercup: we’ve got a lot to cover.

We’re also trying something super new, this very special season, I’m calling the Transformation Ecosystem EP. And it features quickfire conversations recorded live from HR Tech conference in Las Vegas. We have practitioners like Donald Knight, chief people officer at Warner Brothers. We have solution providers like Rebecca Carr, CEO at SmartRecruiters. And we have extra special guests like Keith Sonderling, former commissioner of the EEOC, and my personal bestie, Madeline Laurano, my stunning business partner, the founder and principal analyst here at Aptitude. Can you even?

We also have our first-ever sponsor. Oh my God. The Transformation Ecosystem EP was made possible thanks to underwriting from the team at Glider AI. I know I make this all seem absolutely effortless but, to be honest, Transformation Realness is a serious labor of love. And working with an expert team like Rep Cap, it ain’t free y’all. You’re going to love this season. And I get to keep doing this work because Satish and Joseph at Glider believe these conversations are worth amplifying. I’m so humbled by their support. Okay. But enough from me, let’s jump into our first episode. And never forget to like and subscribe.

Hello, my little blueberries. Welcome back to Transformation Realness. The only show all about people who are doing their best to make the world of work less shitty, and they’ve got the guts to share their story, the good, the bad, and most of all, the real.

It’s produced in partnership with Rep Cap Media, and hosted by yours truly, the ever so glamorous, definitely down to earth, Kyle Lagunas, head of strategy and principal analyst at Aptitude Research, the leading boutique research firm covering HR tech and transformation. Get into it.

Today’s guest is a very special, Satish Kumar, CEO and co-founder of Glider AI, which, as you all know, was the underwriter of this extra special EP. He’s the kind of entrepreneur I love talking to: bold enough to tackle big challenges, but grounded enough to know exactly where things can go wrong.

Satish and I dig into Glider’s unique approach to skills validation, and why it’s more than just a way to weed out unfit candidates. It’s about building real opportunities for growth. Satish’s background in education tech, also, adds a really cool twist to the conversation. Think of it as teaching for the corporate world, but with more swag.

So, if you’ve ever wondered how to assess talent beyond checking boxes, or how to sniff out candidate fraud before it tanks your hiring funnel, you’re in the right place. Satish and I have a lot of tea to spill. Let’s dive right in.

Hi, Satish.

Satish Kumar:

Hello.

Kyle Lagunas:

How are you doing?

Satish Kumar:

I’m doing great.

Kyle Lagunas:

You want to introduce yourself to everybody? Who are you?

Satish Kumar:

Hello, everyone. This is Satish Kumar. I’m the CEO and co-founder of Glider AI. Glider AI is a skill validation platform for talent acquisition and talent management.

We are here to validate the candidate quality, combat candidate fraud, and provide practice-based learning for your employee. Through our sophisticated assessment platform, intelligent interview tool, we are able to solve candidate quality issue, and provide enterprises value on the investment on the skills.

Kyle Lagunas:

I mean, super cool. Honestly, this is not your first foray into the space of skills either, right? Like you found a new opportunity to solve some problems here, but you’ve been an innovator for a while. What did you do before you got into HR tech?

Satish Kumar:

Great questions. Not many people have asked me this. I come from education technology background. In fact, I ran my last edtech company for nine and a half years, and there, I was trying to identify the mastery of kids in the K-12 classroom. And that was the most satisfying part of my professional journey, actually.

And from there, when the company got acquired by a private equity firm, my two co-founders went with the last one, and I was the crazy one to start anew, but in the process, I am bringing all the pedagogy. In fact, I have the IPO of the last company as well, and we built a lot more things on top.

And that is very much applicable to this market, because, earlier, I was tracking the mastery of kids in the classroom, now, I track the mastery of professionals in corporate world.

Kyle Lagunas:

Yeah, super cool. And I mean, HR tech is a really dynamic space, right? It’s a really interesting space. How long has Glider been in business? Because I only actually met you earlier this year at Transform. Stacia Garr introduced us, which I’m very grateful for.

As an analyst, I look at a lot of products, and I see a lot of interesting ideas, but when we sat down, I knew that you really had something different. And I do think that your background coming from proctoring in a different space, like delivering innovation in a different space has really helped you have a much more nuanced point of view on the market.

But, yeah, how are you feeling about… I mean, skills is everywhere. How do you feel like you guys are standing out in the market?

Satish Kumar:

So, one of the key part that I say that, in the world of remote work or hybrid work, when somebody say, “Hey, this person is great, good quality,” well, it has to mean two things. The candidate is competent, and genuine, because a lot of candidate fraud happens in this hiring process, what you don’t know what you don’t know. But once you find even one issue, then, you question what happened to other thousand candidates that have gone through the process?

And our goal is to create, by design, a process through technology that will give you the confidence that there is no cheating in the process at all, and then, have all the audit trails available so that it gives you the comfort.

Kyle Lagunas:

I would, also, say that, from my point of view, former talent acquisition executive, I needed to have the right tool to make sure that we were effectively assessing for the skills that we needed. Right? I mean, I actually need to make sure that I had something that was going to give me the right insight on whether somebody could do the work that I needed them to, or not.

I mean, there have been tech assessments for a long time, but there’s some really unique stuff that you guys have with Glider. Do you want to share some of that?

