small office phone systems

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small office phone system

>> well, welcome to another year of educationaltechnology advisory committee town hall meetings. i know almost everybody in the room but forthose of you who i haven't met before or who haven't met me, i'm joe moreau. i'm the vicechancellor of technology for our district and i'm joined with by my colleague sharonluciw who is our director of networking and desktop support for the district to talk aboutour upcoming telephone system replacement which is kind of a big deal and will impactvirtually everybody who works for the district. and we did a town hall meeting like this lastfall to kind of let people know this was coming so this, if you sat through that last fall,probably not a whole lot of tremendously new information but we have some very importantupdates and things will start happening very

quickly in about six weeks or so once therfp closes. so, with that let's dig in. just as a plug for future town hall programs thisis the schedule for town hall meetings for this year. it'll be on the etac website prettysoon so you can look those up here but we've got a whole, long list of topics. i thinkwe might have switched one of these so we'll update it real quick and get that out on theetac website. again, we do typically one of these a month. we do two times at deanza andtwo times at foothill. and as you'll see from our good friend and colleague marty kahn [phonetic]we record these and put them on the district's youtube channel so if you didn't catch somethingor you have a colleague that wasn't able to make it to one of the live sessions you canalways direct them to the district's youtube

channel to find these out. all the topicswe did last year are recorded and on the district youtube channel so you can go and see whatwe talked about last year as well. but, for the telephone replacement system, so whatthis entails is the replacement of our existing telephone system. this is about 15 years old,sharon, give or take? yeah, so it's kind of reached its end-of-life. it's also a kindof old technology in terms of the kinds of things it can do so this will not only entailthe replacement of that hardware but also kind of a major upgrade of the kinds of servicesthat we can provide faculty and staff through the phone system. some of the really importantfeatures that will come through as part of this upgrade is unified messaging, we'll talkabout that specifically in a few minutes,

really good support for mobility. we havea lot more folks who are using this kind of device as their primary device and we'll talkin detail about that and other kinds of things like instant messaging. this is a measurec funded project. it's been on the measure c program for about, well since the beginningof the program and it's now time to do this because we finished some other prerequisiteprojects that now make replacement of the phone system really more viable than before.so, why are we doing this? so as i mentioned a minute ago, our telephone system is beginningto reach end-of-life. now, for those of you who are typical telephone users you probablydon't see a lot of trouble with the phone system. it rarely ever goes down. it's stillpretty reliable but if you were living sharon's

life or lisa hocevar's life you'd know thatthere's a lot of scrambling that goes on behind the scenes from time to time to make surethat that system remains reliable and remains that kind of utility function that when youpick up the handset you hear the dial tone and it just works. we are, the system we havenow is beginning to experience failures. we've had to replace voicemail, right? we've hadto replace even 911 services so if you call for an emergency people know where to findyou so little by little we've had components of it failing. when we bought it some 15 yearsago or so it was really kind of you know, an older product at the time so we've gottenabout as much life out of it as we're going to get. the other challenge that we have isthere's only one maintenance vendor on the

planet [laughter] that supports this systemnow and they're kind of expensive and they're not local and so keeping it maintained ismore of a challenge. we also know that based on kind of modern telecommunication systemsthe services that this particular technology that we have can offer us are really kindof antiquated, that people are looking for a lot more from their telephone system thanjust a dial tone and voicemail. they're looking for things like collaboration and desktopconferencing and emergency alert and notification systems and all kinds of other things thatour current phone system really can't provide for us. so, as i mentioned before we had someprerequisite projects that we had to do before we could really talk about implementing anew phone system and the big one was the refresh

of our data network and sharon and lisa hocevarand their crew finished that. when did we finish that? in august so that was a replacementof all of our network equipment from the core to the closets in buildings and a lot of othercomponents, adding some new security, adding new kinds of intrusion detection systems,things of that sort and that happened, that took about, well about 18 months was the actualimplementation after the design so that's done. and now we have really rock-solid networkinfrastructure throughout the district so being able to bring on a new phone systemthat will inevitably take advantage of a lot of the features of the network is really nowpretty doable. and we also hope to achieve a much more cost-effective approach to maintenancebecause we're really kind of getting bled

dry by the current maintenance vendor so alot of important reasons to do it both to save some money as well as improve serviceto our faculty and staff. so, when will this happen? well, it's been underway for severalmonths. we did spend quite a bit of time with our steering committee and i'll show you whois on the steering committee in a minute, really looking at industry best practices.we wanted to make sure that whatever system we were going to choose really reflected notjust what's happening today in telecommunications but what's going to be happening over thenext three to five years or as far out as we can see so we wanted to make sure thatwe utilized resources to understand what was happening not just in the higher ed spacebut also in other kinds of industries particularly

here in silicon valley to make sure that wewere specifying a system that would really denote best practices in telecommunications.in december and january we'll review those proposals. we may bring vendors on campusfor an interview or demo or discussion, things of that sort if we feel that's necessary.and then we'll finish that evaluation and hopefully have a contract ready to go to theboard of trustees in february, at the february board meeting and as soon as that gets approvedby the board we'll issue a notice to commence work on the contract. so we'll begin startingthat, starting the actual work of deploying a new phone system in february. some of thefirst things that we'll do are really kind of back office stuff, setting up infrastructure,setting up some demo sites that we'll talk

about in a minute and you won't really probablybegin to see things show up in people's desks or offices till maybe the latter part of springi would think, yeah so. who's been involved in the planning? so, we've had a district-widesteering committee made up of folks from the district, from both campuses who have beenreally looking at this pretty intensely over the last couple of months so if you have anyspecific questions about how college input was factored into the plan you could certainlyask me or sharon or follow up with any of the folks on the steering committee but they'vereally held our feet to the fire to make sure that if we're going to do something as extensiveas replacing a phone system that we make sure that we get everything that everybody wantsor as many things as we can afford going forward.

so, i wanted to talk just a minute about how,one of the things that we, how we see people using phones differently. you know we spenta lot of time looking at this as part of the research that we did for the project and throughthe steering committee and with our consultant and really i think what you'll find is thatthe system that we'll bring to the district in the next several months will really reflecta different kind of use of telephones than maybe when i started in higher ed, you know25 years ago, how we used phones then and how we use them now. what we, what we're findingis that folks are asking for different kinds of features and different kinds of servicesas i mentioned before, just dial tone and voicemail is not going to cut it any longer.one of the things that we learned from a lot

of the survey data that we got back as wellas some of the focus groups is that faculty, staff and administrators are much more mobilethan they've ever been so you know when i started my first job in higher education in1990 the work that people did was very focused on a specific space whether it was your deskor your classroom or your laboratory or your office or whatever that kind of space was,that was where all your resources were and that was predominately where you did whatyou did, whatever, whatever your role was, but more and more people are doing what theydo all over the place. they're doing it at home. they're doing it on vacation. they'redoing it travelling to conferences. they're doing it visiting other colleges. they'redoing it from their classroom, from their

laboratory, from their office, from conferencerooms, from all over the place and they need a telephone system that can really reflectthat. so we heard from a lot of people that whatever you're going to do with this phonesystem it needs to be as mobile as we are. so i need to be able to use the phone systemin a place other than the place that's the space, that's designated as my work space.i may, for example, i may want my district phone, i maybe want to make district phonecalls or college phone calls from wherever i happen to be and that's not something thata typical, traditional phone system has been very good at. we also found talking with folksthat lots and lots of people do not have landlines in their house anymore, that this is theirone and only telephone. how many people in

