Upload
rolepoint
View
15.380
Download
3
Embed Size (px)
Citation preview
CREATING A 21ST CENTURY APPLICATION PROCESS
A R O L E P O I N T W H I T E P A P E R B Y @ B I L L B O O R M A N
2RolePoint Inc. © 2015
When I started research for this paper, my perception
was that we were mostly going to be talking about mobile
apply and sharing some of the important lessons learnt
from Intuit’s adoption of RolePoint technology to bring
their job application process up to date. We don’t have to
go very far to realize that the application process by
which people connect and apply for jobs they are
interested in is, for the most part, not fit for purpose in
most organizations. Feedback from some of Intuit’s
highly skilled developers in the early stages of the project
that focused on their application process was that if they
had to apply for a job with Intuit today using the process
in place, they wouldn’t bother. That’s quite a precarious
position for an organization that looks to develop leading
edge technology in every other area of their business.
Researching similar organizations, I found that the
abandonment rate for only the first page of the
application process to be between 10 and 15%, with a
drop off rate for each stage of the application process. A
group of recruiters I spoke to at another global
technology company confessed that their application
process is so bad that they steer sourced candidates
away from it and only get them to apply when they are
going to get an offer because that was the only way to
move them to the next stage. Consider the inefficiency
and lost opportunity of each recruiter keeping candidate
details in Excel spreadsheets or email files and well away
from the ATS! Unfortunately, when I have shared this
story, I have discovered that this is far from an unusual
story.
Wherever we look, it is quite clear that the whole
application process sucks, and it’s not just an argument
around the case for mobile and mobile optimization
because frankly that’s not really a discussion. If you are
not including mobile thinking now then you really should
go and do something else. Anything, just not recruiting. I
hope you enjoy the discussion.
INTRODUCTION
CREATING A 21ST CENTURY APPLICATION PROCESS
A R O L E P O I N T W H I T E P A P E R
B Y @ B I L L B O O R M A N
Gamifying the Recruitment Process
V
3RolePoint Inc. © 2015
P E O P L E F I R S T O V E R M O B I L E F I R S T
The common discussion on improving the application
process centres on mobile first because of the significant
increase in mobile surfing as the web moved from
desktop to mobile. In 2014, research by global job
aggregator Indeed found that 1 in every 2 job searches
were conducted on a mobile device. Chris Hyams, VP,
Product and International, commented that “mobile job
search is not a thing of the future, it is a reality today. A
majority of job seekers around the world find jobs on a
mobile device, but only a fraction of employers allow
them to apply right there and then. The best talent will
not wait to apply later — they will simply move on to
another opportunity.”
Source:
http://1vpsw137h3pl1qhkeu35twtnznk.wpengine.
netdna-cdn.com/wp-content/uploads/sites/6/2014/10/
Indeed-Mobile-Report-UK.pdf
The most common reason given for this, understandably,
is using the closest and most convenient source to hand.
And in the age of mobility, that’s mobile. What we have
learnt, however, is that those organizations who have
moved to enable a mobile application process have done
little to change their actual application process, and the
two are not really compatible.
At the same time, the rush to improve the mobile process
has left a void when looking at the actual mobile
experience.
“In the advent of mobile technologies, candidates want
companies to ‘meet them where they live’, which is on
their smartphones. Futurestep predicted that 2014
would be the year mobile recruitment finally took off and
we have seen clear evidence of this. Now, organizations
must concentrate on honing their digital initiatives to
engage passive, hard to reach candidates, whilst offering
an excellent representation of employer brand and
giving candidates a stand-out experience.” Neil Griffiths
of Korn Ferry, Global Practice Leader, Talent
Communications & Employer Brand
Source:
http://www.kornferry.com/press/futurestep-predicts-
top-five-talent-acquisition-trends-for-2015/
This is not a new conversation. When recruiting first
moved online with the introduction of email, career sites
and job boards, companies reacted by moving their
paper processes, like application forms and phone
screens, online. However, nothing really changed with
the process. For the most part, applying means clicking
on a link, going to the front screen of an ATS (applicant
tracking system), uploading a resume and then answering
questions. In a test we recently conducted, the average
application process takes 43 minutes to complete and
involves navigation through 52 screens. When the
process moved from desktop to mobile as more and
more organizations recognized the growth of mobile
adoption, the same process moved from desktop to
mobile, in most cases to responsive mobile design. All
this really meant was taking a cumbersome process and
putting it on a smaller device with a smaller screen. This
has been improved a little by the adoption of emulation
(we will discuss this later in the paper), but still doesn’t
really take in to account the huge advances in technology,
connectivity and accessible public data, such as LinkedIn
profiles.