Satish Kumar:

So, one of the key part that we offer as part of our solution, is that it’s a hands-on task. Assessment has been there since ages, right? But what you do inside that, how you do it matters. And how confidently the outcome will give you the proficiency level of individuals can only be driven by how you assess.

So, our approach has been we can simulate the client technology stack for the tech roles, or for functional roles, the kind of job they will be doing after joining the company. And then, we say, “Hey, if anybody can do this task, they should be given opportunity to proceed further in the interview process.”

Kyle Lagunas:

Oh, see, that’s really interesting. Like, honestly, I don’t think that you are far away, then, from assessing for the job that somebody’s applying for now. But then, also if you look and see where do people in this role go next in the company, why don’t I go ahead and see how much potential do I already have for what’s next.

So, let’s assess for right now, but then, also, let’s go ahead and get some data and see where is Satish right now for being software developer two, software developer three, or running a product management team, right? Like why don’t we just go ahead and get that going?

Satish Kumar:

Since we have done so many evaluations, we understand that what is the need for role A versus role B versus role C that could be in the progression path. So, we already understand that part, right? So, if I have to recommend person A, “Hey, you are at level A,” but you know what, the real need for level two is this, because we already assessed other people and have been successful at level two.

So, we can chart that journey for the candidate further, showing that this is the area you need to…

Kyle Lagunas:

I mean, I really do love it, especially because, look, we invest a lot of money in the assessment. Whether we’re talking about technical assessments, behavioral assessments, there is a lot of spend that goes into these things, and I have rarely seen an organization that uses that insight, that information from the assessment to build a development plan to onboard those people.

Like we really use it to decide if we’re moving you forward or him forward or her forward, and then, that’s it. And so, it’s really cool to see you guys are designing a product that’s going to have that, it’s designed to have that extended value. It’s designed to help get that person onboarded into a development plan. That’s super cool.

Satish Kumar:

Thank you.

Kyle Lagunas:

Can I ask you a different kind of question?

Satish Kumar:

Sure. You’re always on for a surprise, I know that.

Kyle Lagunas:

Yeah. Yeah. I mean, honestly, it’s kind of a weird one, but like, I have never podcasted in somebody’s booth before and it means a lot to me that you all were willing to sponsor this, and I have to ask, why did you like, sure, we’ll have Kyle sit in our booth and talk to a bunch of people, but, yeah, again, thinking budgets are finite, resources right now are really precious, what made you think that this might be worth it?

Satish Kumar:

I think the primary reason was that, while we are at HR Tech conference, which is a large conference, there are so many practitioners out here already, and they have their own experiences in the domain that they work in. Wouldn’t it would be great if we can capture their thinking process brain while they’re there already, as against scheduling them one by one outside?

And you happen to be here offering this help, hey, I can pick their brain, what they’re doing in this skill world, and because that’s core to us as well. So, for me, primary: learn from the practitioner, listen to them what they’re doing, and at the same time, share that knowledge with the world as well. And who better could do than you sitting here at one place, so thank you for that.

Kyle Lagunas:

No, honestly, I have to say vendors don’t get enough credit for underwriting the community that exists. These moments are not possible without underwriting from vendors like Glider. And I think that you should be proud of that. I mean, not only are there practitioners here that you want to hear and learn from, this is an opportunity for them to have, like, to stand out in the market, right? And to have an asset for their own career brand.

I mean, look, I sat down and had a really cool conversation about skills, and I was at HR Tech Conference. No, I didn’t speak at the conference, but I did sit down with this really cool analyst, Kyle. You know what I mean?

Satish Kumar:

Yeah. Yeah.

Kyle Lagunas:

Like you’re underwriting something that’s really important. So, I think it’s super cool. You should give yourself credit for it.

Satish Kumar:

Thank you. You rightly said that even practitioner got to showcase what they have been doing, get this in a platform to share with the world. So, not just learning for me, but saying learning through the world as well.

We always want to do better, right? And they’re the real practitioner who can share things that wouldn’t otherwise, and doing just Zoom remote doesn’t cut it. Being there live, face-to-face makes so much difference to get the nuggets out of…

Kyle Lagunas:

Yeah, I think so, too. And it’s like, it’s a connection point. Right? And I mean, people come to this, yeah, they come to sit in some sessions, yeah, they come to learn about what the new vendors are building, and what that cool tech looks like, but they really are wanting these moments where we can sit down together and share some ideas, and like, I don’t know, wax philosophical, right?

Well, and I hope that you get dollar-for-dollar ROI. I know ROI is like, everybody’s under that pressure. But I did want to ask that question, because this is something that is, I think, important for the space, and I appreciate you making it possible.

Satish Kumar:

Thanks to you.

Kyle Lagunas:

What do you think we’ll do next year? And I mean not just mean you and me, but what do you think is going to be happening at this show next year?

Satish Kumar:

I think this show is already so big.

Kyle Lagunas:

Yeah.

Satish Kumar:

I think we need little more structure how vendors like us can get more time with the practitioner. I mean, what we did here was just to get to that part, right? And thanks to you that you’re willing to do that here. But, in general, this show is so big. I think there has to be some structured way for the practitioner to participate, [get] time with the vendors who are showcasing there. Right?

And one big challenge here is that, because all the talk track are on the second floor, for them it’ll take time out of those and come and show which vendors are waiting…

Kyle Lagunas:

And they wander around aimlessly, maybe, see somebody that’s nice to them, like the name of a company doesn’t really dictate what they do. I’m 20 minutes into a conversation with somebody, and I realize this isn’t relevant to me. Do you know what I mean? Like that happens.