the room today, this is your one and onlyphone? okay, yeah more and more people, the growth of mobile device over landline devicessurpassed, mobile device growth surpassed landline device growth probably three or fouryears ago. so you know we know that people are really focusing more and more of theireffort and their utility on a handheld device, on a mobile device and they want to be ableto include all of the kinds of services that a phone system offers on that type of deviceso that's kind of the direction that we're trying to head in responding to that. we alsoknow that handsets are changing. you know you may, you may recognize this. there's probablystill a few of these around here and there but handsets are becoming more visual andso it's not just an audio device. it's coupled

with other kinds of visual elements for directories,for emergency notifications, for video-based communications, things of that sort so youknow what we really tried to do is look at specifications for a telephone system thatincorporated a lot of different kinds of applications so standard office use because we'll stillhave a lot of that. but we also have division and departmental office use which is kindof different than an individual office space. we have a lot of open areas where people wanttelephones to be available for a whole variety of reasons, student uses included. and ofcourse we've had a lot of folks telling us every single classroom needs to have a telephonein it for lot of reasons, for technical support, for emergencies, for just general convenienceso looking at all of these kinds of things

and incorporating those into the standardswe develop has really caused us to look at having a greater variety and diversity ofhandset options for people to use in a variety of use cases and we'll talk about one specifickind of phone which most people may not be familiar with and that is the soft phone.so what the heck is a soft phone? well, a soft phone is essentially a computer application,an application that sits on your desktop and, come on in, and operates as a telephone soyou can use that in conjunction with a headset or maybe even a desktop camera with a microphonebuilt into it to make telephone calls from your computer. and more and more people arebecoming comfortable with this kind of technology and saying well you know if i had a soft phonei'd carry my laptop with me everywhere i go

so that means i have my phone with me everywherei go if i want to use it. and that's you know essentially what it boils down to. so again,this is an easy way to provide a remote access to the district telephone system and the servicesthat go with that and you know, again it's really easy to utilize with a device thatmany of you carry with you already and just need some kind of headset whether it's wiredor wireless to plug into that. what you see on the screen there is not anything that wenecessarily would buy but this is kind of representative of what does a soft phone looklike? if i have a phone like this installed on my desktop computer, on my laptop, whatdoes it look like and how do i use it? and you'll see it looks pretty much like you knowa standard handset that you would find in

a classroom or in an office but it's juston your computer screen. but it has some other interesting capabilities like the abilityto integrate with your email system and your contacts and things of that sort so it's easyto make phone calls from contact lists or from distributions lists, things of that sortso. support for mobility, again this is something that lots and lots of people have asked usfor and said you know i'm, you talk about an office phone, i'm never in my office i'malways somewhere else and boy it would really be helpful to me if i could connect to myoffice phone wherever i might be. so how can you help me make this phone my office phonewhen i want it to be my office phone? and so that's one of the things that we have builtinto the specifications for this, that people

are bidding on is to help us integrate ourenterprise, our district-wide phone system with cellular devices to the extent that peoplewant that. again, it's not something that you would be forced to use or forced to havebut we want to make sure that if it's something that would be helpful to you, if it's somethingthat would help you use the phone system better, that you have access to it through whatevercellular device you're using whether it's an ios device, an android device, a windows8 device, that you can use this as your district phone if you choose to. we think that willprovide a level of convenience for people that they're interested in. a lot of folkswould also have said you know i'd be happy to use my cell phone to do college or districtbusiness but i don't necessarily want to expose

my personal phone number to lots of differentpeople who i wouldn't normally give that out to. this is a way i think that we'll be ableto help people use, again using your mobile phone, using your cell phone as your districtphone, so really as you use it to do district business or college business, you would beexposing your district phone number which is kind of public knowledge generally. sowe really hope to be able to demonstrate to everybody some really nice features that integratemobile devices that you may already be using to expand the features and functionality ofour enterprise phone system. unified inbox, this is pretty cool. has anybody used a unifiedinbox before? yeah, so if you've used one before, my first experience with a unifiedinbox was in 2001. i worked at miracosta college

down in southern california and we implementeda new phone system and we integrated voicemail and email together and we had gone and donesessions like this and presented to everybody that would give us the time of day to saywe're going to have this new unified inbox and this is how it's going to work and yourvoicemail are going to be right there with your email and it's going to be really cooland you know stay tuned so. the day came. we turned it on and people came back to workon a monday morning and all of a sudden their voicemail were in their, their voicemail messageswere in their email inbox and i had a line of people at my office wanting to thrash meyou know within an inch of my life. you are the biggest idiot on this planet. you, myemail was already so junked up and now you've

put my voicemail in it. what were you thinking?this is the worst idea you've ever had. and i would say to them well, okay, i understandyour confusion and your frustration but you know, give it a couple of days. try it out.if you don't like it come back and tell us and we can separate your voicemail from youremail and it'll go back to the way it was. and they're like well alright i'll try it.every single one of those people came back within a month and said i am so sorry. i amso sorry i came and was so mean to you that day because i tried it and i love it and thisis one of the coolest things we've ever done. so if you've ever used a unified inbox beforeit really can help you do a lot of things. first of all you can listen to your voicemailwhile on your computer along with reading

your email. you can oftentimes respond toa voicemail with an email and say, so sharon might call me up and say, joe i really needthat report for the budget meeting on tuesday. you've got to send it to me. and instead ofme calling her back and saying sorry i'll send that over to you right away, i just replywith an email saying here you go, here's your report. or if it's a voicemail that you needto save for some particular reason, say you've got a student disciplinary issue or some otherkind of sensitive thing happening that you need to preserve that voicemail for some futurereference. it's much easier to file those messages now, to keep those in particularfolders and arrange them in a way that you can retrieve those messages very easily withouthaving to go jump through 57 hoops to preserve

that like many people do in our current voicemailsystem. so there are a lot of advantages to a unified inbox but it does really requirepeople to kind of get used to it and you don't always necessarily want to be playing yourvoicemail through your speakers and having the whole office hear that so you kind ofhave to adjust to, you know how you want to use that but it really, i've been missinga unified inbox for a long time so i'll be really happy to go back to this. and for thoseof you who have tried it before, it really is a nice feature and a very convenient featureand makes it all so much easier particularly when you're travelling. if you're at a conferenceor at an accreditation visit or a meeting in sacramento or anything like this you couldjust pull up one inbox, listen to all your

messages or read all your messages at onetime and not have to go to one place for voice and one place for text et cetera so it's anice convenience. so that'll be part of what we bring out as part of the phone system deployment.so what do you, what do you all need to know? what do our end users need to know about thisproject? so, actually there's not really much that anybody has to do but be on the lookoutfor opportunities so probably at the beginning of or about midway through winter quarteryou think we'll probably publish. hopefully we'll publish an implementation schedule thatwill be on the project website on the ets projects list. so we'll put that out and we'lllet everybody know when that's out there so people can begin to get a feel for, you knowwhen these new services are going to be in