A L ITTLE HISTORY
4RolePoint Inc. © 2015
Feedback from the disrupt HR area at #HRTechEurope
in October 2014 was that talent technology start-ups
who had adopted either a mobile first or mobile only
interface resulted in a problem for desktop users who
represented the majority of buyers and users. When it
comes to applying for jobs, organizations report that this
is still around 80% desktop. This might, in part, be down
to the lack of mobile friendly tech at the application
stage, but it is more likely to be caused by difficulties
processing the information required via a mobile device.
The Indeed research completed in 2014 noted that
there is a global demand from job seekers for easy mobile
application processes. This was reflected in the results.
66% of individuals would happily apply for a job via
mobile if the process was simplified. Consumers may
rely on mobile devices to shop, search, communicate and
even manage their finances but the Indeed research
indicates that the biggest barrier is a fear that a mobile
application will not look professional compared to a
desktop application. It is an important learning point that
employers must give applicants the opportunity to
consume career content and apply on the device that is
both convenient and preferred by them, with no
deterioration of experience, navigation or ease.
Think apply first and device second.
Source:
http://1vpsw137h3pl1qhkeu35twtnznk.wpengine.
netdna-cdn.com/wp-content/uploads/sites/6/2014/10/
Indeed-Mobile-Report-UK.pdf
5RolePoint Inc. © 2015
Paul Harrison of London based Carve
Consulting recently commented:
“The talented employees of tomorrow will be
social customers and candidates. Social
customers demand a conversation with
employers. They demand organizations be
present, active and responsive on a wide
range of social and messaging platforms. And
they demand a personalized, high-touch
experience. To meet these needs, employers
need to radically re-think application and
resourcing processes, placing social-mobile
connectivity at the heart of
these experiences.”
Source:
https://www.linkedin.com/pulse/your-organization-
future-talent-ready-paul-harrison
It is against this background, and the ever increasing use
of smart phones and other smart devices to access the
web, that has prompted organizations to re-examine the
way in which applicants access online employer branding
content, engage and apply. This is evidenced by the
impact of the recent changes to how the Google
algorithm indexes and ranks web content on mobile
search, dramatically referred to as Mobilegeddon.
Google explained the key changes on their blog in this
way:
When it comes to search on mobile devices, users should
get the most relevant and timely results, no matter if the
information lives on mobile-friendly web pages or apps.
As more people use mobile devices to access the
internet, our algorithms have to adapt to these usage
patterns. In the past, we’ve made updates to ensure a
site is configured properly and viewable on modern
devices. We’ve made it easier for users to find mobile-
friendly web pages and we’ve introduced App Indexing
to surface useful content from apps. Today, we’re
announcing two important changes to help users
discover more mobile-friendly content:
1. More mobile-friendly websites in search results.
Starting April 21, we will be expanding our use of mobile-
friendliness as a ranking signal. This change will affect
mobile searches in all languages worldwide and will have
a significant impact in our search results. Consequently,
users will find it easier to get relevant, high quality search
results that are optimized for their devices.
THE SOCIAL CANDIDATE
6RolePoint Inc. © 2015
2. More relevant app content in search results.
Starting today, we will begin to use information from
indexed apps as a factor in ranking for signed-in users
who have the app installed. As a result, we may now
surface content from indexed apps more prominently in
search.