No, I think there is a lot of opportunities, especially like everything’s changed, the way that we engage, the way that we learn, the way that we shop for new partners, it’s all changed.

I would like to see some opportunities where, maybe, these shows evolve a bit more to enable some more of that, too. I think that the old playbook is not going to cut it anymore. It’d be cool to see what maybe they can dream up.

Satish Kumar:

Can I suggest something on that?

Kyle Lagunas:

Oh, yeah, please.

Satish Kumar:

Maybe, there should be a track where vendors can have some hands-on labs.

Kyle Lagunas:

Yeah.

Satish Kumar:

And have people walk in and try it out. And they should promote that as well, right?

Kyle Lagunas:

Yeah.

Satish Kumar:

As against sharing just the pitches, right?

Kyle Lagunas:

Yeah.

Satish Kumar:

And some people are-

Kyle Lagunas:

I know, it’s like the pitch stage, right? Where you show them your demo. That’s not hands-on. That’s not really making eye contact and getting to know people.

I think that could be cool, especially workshops. People want to come and not just hear things, they want to interact with some of these ideas.

No, that’s cool. Well, if anybody from HR Tech is listening, we’ve got some ideas for you, babies.

Satish Kumar:

Yeah. Absolutely.

Kyle Lagunas:

I know. Come and find us. Well, thanks again, Satish. It’s been really fun so far. I’m looking forward to learning more here while we’re at the show.

Satish Kumar:

Thank you, Kyle.

Kyle Lagunas:

Appreciate you so much. See ya.

Satish Kumar:

Thank you. Bye.

Kyle Lagunas:

Just like that, we’ve reached the end of another incredible episode of Transformation Realness. A huge thanks to Satish for joining me, for coming through, and sharing his insights. Because let’s be real, assessments have been around forever, but Glider AI is one of those providers that’s, actually, making the work smarter and not harder. And Satish, thanks again for making this very special season of Transformation Realness possible.

All right, well, some quick takeaways. First, trust, but verify. Candidate fraud is a lot more common than bad coffee at the office. Second, assessments shouldn’t just measure potential, they should help to unlock it. And finally, if your tech isn’t building a better talent pipeline, what are we even doing here?

Thanks for tuning in, my friends. If you enjoyed this episode, leave a review, tell your work bestie, and shout it from the rooftops. I’ll take whatever promo I can get, honestly. I’m pretty desperate.

Until next time, stay curious, stay sharp, and stay real, my little babies. We’ll catch you on the next one. Bye.

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Blog

Chipotle: A Lesson in TA Transformation and Change Management

New Hartford, New York - Aug 18, 2019: Night View of Chipotle Mexican Grill Restaurant, Chipotle is an American Fast Food Brand Specialized in Grill & Mexican Food.

Chipotle’s recent adoption of Paradox’s AI-powered hiring platform is more than an HRTech investment—it’s a strategic shift in how the quick-service restaurant (QSR) sector approaches hiring, employee engagement, and business growth. As companies like Chipotle evolve with smarter recruitment technology, they’re setting a new standard for efficiency and impact in high-volume hiring. Here are some of the standout lessons from Chipotle’s journey with Paradox and what it means for the future of talent acquisition.

1.  High-Volume Hiring Has Better Options: Traditional ATS systems have not been able to support high-volume hiring needs in a way that provides a positive experience to hourly workers. Today, there are better options, and we found that 1 in 3 high-volume companies are looking to replace their ATS. They want more personalization, consistency and an overall faster process that only comes from automation.

2.  Change Management Done Right: Managers Want to Adopt It Now

In an industry where rapid adoption can be challenging, Chipotle’s rollout of Paradox has been a change management success story. Managers have embraced the platform enthusiastically, even requesting to start using it immediately. This high level of buy-in is essential, as frontline managers are integral to hiring success. The swift adoption mirrors what McDonald’s experienced in its own shift to Paradox, underscoring that when the value is clear, buy-in follows.

3. A Catalyst for Business Transformation Beyond HR

While Chipotle’s adoption of Paradox is making waves in HR, it’s also part of a larger, company-wide transformation. This effort is not just about hiring efficiencies; it’s part of a broader business initiative that includes improving the customer experience, driving revenue, and expanding the brand’s reach. Finance, HR, and communications teams have all collaborated to bring about this shift, illustrating the power of cross-functional partnerships. Chipotle’s commitment to advanced technology reflects a holistic strategy where recruitment innovation goes hand-in-hand with brand growth and financial performance.

4. Automating for Efficiency, But Humans Still Drive Final Decisions

One of the key strengths of Paradox’s platform is its ability to automate time-intensive hiring processes, such as application screening and interview scheduling. However, it’s important to note that human decision-makers retain control over final interview and hiring choices. This balance between AI-driven efficiency and human judgment allows Chipotle to streamline its hiring process while preserving the personal touch essential to selecting team members aligned with its culture and values.

5. Achieving a 75% Reduction in Time to Hire: Significant ROI for QSR

Reducing time to hire by 75% isn’t just a noteworthy metric; it’s a game-changer in the QSR world, where speed is vital. This reduction directly translates to cost savings, better staffing coverage, and improved customer service—all critical components for restaurants. With hiring streamlined, Chipotle is able to meet its staffing demands faster, ensuring that locations remain well-staffed and prepared to serve customers during peak times. For QSRs operating on tight margins, the efficiency gains from AI technology represent a strong return on investment.

