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.