Source:
h t t p : //g o o g l e w e b m a s t e r c e n t r a l . b l o g s p o t . c o .
uk/2015/02/finding-more-mobile-friendly-search
The impact of these changes has seen an increasing
number of organizations take action to rebuild their
career sites and web presence, with a leaning towards
responsive design.
Neilsen reported that 89% of media time is spent on mobile apps as
opposed to 11% on mobile web.
NUMBER OF GLOBAL USERS (MILLIONS)
Commscore noted that November 2014, as predicted,
was the tipping point when mobile internet users
outnumbered PC users. Whilst the attention has been,
at last, on bringing career sites and career apps up to
date with mobile design, the application process has, for
the most part, remained the same. In this paper we will
examine how you cannot change one without the other.
2,000
1,800
1,600
1,400
1,200
1,000
800
600
400
200
02007 2008 2009 2010 2011 2012 2013 2014 2015
7RolePoint Inc. © 2015
Given this data, and the increased time (via apps)
dedicated to social networks (in particular Facebook), it
is not surprising to note that research from Bersin by
Deloitte noted that investment in professional networks
for recruiting increased threefold to 12% of total
recruitment investment, the largest increase in spend of
any constituent method. What this demonstrates is that
applicants will be coming from multiple sources on
multiple devices from mobile to tablet. Whilst mobile
browsing dominates traffic, desktop still dominates
apply traffic. In this paper we will examine the reasons
behind this contradiction, and what the modern talent
acquisition team should be considering when it comes to
apply.
Source: http://www.smartinsights.com/mobile-marketing/mobile-marketing-analytics/
mobile-marketing-statistics/
89% OF THEIR TIME SPENT ON MEDIA IS THOUGH
MOBILE APPS
11% OF THEIR TIME SPENT ON MEDIA IS THOUGH
MOBILE WEB
When Intuit began researching ways to improve their
application process, the expectation was that the move
would be mobile apply. What became clear early on was
that they were looking at the need through technology
eyes, when the problem was initially one of process.
They needed to question the information they were
asking for and how much of this information was
contained in the resume or a LinkedIn profile. My own
research has shown that on average 90% of the
information requested in the normal corporate
application process is a duplicate of information
contained in a standard resume.
APP
MOBILEWEB
29 HRS 32 MINUTES
3 HRS 45 MINUTES
MEN
MEN
WOMEN
WOMEN
30 HRS 58 MINUTES
3 HRS 46 MINUTES
22 HRS 27 MINUTES
4 HRS 8 MINUTES
23 HRS 39 MINUTES
4 HRS 30 MINUTES
The conclusion in the case of Intuit was that this was not
exclusively a mobile issue, and the solution was to design
an application process that would provide a great
candidate experience regardless of device, mobile or
otherwise, enabled by resume or profile upload from
multiple sources such as Dropbox, GoogleDocs, LinkedIn
etc, and employing intelligent parsing to extract the
information required. This approach greatly reduces the
number of clicks and screens required, providing a good
experience on every device. The learning point from this
is that the debate should not centre on mobile vs
desktop, but rather focus on making the application
process relevant, streamlined and device agnostic, with
equal attention paid to user experience and interface on
both desktop and mobile.
The summary of the application process research from
1,000 candidates for the UK Candidate Experience
Awards echoes this point with the statement:
“Setting expectations and soliciting feedback are two
actions that are relatively simple for employers to insert
into their application process. The challenge for
employers going forward will be to take a critical look at
their current application process and to assess where
they are adding value through what they are requesting
in the application. They can also evaluate what can be
removed or delayed (to collect at a later point) that does
not add value to candidates and the organization’s ability
to screen effectively. Understanding the value that a
good candidate experience can add is key, especially
regarding its ability to nurture a relationship with those
individuals as both employees and as customers.”