6. Leading the Industry in Smarter Hiring Technology

Chipotle’s adoption of Paradox underscores a significant industry trend Aptitude Research has identified: one in three high-volume companies is considering replacing their traditional ATS, and 62% of hourly workers report never receiving a call back after applying for jobs. Chipotle’s approach tackles both issues head-on, allowing the company to engage with candidates promptly and create a positive, responsive hiring experience. This strategy not only helps attract talent but also serves as a powerful statement to the industry about the evolving role of technology in QSR hiring.

Chipotle’s integration of Paradox is more than a recruitment strategy—it’s a blueprint for how companies can use technology to drive holistic business success. Chipotle’s example demonstrates that investing in intelligent, automated solutions pays off in higher engagement, faster hires, and meaningful cost savings. With this approach, Chipotle is setting a new standard for QSRs, showing that when technology and strategy align, the results can redefine an entire industry.

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Blog

Conference Season Recap: AI, Transformation, and Back to Basics

As we close out conference season, several key themes emerged around the HR technology landscape—mostly the growing influence of AI. Companies and vendors are struggling with what “AI” really means, especially as it shifts from an emerging technology to an essential part of HR transformation. Some companies are eagerly embracing AI, while others are cautiously observing from the sidelines. Despite the momentum, there’s still a need for clarity around the role of AI in reducing bias, its applications, and data governance. Former Commissioner of the EEOC, Keith Sonderling, put it best when he advised HR leaders to ask two critical questions about AI: Where is the data coming from? (on the vendor) and How is the data being used? (on the employer).

As we enter an era of rapid transformation, it’s time to move forward with AI—responsibly and thoughtfully.

Here are my top takeaways from this year’s conference season:

1.  Generative AI: Co-Pilots, Agents, and Assistants- oh my!

Generative AI is dominating the conversation. S&P Global named it their top HR tech priority for 2024, and vendors across the board—Eightfold, Crosschq, SmartRecruiters, LinkedIn, Visier, ServiceNow, One Model, and more—have unveiled new generative AI tools. But with new solutions come new questions: What distinguishes an agent from a copilot? Should companies build their own agent or choose a provider? How do we set expectations for AI in HR, especially around privacy and data use? And what role will Microsoft play in integrating these copilots, if any? The real question is whether companies will be willing to invest in these tools—and how much they’re willing to spend. Or is the expectation that it will be included in the product? Either way, the potential is tremendous with providing a better experience, better decision-making, and seamless integration across systems. What makes these solutions exciting and work is that they have to operate in the workflow of the user experiences.

2. HR Transformation: Back to the Basics

Transformation isn’t just about cutting costs or headcount. For many companies, it’s a return to the baiscs—focusing on integration, ROI, and change management. At HR Tech, I moderated a panel with Kelly Cartwright (Splunk), Melissa Thompson (Ford), and Jennifer Tracy (Spectrum), where we discussed transformation as a continuous journey, not a project with a start and stop. Similar conversations took place in Tim Sackett’s panel with Marriott and Compass- both using Paradox. Companies investing in transformation are also redefining ROI beyond traditional metrics like time-to-fill, recognizing that AI is critical to long-term success.

3. Skills Are Essential—And Here to Stay

The skills conversation may feel exhaustive, but it’s critical. With 90% of companies creating new roles in 2024, a skills-based approach isn’t just about layoffs; it’s also about providing equitable opportunities for employees. Providers are stepping up to simplify the skills journey, making it easier for companies to incorporate skills frameworks now rather than waiting years. At Unleash, I had the chance to speak with Antony Shields, Transformation Partner at EY, who emphasized that meeting companies where they are is key to moving forward. EY partners with Eightfold to support their skills journey.

4. The ATS Market Is Evolving Rapidly

A significant portion of companies are replacing their ATS, and they have more options than ever. It’s not just traditional best of breed providers or HCM providers. Paradox introduced an ATS that’s already being used by companies like McDonald’s and Lowe’s for high-volume hiring. This week Chipotle announced it will be using Paradox to support 3500 restaurants. Eightfold also announced an ATS to enhance talent intelligence, while payroll providers continue to expand their solutions. SmartRecruiters announced Winston, a digital agent which changes the whole ATS experience. This shift in the ATS landscape highlights a growing demand for solutions that are more adaptive and capable of integrating with broader HR strategies.

5. Interview Intelligence and Scheduling: The Game Changer

Scheduling is more than just logistics; it’s about transformation in how interviews are conducted and evaluated. Splunk called interview intelligence through Pillar a “game changer” for improving hiring practices, and our recent research with Pillar shows that companies using interview intelligence see a 65% improvement in turnover compared to just 25% for those who don’t. Many vendors, including HireBrain, the winner of the pitchfest, are pushing this trend forward. Interview scheduling platforms are now offering real-time insights and actionable data, essential for the behavior change required to enhance the interview process.

