How Orange Silicon Valley Uses Virtual Reality To Improve Employee Safety

Technology can dramatically improve employees experience. Employees’ workflows and workplaces are constantly being reshaped. Emergency evacuation is a part of this experience. Being aware of and learning procedures is not always easy and efficient.

Since Orange Silicon Valley’s fire emergency training happens once a year, new employees or employees who are not in the office on that specific day miss the training. For employees who do attend training, instructions can be hard to remember due to a lack of immersion and focus.

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How Atlassian Uses Data To Attract More Qualified And Diverse Graduate Candidates

Empirical evidence shows that diverse teams perform better. In 2015, Atlassian was hiring approximately 10 percent women for technical roles. This meant that our teams were not as cognitively diverse as we wanted them to be (because identity diversity is one of the best indicators of cognitive diversity).

Looking at the data available to us, we realized that this wasn't a "pipeline issue" and instead we needed to better leverage our existing sourcing and outreach work and design a process that evaluated each candidate as objectively as possible. In the U.S., for example, while 20 percent of technical degrees go to women, less than 20 percent of engineering staffs in large tech companies are comprised of women. We decided to take an innovative and data-informed approach to attract more qualified and diverse candidates at Atlassian.

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How Smartrecruiters Made a Case to Grow Their Budget - HROS

Our mission at SmartRecruiters, in the broadest terms, is to match as many candidates with the right employers as possible. We had to prove to recruiters and HR departments that implementing our TAS would save enough time to make it worth their while, but there would need to be an investment in recruiting. We had to start by proving it to ourselves on our own team.

What we discovered surprised us. We found we weren’t spending enough on recruiting. We knew we needed to make a business case to support this, so set about making a ROI model that would validate our assumption. To show that increasing cost per hire was more than a worthwhile investment, we mapped a clear methodology, and made the necessary case for disrupting legacy approaches, as well upping hiring budgets.

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How Hot Topic Drives Engagement with Enhanced Onboarding - HROS

There was a glaring need for the on-boarding experience to match the brand and culture. We operate in an empowering, autonomous environment, and are very inclusive, which resonates extremely well with employees. The on-boarding experience that existed was the complete opposite. It was disjointed, solely focused on new hire paperwork, and did not provide the context or tools for new employees to ramp up quickly, which impacted engagement and productivity. It set the wrong tone and led to some obvious (and measured by surveys) disengagement.

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How Anchor Trust Leverages Chat Bots to Drive Recruiting - HROS

The Anchor Group is England’s largest not-for-profit housing association, providing housing, care and support to people over 55 years old. Our initiative was to create a better recruitment process, while providing the best applicant experience possible. We noticed a pattern emerging during the recruitment follow up process, with a high number of individuals that completed application forms then failing to engage with our in-house recruitment team despite attempts to reach them via phone and email. Candidates’ busy lifestyle meant that they were often unable to respond to emails or answer the phone (except at very specific times of the day) and tended to shy away from completing extensive application forms. We also realised that there were highly-skilled candidates that were experienced in care but unable to translate this onto paper in the form of a CV.

 

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How NND Uses Storytelling to Drive Their Employment Brand - HROS

Since launching in 2001, Nurse Next Door has taken a bold stance to help seniors stay at home and live Happier Aging. Happier Aging is a unique experience that focuses on identifying what use to make a person happy and getting him or her back to doing it again. It’s not just something seniors can experience, we believe people of all ages, including our employees, should experience it too. This philosophy shaped our initiative to showcase how Nurse Next Door admires employees by allowing them to live out their dreams, through visually-rich storytelling.

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How GE Developed a Brand Ambassador Program - HR Open Source

At GE we usually categorize Employment Brand at GE into four big ‘buckets’: candidate experience, brand ambassador programs, messaging, and online presence. The truth is the brand ambassador component is the glue that plays into each part of employment brand at GE.We started our program four years ago out of crisis for what candidates were seeing online before coming in for an interview. However, it quickly developed into something we offer for all GE Employees that want to volunteer to be a brand ambassador.