Source:
http://www.kellyservices.co.uk/UK/The-Candidate-
Experience-Report-2014
8RolePoint Inc. © 2015
Research organization Datanyze analysed a million
corporate websites listed by Alexa. Alexa Internet, Inc. is
a California-based subsidiary company of Amazon.com
which provides commercial web traffic data. They aimed
to identify the ATS associated with the careers section of
specific companies’ websites or the dedicated career
site. Datanyze identified the following as the top 10 ATSs
by adoption: (Datanyze calculates market share data by
taking the number of websites using a technology and
dividing it by the total websites using any technology in
the same category.)
TALEO 21.4%
ICIMS 9.4%
JOBVITE 8.7%
RESUMATOR 7.6%
SILKROAD 6.7%
ULTIPRO 4%
KENEXA 3.8%
GREENHOUSE 2.9%
SMARTRECRUITERS 2.7%
SUCCESSFACTORS 2.6%
You can find the full list of 62 providers at https://www.
datanyze.com/market-share/recruitment
Whilst there are exceptions, the normal process for
applying for a job with an organization is to complete an
application screen at the front of the applicant tracking
system from a link on either a job posting or listing on a
career site. The ATS is built to collect data by user input
in response to questions and the import of a resume.
Most ATSs provide a level of screening, compliance
tracking and reporting and data storage. Recruiters will
use a combination of automated and manual screening
to select applicants for interview, rejection, dispositioning
and tracking progress through the hiring funnel. The
probability is that the majority of applicants will hit the
ATS early in their application process, and this is where
abandonment is at its highest. Hiring companies are
increasingly wrestling with the challenge of keeping the
best talent engaged in the application process whilst
offering a poor experience at application.
9RolePoint Inc. © 2015
THE ATS QUESTION
10RolePoint Inc. © 2015
The solution offered in the market to date has been a bit
of a halfway house through emulation. Emulation is the
process of copying an existing application process from
the ATS and copying this on to a standalone mobile page.
When we looked at the usual corporate application
process described earlier in the paper, we outlined how
this usually requires the applicant to submit information
typically through a resume or profile and to answer the
required questions to complete the registration pages
and submit an application. This requires multiple screens
and questions, not great on any device, in particular the
small touch screens on a mobile device. Emulation
reorganizes the appearance and order of the application
pages to present them in a mobile friendly format. The
information submitted by the applicant is then processed
through the front page of the ATS in an automated way
as if the application was being made by a person.
From a mobile perspective, this improves the experience
by making the display of content and the input of data
mobile friendly. The downside of this approach is that
emulation is a direct copy of the ATS application process,
and is still largely one dimensional.
The following description is taken from the Intuit
product page:
“Our flagship products – QuickBooks, TurboTax, Quicken
and Mint – define our commitment to revolutionize the
way people manage their personal finances, run small
businesses and pay employees. Our line-up of tax
preparation products helps individuals and small
business owners easily and accurately file their own
taxes. And working with accountants, we’ve become a
staple of American small business, with a widespread
and deep-rooted presence that’s second to none.
But we’re much more than that. Today, our expanding
portfolio serves customers in Canada, the United
Kingdom, Australia, Singapore and India, making it easier
for small business owners and accountants to manage
their finances, offering localized, desktop and online
versions of QuickBooks. And our products have evolved
from the desktop to the cloud, with many available both
online and for mobile devices.”
The Intuit growth plan:
Capitalising on a world being shaped by social, mobile
and global trends, CEO Brad Smith established a three-
point growth strategy to accelerate Intuit’s move to the
cloud, providing products and services that are available
how, where and when customers want them.
The strategy is:
First, to deliver awesome product experiences that have
been designed for a mobile-first, mobile-only world, and
deliver an amazing first-time user experience.
Second, to enable the contributions of others by creating
network effects platforms, enlisting end users and third-
party developers to participate in localizing, configuring
and adding value to our products.
And third, to use customer data to create delight, making
our products easier to use while delivering breakthrough
benefits for our customers.