Favorite Announcements This Year

With so much innovation, several announcements stood out:

  1. HireEZ – Launched a new CRM feature to enhance sourcing capabilities.
  2. Paradox – Entered the ATS market and offering career sites as well as recent Chipotle announcement.
  3. Eightfold – Released Talent Design and Talent Tracking for an enhanced talent intelligence experience.
  4. One Model – Introduced the Co-Pilot tool for advanced AI-driven insights.
  5. Service Now– Now Assist the digital agent that creates generative AI experiences.
  6. Phenom – Expanded into Onboarding to streamline the new hire experience from offer to day one.
  7. eQ8 – Debuted Wombat, a strategic workforce planning app focused on making it accessible and easier for every company.
  8. Greenhouse – Announced its Verified and Pave products this year- continuing to innovate in the ATS market.
  9. SmartRecruiters – Unveiled Winston, an AI recruiting agent to automate candidate engagement.
  10. Workday – Acquired HiredScore, adding AI-powered sourcing to its portfolio.

As we look ahead, it’s clear that AI, skills, and transformation are reshaping the HR tech landscape. Whether companies choose to dive in or proceed with caution, the potential for AI and other innovations to drive meaningful change is undeniable. It’s time for HR leaders to embrace these technologies thoughtfully, ensuring that each tool aligns with broader organizational goals.

Categories
Blog

The Impact of Interview Intelligence

One of the most popular topics at this year’s HR Tech Conference was Interview Intelligence. It came up during the Pitchfest, the TA Tech Expert panel, and was highlighted by Splunk as one of the most impactful areas of TA today. But, despite the buzz around this growing category, interviews are often neglected in favor of other investments like job advertising and recruitment marketing. Companies spend millions on advertising and ignore the interview process.

Interview Intelligence platforms offer the following capabilities:

•             Interview guides: Interview guides that are dynamic and powered by AI that provide consistency and guidance through the process. Companies have the option if they want to record interviews or not.

•             Interview transcription and analysis: Automated insights that identify trends, strengths, and areas for improvement.

•             Interviewer performance feedback: Analysis of interviewer behavior, including bias detection and question consistency.

•             Structured interview processes: Standardization that ensures fairness and comparability between candidates.

•             Data-driven decision making: Summaries and key insights to help recruiters make objective, evidence-based decisions.

In our Interview Intelligence Report sponsored by Pillar, we identified several key findings that show the growing interest in this category. Here are the top 10 insights from our research:

1. 82% of Recruiters Have Lost Quality Talent Due to a Poor Interview Process

Despite their best efforts in recruitment marketing, companies are losing top candidates during the interview stage. Interview Intelligence helps prevent this by standardizing interviews and providing consistency across teams​.

2. Only 19% of Hiring Managers Follow Interviewer Recommendations

Without a data-driven approach, many hiring decisions are based on gut instinct rather than structured feedback. Interview Intelligence platforms ensure decisions are made using real-time insights, improving hiring accuracy​.

3. 54% of Candidates Report Experiencing Bias in the Interview Process

Bias continues to plague the interview process. With Interview Intelligence, companies can reduce unconscious bias by offering AI-driven feedback and standardized interview questions​.

4. 42% of Companies Conduct 5 or More Interviews per Candidate

Long, drawn-out interview processes not only frustrate candidates but also prolong time-to-hire. Interview Intelligence helps streamline interviews, reduce redundant rounds, and speed up the hiring process​.

5. Companies Using Interview Intelligence See a 67% Improvement in Turnover Reduction

Turnover is costly, and poor hiring decisions can lead to high turnover rates. Interview Intelligence helps reduce turnover by ensuring better alignment between candidates and company needs​.

6. 70% of Companies Using Interview Intelligence Report Improved First-Year Performance

First-year performance is crucial for new hires. Organizations leveraging Interview Intelligence report better new hire outcomes, thanks to more informed and data-driven hiring decisions​.

7. 74% of Recruiters Experience Time Savings with Interview Intelligence

Interview Intelligence automates time-consuming tasks like scheduling and note-taking, allowing recruiters to focus on more strategic aspects of hiring​.

8. 68% of Companies Report Higher Quality of Hire with Interview Intelligence

The quality of hire improves when interviewers can rely on structured data and insights. Interview Intelligence ensures that hiring managers make better-informed decisions, resulting in stronger performance outcomes​.

9. 64% of Companies Using Interview Intelligence Report Improved DEI Outcomes

As DEI remains a priority, Interview Intelligence helps standardize interview processes and reduce bias, leading to more diverse and inclusive hiring practices​.

10. Only 16% of Companies are Recording Interviews.

Companies that can record and transcribe interviews are able to capture insights, create accountability, and make better hiring decisions. Companies using interview intelligence can start by just transcribing and add recordings.

Interview Intelligence is changing talent acquisition. These platforms integrate with exisitn ATS and work tech providers and provide deeper insights on decision-making. Companies that implement this technology see tangible improvements in turnover, first-year performance, and quality of hire. By investing in Interview Intelligence, organizations can stop relying on gut feelings and start making data-driven decisions that improve efficiency, reduce bias, and lead to better outcomes.

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Phenom Enhances Employee Onboarding with the Acquisition of Tydy

Today, Phenom announced the acquisition of Tydy, a global preboarding and onboarding provider. Tydy connects tools, processes and people to generate workflows that are personalized for each user. This announcement is Phenom’s fifth acquisition to date – rounding out its TA platform and expanding further into employee experience technology.

Kyle and I had the opportunity to interview Mahe Bayireddi about the acquisition and understand how Tydy will support Phenom’s product strategy.

