THE RISE OF

TALENT INTELLIGENCE
TA B L E O F C O N T E N T S
INTRODUCTION: THE RISE OF TALENT INTELLIGENCE
DAVID FRANCIS , RESEARCH DIRECTOR, TALENT TECH LABS
3

HOW THE MOST INNOVATIVE COMPANIES ARE

TRANSFORMING TALENT DATA INTO TALENT
INTELLIGENCE
ATHENA KARP, CEO & FOUNDER, HIREDSCORE 5

HOW BEAMERY REALIZES THE POWER OF TALENT

INTELLIGENCE CAPABILITIES IN CANDIDATE
RELATIONSHIP MANAGEMENT TOOLS
S U LTA N S A I D O V, C O - F O U N D E R A N D P R E S I D E N T, B E A M E R Y & J E E T M U K E R J I , 10
PRODUCT MANAGER, BEAMERY

HOW THE MATCHING FUNCTIONALITIES OF EIGHTFOLD

ACCELERATE AIRASIA’S RECRUITING
ZUZANA CHOMISTEKOVA , GROUP HEAD OF RECRUITING, AIRASIA 15

HOW AN INTELLIGENT TALENT DATA SYSTEM WILL

SHAPE THE FUTURE OF RECRUITMENT
STEVEN JIANG, CEO AND CO-FOUNDER, HIRETUAL 19

TALENT INTELLIGENCE TODAY

SOMEN MONDAL, CEO & CO-FOUNDER OF IDEAL
24

T T L A N A LY S I S
THE TALENT TECH LABS TEAM 28

2
T H E R I S E O F TA L E N T
INTELLIGENCE INTRODUCTION
Hiring has historically been reactive, tactical, and siloed. As companies grow, they need to hire
more people. Job requisitions are opened, job posts are posted, and companies then work through
a volume of job applications to try and select the individuals that are best qualified and will
add the most value to the organization. The mechanisms and processes used to sort and make
decisions around talent are bespoke and varied; some companies use assessments, others rely on
structured interviews, many use college and years of experience as heuristics, while some have no
structured process in place at all.

Over the past couple of years, we have seen the rise of an emerging breed of tools that combine
the vast quantities of data that lives in companies’ hiring systems as well as the open web to
enable companies to make better strategic decisions around hiring and managing talent. We are
calling the solutions in this emerging category “Talent Intelligence.”

We use the term Talent Intelligence to broadly describe the tools and technology platforms that
apply AI to the vast quantity of data that lives in companies’ hiring systems, as well as data that
lives on the open web, to provide a holistic view of candidates and help clients make better
strategic decisions around talent. Some tools are optimized to provide big picture insights, such as
which markets have more female software engineers or whether your pay rates are below market
(potentially handicapping your talent acquisition efforts), while others give a rich view at the
individual talent level, answering questions such as which candidates out of possibly hundreds of
applicants are most likely to succeed in a role, or which high-performing internal employees might
also be a high potential flight risk.

3
The earliest examples of Talent Intelligence came from matching technology providers, and our initial
thinking around these tools was that Talent Intelligence was something akin to a “Matching 2.0.” That
said, we are seeing companies build talent intelligence capabilities across the ecosystem, from LinkedIn
via its Talent Insights offering to the Social Search tools and CRM vendors featured in this very report.

We start this quarter’s Trends Report with a case study from HiredScore, an enterprise Matching System,
about how they helped Intel increase the number of “decisions per day” by turning disparate data into
intelligence. They also share some metrics from across the business which gives some real world sense
of the impact these tools are having.

We then hear from Beamery, one of the leading Candidate Relationship Management Systems (CRM)
about its efforts and investments to leverage Talent Intelligence in the context of a corporate
recruitment marketing automation platform. CRMs are one of the core technologies used to recruit
and re-engage passive talent, and given the vast quantity of data and systems integrations these tools
possess, Talent Intelligence is a natural area of expansion.

AirAsia is the largest airline in Malaysia and one of the leading airlines in the Asia Pacific region. The
company has transformed its business over the course of the pandemic while maintaining its legacy
operations. Zuzana Chomistekova, Group Head of Recruiting at AirAsia discusses how AirAsia was
able to enter new markets, hire for roles outside its traditional centers of excellence, and continues
to innovate while driving operational efficiencies in the core business leveraging Eightfold.ai’s Talent
Intelligence capabilities.

Next, we hear from the founder of Hiretual, a tool that has mapped more than 750 million candidate
profiles globally, about the building blocks and implications of talent data systems, and how to architect
an ideal recruitment infrastructure.

Finally, we end our exploration of the space with an article from Ideal, a matching platform, about the
validated use cases and impact of Talent Intelligence tools.

We hope you enjoy this issue of the Trends Report.

David Francis
Research Director, Talent Tech Labs

The Rise of Talent Intelligence Trends Report Intro

4
H O W T H E M O S T I N N O VAT I V E
CO M PA N I E S A R E T R A N S FO R M I N G
TA L E N T D ATA I N T O
TA L E N T I N T E L L I G E N C E
BY ATHENA KARP, CEO & FOUNDER, HIREDSCORE

TTL INTRODUCTION
This case study shows how Intel leveraged HireScore’s Talent Intelligence capabilities
to gain excellent candidates. Athena Karp, the CEO of HiredScore reveals in the case
study how the most innovative companies turning “Talent Data” into “Talent Intelligence”.
Karp pinpoints how to leverage Talent Intelligence to find the right talent at the right time
and cost. The article concludes with showing how Talent Intelligence is not about increasing
the amount of information per candidate; it’s about increasing decisions per day, while
improving speed, recruiter effectiveness, and candidate experience.

TA L E N T I N TA L E N T I N T E L L I G E N C E
Talent Intelligence is not about increasing the amount of information per candidate; it’s about
increasing decisions per day. Companies are investing in modern ATSs, CRMs, assessments,
virtual assistants, and web sourcing tools with a hope that improved candidate data capture will
help recruiters and sourcers recognize and focus on top talent. At the same time, recruitment
marketing teams are attracting more applicants than ever before with compelling employer value
propositions, programmatic advertising, modern career sites, and application processes as simple
as a single click.

A low barrier to apply, coupled with record unemployment, means the floodgates have opened.
Recruiters are expected to sift through hundreds, if not thousands of applicants, for a single
position. They are required to collate resumes, application questions, chat bot conversations,
complex psychological and other types of assessments, interview notes, and other candidate
information, all while giving each candidate their undivided time and attention. Beyond the
importance of candidate experience, recruiters are also responsible for driving and delivering on
business goals, including cost, speed, quality, and diversity agendas.