place, when phones are going to, maybe startshowing up in their areas, things of that sort. and so we'll put that implementationschedule out sometime hopefully in february but depending on how quickly we get the contractorup to speed. we'll also be putting together demo sessions for both campuses so you cancome and look at the actual devices that we, you know by this point in time we'll haveselected a manufacturer. we'll know exactly what options are available in terms of, bothtraditional handsets, as well as soft phones, as well as other kinds of headsets, that mightbe both wired and wireless. so we'll set up demo centers for both colleges so people cancome and really kick the tires on these things and try them out and how do they feel ergonomically?hopefully we'll maybe even be able to get

some mobile device set up so people can seehow these things might work on a mobile device. but we want to make sure that everybody hasan opportunity to see the range of options that are available. what will likely happenand again it may happen a little bit differently at both colleges, but will likely happen,is that when we get ready to begin to roll these things out we'll probably roll themout kind of department by department wouldn't you think? you know and you know buildingby building and we'll go to each of the department heads and ask them to give us their list ofuser, well we'll give them the use of users and they can tell us what device each oneof those users will get. so, you know we've tried to set up some kind of default choicesthat we think these kind of users would generally

be happier with a soft phone, these kindsof users might be generally happy with a traditional handset. we tried to develop some generalprofiles based on some of the survey results that we got back from everybody in the springbut ultimately it will be the department heads that will make those choices for all the folksin their area. so if you want to consult with your department head about what device mightsuit you best or work for you the best, after you have a chance to try them out you'll beable to provide your department head with that kind of feedback. but ultimately we'llwork with the deans and the directors and the supervisors, the managers to say for eachdepartment what kind of devices are we going to deploy there? and then i don't think therewill be a huge need for training. i've done

telephone conversions twice now in the last15 years and they were pretty straightforward so i don't know that it's going to be allthat different to operate this system, the voicemail, the unified inbox, the regularphone features. there may be some different things on mobility but what we'll likely dois make available training videos that people can watch at their leisure. it will probablybe provided by the manufacturer. the ones that we've seen so far are pretty good prettyyou know, pretty short you know. people can you know generally figure out how to do that.based upon the feedback that we get from people say in the demo sessions or during some ofthe early implementation if we have to set up workshops for departments or other kindsof in-person training we can certainly do

that. i don't think it will be necessary.i think most people will figure it out pretty easily especially if they watch a couple ofshort videos. i think most people will be able to grasp it pretty quickly but if thereis a need for more concentrated in-person training we can certainly arrange for thatand whether we do it, we meaning ets, whether we do that with our staff or we do that withstaff provided by the contractor or the manufacturer we'll figure out what would work best. buti don't think it's going to be terribly difficult so i think for now mostly what people needto do is keep an eye out for announcements about implementation schedule, about the locationand availability of demo sessions so you can try out devices and then be prepared to havethat conversation within your department about

which way you all want to go with the kindsof end user devices that we'd roll out.

small business phones

hi i'm usama. and i'm ali, and we're from crossrealms. usama, "and this is your moment of tech." [ ♪♪♪ music ♪♪♪ ] usama: "today we're going to go over ... the functionality... the basic functionality of... the cisco 508g phone." ali: "and show you how to... make a call...

answer a call... put a call on hold... transfer a call..." usama: "and call conferencing." ali: "to make a call, dial the 3 digit extension... of your desired party and hit dial." usama: "if you have a head set you could... actually just push the button and... that starts the dialing sequence."

ali: "to answer a call... either pick up the hand set or... press the speaker phone (button) and begin talking. ali: "to put a call on hold... just push the key with the hand on it. usama, is it okay if i put you on hold?" usama: "you bet." usama: "when ali puts me on hold... the 'on hold music' that's pre-programed...

into the system starts playing in the background." ali: "to resume the call... push the hand button one more time." usama: "and now the call resumes between us." ali: "now we're gonna show you how to... transfer a call." usama: "i'll be making a call to ali... and i will ask her to transfer me." [ ♪ phone ringing ♪ ]

ali: "first answer the call. hello?" usama: "hello, ali. can you please transfer me to ext. 126?" ali: "yep, one moment." "first hit the transfer button. and dial the 3 digit extension of your desired party... and click 'dial'. next, hit the transfer button one more time. and that is how you complete a transfer." usama: "and now i'm on the call with extension 126."

usama: "next we're gonna go over conferencing on... the cisco 508g. you can have up to 4 participants... on this phone. first, i'm gonna have ali call my extension. then, i'm gonna ask her to conference... us all in, with extension 126." ali: "first, hit the conference button... and dial the three digit extension...

of your desired party, and hit dial." "hi jaimie. can i conference you in with usama?" "next, hit the conference button one more time." usama: "and now all 3 of us are on the call." "hello jamie." ---in audible reply--- "hello ali" "and that is how you conference... on the cisco 508g.

i'm usama." "and i'm ali. and this has been 'your moment of tech' "

ooma voip

computer tv this my friends is the garmin nuvi 785t, the grand daddy, the big poohbah, of most gps units out there. this little baby has just about, every feature you can imagine to make life in your car, a little bit easier. it's got a nice big 4.3-inch touchscreen, it does do text-to-speech, so it's going to read you, all of your street names, and read you all of your routes. it's not going to be the generic stuff in there, which is cool. it does have bluetooth which you are finding on a lot of gps's nowadays.

it will function as a bluetooth speaker phone, so you can browse your phone's contacts, you can make calls, you can receive calls, all from the 4.3-inch touchscreen. but this also has some things, that a lot of other gps's simply don't have. like the msn direct service. the msn direct service, is going to deliver, all of the latest traffic. all of the latest news, all of the latest weather. it's going to deliver local events, all to your gps unit. so that when you're actually driving around, you can say, 'what's the traffic like across town,

where we're going', and you can pull it up, right there on your screen. or you can say, 'i wonder what's going on within a few miles from us'. are there any festivals or anything. and it'll actually be able to tell you. it also has 3-d buildings. it's actually going to give you a view, of what the buildings around you look like. making it a lot easier, to navigate around. in fact, if you take a look here, you can actually see it on the screen. these are some of the buildings in downtown miami here.

you can see, some of the buildings even have textures on them, so that when you are driving around you can actually see, what the building actually looks like, which is really cool. but, all in all, it's able to give you a better feel for where you are, especially when you're driving in urban areas. it also has lane assist. lane assist is really great, especially for those of you that have been using gps's for a while. you understand, the anxiety that comes, when you're approaching, a big crazy interchange. you're not familiar with it.

the gps is telling you to turn right, in half a mile and you look to your right, and there's like 7 rights you can make, right there. what do you do right? this will actually help you to delay this function. this gps is actually so accurate it will pinpoint you, into exactly what lane on the road, you're in. so it will tell you exactly what lane to be in. it'll give you, a visual representation on the screen of which lane you should be in, making it very very simple to not get stuck, in the wrong off-ramp, when you're approaching busy interchanges,

is a really really nice feature. it does have a 3 hour battery. one of the things that's nice about these garmins, it actually has some really great features for if you get lost or breakdown. and that's where the battery on this thing is really going to come in handy. if you push the tools button down here, it's going to take you to... these are all, these are all the sort of extras, that don't necessarily have to do with navigation in this area. you're going to be able to playback media, you're going to be able to playback pictures.