Onboarding is the most critical part of any talent strategy. It is the first impression between an employee and employer and the transition between talent acquisition and talent management. When companies get onboarding wrong, it impacts revenue, retention, and productivity. According to Aptitude Research, onboarding has a significant impact on retention, employer branding, and quality of hire.

  • Retention: Eighty-six percent (86%) of employers believe that new hires make the decision to stay at a company in their first 90 days.
  • Employer Branding: Three-quarters (75%) of new hires share their first day of work experience on social channels.
  • Quality of Hire: Eighty-three percent (83%) of employers believe managers know if a new hire is a quality hire within the first 90 days.

But, as companies prepare for the future of work and invest in talent transformation, onboarding is often overlooked. Companies are twice as likely to spend on talent acquisition and employee experience than onboarding, and 42% of companies do not have a dedicated onboarding solution. Only 26% of companies are fully automating the onboarding process.

This acquisition highlights the importance of onboarding and the role it plays in connecting candidate and employee experiences.

Why This Acquisition Makes Sense

Phenom’s acquisition of Tydy underscores its dedication to enhancing employee experiences through personalized and automated solutions. Tydy’s innovative onboarding platform is designed to streamline the onboarding process, making it more efficient and engaging for new hires. By integrating Tydy’s technology into its existing TXM platform, Phenom aims to provide a seamless, end-to-end experience for employees from the moment they receive their offer letter.

It is not just a check the box acquisition, it is part of a strategic vision and commitment to providing exceptional experiences.

Tydy’s platform is known for its ability to deliver personalized onboarding journeys tailored to the unique needs of each employee. This aligns with Phenom’s commitment to personalization, ensuring that new hires receive relevant information, training, and support based on their role, location, and individual preferences.

What Customers Can Expect

With the integration of Tydy into Phenom’s platform, customers can expect a more robust and comprehensive onboarding solution. One of the key benefits of this acquisition is that Phenom’s platform is built on a single code base, ensuring a seamless and cohesive experience for users. Unlike a Frankenstein model, where disparate systems are pieced together, Phenom’s unified platform offers consistency in experience.

Founded in 2019 and adopted by companies in more than 30 countries, Tydy connects tools, processes, and people to generate workflows that are seamless, efficient, and personalized for each user. Several of the world’s largest brands use Tydy’s Employee Data Platform (EDP) to reduce manual effort from HR, IT, and Operations teams, easily achieve compliance through automation, and decrease the amount of time it takes to onboard employees.

Customers can look forward to a streamlined onboarding process that reduces administrative burdens and accelerates time-to-productivity for new hires. The combined capabilities of Phenom and Tydy will provide HR teams with powerful tools to automate tasks, track progress, and engage new employees effectively.

Phenom’s acquisition of Tydy marks a significant milestone in its journey to improve the employee experience. By combining Tydy’s innovative onboarding solutions with Phenom’s comprehensive platform, organizations can look forward to a more engaging, personalized, and effective onboarding process that supports their overall talent management strategy.

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New Research and Trends in People Analytics

I have been focused on the people analytics space for the past few months.  We conducted a big survey, took lots of briefings, and interviewed companies doing it right. It was full of surprises.

 We found that 93% of companies are increasing their investment or continuing to invest the same in people analytics this year and only 28% are not happy with their existing providers. The demand within this market is undeniable, but there is a tremendous amount of confusion and misinformation. And some providers are doing more harm than good by inadvertently discouraging rather than empowering HR professionals.

I was in NYC with HireRoad a few weeks ago presenting some of these findings and was impressed with the simplicity of the people analytics product and their approach to customer success. We will publish more over the next month, but I wanted to share some of the big takeaways:

  • Companies Have Better Options: Just a few years back, companies interested in people analytics were often forced to cobble together homegrown solutions and various business intelligence (BI) tools. This process was typically labor-intensive and caused internal headaches. Today, companies have far better options. Best of breed providers are offering streamlined solutions that empower companies to seamlessly share real-time data, visualize insights, and gain meaningful answers with ease. Our research revealed that 30% of companies are leveraging best-of-breed providers, 15% are still relying on BI tools, a surprising 28% are persevering with in-house solutions (yes, you read that right!), while 18% are sticking with existing human capital management (HCM) providers. The good news is that best of breed providers are targeting mid-market companies as well.
  • Cost Matters: Our research uncovered that the primary factor influencing investment decisions in people analytics was cost-effectiveness, over product capabilities and support. For businesses lacking a dedicated budget or formal people analytics function, creating a compelling business case can pose a significant challenge. Adding to the complexity, many providers are hiking up prices with various add-ons, leaving buyers confused over what’s actually included. Consequently, a considerable number of companies we spoke with are eyeing a provider switch within the next year. Building trust is paramount in any partnership with a people analytics provider yet understanding the return on investment (ROI) often fall short.
  • Navigating Buyer Confusion: In the people analytics landscape, providers are going after different buyers. Some are focusing on people analytics functions, others are targeting HR, while a few are setting their sights on managers. With every provider singing a different tune, it’s confusing to know who exactly the target audience is. Within the people analytics community, there are undoubtedly some of the most passionate and educated experts driving the conversation forward. However, there’s also an untapped opportunity to support HR buyers who may be feeling out of their comfort zone when it comes to people analytics. By offering simple solutions that build confidence, providers can empower HR professionals to navigate this complexity. We found that 39% of HR leaders cited limited expertise as their greatest challenge with people analytics.
  • Customer Support is a Differentiator: While technology and real-time data are crucial components, it’s the quality of customer support provided that also sets a provider apart. From initial onboarding and implementation to ongoing support and training, services ensure that organizations can effectively leverage the insights from their data. Expert guidance and personalized support empower HR teams to make informed decisions that drive organizational success.