Source: https://www.intuit.com/company/profile/
With this in mind, it was important for Intuit to have an
application process for potential employees that viewed
candidates as customers and applied the same principles
contained within the growth plan, because it stands to
reason that potential employees needed to be attracted
and have the same applicant experience as a new
customer would. Tests in the Intuit lab by developers
made it clear that a different approach to emulation was
needed. The HR team needed records that matched the
compliance requirements, which meant ensuring a data
pathway into the ATS, whilst keeping the user interface
as simple as possible.
EMULATION VS API INTEGRATION
The solution to this was to create an independent data
path into the ATS via the API.
Webopedia has the following definition for an API or
Application Program Interface:
“API, an abbreviation of application program interface, is
a set of routines, protocols, and tools for building
software applications. The API specifies how software
components should interact and are used when
programming graphical user interface (GUI) components.
A good API makes it easier to develop a program by
providing all the building blocks. A programmer then
puts the blocks together.”
Source: http://www.webopedia.com/TERM/A/API.html
This process requires development time to plumb a data
route direct in to the ATS creating a unique record for
each applicant that is compatible with the other
operating systems within the ATS without the need for
the candidate to go through the application screen. This
is far more complex than emulation as it requires
dedicated developer time and a unique approach to each
individual ATS. The real benefit comes in the opportunity
to build a bespoke application process with a unique set
of rules for data collection, taking advantage of intelligent
parsing.
Considering the need identified by the #CandE research,
it was identified that the application process needed to
go beyond the standard transactional approach,
integrating a level of feedback and engagement, for
example a message from the CEO where additional
information is requested for military applicants, for
disability or diversity, outlining why the information has
been requested and is important. The pilot process
requires 3 clicks with data entry kept to a minimum.
This process also allows for the matching of unique
records to avoid duplication and enables applicants to
apply for a role now or in the future without the need to
resubmit information.
11RolePoint Inc. © 2015
12RolePoint Inc. © 2015
INTELL IGENT PARSING
APPLICANT CONTROL
Wikipedia explains parsing as:
“Within computational linguistics the term is used to
refer to the formal analysis by a computer of a sentence
or other string of words into its constituents, resulting in
a parse tree showing their syntactic relation to each
other, which may also contain semantic and other
information.”
Source: http://en.wikipedia.org/wiki/Parsing
In simple terms this means the automated reading and
interpretation of a document in order to extract elements
and reorganize the data into other uses and
classifications. It is a common complaint among
applicants that they are requested to upload a resume
Considering the concern expressed by potential
candidates in the Indeed research about how applications
are presented to recruiters and the desire to tailor
applications for different roles, it is important to leave
control over the content of the application with the
applicant. In the case of Intuit, this is achieved by
returning the application to them after parsing with the
option to edit or submit to the hiring companies. It is also
important to provide the applicants with additional
information on how and where their personal data is
stored and used, privacy being one of the top three
concerns of prospective applicants.
and then a series of questions are asked as part of the
application process. It is not uncommon that these
questions ask for information contained within the
resume such as current employer, skills and education
history. This is incredibly frustrating for candidates and
is seen as being a major factor in abandonment. Enabling
applicants to upload a resume or to express interest
using a document from a source such as Dropbox,
Google Drive or LinkedIn and parsing out the information
required prevents requests for duplicate information
and streamlines the process dramatically. This means
that in most cases applying is as simple as uploading a
resume with a maximum of 3 clicks, with any additional
data requiring optional submission, regardless of the
device employed by the applicant.
13RolePoint Inc. © 2015
REFERRAL
Organizations are increasingly recognizing the
importance of referred and internal applicants’ priorities
in the application process. Accenture, for example,
operate a service level agreement between the recruiters
and the business that guarantees that all referred
candidates will be reviewed and get a response within
48 hours, with feedback to the referrer. Intuit have
adopted a similar approach to rolling out the red carpet
for referred candidates. If all candidates come via the
same applicant entry, priority within the recruiters
workflow can be applied to accommodate this and
ensure that Intuit can apply rules for workflow and
associate tasks accordingly in order to deliver on the
SLA. If you want to make a referral network popular with
employees, you need to pay special attention to the
candidate and referrer experience, ensuring that the
process is simple and intuitive.