it will function as a music player. it will convert units. you've got your calculator in there. but this is a really useful feature. the "where am i" feature. when you push that button, it's actually going to give you your exact location, your exact lattitude and longitude, your elevation, the closest address to you and you're also going to be able to find, the closest hospitals, police stations, and gas stations right from here. so, if you have to call a tow company, if you have to call the police, you can give them your precise location,

the closest intersection to you, your closest address. all that information is right at your finger tips, which is a really really great safety feature. navigating with the garmin nuvi, is an absolute piece of cake. you can enter an address if you like. that's the, you know the old school way, to go somewhere i guess. if you want to enter an address in there. but you also have the ability, to browse thousands of points of interest on this thing. so you can get to, the closest food, you know. if you're in the area,

and you want to find something to eat, you want to find, just the closest place to eat, just hit all food, and this going to pull up a list of all the closest places to eat, and actually when you're moving it will actually give you, a compass arrow right here, so you know which direction it is, in relation to you. so you don't, if you're on your way somewhere, you don't necessarily push, choose a restaurant that you just passed. you can always look at the ones that are coming up. you can also navigate to intersections, to city centers, or you can just browse the map,

and choose a location on the map, to navigate to and it will, create your route for you, and automatically take you, to wherever you want to go. but i would say, that the real stand-out feature of this one is the msn direct service, that will allow you to get all of that traffic information. you're never going to get stuck in traffic again, with that msn direct service. in fact as you can see, this is the power adaptor that comes with it and it does come, with all the mounting hardware that you need.

this is a sort of different charging cable, because it actually includes the fm, and the fm antenna, that msn direct pulls all their information from. mounting is an absolute snap. there are two pieces here. you have the suction cup, that goes on your windshield, and you have the mounting bracket that actually goes on the garmin device right here. the garmin devices sits right here, in this craddle and the plug, plugs in right to the side and that really is all there is to it. very simple device to use. very advanced gps, with the 3d functionality, and the lane assist,

and the msn direct and bluetooth. it's all there. it's the ultimate gps and if you have a loved one that needs, or maybe you want one, and you just want one of the best, this is it. the garmin nuvi 785t. to get more information on the, garmin nuvi 785t with all those advanced features like, the msn direct traffic and weather and 3d buildings, go to any of the retailers you see here and type in: g145-0246 for computer tv, i'm bauer. the best in tech. computer tv

(c) 2008 syx services, inc. all rights reserved channel: tigerdirectblog

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alright then i'll be talking to you soon okay, bye-bye. vo: there are easier ways to make a clearphone call. vo: use ooma for a great connection every time!

office telephones

hi, i'm claus from jabra. today i would like to talkabout the jabra biz 2400. the jabra biz 2400 headsets are designedfor business and contact centre professionals. talking on the phonefor many hours a day can be hardon your ears. jabra's 2400 headsetsemphasize comfort, state-of-the-art audioand durability. the 2400's microphone utilizesnoise cancellation technology, so your customersonly hear your voice.

you can choose a monoor a duo speaker style and all headsets are adjustableso you can get just the right fit. the adjustableand break proof boom lets you place the microphonein the exact position that works for you. the jabra biz 2400 headsetswork with all leading phone systems, so whatever your office setupand whatever way you like to work the jabra biz 2400 headsetsfit right in. for more informationabout the jabra biz 2400

please visit jabra.com.thank you for watching.

office telephone system

just like the rest of us, our first guestwas heartbroken to hear that adam levine got married. take a look. - i don't want you to betoo sad, but i was gonna tell you, adam levine got married. - no. - he did.

- no way![crying] [laughter] no, he didn't, mommy! mommy, he didn't. - [laughs]oh, man. [applause]i know. so, please welcomethree-year-old mila and her mom emily. so you've been wantingto marry adam for a long time?

- yeah.- he's, like, your boyfriend? - yeah. - have you ever talked to himor anything? - mm...no. - well, you will, i mean,if he's your boyfriend at some point you will.- yeah. - [laughs]- did you think-- how did you know that she was--i mean, obviously, you knew she loved him,

but when did you knowthat she'd react that way? - we were in the grocery store and i think i said, "oh, adam.adam got married." and meltdown, so... "okay no. let's go over here--change the subject." and then, i felt really bad, but i told her againand i filmed it. - you are s--- [laughs]

and...and yeah, so... - but then she got over itreally fast, right? - yeah, we turned on the radio. we started singingand, you know, 3-year-old style...moved on.- yeah. - you just moved on?- but she still loves him? - yeah, you still love hima whole lot, right? - yeah.- do you like him or do you love him?- i love him.

- you love him.audience: aww. - well, if he ever met youhe would love you, too. is he married? or he's not married,right, mila? - he--yeah. - he is or he is not? - um...he's not.- he is married? he's not married. good, okay.'cause--'cause, so...

but you're gonna marry him.- yeah. - mm-kay, good.- [laughs] - when do you thinkyou will marry him, and at what age? - i don't know. - you're gonna waitfor a little while? 'cause you're too young now,right? so you think you'll wait tillyou're like 7 or 8? [laughter]yeah, good.

all right, well,i have an outfit for you that i think you're gonna lovea whole lot, and it says... - [gasps and laughs]- [giggling] - that...yeah.- look at what's on there. - and then you have picturesof him all over. - yeah.- oh, my gosh, mila. - isn't that cute?- yeah. - it's adorable.- yeah. - what do you say?- thank you.

- you're welcome.- [laughs] - okay, and i got you somethingelse that--it's not in this bag. where is it?it's over there, i think. [maroon 5's "one more night"] - [singing]and i know i said it a million times but i'll only staywith you one more night try to tell you no but my bodykeeps on telling you yes

try to tell you stopbut your lipstick-- [music ends]- look who it is. what do you say to adam?- [laughs] can i have a hug?- thank you. - give him a hug.- can i have a hug? [cheers and applause] - [chuckles]aw. - thank you so much. [laughs]- i still love you.

i still love you. i think she's changed his mind.i don't know what happened. - she is--- she is over it. - yeah.it's, uh, you know... - it's--i mean, it's a lot. it's a lot to meetthe love of your life all of a sudden.- yeah. - [chuckles]- what'd you do--i called you, i asked if you saw the videoand you said you'd seen it.

what did you thinkwhen you saw it? - it was kind of heartbreaking,like-- but it was so unbelievably cute and every single personthat i know in my entire life...- sent it to you? - sent it to me.- [laughs] i think the first two peoplewere my wife--sorry, earmuffs. and then my mother,and they're like, "this is so cute,"and then we spoke...

- yeah.- and here we are. - and i think--- and she's clearly transfixed. - yeah.[laughter] i hate to tell you,but i think it was emily's plan to get you herefor emily to meet you, i-- [laughter and applause] that's what i think.- aha. - all right.- but yeah, she's, like, the cutest person.- well, this is very exciting,

and she's gonna be excitedlater on. - hi.- hi. - how you doing?- [mumbles] - who is it--mila,do you know who this is? who is this? - usher. - all right.well, we'll take a break, and do you--- oh, my gosh. - do you still want this?- i have the same outfit.