Today’s recruiter isn’t struggling with too little information, their challenge is too much. So how
are the most innovative companies turning all of that “Talent Data” into “Talent Intelligence”?

5
I N T E L’ S S O U R C I N G C H A L L E N G E
At the same time as companies are investing in attracting and organizing candidates they are also
searching for a return on that investment. For most roles, the near-term “value” of talent is ambiguous,
so business leaders understandably tend to manage Talent Acquisition to cost-per-hire rather than to the
quality of the talent that’s being hired. Innovative TA teams avoid the distraction of cost-per-hire as a
driving KPI and instead focus on maximizing the quality of the talent they can acquire at their target cost.

Intel’s Global Talent Acquisition team understood this challenge when it sought a way to deliver excellent
candidates to every manager every time. They started from two simple observations: the primary
drivers for people to join and stay at a company are the relationships they have with the people at that
company, and nobody is better at building relationships with humans than humans. A small project team
brainstormed on how they could give their recruiters twice as much time to build personal relationships
with candidates without doubling the size of the organization. Carefully studying the workflows of the
global recruiting teams they saw some patterns that persisted across countries and business units.

First, they saw that recruiters typically shared with managers the first five or so qualified applicants
rather than the best five qualified applicants. Within a compliance-focused organization, knowing that
someone is a “good fit” is not time-saving, recruiters must justify the decisions they make about each
candidate. With sometimes hundreds of applicants, recruiters didn’t have time to manually extract and
validate qualifications for every candidate in order to find the best so they had to resort to a first-in-
first-out approach. While FIFO may be objectively “fair” it is certainly a poor algorithm for maximizing
the quality of the candidates presented to managers. Second, despite roughly a hundred applicants
per position only one applicant could ultimately fill it. Since the recruiters were finding the first five
candidates it was almost certain that the best five had been rejected and now existed as a dormant
record in the ATS and CRM. Despite millions of such candidates being stored in the ATS and CRM, the
project team was disturbed to find that these databases were rarely used to proactively source talent.
The problem seemed to be that searching and sifting was usually more time-consuming than simply
waiting for more applicants. Where sourcers were running searches the results were typically long
unordered lists of candidates that had to be manually reviewed and despite the best efforts of the
savviest boolean experts, critical requirements, such as years of experience, were impossible to filter on.

These two critical bottlenecks led Intel to conduct an extensive search for talent intelligence solutions
that could reduce the burden on recruiters to identify the best applicants by providing explainable
scoring, and mitigate the strain on sourcers by automatically surfacing qualified candidates from both
the ATS and the CRM. The Intel project team found in HiredScore a unique solution that could remove
both bottlenecks by going beyond a black-box matching algorithm. HiredScore’s proprietary brain
understood the minimum qualifications buried in Intel’s job requisitions and was able to identify the
experience in the candidates’ resumes that satisfied those qualifications. This talent intelligence led the
team to expand the scope of their project and re-evaluate the sourcer/recruiter workflow.

How the Most Innovative Companies Are Transforming Talent Data Into Talent Intelligence

6
TA L E N T I N T E L L I G E N C E C H A N G E S T H E C O N V E R S AT I O N
HiredScore’s proprietary Brain was built on three years of de-biased Intel hiring data and was optimized
to understand what qualified talent looked like for every seniority level, location, and business unit.
HiredScore included a feature called Fetch that would run automatically at the time a requisition was
created in the ATS and search both the ATS and CRM for qualified candidates. In this feature the Intel
team saw an opportunity to use automated talent intelligence to enrich the hiring managers’ experience.
They updated the recruiting team’s workflow to include a review of the fetched candidates with the
hiring manager BEFORE the requisition was posted. This change had an enormous impact on the intake
meetings with hiring managers. With zero effort the recruiter could show up with candidates in hand that
had already shown interest in Intel in the past and were known to be qualified. This gave the manager an
opportunity to re-evaluate the job requirements based on what real candidates looked like and to invite
those candidates to apply immediately if they chose.

Enabled by HiredScore’s talent intelligence, reviewing the fetch results before a req is posted, has yielded
some important results for Intel.

AI Reduces the Time for Intel’s Hiring Managers to Receive Qualified Leads by 25%
25
Avg Days from Req Open to Initial HM Slate

20

15
HiredScore
10 Launch

Jan 2020 Mar 2020 May 2020 Jul 2020 Sep 2020

Slate Sent (Date of Initial Candidate Sent for HM Review)

How the Most Innovative Companies Are Transforming Talent Data Into Talent Intelligence

7
TA L E N T I N T E L L I G E N C E U N L O C K S T H E VA L U E O F A
C A N D I D AT E D ATA B A S E

Once Post-AI Workflows Are Adopted (30 days), Dramatically Faster Time
to Respond to Candidates & Candidate Experience Improvements
Talent Intelligence AI Outperforms Other Passive Sources by +20x and, when these leads apply
the average external candidate by 4.3x

100

75
Avg Days to Respond

50
HiredScore
Launch
25

Jan 2020 Mar 2020 May 2020 Jul 2020 Sep 2020

Better Quality Talent Leads to High Conversion to Offers

13%
Fetch Leads Are
4.3x More Likely 3%
to Reach Offer External Fetch
Offer Rate Offer Rate

Another important implication of Intel’s success with HiredScore’s Fetch feature is the utilization of
an otherwise dormant source of value for the company. While recruiting teams recognize the potential
value of the candidates stored in their ATS or CRM they often find it difficult to realize that value.
By mandating the review of Fetch candidates for the posting of a requisition Intel has driven significant
adoption in just the first few months since launch. With roughly 150 fetched candidates already hired,
they have more than paid for the cost of HiredScore itself:

• Since March Intel has hired 151 people from Fetch

• Assuming average compensation of $87k

• Assuming standard 10% replacement fee

• Realized $1.3M savings since launch in March

How the Most Innovative Companies Are Transforming Talent Data Into Talent Intelligence

8
This type of talent intelligence also points to a much clearer strategy for spending recruitment marketing
dollars. The role of recruitment marketing shifts from choosing which job board to use to strategizing on
how to fill the ATS/CRM with the right mix of qualified candidates to provide good fetch results for every
job. Because sparse fetch results can be systematically identified and summarized into career domains a
clear picture of the gaps can be surfaced targeted.

This tool was so successful for Intel in just a few months that their operations teams triggered an effort
to re-calculate their capacity model, hoping to shift resources from behind-the-scenes-sourcing to more
recruiters equipped to engage hiring managers and close offers with top candidates.