In the RolePoint white paper, “Referral killers”, research
identified the candidate experience during application as
being central to getting referrals. This is going to be
dependent on your being able to identify and prioritize
referred candidates, having a good quality job profile
employees are comfortable to share and a referral
process that is easy for employees to share. This will be
central to your success in obtaining referrals.
Intuit were certainly conscious of this when considering
the important aspects of their application process.
Whilst there are many other considerations to consider
when making referrals work, you are essentially inviting
an employee’s contacts to apply. Look, feel, experience,
ease of sharing and experience are all critical in this.
You can read the full paper at: http://www.slideshare.
net/RolePoint/the-8-referral-killers
14RolePoint Inc. © 2015
Following on from this theme, mobile employer branding
platform OnGig produced a ranking of 17 mobile job
platforms promoting jobs on LinkedIn. OnGig judged the
ads based on the following criteria:
1) Branding — is the company logo easy to see and
recognize?
2) Media — is a video or image present to tell the
employer brand story?
3) Mobile — is the page built with responsive design
making it easy to read on mobile?
4) Call-to-action — is it clear and easy for candidates to
take desired actions?
5) Appeal — does it attract attention and make
candidates want to learn more?
This is critical to the application and referral process
because building this can be considered the first stage of
the apply process.
Coursera Chief of Product, John Ciancutti, was recently
credited with having said how a combination of referrals
and a focus on candidate experience had enabled
Coursera to grow the engineering team from 25 to 80
whilst facing stiff competition from the likes of Facebook,
Apple and Google.
Ciancutti is quoted as saying:
“As a hiring manager, you are the most important factor
in the candidate’s decision. If they don’t think you’re
great and that you’re going to be a great manager,
partner and support system, it doesn’t matter what they
think of your company. They won’t join you. Treating
every candidate as the candidate (until they aren’t) will
help you ensure a good experience. Few people see it
this way, but the hiring process should really be about
relationship building. Know that candidates are
evaluating every interaction they have with you, with
your team and with your company. When you decide you
want to hire someone, you want to have that feeling of,
‘We definitely got him.’”
Source: http://firstround.com/review/this-is-how-
coursera-competes-against-google-and-facebook-for-
the-best-talent/
What stood out in this post that reinforces the
importance of the application process is the statement
“Know that candidates are evaluating every interaction
they have with you, with your team and with your
company.” The applicants first formal interaction with
the organization is when they put their hand up as
interested by hitting apply either on the career site or a
link. Where they land and what they are asked to do
creates the first and lasting impression of the
organization and how they think about the technology.
Interactions, navigation and ease of apply needs to be at
least equal to the way in which potential customers
connect with a consumer site in order to create the best
impression. When you shop on the best on-line retail
sites, all friction is taken out of the process, thus
minimizing the information needed to connect. The
same considerations need to be applied to the application
process.
According to the Bersin by Deloitte’s 2015 fact book,
one in ten job-sourcing dollars spent by talent acquisition
teams in the US was invested in the company career site,
with the highest percentage spend being 19% on job
board subscriptions and advertising. All of this
investment leads to one thing: applications. This puts in
context the lost investment resulting from abandoned
applications, as well as the damage to reputation which
can be associated with a poor application process. This
was a key consideration for Intuit given the company’s
values in product design, being first to deliver awesome
product experiences that have been designed for a
mobile-first and mobile-only world, and delivering an
amazing first-time user experience. The best measure of
user experience is abandonment rate, and this should be
considered a key metric.
