The continuous evolution of technology is changing the way we conduct business. New skills and roles are being introduced into the workforce at a record pace. This means that recruiters are tasked with finding and screening candidates that fit both the current and future needs of the organization, while also considering organizational fit. So how can recruiters continue to thrive in an era of constant change? This session will provide attendees: An understanding of how technology is impacting candidates’ expectations of the hiring process How organizations can identify top talent with advanced, predictive selection assessments

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Frequently Asked Questions

5. How AI is Changing the Way You
Recruit and Hire Top Talent
+

6. Today’s Speakers
Jennifer Burnett, Ph.D.
Senior Principal Consultant
Dan Mayville
Executive Advisor, Watson Talent

7. 7
Top CEO concern for the past two years has been
“ the rapid pace of technological change.”
Fortune 500 CEO poll:

8. Mechanization
Water power
Steam power
1 2 3
Mass production
Assembly line
Electricity
Computer
Automation
Networks
4
Digital
Machine learning
Artificial intelligence
The next industrial revolution has arrived
8Source: World Economic Forum

9. 9
Technology is killing off traditional corporations
[VALUE]
YRS
[VALUE]
YRS
1958 2012
The average lifespan
of companies is now
less than 20 years
Source: Innosight

10. Skilled Trades
electricians, welders,
mechanics
Sales
Representatives
B2B, B2C, contact center
Engineers
chemical, electrical,
civil, mechanical
Drivers
truck, delivery,
construction, mass transit
Technicians
quality controllers,
technical staff
IT
cybersecurity experts,
network administrators,
technical support
Accounting &
Finance
certified accountants,
auditors, financial analysts
Professionals
project managers,
lawyers, researchers
Office Support
administrative assistants,
PAs, receptionists
Manufacturing
Production and
machine operators
Every Industry & Role
are Impacted

11. • Digital natives vs. digital immigrants
• Freelancers, contractors, seasonal retirees
• Realities of second, third, fourth “careers”
• Mobile
• Social
• Video
Work has changed
• New types of jobs created, others disappear
• Gig economy influences who does what
• Search for purpose and meaning of work
• Social responsibility of organizations matters
• Work, family, life balance takes new meaning
Who
What
Why
How

12. 12
Employees
and candidates
have new
expectations of
work
Continuous
lifelong learning
Empowered
career development
Real-time
performance feedback
Contextual & intelligent
talent decisions

13. 13
"AI will enable companies to stay competitive, HR leaders
to be more strategic and employees to be more
productive at work…”
Dan Schawbel, 2018, Research Director at Future Workplace, Author: Back to Human
"At some stage…we should have to expect
the machines to take control."
Alan Turing, 1951, mathematician and cryptographer

14. AI Innovation across the HR domain
14
Talent Acquisition
source – attract - retain
Talent Development
listen – assess - develop
HR Operations
manage – inspire - engage
? +
Watson
Recruitment
Personalized
Learning
ACE
Feedback
Applications
Watson Cognitive
Content Collator
Robotics
Process
Automation
Watson-
powered HCM Cognipay
Watson
Candidate
Assistant
Onboarding
Assistant
Watson Career
Coach
Employee
Chatbots
Watson Virtual
Agent for HR
Cognitive
Agent Assist
MyBenefits
Mentor

15. 15
Cognitive capabilities amplify &
accelerate HR transformations
Watson Use Cases
Personalized
recommendations
Transformed interactions
Empowered insights
Optimized operations
Dynamic
Operating Model
Frictionless
Employee Care
On-demand LearningDigital Change
Intelligent Talent
Acquisition
Enhanced Cloud
HCM

16. Poll Question
To what degree have AI and intelligent technologies been
adopted and currently used within your organization?
• AI is widely used in various areas and functions of our organization
• AI has already been adopted in critical areas of our organization
• AI is being implemented but not yet in use for some areas of our organization
• AI is being considered but not yet in use in our organization
• AI is not even being considered yet
16

17. 17
“We are moving away from a world where candidates seek a
job to one where the job finds the candidate…. Machine
learning and matching-algorithm intelligence is turning the
process upside down.”
Steve Goodman, CEO, Restless Bandit