- i thought you did.- go take your outfit. - all right.- get your outfit. we will, uh--i think...audience: aww. - no, mila's seeingsomeone else, i think. - [laughing]- she's--she has moved on, so... - all right. she's moved on.

hris systems

male voice: as hirevue's founder and ceo,mark newman introduced the world to hirevue's innovative talent interaction platform andon-demand interviews, improving the job interview experience and helping businesses more efficientlyidentify, engage, and hire top talent. hirevue's solutions have provided services in more than150 countries to organizations ranging from emerging growth companies to 20 of the fortune100, and been named a human resource executive magazine top hr product in 2009, 2011 and2012. newman began developing the concepts for hirevue's solutions as an undergraduateat westminster college where he earned his bachelor's degree in international business,and later received a master's degree in finance from the university of utah. as a premierthought leader in the digital interviewing

industry and an entrepreneur, his personaland business philosophies are frequently sought after and published by different media outletsincluding, uniq, techcrunch and workforce management, among others. now, please welcome to elevate 2015, keynotespeaker and co-host, mark newman. mark: hi there everyone, and thank you forgoing through today, and for elevate 2015. we've had just a wonderful event pulling everyonetogether, leading thought leaders inside of the hr technology space, and human capitalspace. and people that are really thinking about what's next for all of us as professionalsand leaders inside of this great market, doing really important work around how to buildthe best teams in the world. my name is mark

newman, i'm founder and ceo of hirevue. i'vebeen fortunate to be able to work on hirevue over the last 11 years and wrap today's event.so we're going to discuss today around this idea of the climate of disruption. i'm going to take this opportunity to havethis be an encompassing discussion around all the various sessions that you did seetoday, and what we're going on, and how all us as talented professionals are operatingin an environment of massive change and rapid change. in fact, just today, the executivechairman of cisco systems, john chambers, said to a big, giant group of fortune 500ceos, "forty percent of you won't exist in the next 10 years. so look to your left, lookto your right and figure out who that is."

each one of us as talented professionals aredealing with new sorts of challenges, new sorts of opportunities, and more importantlyjust the chance to do something different, and to do something great inside of your organizationsthat really helps people leapfrog ahead. so i'm going to spend a few minutes kind ofgoing through our thoughts and views and what we're seeing. i'd love to just open up a discussiononline through our twitter channels, facebook channels, or whatever it might be, with hirevueor with anyone involved in elevate 2015.but most importantly i want you to go back tomorrowto what you're doing every single day, and how you're thinking about it, and just thinkingdifferently. doing something differently, trying something differently, being comfortablewith taking a chance. because if you're not

growing, you're dying. if you take a chanceand take advantage of this idea of... right now there is a lot of disruption going on.i think you'll be really happy with the result. quick background on hirevue as we get goinghere, hirevue is the leading provider of team acceleration software inside of today's talentmarket. what our core idea is, "how do you build and coach the world's best teams? andhow you do that through video, mobile, and analytics?" it's frankly a lot of fun. i actuallyspent 11 years my life building hirevue. when we first started hirevue this idea of doingjob interviews through webcams instead of... "let's do it through the internet. it'll befantastic and let's tell their story and demonstrate their ability to work, and do it through thesethings called webcams." we've shipped thousands

of webcams over the years, tens of thousandsof webcams over the years. [inaudible 00:03:46]. but in today's era frankly, our business...our marker was disrupted starting in 2012 when the ipad finally had a front facing camera,to today where mobile phones with cameras on are ubiquitous, and everyone has them,and everyone uses them. we're taking advantage of the power of mobile, and video, and deeplearning analytics to help companies build and coach the world's best teams. so let's step back for one second to talkabout the effects and how we look at the world today around this climate of disruption that'shappening. this goes from small businesses to large enterprises where technology is beinginfused, and digitization is being infused

into every single possible new business processand business process there is. in terms of back-office work, in terms of how you manageyour accounts, and do your forecast and budgeting, and everything about that, to how you buildyour teams around the interview, the selection, and assessment, and analytics, to how youservice customers, both online and off-line, and omni-channel, to how you order car services,or taxis, or whatever it might be, using services like uber and lift, to how we book our travel. i mean, the other day i was heading to theairport on short notice, and i booked my flight literally through my mobile device, and irealized just how much i love that. now i book all my flights through my cellphone ormy smartphone, it's fantastic. what this is

causing is that every organization beforewho thought they weren't digital is digital. every organization now is a digital organizationthat just so happens to do x. it just so happens to be in manufacturing. it just so happens to build goods. it justso happens to be a sales organization. it just so happens to deliver software. if youdon't think you're a digital organization, you need to understand that you are. everyoneis, and everyone has to be thinking differently about that, thinking digital first and thenhow we serve our customers better. we are a digital organization, and we just so happento do this. what's driving a lot of this are a coupleof things, as it relates to talent and interrelates

to people. so first is an increased speedof demand. at a certain point in time, jobs could be filled in a certain process, or acertain time frame, or whatever it might be. there wasn't an urgency behind it all. youmight have had to staff up for a holiday season, but a few years ago you might have hired 10,000people if you're a big retailer. in this era, you see organization like amazon saying they'rehiring 100,000 000 people for the holidays. macy's are hiring 60,000, and everything goingabout it. if you're in the technology organization, you have to get your engineers in. if you'rein the sales organization, you have to get your reps in. executives are demanding better,faster, stronger, and they want it all in mail. so simply put, organizations and businessesand every industry are moving at an unprecedented

pace, quarter by quarter, year by year, tosurvive, and to fight, and to live another day. that's driving everything to everyoneto do things differently. inside of hr technology, if you think aboutit, we've gone through three big generational shifts of technology in this side of the space.in the mid-1970s, the first innovators came to the table and said, "have i got an interestingsolution for you. you don't know when people show up for work or how much you should paythem." hr leaders and cfos said, "you're right. how do you solve it?" the big innovation was,"well, we have this thing called the time card and attendance machine. it's awesome."then people said, "that is awesome." the next thing you know, it's a 10-year cycle of deployingtime card and attendance machines being a

big giant innovation. in the mid-80s leaders, organizations likepeoplesoft, j.d. edwards, and lawson, and groups like that came to the table, saying,"if you've got a problem on your hands, you have filing cabinet and boxes filled withtime card and attendance records, what are you going to do about it?" people were like,"i have no idea what i'm going to do about it." "tell you what, we're going to put thisthings called a computer, and it's going to be fantastic." people were like, "that isgoing to fantastic. you can put payroll, and benefits, and all sorts of fun things on thiscomputer." people said, "yes, let's do it." so from the mid-80s to the late 90s, the biggenerational shift was deploying hris systems

and erp systems to try to bring digitizationto certain records inside of the organization. then the late 90s, the next generation ofinnovators came to the table and said, "well, how do you take all of these processes thatyou do, like how people apply for jobs, and do performance reviews, and problems likethat, and do that in the era of the internet?" they said, "we have no idea." "well, tellyou what, we're going to put it on this thing called the internet, and it's going to befantastic." the reaction was, "that is going to be fantastic." so [inaudible 00:08:12]and groups like that jumped to the forefront of how you learn, how you apply, how you doperformance reviews, and how you go about this whole path. from the late 90s to franklytoday, they've had a 10, 15-year adoption

cycle to do all of this. what we believe at hirevue and what we'reseeing is we're at the dawn of the next era of digitization inside of hr technology, intalent management and everything about it. this next cycle is we're going to requireorganizations to move faster, to move smarter, and to build stronger teams. it isn't abouttransactional processing, and transactional scales. it's about interaction scales, aboutempowerment of teams, empowerment of who people are and what they're about. the cycle is movingfast, it's moving incredibly fast. we're seeing a massive increase in adoption of new technologies,whether it's our world inside of talent interaction, team acceleration, whether it's in organizationsto dealing new ways around performance management,

