候选人对找工作的真实感受是怎么样的？How Candidates REALLY Feel About the Job Search我不认为我们中的任何一个人会对一般人不喜欢找工作感到惊讶。
Hired最近的一项调查发现，83％的人因求职而受到压力，73％的人认为得到根管，69％的人认为被困在电梯中是有压力的。
随着今天失业率的降低，组织终于开始投资候选人经验，作为吸引人才的竞争优势。但是候选人真的想要什么呢？招聘团队可以做些什么来为寻找工作做出切实的改变？
候选人谈论求职，chatbots，等等
最近，我走上街头向人们询问他们找工作的经历。我问他们最大的求职宠物是什么，招聘人员可以做些什么来改善工作申请，他们对chatbots的感受，等等。
第一：回复每个候选人
尽管候选人仍然首选人情味，但首先得到他们的应用的承认是提高候选人经验的最低水平。事实上，CareerBuilder发现求职者中有33％希望在申请之后收到一封自动发送的电子邮件，这些邮件概述了流程中接下来的步骤。
由于现在有大量的招聘软件和工具可供使用，因此在合理的时间范围内不回复候选人的做法已经不再是可以避免的了，特别是随着短信和聊天机器人在招聘环境中日益普遍。
第二：加快你的过程
实际上被问到的候选人，“ 一旦你申请到公司的工作，下列哪一个行动建立信任？“最高的答复是，” 公司迅速查看你的申请并伸出援助之手，53％的考生选择这个选项。
SHRM对人才招聘专业人员的调查发现，平均需要9天时间才能开始筛选求职者。在候选人驱动的市场中，花这么长时间才能回到候选人身上，是不会再削减的了。
随着人工智能（AI）在采购和筛选方面的最新进展，可以轻松利用技术来自动执行管理任务，加快您的招聘流程。
LinkedIn人才解决方案副总裁Dan Shapero认为，大量采用人工智能是招聘的未来。
正如他所言：“ 过去10年来，被动式人才招聘一直是关键。未来10年将涉及智能招聘。”通过自动化采购和筛选行政部门来加速招聘，让这种情报为你工作。
第三：拥抱像chatbots这样的新工具
由于像Siri和Alexa这样的聊天机器人和虚拟私人助理在我们的个人生活中变得越来越普遍，他们在招聘中的采用只能是不可避免的。
候选人对于聊天机器人等新的交流工具显然是开放的。Allegis发现，66％的候选人都乐意与聊天机器人进行互动。正如视频所述，只要聊天机器人能够提供更多关于求职的信息，他们就会欢迎与张开双臂的人交流。
在视频中提出的另一个有趣的观点是，与人类招聘者相比，一些候选人可能对聊天机器人感到更舒适，因为他们感觉交互会更客观。
最后一个想法是：尽管找工作绝不是一个流行的消遣，但最近在筛选和交流工具方面的创新意味着组织可以采取一些具体措施，使求职变得不那么讨厌和有压力的活动。
以上由AI翻译完成。 作者：JI-A MIN Ji-A Min is the Head Data Scientist at Ideal
查看原文请看：
I don’t think any of us would be surprised how much the average person hates looking for a job.
A recent survey by Hired found 83 percent of people get stressed by the job search, compared to 73 percent who consider getting a root canal, and 69 percent who believe getting trapped in an elevator is stressful.
With today’s lower unemployment rates, organizations are finally starting to invest in candidate experience as a competitive differentiator to attract talent. But what do candidates really want? And what can recruiting teams do to make a tangible difference for the job search?
Candidates talk about the job search, chatbots, and more
Recently, I took to the streets to ask people about their experiences with looking for a job. I asked what their biggest job search pet peeve was, what recruiters could do to improve the job applications, how they feel about chatbots, and more.
Takeaway No. 1: Reply to every candidate
Even though candidates still prefer a human touch first and foremost, receiving acknowledgement of their application in the first place is the lowest hanging fruit for improving candidate experience. In fact, CareerBuilder found 33 percent of job seekers want to receive an automated email after they apply which outlines what the next steps in the process are.
With the plethora of recruiting software and tools available these days, not replying back to candidates within a reasonable time frame is no longer excusable, especially as text messaging and chatbots become increasingly common within the recruiting context.
Takeaway No. 2: Speed up your process
Indeed asked candidates, “Once you’ve applied to a job at a company, which of the following actions builds trust?” The top reply was, “The company views your application promptly and reaches out” with 53 percent of candidates picking this option.
A SHRM survey of talent acquisition professionals found it took on average 9 days from posting a job to start screening candidates. In a candidate-driven market, taking this long to get back to candidates is just not going to cut it anymore.
With the recent advances in artificial intelligence (AI) for sourcing and screening, technology can easily be leveraged to automate administrative tasks to speed up your hiring process.
Dan Shapero, LinkedIn’s VP of Talent Solutions, Careers, & Learning believes mass adoption of AI is the future of recruiting.
As he states, “The last 10 years have been all about passive talent recruiting.The next 10 years will be about intelligent recruiting.” Let this intelligence work for you by automating the administrative parts of sourcing and screening candidates to speed up your hiring.
Takeaway No. 3: Embrace new tools like chatbots
As chatbots and virtual personal assistants like Siri and Alexa become more common in our personal lives, their adoption in recruiting is only inevitable.
Candidates are clearly open to new communication tools like chatbots. Allegis found 66 percent of candidates are comfortable interacting with a chatbot. As stated in the video said, as long as the chatbot is able to provide more information about the job search, they’d welcome interacting with one with open arms.