We will be publishing this research soon. If you are a company investing in this area or a provider offering a product, we would love to hear from you!

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A Shifting Landscape: HireEZ Launches a CRM for Recruiters

My feelings about the CRM market are complicated. I know I am not alone.

It is a critical element in the modern technology stack. We found that 76% of enterprise companies use or plan to use a CRM to support their recruitment efforts. To remain competitive in talent acquisition across industries, companies understand the importance of engaging and nurturing talent before they apply for a job.

The potential and opportunities offered by a CRM are immense; but the reality is that many companies fail to recognize its value. Only 1 in 4 companies express high satisfaction with their CRM providers, and only 18% would recommend their CRM to another company. This disparity reveals a significant gap between the potential capabilities of a CRM and the actual value it currently delivers.

The Challenges with the CRM Market:

The current state of the CRM market has three fundamental challenges:

Adoption: Companies often find themselves overspending on CRM capabilities that are not adopted. The investment in functionality that is never used contributes to an inefficient allocation of resources. Currently, 61% of companies spend more on their CRM than on their ATS.

Recruiter Experience: A critical challenge lies in the fact that those purchasing the CRM are not the same individuals using it. The traditional CRM is not tailored to support the workflow or enhance the experience of recruiters. This misalignment leads to a disconnect between user expectations and system capabilities.

ROI Measurement: Companies face a critical issue in not effectively measuring the Return on Investment (ROI) of their CRM investments. The lack of robust evaluation metrics hinders organizations from understanding the true impact and value derived from their CRM implementation. Only 1 in 2 companies measure the ROI of their CRM investments.

These challenges have created frustrations for both buyers and traditional providers that are not able to support customer needs. Fortunately, the CRM market is shifting. Today, HireEZ announced its CRM designed by recruiters for recruiters. As traditional players are expanding their capabilities beyond talent acquisition, a new wave of providers with a heritage in sourcing are entering the market with the goal of providing more cost-friendly options that meet the needs of the modern recruiter.

The Benefits of Integrating Sourcing and CRM Capabilities

Having sourcing capabilities in a CRM is important for several reasons, as it significantly enhances the efficiency and effectiveness of the talent acquisition process. Unfortunately, many companies do not integrate the two. We found that

  • Only 15% of companies say their CRM seamlessly integrates with sourcing.
  • Only 31% of TA leaders and HR leaders want one solution for sourcing and CRM compared to 72% of recruiters that want one provider.

Here are key reasons why sourcing is a crucial component in a CRM system:

Proactive Talent Identification: Sourcing allows recruiters to proactively identify and engage with potential candidates, even before they apply for specific job openings. This proactive approach helps in building a pool of qualified candidates for current and future hiring needs.

Wider Talent Pool: With sourcing capabilities, recruiters can tap into a broader talent pool by searching for candidates through various channels, including social media platforms, professional networks, and external databases. This widens the scope of potential candidates beyond those actively applying for positions.

Building Talent Pipelines: Sourcing is instrumental in building and maintaining talent pipelines. Recruiters can continually identify and engage with potential candidates, categorizing them based on skills, experience, and other criteria. This ensures a steady pool of qualified individuals for various roles, reducing the time and effort required for future hires.

Enhanced Candidate Relationships: Sourcing is not only about finding candidates but also about initiating and nurturing relationships. By proactively engaging with potential candidates, recruiters can establish a positive rapport, making candidates more likely to consider opportunities with the organization.

Rediscover Talent: Companies can rediscover talent in their ATS without having to manually search for candidates by engaging and nurturing talent frequently.

We are finalizing our Aptitude Index report on the CRM market and the shifting landscape is a big focus. We are including providers of these next generation CRMs.

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Recruitment and Retention: Two Sides of the Same Coin

Our latest report in partnership with Plum focuses on the link between recruitment and retention. I will be sharing these results on a webinar with my friend, Chad Sowash on November 28 at 11am EST.

Every trend that we have covered this year has impacted on both recruitment and retention. Yet only 41% of talent professionals consider retention during the recruitment process.

A well-executed recruitment process helps companies recruit talent who are not only qualified but also aligned with the company’s values and vision. This alignment increases the likelihood of retaining top talent, as employees are more likely to stay committed to an organization that reflects their personal and professional aspirations. Conversely, effective retention strategies make it easier to see a return on the investment made during recruitment, as it reduces turnover and improves productivity and engagement.

Companies need a holistic approach to talent—one that recognizes the interconnectedness of these functions. And…it starts with a conversation around data.

Sophisticated talent acquisition and HR leaders are actively reassessing their strategies, technology infrastructure, and performance metrics to better prepare for the future. It has become increasingly evident that the practices that brought success a few years ago are no longer sufficient for the challenges we face today. Companies must adopt a more strategic and nuanced approach, cultivating a deeper understanding of the data that drives success and performance.