or getting rid of the performance review doingthat, whether it's small businesses adopting great systems like bamboo hr and organizationslike that. it's moving faster, and we have to have thatnew mentality as talent professionals. the second part of all of this is that there'sanother dynamic that's causing us all sorts of headaches. but more importantly we haveto be thinking about it as an opportunity. this is the idea of the blended team. if youthink about our traditional mindset as talent leaders, we think about bringing employeesinto our organization. the traditional software providers inside of the hr ecosystem thoughtabout bringing in employees to your organization. but if you talk to your cto, to your headof sales, or any business leader inside of

your business as we all try to serve our customers,all they think about is their team. they don't care about if it's an employee, or contractor,a consultant, a freelancer, or whatever it might be. in an era of the affordable careact, and freelance work, and independent contractor status, and everything you might think about,i believe we're actually in the golden age of free agency, and free agency of the worker,not just an employee. in a lot of cases now that you actually see this dynamic, wheresomeone might have a day job and then spend another 20 or 30 hours a week building theirown business, doing their own start-up, driving for uber, whatever it might be. whether it'sto help make ends meet, or just because they love work and they love having a dynamicismof what they like to do.

so as you think about what this means foreach one of us is, as you think about your work with your own business leaders, you haveto change your mind set to not just be about employees, but actually it's about the team.the team could be any type of worker with any type of background. i think the next generationof leading-edge talent leaders will be hyper focused on this dynamic of, "how do we buildthe world's best team, and do it with all sorts of different types of workers? whatit the outcome, or the end in mind, that we're trying to accomplish? then how do we supportthat effort? how do we support our employee base and team members? how do we support theconsultants who have been around the organization, the contractors, the temporary workers? wherecould we be additive around trying to solve

certain projects with freelance help, andhaving this dynamicism going up and down, and moving the whole organization all around,and being the talent leader with the finger on your pulse of all of that?" this is a huge opportunity, not only for talentleaders, but a huge opportunity for talent leaders that want to adopt the technologystrategy with tools that support all of this. we think it's a really exciting trend rightnow inside of the market. third, and this is just... frankly, we talked about everyorganization is a digital organization, but this is the biggest opportunity for changeinside of the talent ecosystem, this idea of digital transformation. it's a top priorityfor almost every executive in every single

industry. it's the use of digital technology acrossmobile, video, big data cloud, and everything about to modernize the way we connect withour customers, the way we work with our team members, the way we run our business operations,and how we build and manage the lifeblood of our companies, and how we procure servicesof our own, how we do our own work, and everything about it. the traditional processes in termsof how we did this, whether it was how we did our performance reviews, how we builtour team, how we did recruiting, how we did whatever it might be, aren't keeping up. ultimately,your candidates are your customers, whether you're in a consumer organization or a businessorganization. they can be your decision-makers,

your buyers, your influencers, your adopters,or whatever it might be, as they go about their career search. when you're an individual,and you understand that the career search, and job interview, and the process of goingand looking for a new job is a life-changing experience. it could be for upward mobility. it couldbe for a new opportunity, whatever it is. that candidate of today goes deep. they goto glassdoor, they figure out what they want to do. just as much as a buying decision isalready 70% to 80% complete before someone walks into a store, before someone purchasesor buys whatever it might be, it's no different in recruiting.

it's no different in the job search. so 70%of that decision is already done when looking through your online presence, and what peopleare saying about the organization, and asking their friends and getting to know them andeverything about it. so recruiting in the talent organization of the future is the tipof the spear of any organization out there. if your organization is going through digitaltransformation, recruiting needs to be on the tip of that. if you think about it, theteam and the way that you built the team for the last 50 years, if you're trying to surviveas a business for the next 50 years and you can't rely on how you've done things for thelast 50 years, how can you stand in front of your ceo and say, "we should be buildingour teams the same way."

this is echoed constantly in the market, constantly.i mentioned john chambers earlier today, he's a great technology leader, and all sorts ofpeople like that. but one in three senior executives think digital transformation hasbecome a matter of survival, and this is critical to each one of us to keep in mind as we'rebuilding our talent strategies for the future. so as we look at it, what is today's reality,and what are some key strategies, some key opportunities that we can maximize and goafter today to address these issues? everyone knows... "alright, great. our ceos are sayingwe have to go digital. our ceos, we have to move faster. ceos have to just say that wehave to do this." well, let's talk about some fundamental truthsthat we've uncovered, that we look at across

the entire landscape of hr technology andtalent technology, and as part of the presenters, the cast of [inaudible 00:15:03] elevate 2015to figure out some key strategies around how we go about doing this and addressing this.first, it's understanding and thinking about how we can not focus and spend time on thewrong things. people, at their essence and their core, and their basic idea, are stories,and experiences, and ideas, and passions. whether they're on your team or potentiallycoming to your team, whether it's you, whether it's me. not a single one of us is representedby a resume, a profile, a form, a job, you name it. we're stories, and ideas, and passions, andengagement, and opportunities, and you name

it, all the goodness of what it means to behuman. yet everything that we've done inside of talent organizations, inside of talenttechnology, has been to take away what is the essence of being human in the first-placeand trying to get to the essence of efficiency. new technologies, hirevue's included in that,run using mobile, and video, and everything about it. but whether it's marcus buckingham'sgroup with the idea of strengths finder and focusing on standing out and doing check-insinstead of performance reviews and everything about that, it's all about the idea of empoweringthe human being, empowering the person in the organization and saying, "you know what,world? you're way more than what we try to condense you down to."

so first and foremost, realize and recognizethat people aren't resumes, profiles, or forms. you wouldn't want to have a decision madeabout you based on that, and no one on your team or around you wants to do the same. solet's first figure out how we bring scale to interactions, bring scale to this. whatyou'll find is that by giving people a shot, whether they're internal on the team and theyjust get to be able to actually talk about who they are, what their interests are, andwhat they want to do, or when they were thinking of your organization. you will fix the engagementissue, that is a crisis inside of organizations today. you'll fix your turnover issue. you'llhave a great, empowered team. you're going to become a leading class employer, and bestplace to work.

second, what we have lost is this idea offocusing on the team leaders. ultimately we say, well, the strategy drives results. wehave our business metrics. we have the outcomes we're going for. our people are going to deliverand everything about it. here's the process, and we inflict it on the team leader. butwe need to empower the team leader. if you think about it, the core job of the leaderis to coach and develop their team. yet are we giving them the tools and the support andthe program to actually learn how to coach and development their team? recently, corporateexecutive board did a lot of research around this exact thing, where the workers and themembers of the team crave feedback, and coaching, and development.

