• Align automation and processes to drive candidates
• Re-evaluating the process and policies to communicate messaging 
• Looking at recruiting as a People, Process, and tools perspective

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More than that ever it’s important for you to align your consumer and candidate experience to ensure you are attracting talent who enjoy your brand  and fully understand your EVP with clearly defined messaging including:

• Define your candidate experience in a way that compliments your target customers
• Utilize your brand to attract the right talent and ensure a candidate experience that aligns with your brand
• Ensure a strong message of who you are as an organization your core values
• Attracting talent during a global pandemic that has impacted your product
• Ensure your leaders are ready to execute on the Future of Hiring

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• Impact of a Successful Candidate Journey though a Successful TA Structure and engagement with an aligned team
• Creating a mind shift that talent drives business outcomes 
• Rethinking TA as a business perspective and ensuring employee development

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• Automation
• Human element
• Team process
• Engaging with candidates in multiple levels
• Looking at how people are feeling about the hiring managers and experience for an employee engagement
• Engage and Experience -> How you start is how to you finish

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• Understanding the Organizational Need for a Diversity Initiative and Soliciting Leadership Buy-In
• Establishing your “Dream Team” and Developing Structure, Goals and Metrics Within your Initiative
• Implementing a Diversity Program Focused on Involvement, Outreach and Education

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As a TA community, we need to continue to look at Diversity, Inclusion, and Equality from an organization standpoint and then ensure you have the data behind it! In order to do that you need to focus first on your diversity efforts from a full spectrum approach. By doing this you will be able to:

• Create an interaction where a diversity strategy is shifted based on data
• Reviewing how the candidate experience plays a role in how diversity is portrayed by an organization
• Looking at how an organization is supporting its community
• Ensure we are marketing ourselves in the correct light to all candidates

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Inclusion is more than just driving an organization into a more diverse culture, but inclusive is a conscious culture you need to have in your organization. By guiding your leadership, hiring managers, and TA team you can teach them proximity of inclusion and assist them through the hurdles to overcome. In this session you will learn:

• The concept, overview, and impact of Proximity plays in diverse culture 
• Develop a culture for leadership to listen, learn, and grow while reviewing the data to formulate new options, perspectives, and a comfort level with a diverse talent population
• Real-world benefits of a diverse team 

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• Identifying and adapting all changes to the sourcing, engaging, and connecting
• Developing a culture of acceptances and ensuring diversity is a factor in sourcing
• Pivoting in-person job fairs to be social distancing job fairs for in-person roles
• Developing a structured process for candidates in a remote recruitment process

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• Impact of being strategic sourcing
• Review tools, strategies, and identity where you candidates can be found
• How to be more effective at sourcing all levels

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• Look at identifying the new challenges in sourcing and talking them from small to the big picture
• Sourcing responsibilities to candidates by communication remote work, travel, and future of the organization
• Looking at what matters by measuring core KPI to make tactical decisions

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• Review of strategic tools and technology designed to help build a network
• Impact of a personal touch when scaling
• Designing long term metrics to ensure quality candidates 
• Best practices for human interaction in a virtual world

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• Define what a specialized sourcing function inside yout TA team
• Identify sourcing techniques and 
• Align goals, process, and functions to the business plan
• Outline sourcing by aligning people and process
• Changes management needs to impact sourcing

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• The Sourcer / Recruiter Divide
• Analyzing what metrics/KPIs should be used to gauge sourcer/recruiter efficacy, and why
• How to get those metrics - technology & processes

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• Ensure you understand the story of your organization including culture, impact on society, and recruitment goals
• Continuously research, identify and implement new strategies from the recruitment marketing and employer branding world
• Focus on meaningful videos to communicate proper employee perspectives and promote open positions
• Strive to create employee testimonial content from colleagues in various levels, tenure, functions, locations and positions

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All businesses have trends and growth periods, but at Zoom we experienced a much larger employee need and had to scale to fix a problem with demand and customer growth. While ensuring we were being empathic to the large influence of applications, ensuring we are recruiting top talent, and setting the stage for a strong employer brand and employee experience. During this sessions you will hear:

• The growth plan to support talent in place and how that was fast tracked
• The TA and recruiting functions needed to be build out to support growth
• And how relevant content, positive experience, and social engagement played a role

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In early March we saw major changes and shifts in the world and needed to take a step back and ensure we are recreating our recruiting strategies to fit a virtual world. These changes included:

• Adapting to virtual career fairs instead of in-person recruitment events at colleges and community centers
• Look at how we are going to have a social presence by revamping messaging
• Looking at video and audio for job summaries, descriptions, and roles to easily communicate benefits
• Rolling out a strategic video plan while ensuring the human element is met

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Demonstrating your company through video is not a new concept, but what’s new is demonstrating a virtual and in person workforce to demonstrate the current story of the organization, mission, and strong culture even if we are not together.

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From the start of the pandemic, employees looked at their organization to see how they will be handling not being in an office, culture, and core areas that have historically had a huge impact on your value prop. So as culture changes you will need to ensure:

• Your value prop and communications are able to adapt to detail the current environment and the future environment
• Your value props don’t rely exclusively on having a strong office culture 
• You consider the impact on the onboarding process and company culture in a virtual world

• You continue to review the candidate experience and evolving priorities

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• Reviewing your employer branding to fit with a shifting workforce by COVID ti show empathy, organization flexibility, and benefits
•  Strategies for delivering messages of your brand through referrals by designing and delivering a strategy
• Creating and adapting a compelling offer to all talent you are driving to the organization
• Allowing data to drive employer branding decisions

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2020 has had a number of changes that all organizations had to identify and react to in order to ensure their employee brand was stronger than ever to drive talent. During this session, you will hear about the challenges and changes that Stanford Health Care made to continue to drive talent with a strong brand by:

• Branding themselves as a university medical center that conducts research
• Ensuring remote positions were branded as such and in-person positions area safe and responsible facility
• Attracting all levels of jobs to this college campus community in California
• Rebranding to demonstrate the diverse culture in the hospital and on-campus
• Overall branding changes

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