Success in talent acquisition is no longer gauged solely by the speed and cost-effectiveness of filling positions; rather, it hinges on the ability to link recruitment and retention- making informed, equitable, and intelligent decisions using accurate data. Aptitude Research found that companies that align recruitment and retention goals see the following:

  • 2X improvement in retention
  • 2X improvement in quality of hire
  • 3X improvement in productivity

In this report, we look at the close relationship between recruitment and retention and highlight the role of data and technology in reshaping how companies prepare for their future talent needs. I hope you can join us on November 28 as we share these results and talk about the shifts in the role of the recruiter, data, and technology.

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Global TA Day: Recognizing the Recruiter Experience

If you are into HRTech or TATech, you got the memo that today is Global TA Day.

I just asked ChatGPT, ‘What is Global TA Day?” and it responded with;

“If “Global TA Day” exists, it could be a day dedicated to celebrating and raising awareness about talent acquisition (TA) practices and professionals. Talent acquisition involves finding, attracting, and hiring qualified individuals to fill positions within an organization. If this day has been established, it may involve various activities, events, or initiatives to recognize the importance of talent acquisition in the workforce.”

This a friendly, simple response, but if you are in this industry, building tech or following the work of recruiters and TA teams, you know that this day signifies much more. It is a day of appreciation for the people doing the work, connecting job seekers with meaningful opportunities, and helping companies grow.

We studied recruiter experience over a year ago and found that companies need a better understanding of this important role. Fifty-nine percent (59%) of recruiters believe that their role needs to be understood by leadership at their organization. They need to start with the following:

–       Understanding Today’s Reality: What pressures are recruiters facing, and how do they feel about their job and the future of talent acquisition?

–       Understanding the Role of the Recruiter: How are recruiters spending their time today, and what would they like to focus on?

–       Understanding What Resources Recruiters Need: What services and solutions will help recruiters in their jobs?

Talent acquisition is challenging. As companies invest in talent acquisition strategies and technology, they need to understand the challenges that recruiters face today. One in two companies state that IT is more involved in TA technology decisions, yet IT professionals are only sometimes aware of the realities of the labor market. Recruiters can only get the support they need if their reality is validated across the organization.

This divide in how leadership, recruiters, and IT perceive talent acquisition has created different technology adoption experiences. TA and HR leadership are happier with the recruitment technology (73%) they have in place and would be more likely to recommend it to other organizations (91%). One reason for higher satisfaction is that TA leaders are two times more likely to influence these technology decisions directly. Recruiters are more frustrated with their technology and the resources available. Many traditional technology solutions must be designed for the modern recruiter and integrate with their workflow or help them attract and hire talent.

As companies think about the future of TA Tech, they need to understand and validate the recruiter experience and build solutions that will help the individuals doing the work from sourcing to recruitment marketing to interviewing and onboarding new hires.

Happy Global TA Day to everyone working in this amazing industry!

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New Research: The New Era of Internal Mobility

The past three years accelerated the demand for internal mobility solutions. The movement of talent into new positions is not a new trend. Companies have been hyper-focused on internal mobility and career progression at various times periods of uncertainty. For many companies, internal mobility offers the perfect panacea to challenges facing both recruitment and retention by bridging the candidate and employee experiences and reducing turnover.

We launched a new study on internal mobility this year. And, despite this increased focus on internal mobility over the past few years, only one in four companies are confident with their strategies moving forward and 77% have lost talent due to a lack of career development opportunities. Many organizations have adopted a superficial approach to internal mobility by promoting jobs through internal career sites without offering individuals opportunities and development. For other companies, lack of ownership creates barriers for implementing programs and technology.

Fortunately, some companies are turning to skills-based internal mobility and prioritizing how they reskill and upskill their workforce to adapt to the future of work. They are empowering employees, leveraging technology, and encouraging collaboration across multiple stakeholders. A skills-based approach to internal mobility can help connect talent to the right opportunities, personalize the experience, and continuously update with every interaction. It transforms internal mobility from an employer-led initiative to a talent-first strategy.

As companies look to 2023, internal mobility needs to be more than a rally cry. It needs to be a clearly defined strategic investment that is less about moving an individual from job A to job B and more about driving value for the employee.

Here are some of the key findings from our latest study in partnership with Workday.

Metrics that matter: Companies need to consider a new set of metrics for measuring the success of internal mobility. Metrics should incentivize managers and recruiters to provide growth and opportunities for employees while supporting broader DEI and company objectives.

Internal mobility needs to be talent first: Current internal mobility strategies require employees to do most of the work to find their next opportunities for development. Companies promote jobs and employees are left on their own to find what might be next. The next era of internal mobility must make it simple for employees to understand their opportunities and develop the skills they need to be successful.

Internal mobility must empower hiring teams: One in two recruiters are feeling burned out this year and hiring teams are feeling additional pressure to find quality talent quickly. Internal mobility must be talent first, but it also must empower hiring teams by lifting the administrative burden and making it easier to find talent.

Internal mobility must provide personalization: Most companies are not personalizing internal mobility. Fifty-eight percent (58%) of internal candidates go through the same process as external candidates. Internal candidates are treated like strangers to their employer and often do not receive a response.

Internal mobility is most successful when it involves multiple stakeholders: Nearly 50% of companies stated that leadership and CHROs are either owning or directly responsible for internal mobility efforts. They are driving these initiatives and looking to work closely with key stakeholders and creating opportunities for employees.

Skills are a priority: According to this study, 82% of companies identified skills as a priority. Companies are increasing their investment in skills this year and the number one driver is to provide more career development opportunities for talent.

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