yet, what managers rate themselves when theydo an individualized survey about themselves, a self-reflective assessment, what the managersrate themselves as being worst at, the worst thing that they're absolutely worst at intheir entire work is their ability to coach and develop the people. they can drive results,they can go close deals, they can achieve goals, achieve objectives, accomplish structures,whatever it might be. but they feel inept when it comes to coaching and developing theirteams. so how, we as talent professionals and talent leaders work on supporting teamleaders? how do we help them get comfortable actuallyinterviewing and hiring people? how we get them comfortable coaching and developing people?if you look at your organization, how many

first-time managers do you have? how manyfirst time leaders do you have? how many leaders do you have that have been leading teams for20 years that, frankly, just need a reset in their career? and it's this opportunityas talent professionals, as a new way of thinking and a new age of thinking, to go after andsay, "you know what? how do we support you into doing this?" so think about this in regards to, not, "arewe delivering compliance training around interviewing?" but, "how do we get comfortable, how do weget managers comfortable selecting people to build the best team that they possiblycan? how do we help them understand what they're looking for and what they're not looking for?"and doing it in a way that's inoffensive,

and not saying, "this is how the company doesit?" when it comes to managing performance on their team, how do we teach them to havevery crucial conversations that are engaging, that are understanding? because the workerof today is craving feedback. how do we empower them to be that coach and that developer oftalent? so your organization becomes a development organization, not just that people feel likethey left better than when they came in. how do you support them in terms of becoming bettercoaches? how do you give them an understanding of thepeople on their team to guide them in coaching so to get them more comfortable? so as youthink about strategies, think about it as, "how do we support the team leader to do allof this?" so what we want to be doing, and

how we want to be thinking about this is thatif we don't address this and go after it, we're going to keep seeing junk and crap likethis out in the market. so the headwinds that we have today in terms of how we're goingafter this is right in front of us. so it's just in harvard business review, it's juston the internal professional magazine, there was all this kinds of various places, howdo we rethink and re-frame how we do our work? it's not about talking about compensationand benefits, and complaining about those various things. it's around how do we driveresults through effective compensation programs? how do we empower our workers? how do we driveengagement through making sure that they feel like they're totally taken care of by theorganization and empowered to do their best

work? this is causing their own issues bynot supporting the team leaders, by not doing those kind of various things. only 5% of their businesses rate their organization'shr performance as excellent. this is just unfortunate. so we want to go through someother ideas here around a new way forward to the path, going forward on solving it.so first and foremost, as you think about this new approach, we've touched on a littlebit here around the idea of empowering your team leaders, and about understanding thatpeople aren't resumes, profiles, forms, or anything like that. so how do you operate in terms of not justsaying, "all right, here's tools that are

out there for us, and here's where we changedthese processes. but more importantly, how do we change our mindset around how to supportthese various things?" so when done properly as a team, the talent organization can drivetheir organization to do three things. one, move faster. two, improve performance. three,improve the experience. the way that that happens is first, by moving faster and saying,"listen," just in the recruiting context, "we are the tip of the spear of our organization.we are the tip of the spear of building the next generation of our workforce, next generationof our team." so how do we do this? if we're trying to be an innovative digitalorganization, we have an innovative digital way around building our teams, and we movefaster. ninety-day rec time to fill? nice

try. we're doing it in 15 days. and operatingwith the mentality of aggressiveness and operating with the mentality of speed and using toolslike hirevue, and bamboo, and greenhouse, and various organizations out there to dothings and move faster in that regard. the second part is around improving performance.this is the utopia of thinking of what effect talent organizations can have on it. but there's actually a really simple way ofdoing this, around boosting the importance of the organization. for people that are cominginto the organization, just bring structure and standardization in the process. the firstthing we say is go, "of course, that's what you want to do, right? of course that's whatyou want to do in terms of how we do all of

this." but it's simple things like just havingpeople ask everyone the same questions, having a structure and having a system like a digitalinterviewing system to go through all of that. when you're trying to do performance reviews,not just giving them the page thing that you have to type in, and here's your pluses andhere's your minuses. but doing tools using check-ins and programslike that to kind of do things differently. then an awesome experience, if you're goingto be tip of the spear of the organization, you have to deliver an interview experienceto represent the brand experience you're trying to create, as to have a self-service experiencethat represents the brand experience and what you're trying to be as an organization. youhave to constantly be thinking about, "if

our team members on our team were expectedto be digital and expected to be innovative, how could everything that they have to dointernally be archaic?" how can we be a representation of that to the candidates we're trying tobring in and say, "we're going to bring you in the same old way we have for the next 50years. but come on in and be part of the organization. it's going to be different for the next 50years." it just doesn't work. so talent leader [inaudible00:24:03] moving faster, boosting performance and delivering awesome experience. so howdo we do this? first, going back to the idea of focusing on the team leader, we have toempower leaders to build. it's as simple as that. store openings, i'll show you a coupleof these cases and examples, they need to

be done in days, not months, and moving fasterdoing all of that. [inaudible 00:24:29] one of the fastest moving, most highly efficient,effective organizations out there in terms of opening up their footprint. zara is another group like that. chipotleis another group like that. these organizations who have talent leaders of tomorrow are theorganizations that are demonstrating the opportunity to move faster and to excel at performanceon here. i touched on this briefly already, but the idea is how do you draw improved performancein the business, revenue, profits, growth, and everything about it? the interesting dynamic,if you think about the customer experience, is that your customer experience is a functionof the difference between your top performer

and your lowest performer. the variance in your customer experience isthe difference between your top performer and your lowest performer. because if youthink about it, you say you have a great salesperson yet a bad support organization, or a greatsupport organization and a bad sales organization, or a great manager but a bad floor team, orwhatever it might be, the customer knows it. every single time someone interacts with yourorganization, they need to have a consistent experience with a consistent set of expectations,consistent quality of person in terms of who they're dealing with. so we kind of thinkof this concept as how do you bring things to be, first off, tighter and have a moreconsistent experience behind all that, and

then how do you move it righter in terms ofimproving the overall experience? the way talent leaders are doing this is having consistentprograms around bringing in the teams, consistent programs around building teams, consistentprograms around coaching teams, and then understanding the baseline, and then moving it to the right. and then lastly, you've moved faster, youhave a tighter and righter team. now how do you deliver an experience to the customerthat people are begging for, and expecting, frankly, in their personal life that you haveto now integrate into your work life? organizations... you know, we'll use hirevue as an examplehere, but there's many other great talent organizations like this, are delivering usingthis version of net promoter [inaudible 00:26:43]

experience in the 70s. this is like apple,and amazon, and nordstrom, and other groups like that. when the traditional evaluationof hcm software, payroll systems, erp, [inaudible 00:26:53] is a -35. what this means is that you take your... wheneverpeople get rated on that 1 to 10 scale, on a 1 to 10 rating, would you use this againand would you recommend this to a friend? the 9s and 10s are positives. the middlesand neutral, and the 5s and below are detractors. what this means is that your traditional technologylandscape that you use inside of your organization has 4x the number of detractors as it doespromoters or, frankly, it may not have any promoters and just has neutral and detractors.but there's this opportunity as you think

about your new technology strategy insideof your talent organization to do something that helps to move the business faster, thathelps drive the organization and be more aligned and more importantly, serve an experiencethat people love. i mean, we think that this is really an exciting time. so let's see acceleration and action in termsof what we see as organizations doing very interesting things when it comes to talent.i touched on this already, but one is under armour. they've empowered their store managersto build the best teams possible. they have an hr organization that's one of the mostactualized hr talent organizations i've ever seen. they're an organization built aboutbeing the most badass brand on the planet.