CONCLUSION
Talent Intelligence is not about increasing the amount of information per candidate; it’s about
increasing decisions per day. Today’s recruiter isn’t struggling with too little information, but rather
with too much. As Intel discovered, Talent Intelligence tools can make sense of the noise at scale,
and will be crucial in helping organizations increase their talent decision velocity.

Athena Karp – CEO & Founder, HiredScore

Athena Karp is the founder and CEO of HiredScore, an artificial intelligence
HR technology company that powers the global Fortune 500. HiredScore
leverages the power of data science and machine learning to deliver deep
hiring efficiencies, enhance talent mobility, and help organizations adapt for
the future of work. HiredScore has won best-in-class industry recognition and
honors for delivering business value and transformation in the HR industry.

Prior to founding HiredScore, Athena was an investor in New York, most

recently at Altaris Capital, where she managed and sourced healthcare.
Previously, she was an Investment Banker at Bank of America Merrill Lynch,
focused on public technology and media companies. Athena is continually
active with efforts to alleviate poverty and improve the public education
system in West Philadelphia, through Community Education Alliance’s
network of charter schools with +1,000 disadvantaged students, focused on
preparing youth with skills for the future of work. Athena holds a BSFS in
international politics from Georgetown University Walsh School of Foreign
Service. She is a member of the 2018 Class of Henry Crown Fellows within the
Aspen Global Leadership Network at the Aspen Institute and is a member of
the World Economic Forum’s Global Shapers.

Follow Athena on Twitter and connect to her on LinkedIn.

How the Most Innovative Companies Are Transforming Talent Data Into Talent Intelligence

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HOW BE AMERY RE ALIZES THE
P O W E R O F TA L E N T I N T E L L I G E N C E
C A PA B I L I T I E S I N C A N D I D AT E
R E L AT I O N S H I P M A N A G E M E N T T O O L S
BY S U LTA N S A I D O V, C O - F O U N D E R A N D P R E S I D E N T
JEET MUKERJI, PRODUCT MANAGER, BEAMERY

TTL INTRODUCTION
In this article, Beamery Co-Founder and President Sultan Saidov and Product Manager
Jeet Mukerji describe the firm’s roots in CRM and how and why they’ve shifted to
add Talent Intelligence capabilities. The two discuss why this emerging category is
important, how organizations can make meaningful decisions with data from multiple
sources, and whether Talent Intelligence is a “feature” within existing tools or a
category unto itself. They conclude with practical tips for adoption and predictions
about where the space is headed.

OVERVIEW OF BEAMERY
Beamery has been a mission-driven company since inception. Our goal, from the beginning, has
been to eliminate the ‘passport lottery’ - the idea that the place that you are born, becomes your
destiny - and give every person the opportunity to find the right career, education and healthcare.
It’s a crucial part of the journey to the eradication of poverty and a better world.

Giving every person this opportunity begins with making talent transformation a central issue for
every business. Beamery’s Talent Operating System is the platform that organizations can rely
on to drive this strategic transformation - our software enables the world’s largest companies to
attract, engage and retain talent at a global scale.

For companies to transform in this fashion, and build towards the future of work, talent
acquisition and talent management needs to be more strategic, more agile, and more efficient
than ever before. Organizations need the right skills to succeed today and tomorrow. They need to
uncover which of those skills exist internally, and which they are missing.

Beamery’s platform helps companies make sense of their talent data. The platform provides a
unified foundation of enriched, clean and standardized data. Beamery can help companies tackle
their talent challenges - whether the priority is attracting and pipelining passive talent, launching
new internal mobility programs, driving DE&I initiatives, individualizing talent experiences,
connecting workforce plans to business objectives, and reporting across the entire cycle to make
better decisions.

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W H AT I S TA L E N T I N T E L L I G E N C E ?
To define Talent Intelligence it’s useful to separate out information, intelligence and insight first.
For example, if information is a list of candidates and jobs, intelligence could be as simple as
matching candidates and jobs using signals of potential and intent to identify fit. But insight comes
from understanding why the specific combination of potential and intent makes for a good match,
and that requires a system (or talent team) to have a deeper understanding of each position and
each person.

Talent Intelligence is a stepping stone to insight, but it’s in danger of being interpreted as an
end in and of itself. At Beamery, we believe it’s a way to achieve more informed and impactful
experiences for candidates, recruiters, employees, and talent managers. This has to start with high
quality information (i.e. good data) in the system—and without data that’s standardized, complete,
fresh, unique, valid, and usable... meaningful intelligence can’t be derived.

We think of Talent Intelligence less as a noun, and more as a verb—of cleaning the data, turning it
into something that’s meaningful, and then using it to derive insights and enhance experiences.

F R O M C R M T O TA L E N T I N T E L L I G E N C E
Talent intelligence has been a core part of what we do from the start—whether that’s helping
recruiters to be proactive with suggested tasks, or scaling their impact with our automation engine
and Chrome extension. Applying machine learning capabilities to our platform has been a natural
evolution of how we improve experiences further, especially as we’ve grown from a CRM to a
Talent Operating System with use cases for creating greater value in transformation initiatives like
internal mobility and talent planning.

We’ve always been intentional about innovation, rather than touting fix-all AI features just for
the sake of keeping up with the Joneses. Many of talent operations’ foundational problems have
been solvable without AI—like connecting fragmented technology stacks for real-time data share
and seamless workflow handoffs between applications. The industry is now starting to look
more acutely at gaps in legacy processes and how to connect big ideas to plans and execution
more consistently.

Areas like improving recruiting impact by extending talent pipelines to include internal, external,
contract, and gig talent lend themselves well to solutions with AI. Breaking through operational
silos requires better connectivity, more collaboration, and faster decision-making—and process
automation coupled with deep learning can rapidly scale the otherwise limited bandwidth of talent
teams to do more without getting bogged down with all of the heavy lifting.

How Beamery Realizes the Power of Talent Intelligence Capabilities in Candidate Relationship Management Tools

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D ATA , B L E S S I N G A N D C U R S E
It’s incredibly hard to make and act on decisions as a talent organization with incomplete, out of
sync data. It creates an unfortunate cycle where talent teams can’t see the data holistically to
make informed decisions, and fill the gap with more tools that may not be necessary—it’s the
reality for many.