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How Soundcloud’s Team Drives Decisions with Data - HR Open Source

SoundCloud has the largest catalogue of audio on the web - over 135 million tracks and reaches 175 million unique users monthly. It’s not hard to imagine how much data we have and the insights our Data Team are able to glean from this. Data is at the heart of our decision-making process as an organisation and that sentiment is also core to how we work in the People Team. What better way of putting data at the heart of our decision making than to also put the data and insight needed to have an impact at the businesses fingertips - a company-wide People Dashboard. The nice thing about this story is that this wasn’t our intention back then. Back then we had much more modest ambitions: just a simple report on recruiting activity. The good thing is that we didn’t just stop there. We didn’t stop at the first hurdle, or the second, or third (when the enormity of the data privacy requirements became apparent). For us, this story is very much about the journey as it is about the outcome.

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How Dell Localizes Its Content to Drive Success - HR Open Source

The main focus of Dell’s early employment branding strategy was to be visible where candidates were spending most of their time – on social media. However, there was no real approach to our content strategy on social. We simply followed a post and pray model to increase brand awareness, where we posted pictures that we thought were globally relevant and prayed that we’d reach candidates in all markets to join Dell. As social media evolved, so did our approach to Dell’s online presence. 

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Storytelling & Thermo Fisher's Employer Brand - HR Open Source

In 2015, Thermo Fisher Scientific was looking to launch the company’s first employer brand. The Fortune 500 Company employs 55,000 professionals in diverse fields including the research, healthcare, industrial and applied markets. Thermo Fisher Scientific offers services and products that enable its customers to make the world healthier, cleaner and safer. The employer brand team was faced with a challenge: How do you  take an enormously successful company with a humility-focused leader and communicate a story that will make people want to work there for the right reasons?

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How Godaddy Reinvented as Gender Champions - HR Open Source

GoDaddy’s mission is to radically shift the global economy toward life-fulfilling independent ventures. We power the world’s largest cloud platform dedicated to small, independent ventures. With more than 14 million customers worldwide and more than 63 million domain names under management, GoDaddy is the place people come to name their idea, build a professional website, attract customers, and manage their work.

Our top 3 strategic initiatives as we began this transformation in 2013 were to transform the brand, grow the business globally, and build a diverse and best in class product and engineering function. We traditionally did not have a strong employment brand within the engineering community. In fact, we had a negative employment brand hiring engineers, particularly from Silicon Valley. We had to find ways to reestablish our employment brand messaging and our advertising to be more about what we do and who we do it for.

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How Appirio Transformed Their Interview Process - HR Open Source

Appirio is a global services company that helps customers create next-generation Workday and Customer Experience using the latest cloud technologies.  Our free-thinking consultants deliver unmatched customer value by creating actionable strategies, delivering results quickly, and helping organizations adapt to a new experience - driven era.  We do this by harnessing the power of one of the world’s largest crowdsourcing communities and thousands of pre-built solution accelerators.  Appirio is a trusted partner to some of the world’s largest brands, including YP, Cardinal Health, Coca-Cola, eBay, Facebook, Home Depot, Sony PlayStation, Moen, and IBM.

This past year, Appirio transformed our interview process to make it more effective and efficient, to ensure we are making the right hiring decisions as well as providing an excellent candidate experience.  We did this by providing standardization, a job competency library of behavioral based interview questions, evaluation scoring aligned to an area of the business/role, interview training, and a strong focus on transparency and communication.

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How Dell's Recruiting Team Drives Employer Brand Success - HROS

Five years ago, recruitment marketing at Dell was a completely different landscape than we have today. There was no consistent global employment brand, no real social media strategy when it came to attracting talent, and very little recruiter engagement through social media. Though we did have career-related social platforms, we had little to no interaction with teams outside of our HR organization.

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How Glassdoor Engagement Enhanced Centric's Recruiting - HROS

Centric Consulting is a business and technology consulting firm with nearly 800 people across the US and India.