they're hyper-aggressive around hiring thebest people, and they're hyper-aggressive around developing the world's best teams tobuild a retail brand and a lifestyle brand and in a competitive, like athletic folksbrand that wins. so first they go digital for all hires, whetherthat's using a new talent management system, using tools like hirevue, or what have you.but what they've ended up being able to do is cut time to fill by 35%, and they openstores in two days now. this is what people like troy anderson who runs hr operationsfor them inside of their talent organization now do to win. that mentality is a winner'smentality about how to have our leaders absolutely love their talent organization, and were superexcited to see results like this. second,

houghton mifflin harcourt. each one of usmight be familiar with houghton mifflin based on the school books we used to have or a lotof the different hardback books that we've used over the years in terms of education,training, corporate materials, individual reading, everything about that. if there is one organization that is beingforced to go through a digital transformation, it's anyone with publishing in their companytype, or background, or history. so houghton mifflin has been going through a digital transformationof epic proportions. for them it has been a massive matter of survival. their talentorganization and talent leadership said, "you know what? let's go ahead and figure out howwe serve that head of sales, not in a way

that's hr or talent driven, but in terms ofhow we're focused first on the digital transformation and survival of this business. this requireda tremendous amount of change. this required the turn over, essentially,of their sales organization. this required rethinking how we bring them in, how we trainthem, how we develop them. what happened was, what was fascinating here, was the head ofsales of the entire organization contacted us to talk about what are the innovative waysthat their talent organization has supported them. what ended up coming out wasn't just,"hey, here's how we interviewed [inaudible 00:30:24]. here's how we train them better.here's how we coach them better." and whatever it might be.

it's like, here's what this meant and whyi love our talent leader. the team that we brought in compared to the team we had before,100% of the new inside reps hit quota. this drove $75 million in additional revenue. wehad a 60% reduction in sales turnover, and not only that, we fill this team 50% fasterthan we did before. those aren't metrics, those aren't business outcomes that talentleaders of yesterday ever were able to discuss. but the talent leader of tomorrow, being ledby talent leaders at houghton mifflin and groups like that, are the ones that have empoweredand delivered business results, and feel,, and are loved and beloved by their organization.and that's the way that we should be thinking around driving business results inside ofthat.

next, delta air lines. so delta air linesas an airline is a digital organization, it just so happens to be in the airline business.each one of us who fly a lot have seen the reinvention of the brand experience that isdelta. they've become my favorite airline just in terms of how they operate the mentality,the people. the execution in terms of whether it's everything from getting your bags quickly,to ease of booking, to doing things [inaudible 00:31:42], to everything about it. it's animmense organization, incredibly massive, logistics nightmare, frankly, in terms oftrying how to land 5,000 plus planes a day. the effort to do that is just incredible.so what they had to do is figure out, "how do we bring people in differently? how dowe do it through an experience that candidates

love?" and then ultimately, they were recognizedby the talent board for having an incredible recruiting experience behind this all. one thing i love about delta is, with theirtalent leaders chris collins and glenn johnson leading the way, they focused in on this ideaof how to scale. it wasn't just, let's dip our toe in the water, let's do things differently,or whatever it is. it was, "we have 300,000 applications, we need to get 7,000 hires outof this. how do we scale this in a way that's just awesome?" they are the case study aroundhow to scale and roll out new ways and new waves of hr technology and talent managementtechnology that were never seen before. then last but not least, i'd really like torecognize that hilton worldwide just doing

very interesting work as well. so what theydid, it helped them in terms of building their team, with saying, "listen, every single candidatewho interacts with the hilton worldwide brand could be our customer. they could stay inour hotel, be part of the hilton hhonours, and everything about it. so first off, howdo we not treat them even better than how our customers are treated when they enterinto one of our hotels? that is an irrefutable truth. so how do we take a digital strategyand a digital approach to the interview and hiring experience we did?" second, as an organization, they hire 70,000people globally. but, as the talent leader knows, the answer isn't, "hey, let's go aheadand have 500 recruiters do these 70,000 hires.

they have a team of 70 that now do 70,000hires a year globally, which is incredible. but third, this is the most important partaround supporting the talent agenda, it came down to this. they said, "our candidates areour customers so why don't we say, you know what, for certain pools, let's go with veterans.if you interview with hilton, you get two free nights stay at a hilton hotel." the dynamic that happened was that peoplesaid that they had a two free night stay, turned it into a three, or four, or five nightstay, become a customer for life. it was a game-changing opportunity to spend time withtheir family, and be on a job search. with this drove was a$135 million in new revenueinside of hilton worldwide, and that was just

an incredible business result that helpedsupport the talent leaders' agenda. rodney moses, and doug cray, and the rest of theorganization there to do everything they needed to do to lead the digital transformation ofthe talent organization inside of hilton worldwide. so in the end there's organizations and leadersof these organizations doing things differently, thinking about things differently. it's notabout, "how do you do payroll better? how do you have benefits better? how do you dobenefits and payroll cheaper? how do you support your organization? how do you do better engagementsurveys? and how do you do these various things?" it's about thinking differently. it's aboutempowering your team leaders. it's about supporting the digital transformation of your organization.it's about moving faster, driving business

results, and doing this all in the experiencethat your candidates, and jobs seekers, and team members love. that's the way to be theleader of tomorrow. that's the way that organizations have been part of elevate 2015. we want to support you, and we really appreciateyou spending your time today. most importantly, first and foremost, last and foremost, justthink differently, and if we could be helpful in any way, please let me know. so thank youfor being a part of elevate 2015. it's been a terrific event with thousands of talentleaders and professionals. but be on the edge, be on the front, and let's kick ass and rockand roll. thank you.

cisco phone systems

hello, my name is lori mankin and i’m themarketing assistant at myitpros. today i’m going to be showing you a fewthings that we really enjoy about cloud7. first i’m going to show you how to log into cloud7. you can access it through any internet browserso i’m going to select safari and you just go to myitwebtop.com.as you can see, i’m working from my personal computer today and that’s one of the reallygreat things about cloud7 is you can access all your work files from any device anywherewith an internet connection. i just entered my password and as you cansee, all my programs loaded on the left and i have access to all my company files whichare securely kept on cloud7.

none of these programs are actually downloadedon my computer, which is really great because it won’t slow down my computer.i can access them any time. you can access all your programs right hereon the left side and you would open them just as you would if they were in the start menuon a pc or if they were on the bottom of a screen on a mac.and you can work the program just as you would if it were on your computer.you can create a new email. you can access all your contacts.you can attach files that are found on cloud7. like i said, you can also navigate throughcloud7 to access other files. you can access your groups.you can organize them with public folders.

you can also have your own personal sectionwhere you have a private desktop area where you can save materials.some people prefer the windows explorer to navigate.it’s a little more familiar to them. it’s a little easier for them to navigateso there is that function for those of you who like that interface.each user can personalize their webtop in any way that they prefer.so the way you edit your webtop is you go up here to customize and from there you canmove things wherever you prefer. i like my weather on the right, my programson the left and my files in the middle. then you select save changes.there are also options to include shortcuts

and have your email directly on your webtop.the restore feature allows you to log out of cloud7 and log back in and it will restoreall the programs you were working on and even drafts you were working on.the way you get started is you go to your webtop and then click on log out.select disconnect programs temporarily and then you can log back in on any device.once your page loads, you’ll see a pop up at the top of your webtop saying reconnectapplications so select that then select outlook or whatever applications you were workingon that you would like to restore. and as you can see, outlook and the emaili was working on with the file attached has all been restored.if you have any questions about cloud7, you

can email bill@myitpros.com.thank you very much for your time.