This generates more disconnected data, which adds to the confusion. It’s like the story of the
blind men and the elephant, where each person attempts to describe an elephant after touching a
different part of it. You’re bound to get misaligned teams and subpar experiences. The issue isn’t
having different, specialized systems—it can often be better than having a monolithic system that
tried to do everything.

In our experience, the foundational issue isn’t a lack of “AI” but rather the need for a unifying
data platform that connects these systems together, standardizes the information and creates a
common language across the ecosystem of tools. With a solid data foundation, the information
talent teams need can be more easily collated and consumed for meaningful decision making.

TA L E N T I N T E L L I G E N C E : A F E AT U R E O R
A C AT E G O R Y ?

We’ve primarily seen talent intelligence used as a proxy for artificial intelligence to date.
Despite the number of solution providers touting their offerings, AI is still relatively new in our
industry. When organizations weigh up who to partner with, it can be tempting to categorize
companies into those who claim to have it as a core part of their product and those who do not
for ease of assessment.

In reality, this is not much different than treating AI as a feature where vendors either “have AI” or
they don’t. This oversimplifies the question of what capabilities are available, and leads many to
make the wrong assumptions when trying to choose a vendor who will act as a partner.

To be clear, AI has the potential to transform the industry—but it isn’t an out-of-the-box solution.
Rather, it’s a differing set of capabilities that talent teams can leverage to solve some of their
myriad problems. AI features alone are not effective when not delivered in intuitive interfaces and
running on top of good quality data. The data underneath, the user experience, the implementation
and adoption all matter just as much as the algorithm your vendor has on offer.

So what’s more pertinent is choosing a partner who can clean and contextualize data
across systems, and use this data for relevant AI applications embedded in easy-to-use,
well-implemented and well-adopted solutions.

How Beamery Realizes the Power of Talent Intelligence Capabilities in Candidate Relationship Management Tools

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P R A C T I C A L A P P L I C AT I O N S O F TA L E N T I N T E L L I G E N C E
Every interaction and experience can be improved with better data applied in smarter ways—which
is probably why there are so many vendors in the market touting their unique solutions.

In our experience, Talent Intelligence is particularly helpful for problems around personalization,
recommendations and predictions which can be applied across use cases. For employees, this
means individualized career paths and recommendations on career growth based on their goals.
For talent leaders, this means visibility into the capabilities they have now and the ability to
predict how they can fill future roles based on their workforce potential. For recruiting teams, this
means activity informed by not only a candidate’s potential, but also their intent—their likelihood
to engage, move and accept an offer.

Candidly, many talent teams aren’t quite there yet. They’re still in Phase 1 of talent transformation,
focused on adopting more modern tools and processes, optimizing their tech stacks, and
improving data integrity. For those slightly ahead, they’re utilizing better reporting capabilities to
identify gaps in talent pipelines around things like diversity and critical skills. Phase 2 of talent
transformation strategies are looking beyond time-to-fill metrics to focus on more future-proof
KPIs, and talent intelligence will likely accelerate maturity at this stage. We just have to get the
foundations in place first.

PREDICTIONS FOR THE FUTURE

O F TA L E N T I N T E L L I G E N C E

The way we work has changed, fast-tracked by the COVID-19 pandemic, and is likely to continue
to change and become more fluid. Companies are more intently shifting their focus to finding
potential in talent externally and internally as they look to build up their organizational agility.
As you might expect, this has highlighted a persistent problem where we’re increasingly inundated
with scattered data and a growing number of talent tools. These operational challenges are
making the shift to the new ways of working more difficult.

That’s why we believe so strongly that in this changing, complex environment, the solutions that
will be most impactful are those that bring the tools together coherently and contextualize the
data as a foundation for talent experiences.

A prime example of this trend is increasing use of skill and role taxonomies to bring order to
data, which has meant that talent organisations have somewhat benefited from using a set list of
static keywords. In the next five years, we expect that forward-thinking vendors will have to go
far beyond semantic keyword associations to more readily capitalize on knowledge graphs to add
context to those words, allowing us to personalize, predict, and recommend more meaningfully,
and in turn deliver more dynamic, agile experiences. This transition to graph-based talent
intelligence has already begun, and over the next few years, this should mature.

How Beamery Realizes the Power of Talent Intelligence Capabilities in Candidate Relationship Management Tools

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LEVER AGING TOOL S TO ENHANCE DECISIONS FOR
H I R I N G A N D S T R AT E G I C P L A N N I N G
Before moving ahead with a vendor, dig deeper And, of course, it’s critical to consider how
into how much importance they put on data quality technologies that utilize talent data handle bias.
and how they maintain it. If you’re considering Obfuscating a candidate’s details is not enough
going all in on transformative strategies, good if the underlying algorithm or training data set
data is not only fundamental to better decisions, holds bias. Look into how a vendor defines bias, as
but also to the adoption and efficacy of talent there can be different types. Evaluate their anti-
intelligence tools. bias measures—both machine and human—put in
place from data gathering to modelling to delivery
So go further into the client references, ask
to learning.
to talk to a Head of Talent Operations, and
understand how the tool has been adopted, There should be reasonable explanations
what outcomes it has driven, and how their throughout the AI delivery pipeline for how and
vendor partnered with them during and after why the AI is built. If that is not there, they are
implementation to ensure success from the start. unlikely to be the right vendor for you.

Jeet Mukerji – Lead Product Manager at Beamery

Jeet is the Lead Product Manager for Beamery’s Talent Intelligence products.
Before joining Beamery, he was a strategy consultant specialising in value
proposition design and digital experience delivery.

Sultan Saidov – Co-Founder and President at Beamery

Sultan Saidov is the Co-founder and President at Beamery, where he has
been leading the strategy and design of the next generation Talent Operating
System since day one. He is a frequent speaker on all things product,
recruiting, data and GDPR, and an awardee on the Forbes 30 under 30 list.

How Beamery Realizes the Power of Talent Intelligence Capabilities in Candidate Relationship Management Tools

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H O W T H E M AT C H I N G
FUNCTIONALITIES OF EIGHTFOLD
A C C E L E R AT E A I R A S I A’ S R E C R U I T I N G
BY ZUZANA CHOMISTEKOVA , GROUP HEAD OF
RECRUITING, AIRASIA

TTL INTRODUCTION
In this case study, Zuzana Chomistekova, Group Head of Recruiting for AirAsia, describes
AirAsia’s journey of adopting talent intelligence technology. She gives an overview of
AirAsia’s Talent Acquisition (TA Function) and describes their current Talent Acquisition
Technology Stack, giving an insight into how the team overcame the challenges of
implementation. Zuzana also unpacks the business challenges that drove innovation, and
concludes with her hopes for the future of TA technology and offers advice for those
desiring to leverage talent intelligence solutions.