18. Captivating the modern, savvy candidate
Organizations are attracting and engaging candidates in new ways
Ø Organizations must reach passive and semi-
active candidates to fill the gap in skills
availability and decrease time to hire
Ø Programmatic job ad technology can
deliver your job posting to the right audience
at right time
Ø Your career site is still a critical tool – analytics
insights should drive your recruiting strategy
Ø Cookies to track ‘ideal’ candidate data, and
DMP can be used to identify patterns &
define a target audience of ‘best fit’
candidates

19. Captivating the modern, savvy candidate
Organizations are attracting and engaging candidates in new ways
Ø Candidates want efficiency but not an
impersonal process
Ø Personalized, intelligent interactions with
candidates can be achieved through
creation of personas and unique EVPs
Ø Chat-bots can quickly answer foundational,
exploratory questions – every day, all day
Ø Prospective applicants receive immediate
and personalized information allowing them
to make more informed decisions
Companies with extensive
automated screening questions are
losing
89%
of their potential applicants

20. Captivating the modern, savvy candidate
Candidates seek and expect a personalized, transparent, fair experience
Ø Matching techniques, automated
processes and/or chat-bots can be used
to probe for and complete missing
information on applications
Ø Matching technology can recommend
other jobs for the candidate they have
not considered
Ø Recruiters benefit by receiving more
accurate and complete applications,
and a higher likelihood that candidate is
a good fit for the role

21. Streamlined candidate screening gains efficiencies
Recruiters can’t afford to slow down the process
Ø The volume of candidates and amount
of data captured about them has
made screening more challenging than
ever
Ø Recruiters need to quickly identify
qualified candidates and connect with
them in meaningful ways
Ø Candidates are expecting a transparent
process where their application is acted
upon in a personal way by the employer

22. 22
47%
Agree it is easier for an
employee to find a
job outside an
organization than
inside it.
86%
Agree that it is faster
from within the
organization.
60%
Agree that employees
promoted from within
perform better.
Your employees are candidates too

23. Internal candidates screening re-imagined
Career center powered by machine learning technology
Ø Employees seek to grow and expand their
opportunities within their current organizations
Ø Companies often do not provide clear career
tracks or guidance on how to achieve career
goals thru development
Ø Leverage machine learning technology to
identify internal movement patterns, time to
advancement, competency and skill gaps, and
development steps to close gaps
Ø Employees are recommended jobs to consider
for which they are qualified and interested

24. Poll Question
Do you use pre-hire assessments as a part of your hiring process?
• Yes, we use Skills tests
• Yes, we use JobFit tests
• Yes, we use various assessments as a part of our hiring process
• No, we don't use any pre-hire assessments as part of our hiring process.
24

25. IBM Assessments
Career Development
Individualized Learning
Efficiency
25
IMPACT
Succession Planning
Reduced Turnover
Performance Management

26. 26
Why Assessments
Assessments for Selection
• Improve quality of hire
• Drive business metrics
• Improve process efficiency
• Improve process consistency
• Create a branded experience
• Drive culture efforts
• Address gaps in current selection process
• Leverage a legally defensible method
Assessments for Development
• Provide employees feedback
• Understand team capabilities
• Provide manager feedback
• Foster leadership development

27. 27
What Assessments CAN do…
• Provide extra data points about an applicant to help support the decision-making
process and to help provide supporting evidence for trends identified via other
hiring methods
• Provide a standardized way to gain insight into applicant qualities that are not
always apparent (i.e., personality, motivation, abilities, etc.)
• Screen out applicants least likely to succeed while helping focus on those with the
most potential
• Provide direct ROI via an impact on valued outcomes that are measured by
companies as part of their business processes
• Help provide a baseline understanding to feed post-hire development

28. 28
What Assessments CANNOT do…
• Provide all the information that one needs to know about an applicant
• Take the place of informed, expert decision-makers
• Guarantee that applicants will be successful
• Make up for other parts of the hiring process that are broken or ineffective

29. 29
Skills Assessments
Assessment Categories Most Popular Skills Titles Top Languages (5)
1. Clerical
2. Software
3. Call Center
4. Industrial
5. Financial
6. Technical
7. Healthcare
8. Legal
9. Behavioral
1. Data Entry
2. Typing
3. Microsoft Excel
4. Call Center Listening Skills*
5. Call Center Customer Service Scenarios*
6. Microsoft Word
7. Call Center Data Entry*
8. Call Center Environment*
9. Basic Industrial Skills
10. Call Center Advanced Spelling*
11. Computer Literacy – Basic
12. Basic Office Skills
13. Customer Service Mindset Survey
14. Office Grammar and Spelling
15. Microsoft Outlook
16. Analytical Skills
17. Forklift Operation
18. Basic Reading Comprehension
19. Call Center Telephone Etiquette
20. Pick/Pack
*Audio
1. English (US)
2. English (UK)
3. French (CA)
4. Spanish
5. French (FR)
6. German
7. Portuguese
8. Italian