Our core purpose is to create unmatched experiences for our employees and clients. Thus, the cornerstone of our talent acquisition efforts is showcasing the unique the aspects of our culture that make for a special employee experience.

In 2015, Centric Consulting was looking for creative ways to increase our talent pipeline while still being mindful of costs and true to our culture. After much conversation and consideration, we launched our first major employer branding campaign on Glassdoor.

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How Sendwithus Created a Student Coding Event - HR Open Source

All of the local tech talent was moving away after university so we wanted to target something towards recruitment. We saw a need for an event that could connect University students to the local tech community to educate them on the job prospects within Victoria. A major contributor to the local talent pool are the students that graduate from the University of Victoria’s Computer Science and Engineering departments.

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How Virgin Media Turn Candidate Experience into Revenue - HROS

Attracting and retaining talent is harder than ever. In 2014 Virgin Media came to us with a problem: “How do we bring our brand to life through the recruitment process and offer support and guidance to all our candidates?” Virgin Media came to us with this question prompted by two major factors. Firstly they were concerned about their -29 Net Promoter Score and the resulting impact this could have on this brand. Anything associated with Virgin comes with certain service expectations and this was a concern. Secondly, conversation with Virgin started directly following ‘Google’ Dave Hazlehurst’s speech at LinkedIn’s Talent Connect 2014 in London. The keynote scrutinised what recruitment would look like if brands became famous for how they treat people when they fail - or ‘silver medalists’ as we name them. We knew the answer was multi-faceted. First, it required an introspective and honest look at current practices.

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How Lever Empowered Employees as Brand Storytellers - HR Open Souce

Founded in 2012, Lever is a fast-growing, venture-backed recruiting software company based in San Francisco. We formally launched our applicant tracking system in October 2014, and during our first year on the market, the number of customers using our core product grew from a handful to 600. Looking ahead to year two, we needed to quickly double our team to support ongoing growth ­ but we wanted to do it the Lever way, maintaining our strong commitment to building a diverse and inclusive workforce. Employees had founded Lever’s first Diversity & Inclusion (D&I) task-force when we were only 10 employees, and we had worked hard to achieve balance. By October 2015, 43 percent of our employees were women and about half were non­Caucasian. We knew we needed to scale, but were intent on continuing our D&I progress.

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How Social Media Delivers Candidates Through Conversations - HROS

Likeable Media is a dynamic social media agency that’s fast, smart and likeable. We are independently owned by Dave and Carrie Kerpen, who started the company under quite unique circumstances. The beginning of our business was also the beginning of our family, which has had an enormous impact on our culture and how we operate. We are a small but impactful team that creates amazing content for huge brands. Our people are our product, and our team of 50+ employees has rated us as one of the best places to work in NYC for four years in a row for the Crain's List. Our culture can be characterized as passionate, inclusive, and collaborative.

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How Greenhouse Grew by Activating Their Employees - HR Open Source

You’d think that for being a recruiting company, we’d have a perfect recruiting process from the very beginning. Quite the opposite actually. We almost missed our hiring goals by 40% in our first year of hyper-growth! It all began in July 2015, when we sat down to forecast our hiring needs for the remainder of the year. At the time we had 50 employees. The forecast said we needed to be at 175 by the end of the calendar year in order to hit our aggressive business goals. Based on our historical recruiting capacity, we could probably end up at 70 if we kept going as-is. That just wasn’t going to work.

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Improving Cisco's Social Recruiting Presence - HR Open Source

Cisco is no longer a “networking” company, it’s a technology company, with a new CEO, a new Executive Leadership Team and a new focus on culture with a newly appointed Chief People Officer. Not even a year-old, Cisco’s People Deal – the employee value proposition that guides our culture was the catalyst for a shift in Talent Brand voice, because not only was there a description of what Cisco expected from employees, but what employees could expect from Cisco. Most people know of Cisco, but do they really KNOW Cisco? The Talent Brand team had to overcome the image of Cisco as this “stodgy old tech company” image. We are diverse, we are cutting edge, we are a great place to work – and our employees are the ones saying it.

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