ABOUT AIRASIA
As our name suggests, AirAsia’s core line of business is airlines. A few years ago, we began exploring
new lines of business related to travel, lifestyle and finance and expanding our offerings through a
portfolio of new ventures. These new ventures include e-commerce with online shopping offerings, cargo
and transportation options, and food with franchise restaurants, food or grocery delivery and online
technology education. We also have many other ongoing initiatives to diversify our business. In this article,
I will share how AirAsia transformed its TA function and to sustain our core business and set up ourselves
for the long term success of our new ventures.

A I R A S I A’ S TA F U N C T I O N
We keep our TA function lean by leveraging technology in recruitment. In 2020, despite the global
pandemic and ensuing lockdowns, AirAsia continued to hire 1,000 new employees into our new ventures.
Our recruiting team consists of 18 recruiters based primarily in Malaysia, but also a handful of recruiters
are based in India and a number of individual recruiters in Indonesia, Thailand, Mainland China and the
Philippines. Our People Operations team manages interview scheduling and other administrative tasks.
This enables our recruiters to focus on the human interaction aspect and on core recruiting activities
including communicating with talent, engaging with the community, and partnering with our People
& Culture and hiring managers. When I joined two years ago, AirAsia was focused heavily on airline
recruiting for pilot crew and airline operational roles. Now there is a shift to hiring for technology and
digital roles, with a new tech hub in Bangalore and Singapore. Today AirAsia has pivoted to niche hiring in
the software engineering, data science or product management space.

15
A I R A S I A’ S C U R R E N T TA L E N T A C Q U I S I T I O N
T E C H N O L O G Y S TA C K

Our talent acquisition tech stack consists of Workday and Eightfold, with Eightfold connecting
on top of Workday. Our goal was to achieve a simple, seamless and user-friendly tech stack. The
requisitions are created on Workday then ingested by Eightfold, where all the central recruiting
activities happen. The recruiter screens and moves candidates forward through the process on
Eightfold. There is a two-way data flow between Workday and Eightfold.

T H E B U S I N E S S C H A L L E N G E S T H AT D R O V E
I N N O VAT I O N A N D T E C H N O L O G Y A D O P T I O N

One of the reasons we adopted a system like Eightfold was to help us understand skills in the new
markets we were venturing into. AirAsia is a huge brand, attracting one million job applications a
year. It is impossible to screen all applications manually. We wanted to alleviate the burden on
recruiters of devoting hours sifting through millions of applications to only identify a few relevant
candidates. We needed to have a more efficient way of finding the right candidates in a less
manual, time-consuming process. This requirement sparked our interest in matching mechanisms,
specifically those driven by AI and machine learning. We discovered that Workday cannot search
our internal database of candidates. We needed a solution that matched against candidates
already in the system.

Secondly, we wanted to give great candidate experience. After the platform went live, AirAsia
adopted a “build from within” approach, looking more at internal talent to fill open positions. With
a prolonged impact of COVID-19 on airlines over 2020, it was crucial we reallocated our people
into new roles as we grew our digital business ventures. To do this, we developed an internal job
market on Eightfold to re-engage the talent we already have and match the right people with
relevant jobs.

How the Matching Functionalities of Eightfold Accelerate AirAsia’s Recruiting

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OVERCOMING THE CHALLENGES OF
I M P L E M E N TAT I O N T E C H N O L O G Y S TA C K

Network effects are a key success factor: for a tool to be successful, adoption must be high.
Recruiters must really know to leverage the technology to its full potential. Knowing this we
created power users in the recruitment team that became part of the testing, implementation,
and rollout. Basically, we empowered the power users and let them take ownership of the
implementation and solution. Eightfold was instrumental in providing us with various guides,
training, and post-live support. For the internal market, those looking for talent needed to have a
critical volume of candidates to consider for their projects or open positions; rather than grow this
organically, we uploaded at one go 5,000+ résumés of active employees already stored in Workday.

S U C C E S S A N D L E A R N I N G S P O S T- I M P L E M E N TAT I O N
Our biggest success came when we made changes. Organically we stopped using job boards to
advertise open positions. We also minimized the use of agencies for permanent placement as we
were able to leverage what we have in our database. The cost-savings were significant. Due to
Eightfold’s matching mechanisms, we were able to pinpoint who would be the right candidates to
fit our roles. We were able to hire for new skills and roles that we’ve never had to before, which
was critical to the growth and success of our new ventures outside of the airline business. The
matching mechanism identified virtual events and campaigns that we found were particularly
useful for high-volume recruiting. We realised that internal talent was a pool we were previously
not exploring that yielded strong results and good matches. Our core focus in 2021 will be to
uncover the hidden internal talent we already have.

S T R AT E G I C A L LY H A N D L I N G M U LT I - C O U N T R Y
M AT C H I N G A N D S O U R C I N G

We source on a global scale and each country has its own dynamics and processes when it
comes to matching and sourcing. When we post in India we get thousands of applications, so the
matching capabilities are essential. I cannot imagine living without matching with the high amount
of applications we receive in India. It is impossible for a recruiter to manually go through 3,000
applications and select three people for an interview. With multi-country sourcing and matching,
we had to go through a couple of exercises with Eightfold for the system to learn and pick up on
different languages. In two-three weeks, we successfully finalized a multi-country matching and
sourcing strategy.

How the Matching Functionalities of Eightfold Accelerate AirAsia’s Recruiting

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H O P E S F O R T H E F U T U R E O F TA T E C H N O L O G Y
I hope there will be more opportunities in the next five years for recruiters to leverage technology
that will allow them to focus on understanding candidate strengths and candidate engagement.
I also hope that by harnessing technology recruiters can better understand the candidates, the
market, and acquire business acumen. My ultimate hope is that technology can handle some of the
basic interview processes that are more manual, so that recruiters can dedicate more time to the
higher-level, human-centric tasks in the hiring process.

ADVICE FOR THOSE INTERESTED IN LEVER AGING AI

A N D TA L E N T I N T E L L I G E N C E T E C H N O L O G Y
My advice for larger employers that are Our process when acquiring a new technology is
interested in leveraging AI and Talent Intelligence to start with a pilot, try the tech out, and then if it
technology in their solutions is whatever is good works we can implement the technology. I would
now may not be relevant in two years. I would recommend finding a vendor who approaches
recommend asking yourself two main questions. you as a partner, not as a client – who is keen to
The first question I would consider when making understand your business and your challenges,
a technology selection is does the tech fit as well as willing to build and tailor products
within your technology stack? Secondly, what to shape their products and services to your
technologies will be on the market in the next particular needs.
three years?