30. 30
Behavioral Assessments
Performance
Managerial /
Leadership
Job Fit
1. Administrative
2. Bank Teller
3. Distribution
4. Hospitality
5. Inbound Call Center
6. Outbound Call
Center
7. Nurse
8. Retail Associate
9. Sales
10. Service Associate
1. Call Center Manager
2. Healthcare Manager
3. Hotel Manager
4. Retail Manager
5. Sales Manager
6. Restaurant Manager
7. Manager
Leadership Development
1. Leadership Behavioral
Assessment
2. Leadership Preference
1. Bank Teller
2. Call Center
3. Hospitality Associate
4. Industrial Warehouse
Worker
5. Retail Associate
6. Sales
(*Fit assessments require
the use of O*Net for
occupational information)
Other Fit Assessments
1. Configured Cultural
Match
2. Custom Cultural Match
3. Learning Styles
Questionnaire
4. Motivation
Questionnaire
5. Onboarding (LSQ &
MQ)
Performance
Traits (Testlets)
Cognitive Ability
1. Customer Services
2. Engagement
3. Retention
4. Safety
5. Sales
6. Teamwork
Combined Performance
Assessment
1. Customer Service &
Teamwork
2. Customer Service,
Engagement, &
Retention
3. Customer Service,
Engagement, Sales &
Teamwork
4. Customer Service,
Engagement &
Teamwork
5. Customer Service,
Retention & Sales
Computer Adaptive
Testing
1. Logical Reasoning Test
2. Numerical Reasoning
Test
3. Verbal Reasoning Test
4. General Mental Ability
(all three as one test)
Cyber Security
1. CCAT & DCAT

31. 31
Assessments Provide a Valuable Path Forward
• 36% more likely than all others to be
satisfied with their new hires
• 13% more likely to have new hires who
meet performance goals over past 12
months
• 17% more likely to have employees rate
themselves as highly engaged
Assessments help eliminate guesswork,
and predict fit, engagement and
performance before you hire, so you
can hire talent you won’t regret.
Assessments are 2X more likely to
provide hiring managers with insights
into whether candidates are a good fit
for jobs.
Businesses that use pre-hire
assessments are:

32. 32
Engage Employees
Assistant
• Address the significant information needs of new employees
without driving additional onboarding headcount
• Provide a reliable resource to answer new hire questions
accurately and efficiently
• Simplify the process of finding people who can help new hires
come up to speed on the topics and solutions relevant to their
jobs
• Increase capabilities for employee enablement & self-service
• Enable an agile workforce that can adapt and respond to
business needs with real-time access to centralized information
• Digitally enable processes that promote employee
engagement with consumer grade, user centric applications
Employee Chatbots

33. Summary and takeaways
Embrace the new opportunities AI brings to talent acquisition
• Intelligent technologies have already significantly impacted how companies
conduct business, the way we work, and employees’ expectations about work
• Candidates are more savvy then ever before, and want a simple, transparent,
mobile, engaging, and fair process where they can decide if the opportunity is right
for them
• Recruiters can leverage AI and automation to provide that enriched and
streamlined candidate experience while gaining efficiencies in their own work
• Predictive tools such as selection assessments enable a more accurate and reliable
process for identifying and hiring the best talent in this competitive market
• Advanced technologies allow organizations to provide a seamless on-boarding
experience to ensure the new hires’ experience is engaging and positive

34. Thank you!
Questions? Contact us!
Jennifer Burnett, Ph.D.
Senior Principal Consultant
Cornerstone
jburnett@csod.com
linkedin.com/in/jenniferburnettphd
twitter.com/JennBTalent
Dan Mayville
Executive Advisor, IBM
Watson Talent
dmayvill@us.ibm.com
linkedin.com/in/danmayville

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BACK TO HUMAN: HOW GREAT LEADERS CREATE
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