International Game Technology: Winning At The Talent Recruitment Game

Smarter workforceWhether a business is large or small, identifying, qualifying and hiring the right employees is critical to innovation and growth. But, as the recession wanes and the economy picks up, more companies are hiring, and competitionespecially for top talentis intensifying. This makes it more difficult for many companies to find the talent they need to thrive.

At the same time, options to help identify and hire candidates are expanding. For instance, employee referrals, advocacy programs, social media and mobile apps are becoming more important recruitment tools, while the role of external recruiting vendors is diminishing. While these new recruitment channels can help companies access a broader applicant pool, it’s not easy to use, integrate and optimize across them.

As a result, many businesses are reassessing and refreshing their existing recruiting practices and solutions. They are looking for knowledge and tools to give them the agility they need to compete more successfully throughout the recruitment process. .

In this three-part series, sponsored by IBM Smarter Workforce, I look at how companies are using applicant tracking systems (ATS) and assessment solutions to better address these issues, and new developments in this area that promise to provide further enhancements.

International Game Technology: Fueling Growth With Talent

HomepageHeroBanner_JurassicParkHeadquartered in Las Vegas, 34-year old International Game Technology (IGT) is the leading manufacturer of gaming machines. From Las Vegas to Monte Carlo, from Wheel of Fortune to James Cameron’s AVATAR, chances are you’ve played a video slots game on an IGT machine.

While IGT has been the long-time market leader, it does not rest on its laurels. In 2011, the company introduced IGT Cloud, an industry-first which lets casino operators dynamically deploy game content across multiple properties to optimize floor efficiencies, and also offer a seamless gaming experience across land-based, mobile and online devices. In 2012 IGT acquired Double Down Interactive LLC, a social gaming company and developer of DoubleDown Casino on Facebook, to fuel IGT’s expansion through new media. In 2013, IGT partnered with Casino Del Sol in Arizona to hold the AZ, to hold the Game King Championship, the first cross-platform video poker tournamentand the largest in the world, with more than 360,000 players.

To sustain this pace of growth and innovation, IGT must be able to identify and attract top talent.

Keeping Up With IGT Talent Requirements

Talent management solutions are still relatively new. Up until 2000, IGT had—like most companiesrelied on newspaper ads and human resources business partners for candidate recruitment. People would stop in to drop off hard copy applications, and everything was stored in physical file cabinets.

In 2000, IGT started using BrassRing’s cloud-based applicant tracking system. While the solution worked well, as the company grew, they needed more capabilities in the talent management area. When Laura Callender joined IGT six years ago as HRIS Staff Analyst, her job was to refresh and revamp talent management systems at the company to ensure IGT would be able to attract and retain top talent.

IGT’s first priority was to revamp the BrassRing ATS (which is now part of the IBM Kenexa Talent Suite) to keep pace with the company’s expanding global operations and hiring requirements. According to Callender, “It’s very easy to get wrapped up in the day-to-day, and neglect new features. But it’s important to keep re-evaluating business needs and figure out what will really help improve the process.”

Callender took a fresh look at things, and extended the system to support IGT’s growing geographical footprint, and provide Chinese and Spanish language capabilities. She also added other capabilities, such as mobile functionality. “So many things that are cutting edge, like enabling mobile job applicants…five years ago, people wouldn’t have dreamed of job hunting and applying on a mobile phone. But now applicants might be at the dentist’s office and want to apply. We need to enable these new capabilities that will make a difference to our business,” says Callender.

Community and Support Are Key to Success

men with puzzle piecesIGT has found IBM’s “Kenexans” and the community of Smarter Workforce users invaluable in helping her figure out what changes will provide the most value to IGT. “IBM’s Kenexans help us stay ahead of these trends…they focus on helping us improve the way we do things and help us figure out what options will give us the biggest bang for the buck. Should we turn features on or off? What should we do differently? And how can we make things seamless for our users? So many things are cool, but what will we get the most value from?” observes Callender.