Zuzana Chomistekova – Global Head Of Recruiting at AirAsia

Zuzana Chomistekova has over 15 years of experience in recruiting and talent
acquisition functions. During this time, Zuzana specialized in bringing the best
local and global talents to leading organizations such as AirAsia, Agoda, and
American Express. She is passionate about recruitment automation processes
and enhancing both candidate and hiring manager experiences.

How the Matching Functionalities of Eightfold Accelerate AirAsia’s Recruiting

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H O W A N I N T E L L I G E N T TA L E N T D ATA
SYSTEM WILL SHAPE THE FUTURE
OF RECRUITMENT
BY STEVEN JIANG, CEO AND CO-FOUNDER, HIRETUAL

TTL INTRODUCTION
In this article, Steven Jiang pinpoints how intelligent talent data will innovate recruitment.
Jiang unpacks the building blocks and implications of talent data systems becoming
the ideal recruitment infrastructure. The article highlights key learnings from 2020 and
explains why proactiveness and adaptability are at the core of the lessons learned. Jiang
then expounds on the talent sourcing strategies of building pipelines for the future and
diversity and inclusion. The article concludes with advice on what recruiters should do if
they have limited recruitment marketing budgets and a tighter time constraint to fill high
priority positions in a high unemployment market.

Over the past 30 years, you’ll notice that alongside the steady creation of jobs and rapid
development of technology came periodic waves in the evolution of how companies hired
talent. From newspaper ads and job forums, to job listing websites like Monster and Indeed, to
the networking giant that is LinkedIn - recruitment technology has continued to transform in
accordance to the way we consume and share information.

In the Internet age of the 2010s, online communities for job seekers like LinkedIn revolutionized
the way employers met potential talent. As we move down the 2020s, the world has embraced
connectivity far beyond the scope of just the Internet. In an age of AI, the cloud and virtual
communication, we’ve become a data-driven society. In fact, we’ve created 90% of the world’s
data in the last two years alone. For that very reason, it’s time for a new evolution in recruitment
technology - the talent data system.

The year 2020 put the agility of recruitment processes to the test. Despite most companies having
access to LinkedIn, Applicant Tracking System (ATS) and Customer Relationship Management (CRM)
software, recruiting teams still struggled to adapt to digital transformation. Talent acquisition
today has become a robust infrastructure of data coming in from different sources. A talent
data system helps these different sources work together before transforming the output into
actionable insights for recruiters. It’s not magic, it’s data intelligence. Here’s how it works.

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W H AT I S A TA L E N T D ATA S Y S T E M ?
The term ‘data-driven recruiting’ has become increasingly popular leading up to 2020, with leaders
calling for hiring teams to make the most of the increase in candidate data for better quality hiring
decisions in a shorter amount of time. However, the average time-to-hire has remained (or possibly
even increased a bit) since 2010 despite recruiters having more options when looking for talent.
Why is this happening?

A majority of the recruitment function is still relying on data availability stuck in rigid legacy
systems in an age where candidate data is being produced at a much higher volume. Teams are
stuck in the 80/20 dilemma, spending most of their time finding and organizing data in fragmented
processes instead of actually acting on that data.

A talent data system is an AI-driven loop of structured and unstructured labor market data
between different softwares and services in a recruitment tech stack. As we prepare for 2021 -
arguably the most digitized workforce era in history - this system will become the ideal recruitment
infrastructure to help hiring teams make a shift from data availability to data intelligence.

1 The Building Blocks

The driving force behind this system is Artificial Intelligence (AI) - not to automate
processes, but to take things one step further and augment it. Legacy talent databases are
flat structures that aren’t made for complete agility and consistent optimization. A talent
data system is built on a Knowledge Graph, a fluid and self-expanding infrastructure that
consolidates data points from the Internet, API integrations, ATS/CRM software, business
intelligence tools and other integrated software into a centralized location.

The graph takes that data and analyzes the web of relationships formed between them, even
taking conversational data and activity data into account. Natural Language Processing (NLP)
helps the graph understand human language and identify recurring patterns in an expanding
data set at a scale that humans cannot do.

2 The Implications

Within this infrastructure, recruiters sit in the center. Hiring teams can now let this talent
data system run in the background, continuously feeding on structured and unstructured
data to automate data flow between different softwares and services, identify trends and
patterns within talent pool data and self-learn and improve from experience with Machine
Learning (ML) algorithms.

While data is extracted and transformed, recruiters can spend 80% of their time increasing
touch points with leads, building strategies targeted to trends for specific open reqs, and
being a consultative partner to organizations when it comes to matters like attracting Gen Z
talent and increasing diverse representation in talent pipelines.

How an Intelligent Talent Data System Will Shape the Future of Recruitment

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R E C R U I T I N G W I T H A TA L E N T D ATA S Y S T E M I N 2 0 2 0 :
W H AT H AV E W E S E E N ?

In 2020, we learned from our customers that successful hiring teams mitigated the negative
impacts of the pandemic with two things: proactiveness and adaptability. Teams were proactively
building talent pipelines for future roles and diversity hiring, and they were adapting to the need for
shorter hiring cycles by revisiting warm leads in their ATS/CRM systems.

Through user activity on our platform, we saw talent sourcing activities bounce back on multiple
occasions throughout the year. Interestingly enough, candidates sourced by Hiretual users in Q2 of
2020 onwards were on par with pre-pandemic levels. Recruiters were moving 60% more of their
candidates down the recruitment funnel in Q2 of 2020 as compared to Q1, and by Q4 of 2020,
recruiters were sourcing 165% more candidates on our platform than they did in Q4 of 2019.
Sourced Candidates

Feb 20 Mar 20 Apr 20 May 20 Jun 20 Jul 2020 Aug 20 Sep 20 Oct 20

Source: Hiretual User Activity

How an Intelligent Talent Data System Will Shape the Future of Recruitment

21
As a talent data system, Hiretual focused on expanding partnerships and system integrations in
2020 to help teams navigate new sourcing channels as they sourced talent beyond proximate
locations in a remote and global talent pool.

