Sourcing

What Does an Analyst Know, Anyway?

The world of work is changing faster than anyone can keep up with, try as I might.

And I have certainly tried.

In hopes of helping talent acquisition leaders and recruiters navigate it all, I have spent the better part of the last decade studying, investigating, and tracking changing priorities, evolving best practices, and emerging technologies in human capital management.

I’ve been an analyst.

The work of an analyst can take many forms, from late night conversations with thought leaders determined to solve the world’s problems before sunrise, to global delegations with vendors implementing reimagined talent operating models in emerging talent markets. White papers and research reports, market forecasts and system evaluations, webinars and panels and even a few keynotes–over the years, I’ve done what I could to educate, inform, and contribute to the conversation.

It’s been challenging. It’s been frustrating. It’s been incredibly rewarding. And now it’s time for a change.

Less Thinking, More Doing: An Opportunity to Do Something More

Hiring organizations today are assailed on all fronts. They are hard-pressed to adopt more effective methodologies, to implement more efficient practices, to simultaneously improve stakeholder experiences for candidates and hiring managers. Some are doing it better than others. All rely on technology to do their jobs more than they ever have before.

But the gap between vendor-driven innovations and adoption in the practitioner community is substantial–and growing. Closing that gap has been at the core of my work to date. As an analyst, I’ve endeavored to hold vendors accountable to the promises they make to their clients and to challenge practitioners to break out of endlessly reactionary recruiting models. It’s been an uphill battle.

Though I would like to think that all the time an analyst spends surveying and researching and ideating has been of value to the recruiting industry at large, the reality is that our work often serves our clients in the vendor community more directly than it does the practitioner community. Driving lasting and meaningful change requires more than ideas–way more–but ideas are oftentimes the extent of what an analyst has to offer myself included.

So when I was offered an opportunity to focus my efforts, to put my experience to work for some of the world’s most ambitious hiring organizations, I simply couldn’t pass it up.

I’m thrilled to share I’ve joined the fantastic team at Beamery as their Director of Strategy.

Joining Beamery: Directing Strategy and Stuff

Beamery is one of the fastest-growing technology companies in HR tech. They work with companies like VMware and Balfour Beatty to transform the way they attract, engage, and retain talent–and are doing so more successfully than any other vendor I’ve encountered. In my new role, I will lead Beamery’s internal research initiatives to cement the company’s market position as the leading Talent Operating System for the enterprise, and will be using this research as the foundation for creating programs in support of the company’s product and commercial teams.

But here’s the really fun part: I will also be working directly with customers to build differentiated candidate experiences, deliver more consistently high-quality talent, and implement impactful talent programs that take them from reactionary to evolutionary.

Over the next few months, I’ll be digging deep into the state of talent operations among our clients--what’s working, what’s changing, what matters, what’s getting in the way? My first order of business is to take what I learn and build a model that any organization can use to up-level key capabilities across their recruiting and talent functions. We’re calling it Talent DNA.

Pretty neat, huh? I certainly think so, though I’m heavily biased.

If you’re at UNLEASH America this week, let’s raise a glass together to celebrate. If you’re not, you’ll likely be hearing from me soon! I’m excited to take on this new challenge and will need all the help I can get making Talent DNA a reality. So… Stay tuned!


Selecting the Right Recruitment Marketing Technology for your Business

According to Aptitude Research, over 70% of enterprise organizations are investing in recruitment marketing capabilities this year. In order to help with this process, Kelly Cartwright, head of Talent Acquisition Technology Strategy at Amazon Web Services, and Madeline Laurano, founder of Aptitude Research, joined us to discuss some of the latest trends in recruitment marketing, and shared key recommendations for evaluating providers in a Beamery webinar.

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