IBM’s Smarter Workforce Global Support Center helps IGT prioritize enhancements via an annual review. As important, IGT can call on their services as needed, not only for break/fix issues, but for new project tickets, and to get the “hand-holding” required to implement new functionality. “We’re in the middle in terms of what we need to implement, and they are there when we need them to help with the next step. It’s a closer degree of support than we get from other vendors,” notes Callender. “Out of all the vendors, in terms of support, I would choose IBM Kenexa any day.”

Callender is very active in user groups as well, which helps her learn from what others are doing, and what’s worked and what hasn’t for them. She’s attended six global conferences, and participated in user groups at all of them. As Callender puts it, “The user groups have really grown, from 30 to 40 attendees to over 100 at the last one. We don’t have an army of HR and IT people, but I can talk to users that do, like Pepsico, Time Warner and Disney, that we can really learn from. At the same time, there are companies smaller than uswith just 100 or 200 employeesthat we can help. It’s a really good way to exchange knowledge.”

The user groups also help facilitate conversations between the IBM Kenexa team and users. “We talk, and they listen. We sit in a roundtable, it’s very interactive, with experts and R&D engineers at each table to discuss topics such as referrals, triggers, etc. It’s very helpful and they act on our input.”

Getting Results

Since IBM Kenexa BrassRing is cloud based, upgrades are “very easy,” says Callender. “IBM rolls them out and turns them on. Some things you have a choice to upgrade or not. But they never break anything with an upgrade, which has happened with some of the other cloud solutions we use.”

Today, IGT hiring managers, external recruiters and applicants are all using the system. Last year, IGT used BrassRing to hire about 600 employees for mostly technical positions, with an average of about 50 applicants for each position. IGT has integrated BrassRing ATS with its SAP ERP system, so that when someone is hired, they are automatically moved from BrassRing to SAP. “Instead of having a person digging through emails to find candidates, ATS can do this for us much faster and more effectively with Boolean searches, and tagging,” states Callender.

IBM Kenexa’s BrassRing ATS also helps IGT answer important questions that impact recruitment strategy, such as:

  • What is the tipping point for the number of applicants for a certain position?
  • How can we do a fill requisitions more quickly?
  • What’s the best way to deal with counteroffers, or higher rejection rates?
  • How can we recruit people that aren’t currently looking for a job?

“We get our money’s worth from BrassRing ATS. We don’t have a formal measurement system, but we know we are saving a lot of time, which saves us money. There is no way we could function without it.” In addition, BrassRing pricing is based on the number of requisitions and applicants, so “what we pay for it aligns with our actual use, which we appreciate,” explains Callender.

Perspective

Talent is the lifeblood of any organization, fueling the innovation required to grow and thrive in today’s hyper-competitive world. Many cloud-based ATS solutions available, but as the IGT story illustrates, it’s not just the nuts and bolts of the software that matter. Being part of an active, engaged vendor support and user community can help you to:

  1. Map out a more effective strategy. Look for vendors and user communities that are collaborative, and can help you assess your requirements and how they are likely to evolve, and provide you with scalable solutions that you can deploy in an incremental manner.
  2. Get things right the first time. Your company benefits when the vendor facilitates knowledge sharing of best practices for things such as reporting considerations, workflow and underlying database structure that will take the most time and pain out of different processes. For instance, how do you set things up so applicants don’t need to fill out a new affirmative action form every time they apply for a new job, but can just edit information they’ve previously entered?
  3. Prioritize next steps. Your business is constantly evolving, and so is the hiring environment. But few organizations can do everything. Strategic prioritization is essential to figure out what new functionality will provide the most value.

The world of recruitment and talent management is changing quickly. This sets the stage for not only selecting the company and solution that best fits your immediate needs, but one that will provide a strong support experience to help you gain the best outcomes as your business and the recruitment landscape evolve.