Other Strategic Shifts in Talent Sourcing Strategies Include:

1 Building Pipelines for Future Roles

Recruiters are using labor market data to stay on top of talent pool trends for roles
they expect to hire in the near future. By aggregating and analyzing data from millions
of candidate profiles both online and within internal systems, teams are able to build
searches targeting competitor employers, popular schools and comparing talent density in
both popular and alternative geographic locations. This has helped our customers allocate
resources in advance to prepare for remote work, virtual campus recruitment and the
growing demand for technical roles and IT support.

2 More Hands on Deck for Diversity & Inclusion

Data intelligence has helped recruiters increase visibility of diverse talent in the sourcing
process as well as reduce time spent identifying candidates from diverse backgrounds. The
real-time loop of data between integrated systems in Hiretual helps us build dashboards that
can be customized to focus on labor market patterns within underrepresented groups, such
as average market values, top geographic locations, top organizations and gender and racial
parity for a job title. Ultimately, these details will help recruiters build intentional searches
that would be sure to surface more equal representation in search results.

3 Looking at Places Once Ignored

What should recruiters do if they have limited recruitment marketing budgets and a tighter
time constraint to fill high priority positions in a high unemployment market? Look at
qualified candidates that didn’t make the cut in the past. Rediscovering candidates within
a rigid legacy system like an ATS is inefficient when done manually. Data is oftentimes not
uniformed and outdated, making thousands or more profiles basically worthless. As a talent
data system, Hiretual’s two-way integrations with ATS softwares allows for stale data to be
enriched and refreshed with up-to-date data pulled from open web profiles or even duplicate
profiles within the system. This real-time partnership between different systems allows gaps
and inconsistencies in existing data to be filled and managed without manual programming
from recruiters themselves.

How an Intelligent Talent Data System Will Shape the Future of Recruitment

22
 Steven Jiang – CEO & Co-Founder, Hiretual
Steven Jiang is the CEO and co-founder of Hiretual, the recruiting industry’s
leading Talent Data System. Coming from a technical background, Steven’s
passion for recruiting began with his own struggles hiring engineers as an
Engineering Manager at Samsung’s mobile division in Silicon Valley.

Steven founded Hiretual on the principles of leveraging deep advanced

technology to transform recruitment into a data-driven model that was
completely Internet-friendly. Powered by a proprietary AI-matching engine,
Hiretual helps recruiters source and engage the most relevant job candidates
10 times faster with the power of public data found on the Internet and
intelligent system integrations with search engines, talent databases, and
business software.

A lifetime student of recruiting, Steven believes in empowering recruiters with

valuable and up-to-date resources in the ever-evolving hiring landscape.

Follow on LinkedIn.

How an Intelligent Talent Data System Will Shape the Future of Recruitment

23
TA L E N T I N T E L L I G E N C E T O D AY
BY SOMEN MONDAL , CEO & CO-FOUNDER OF IDEAL

TTL INTRODUCTION
In “Talent Intelligence Today”, Somen Mondal, Co-Founder of Ideal, shows the three main
areas of Talent Intelligence. The article highlights specific use cases for talent intelligence
and elucidates on the risk of leaving talent decisions to AI. Mondal illustrates how to
bring together disparate sources of data and analyzes the impact of COVID-19 on Talent
Intelligence. Mondal concludes the article with a foresight into where Talent Intelligence
is headed.

The need for talent intelligence was something Mondal had first experience with several years ago.
When his first software company in Toronto was rapidly growing, they were receiving hundreds
of new resumes a week which was more than they could even review. Their hiring process was
riddled with bias and inaccuracy, to the point where they would hire two salespeople knowing that
they would likely retain only one. Upon successfully selling that company and looking for the next
big idea, they realized that larger companies were likely having the same problems on a magnified
scale. Mondal recognized that talent intelligence solved a lot of their past problems, including
unconscious human bias, costly hiring inaccuracies, and high volume resume screening.

Today, large enterprises have a strong incentive to screen and match thousands of candidates
without bias. It is more equitable, and it leads to more inclusive and diverse workplaces.

W H AT I S TA L E N T I N T E L L I G E N C E ?
Talent Intelligence Can Be Divided Into Three Areas:

1 Talent Acquisition 2 Talent Management 3 Talent Fairness

By starting at the screening and matching stage, talent acquisition teams can address questions
such as how can our organization best shortlist candidates? How can we get the right talent in
front of a recruiter as fast as possible? How can we match candidates to the right jobs?

The key drivers here are fairness, efficiency and accuracy.

The same goes for matching with talent management data. How do we create a data-backed
approach to internal mobility, career pathing, and succession planning?

The final piece is reporting for diversity, equity, and inclusion, which is essential to ensuring talent
fairness (and compliance). It measures how equitable talent decisions are made from talent
acquisition to talent management by using the intersection of demographic data and talent decisions.

Putting it all together, Talent Intelligence means using a data-backed approach, across the talent
lifecycle, while ensuring that those decisions are always equitable and fair. At Ideal we have built a
solution that can significantly contribute to these areas.

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3 U S E C A S E S F O R TA L E N T I N T E L L I G E N C E

While There Are Many Use Cases for Talent Intelligence, Here Are the Three Most Common
Ones We Tend to Encounter:

1 Screening and Shortlisting Candidates

When companies receive thousands of applications, especially now because of the COVID-19
situation, the Talent Intelligence framework can help shortlist candidates in a more balanced
and efficient way. What we see is a more diverse talent pool as a result, with no bias in the
selection process. This can drastically reduce time-to-fill.

2 Diversity, Equity, and Inclusion Reporting

DEI reporting allows companies to see the intersection between demographics and different
segments of people. For example, one company might examine the demographics of people
who were promoted this past year.

Talent Intelligence enhances this reporting in two ways. First, it uses machine learning
to enrich and infer demographic data (e.g. the average annual income of the candidate’s
neighborhood). Second, it helps provide insights and easily digestible scoring so leaders can
see the most immediate areas of need in terms of inequity. This also allows companies to
report on EEOC compliance (CHRC in Canada and directives in the EU).

3 Internal Mobility

How do we go beyond updated talent profiles to incorporate all data sources

(psychometric assessments, learning, performance, and so on) when making internal
mobility (promotions, lateral moves, etc.) recommendations and suggestions?
Talent Intelligence can bring all of this relevant data together for more accurate and
efficient career pathing and succession planning.

T H E R I S K S O F L E AV I N G TA L E N T D E C I S I O N S U P T O A I

As powerful as artificial intelligence might be, there is definitely risk in leveraging AI to make talent
decisions. When it comes to ensuring your own AI makes ethical decisions, keep two things in mind:

• Can an algorithm fully and transparently explain every decision it is making?