Source:
http://resources.glassdoor.com/talent-acquisition-
factbook-2015
‘APPLY’ MARKETING
15RolePoint Inc. © 2015
SOURCE OF HIRE
CONCLUSION
Measuring source of hire is a complicated process when
we consider that the modern day applicant has multiple
touch points before hitting apply. The metric normally
referred to as source of hire might better be referred to
as source of apply, because it is usually tracked by the
last online place the applicant visited before hitting the
apply button. This is most commonly recorded as the
career site. The most common source of data collection
for source of hire is by asking the applicant and offering
choices of destination to choose from. This proves
wholly inaccurate as inevitably many people choose one
of the first options or the one that they believe will be
looked on most favourably by the recruiters.
In the research by Bersin by Deloitte, company career
sites represented the best source of hire with one in five
of total hires, with job boards coming in second with 16%
Companies will continue to use multiple methods to
attract applicants, who will, in turn, continue to have
many touch points leading to the time at which they
apply. The applicants will use multiple devices, mobile or
otherwise. We can confidently predict that attention to
simplifying the application process through smart
parsing and applicant options will see applicants
of hires. The usual route of apply is to go from adverts,
jobs or social links to the career site and then the ATS.
Source of hire is a key metric for determining future
budget and should be a key consideration in the design
of the application process. The “pick list” should be a
thing of the past. The solution to this conundrum is to
build a unique source code that tags every candidate
from their first point of connection. A source code is the
foundational code or programming language that is
written to create the framework for your website or
technology. The same code can be applied to an
applicant’s first touch point, carried throughout the
process.
becoming more and more comfortable and confident in
applying by mobile. Organizations need one single apply
process, which can be deployed in any channel,
regardless of device, application or source, with
candidate experience and navigation at the centre of
design.
16RolePoint Inc. © 2015
CHANGING THE WAY YOUR COMPANY F INDS TALENT
REFERRALS
Maximize employee engagement in referrals to improve
access to networks and increase your sourcing of high
quality passive candidates.
MOBILE AND OPTIMIZED APPLY
Significantly increase passive and active candidate
conversion across desktop and mobile devices through
a customizable, streamlined applicant experience.
INTERNAL MOBILITY
Improve retention of your highest performing talent by
engaging employees with internal development
opportunities and intelligent role matches.
CONNECT
Seamlessly integrate your HR and Talent Acquisition
applications using RolePoint’s flexible Connect layer
with true API integration.
B I L L B O O R M A N
The author, Bill Boorman, has over 30 years’ experience
in and around recruiting. He has spent the last 3 years
working with social recruiting technology start-ups on
product and with corporate clients including Hard Rock
Café, Oracle and the BBC to integrate social into their
recruiting practices. Bill has also hosted recruiting
events in over 30 countries worldwide.
R O L E P O I N T
RolePoint was founded by award winning technologists
and backed by Silicon Valley’s leading investors to
revolutionize how talent is identified, acquired and
retained. We’re working with some of the world’s most
innovative organizations applying cutting edge data-
science, matching algorithms and engagement
technology to source the highest quality talent.
Product Philosophy: Developed over 3 years alongside
a world leading group of recruitment advisors and talent
acquisition leads, the RolePoint platform was built on
the philosophy that referrals can become the principle
source of hiring across an organization, holding the key
to better-fit, higher performing employees.
Technology Principles: The RolePoint platform
represents the most advanced social sourcing product
available for talent acquisition. Our product is the result
of one of the most comprehensive development,
evaluation and feedback processes undertaken for a
social hiring technology.
Results: The ability of RolePoint to intelligently engage
and build a high-quality candidate pipeline is driving
hiring across an extensive range of clients and industries.
Read more about our testimonials, case-studies and
data-sheets at www.rolepoint.com.
NEXT STEPS
CONTACT US TO FIND OUT MORE ABOUT
ROLEPOINT AND ARANGE A
DEMONSTRATION
CONTACT US TO SCHEDULE A FREE
EMPLOYEE REFERRAL CONSULTATION
WITH BILL
W W W . R O L E P O I N T . C O M
I N Q U I R I E S @ R O L E P O I N T . C O M
RolePoint Inc. © 2015 17
W W W . R O L E P O I N T . C O M
I N Q U I R I E S @ R O L E P O I N T . C O M