This is the first post in a three-part blog series written by SMB Group and sponsored by IBM. The series examines talent management solutions and trends.

Mobility Perspectives from Intel’s 2014 Solutions Summit

I recently had the opportunity to moderate a panel discussion at the 2014 Intel Solutions Summit with panelists Bob Moore, Founder, RJM Strategies LLC; Jeffrey R Zavaleta, MD, Chief Medical Officer, Graphium Health, an integrated, mobile electronic medical records (EMR) platform; and Dave Bucholz, Director of Enterprise Client Strategy, Business Client Platform Division at Intel. We chatted about how companies are adopting and using mobile solutions in their businesses, and some of the challenges they face.

Our conversation was very interesting, as mobile is one the fastest growing technology trends in small and medium business (SMB). Because mobile devices and apps are so user-friendly, SMBs can deploy them quickly. As a result, mobile solutions are quickly revolutionizing how SMBs get work done. In fact, 91% of SMBs already use mobile solutions in their businesses, according to 2013 SMB Mobile Solutions Study, and 67% of SMBs indicate that “mobile solutions are now critical for our business,” as shown on Figure 1.

2013 SMB Attitudes re Mobile (1)Figure 1: SMB Attitudes About Mobile Solutions

As we discussed during the panel, SMBs understand that mobile solutions not only help improve employee productivity, but also enable them to improve customer experiences and fuel business growth. In fact, 70% see mobile apps as a “complement to current business applications”, and 55% think that mobile will replace some of their existing business applications.

So it’s not surprising that mobile solutions are gobbling up a growing share of SMB technology budgets. SMBs currently spend about 11% to 20% of their technology budgets in the mobile space, and 68% expect they will need to spend more on mobile solutions next year.

However, panelists also agreed the rapid and explosive growth of and reliance on mobile solutions has caught many SMBs off-guard, resulting in some key challenges, as we also found in our study (Figure 2).

2013 top mobile challengesFigure 2:  Top Challenges to Using Mobile Solutions

SMBs often find it difficult to manage the growing plethora of mobile apps for employees, especially as SMB adoption of “bring your own device” (BYOD) policies for employees doubling over the past year to 62%. SMBs also have more customer-facing mobile apps and mobile-friendly websites to manage as well.

With adoption of and reliance on mobile solutions rising, SMBs are looking for management solutions to help them to:

  • Remotely install, update and remove managed apps from devices.
  • Track and view installed/approved/blacklisted apps at the user/device level.
  • Authenticate, manage and deploy apps based on user groups/roles and restrict content access.

Security concerns are behind many of these requirements. SMBs want solutions that enable them to:

  • Lock devices when devices are lost or stolen, or the employee leaves the company
  • Provide data encryption on devices
  • Partition/separate business-related data apps from personal data and apps

In addition, rising adoption of mobile payments and other apps that collect personal information is spiking SMB security concerns on the external app side as well.

Perspective

SMBs look at mobile solutions and like the value that see from them. Consequently, they plan to increase investments both for employee apps, and for external-facing mobile websites and mobile apps.

At the same time, BYOD shows no signs of abating. Employees want to use the devices that they’re most comfortable with, and some SMBs view BYOD a way to trim voice and data service costs. But at the same time, BYOD ushers in additional security and management challenges that can result in added costs can change this equation.

As our panelists discussed, this means that SMBs need to be more strategic upfront about using mobile in their businesses. Think not only about the devices and apps you want to use, but who will use them. Consider both the business outcomes you need from mobile solutions–and the management capabilities you’ll need to have to safeguard corporate and customer information.

Mobile management, security, and consulting services spending categories will see significant spending increases as SMBs endeavor to reap more value from and do a better job managing an increasingly complex assortment mobile devices, services and solutions. Given that many SMBs lack adequate IT resources and mobile expertise, we expect that they will increasingly turn to external solutions providers to get the management job done.

For more commentary on this, see the follow-up video interview.

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