Blackbox algorithms, for instance, that just spit out a score with no explanation, aren’t acceptable.
In fact, this kind of scoring can be dangerous. Instead, insist on algorithmic “explainability.”

• Adverse impact reporting

Can you verify and validate whether an algorithm or human team is making inequitable decisions?
This is the core idea behind Ideal’s DEI Insights.

Talent Intelligence Today

25
B R I N G D I S PA R AT E D ATA S O U R C E S T O G E T H E R
The goal of Ideal as a Talent Intelligence platform is to relate performance, applicant tracking
system (ATS), and psychometric data. Combining all of these data sources is the only real way to
achieve true Talent Intelligence.

So, what does that look like in practice? A Talent Intelligence platform ought to integrate with
multiple data sources, including video interviews, skills assessments, psychometric assessments,
performance, payroll, and so on. Why? Because no one platform will never be able to be the best-
of-breed in all of these areas. Instead, a Talent Intelligence platform should complement and
supercharge existing systems.

H OW COV I D -1 9 H A S I M PAC T E D
TA L E N T I N T E L L I G E N C E

The COVID-19 outbreak, economic downturn, and massive shift toward remote work have led
to some interesting trends. While accuracy, efficiency, and fairness still remain important,
efficiency and fairness have become particular points of interest for companies navigating this
turbulent landscape.

The good news is that Talent Intelligence is adaptable to any work environment, remote or
otherwise. And as companies take this time to accelerate their digital transformation programs,
we find that Talent Intelligence remains a core part of that strategy for many companies.

L O O K I N G F O R WA R D : W H E R E TA L E N T
INTELLIGENCE IS GOING

If the 2020 Gartner Hype Cycle report is any indicator, we’re likely in the early stages of adoption
for Talent Intelligence. Many of the technologies that fall under the Talent Intelligence umbrella,
such as diversity & inclusion (D&I), human capital management (HCM), AI, talent acquisition, skills
ontologies, and internal talent marketplaces, are all in the beginning stages (or what Gartner calls
the “innovation trigger”).

That said, over the next five years, Talent Intelligence promises to be an essential part of an HCM
strategy. Organizations will continue to prioritize Talent Intelligence as part of their broader digital
transformation strategies.

Talent Intelligence Today

26
Somen Mondal – CEO & Co-Founder of Ideal
Somen is a Canadian entrepreneur and the Co-Founder of Ideal. With an
early fascination with the future of AI, Somen pursued a B.A.Sc. in Computer
Engineering from the University of Toronto and later completed an MBA from
Queen’s University. Somen served as Co-Founder and CEO of Field ID until it
was successfully acquired by Master Lock LLC in 2012. Somen’s trophy case
includes spots on the Profit Hot 50 and Deloitte Fast 50 Companies-to-Watch
lists as well as the Ontario Ernst & Young Entrepreneur of the Year Award.
He is a member of the Global YPO Community and volunteers at Queen’s
University on the Advisory Board at Smith School of Business and Smith
Founders’ Pledge, in addition to the Entrepreneurship Leadership Council at
the University of Toronto.

Ideal is a talent intelligence system with the mission to be accurate, efficient,

and fair. Ideal enhances HR software by leveraging proprietary artificial
intelligence and analyzing data across the entire employee lifecycle. Ideal
is able to accurately screen and match talent and automate administrative
tasks —all while providing concrete, data-driven insights on diversity, equity,
and inclusion. For more information, please visit: www.ideal.com

Talent Intelligence Today

27
T T L A N A LY S I S - TA L E N T I N T E L L I G E N C E
Talent Intelligence is an emerging area of the ecosystem, and we expect a lot more investment,
innovation, and adoption in this area in the coming months and years. It’s possible that Talent
Intelligence will evolve into a recruiting “layer” that spans multiple systems and processes,
instead of a bespoke point solution provided by a single vendor as it is mostly implemented
today. Regardless how this emerging category evolves, below we highlight key takeaways for
various stakeholders.

Talent Acquisition and Corporate: Staffing and Human Capital:

• Currently, solutions are specialized around • To a large extent, the quality of the match
specific domains, primarily external is staffing firms’ biggest differentiator, and
sourcing-focused, external labor market- because of that, Talent Intelligence may
focused, and internal talent-focused. be seen as a competitive threat. If a client
That said, these are evolving and ever can point a tool towards a temporary labor
expanding, though no solution today offers pool and understand the best matches,
talent intelligence across the entire talent what need is there for a staffing company?
acquisition/management spectrum.
• That said, we think these can potentially
• These solutions can be particularly offer substantial value from a sourcing
effective for diversity hiring and sourcing, perspective, and some larger firms have
as they can both benchmark current leveraged these tools in a client advisory
state relative to market and also leverage capacity to differentiate their offerings.
specific features to unearth diverse
candidates (e.g. AI-based inference of
gender or race).

• Currently, these solutions are relatively

expensive, and while ROI may be easy to
capture for a large enterprise, smaller
companies may have to wait for costs
to come down before these tools are
within reach.

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Builders and Technology Companies:
• Given that AI is a heavy component of this entire solutions category, to the extent that
regulations or corporate appetite for risk move the wrong direction, this could pose a
somewhat existential threat. Builders should move quickly to make their use of AI as clear,
auditable, and explainable as possible.

• In our view it’s not yet clear where the winners of this category will come from; e.g. will it be
purpose-built analytics tools, matching systems, CRMs or other recruiting platforms, or social
search tools?

• Recruiting processes are increasingly complex, and providers will need to account for new data
types increasingly part of the modern tech stack. For example, video interviews, behavioral
and skill assessments, or work projects done on an external marketplace are new indicators
and data points that TI vendors will need to integrate with and incorporate, and being able to
intelligently act on these new data sources will be key to success.

A B O U T TA L E N T T E C H L A B S

Talent Tech Labs is on a mission to elevate the state of the art in recruitment through technology. We do
this by equipping top corporate talent executives and staffing company leaders with the right mix of market
intelligence, industry insights, human guidance, and decision support. We are the only research and advisory
firm entirely focused on Talent Acquisition (TA) technologies. We are 100% independent, which means our
information is free of bias. From an agnostic point-of-view, we demystify the complicated, emerging TA
technology landscape, so buyers can make the best decision. Ultimately, we empower buyers to choose the
right tools and solutions wisely and confidently in order to attract and hire the talent they need to succeed.
To learn more about TTL, visit our website here.

CONNECT WITH US R E A C H O U T D I R E C T LY

/company/talent-tech-labs [email protected]

/talenttechlabs

@talenttechlabs

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