Another interesting point raised in the video is that some candidates may feel more comfortable with a chatbot compared to a human recruiter because they feel the interaction will be more objective.
One final thought: While job searching will never be a popular pastime, recent innovations in screening and communication tools means that organizations can take some concrete measures towards making the job search a less hated and stressful activity.
硅谷
2018年01月31日
硅谷
玩魔兽的独角兽Glassdoor创始人Robert ---How playing World of Warcraft every day for a year led Robert Hohman to found a $1 billion startup以下由AI翻译完成：
Glassdoor联合创始人兼首席执行官罗伯特·霍曼（Robert Hohman）是第一个承认自己是主要的极客的人。
直到今天，他还是白天经营着450人的创业公司，并且在晚上仍然亲自编码。Hohman告诉我们，他的工程负责人“跟我来”，然后解释说他仍然是“一名优秀的软件工程师”。
当没有经营公司或编码网站时，他正在和两位专家级的儿子玩“星际争霸”。事实上，如果不是“星际争霸”的姊妹游戏“魔兽世界”，Glassdoor甚至不会介入。
我花了一年时间玩魔兽世界。每天。我会每天早上拍拍孩子们的底部，送他们去学校，然后我会主宰一个兽人战士。
那是因为在2006年，霍曼辞去了Hotwire的总裁一职，除了玩游戏之外别无选择。全职。一年。
而第二个他击中最高的水平，痒的发挥被抓，他需要一个新的东西来迷恋。所以他启动了一个创业公司
用他的话说：“我花了一年的时间玩”魔兽世界“，每天早上我都会把孩子们拍到底，把他们送到学校去，然后我会主宰一个兽人战士。
他补充说：“我玩了一年不停，然后在魔兽世界达到了最高水平，我疯狂追逐这个目标，直到第二天我创办了Glassdoor公司。
“社区”的含义
魔兽世界的一年帮助他决定了
他想要建立的那种公司。
“我从玩魔兽世界了解到了社区，这是我第一次真正感受到网络社区的一部分，我早上起来，看到我的公会很兴奋，不是那么讨厌吗？他笑了。
他发现，网上社区与现实社区有不同的特点。
他说：“有一个空间和时间的转移。“真正的”社区是由时空的正常规则来管理的，但是网络并不是这样，它发生在世界各地的日夜之间的所有时间。
罗伯特·霍曼（Robert Hohman）和他年轻的家庭在这一年中担任全职兽人兽人战士（WoW Orc Warrior）。 罗伯特·霍曼
现在，他转到了“星际争霸”，而现在他与两个未成年的儿子竞争。
“我和我的孩子们现在都玩，我们刚刚从比赛回来，我的儿子们相当不错，想成为职业电子游戏玩家，现在这是一件事情，”他说，显然希望这是“一件事”他花了一年的时间玩。
如果他的儿子选择成为职业电子游戏玩家的话，“我绝对支持它，我觉得它太棒了，星际争霸就像国际象棋，每小时十万公里，我12岁的时候比我快，他处理战略信息的速度比我，“他说。
作为微软的早期日子
当霍曼离开火线成为全职兽人战士时，他可以“负担得起”，他向我们承认。
罗伯特·霍曼和他的家人。他十几岁的儿子梦想成为职业电子游戏玩家。 罗伯特·霍曼
他从大学直接加入了微软。
“22岁的时候，我去了微软工作，当我告诉年轻人今天，他们看起来好像对我很尴尬，而且我必须告诉他们：不，不 - ，或Facebook，这是1993年。“
这些都是微软全盛时期，1986年上市后不久。微软的股价暴涨， 它的早期员工变成了百万富翁。
在微软，他加入了建立Expedia的团队，这个团队开始成为微软公司内部的旅游网站。
Rich Barton。 Rich Barton / Twitter
微软将Expedia分拆出去，然后在网络泡沫时代的高潮中把它公之于众。它仍然是唯一的微软公开上市。
在IAC拥有的一段时间之后，Expedia再次独立出来，并与IAC的其他一些旅游网站（如Hotwire）一起脱身。
Hotwire被送到了Hohman担任总裁。
总而言之，Hohman在微软，Expedia，Hotwire及其相关网站工作了大约十年，然后才放弃了全职玩WoW。
受乔布斯启发
但是，霍曼告诉我们，他的真正梦想始终是成为一名创业CEO，这个梦想始于16岁，受到乔布斯的启发。
Glassdoor员工在加利福尼亚州米尔谷的总部工作。商业内幕/ Julie Bort
霍曼告诉我们：“我读了约翰·斯卡利（John Sculley）关于史蒂夫·乔布斯（Steve Jobs）的一本书。（1987年出版的史考“ Ø dyssey：百事苹果：冒险，思想之旅，以及未来的危机 ê ”。他在其中谈到了乔布斯如何引诱他从百事到苹果）
他说，这本书使得霍曼希望“成为一家公司的明星”。“我喜欢从零开始创造东西的整个想法。”
所以在WOW获得最高分的那一天，他和理查德·巴顿（Richard Barton）进行了一次对话。
巴顿是Expedia的首席执行官，也是微软时代以来的朋友。（Barton同时也是Zillow的创始人之一，此时正在担任Benchmark的VC。）
霍曼告诉他，有了Yelp这样的网站，人们可以分享有关牙医和水管工的各种信息，但是仍然没有办法分享关于更重要的事情的评论：他们的工作。
他想为求职者建立一个Yelp。
转折点
霍曼说，当时的大恐惧是企业如何应对一个让人们谈论薪酬和工作环境的网站。
他精心策划了很多其他的细节。比如，为了给这个网站带来一些初级工资和审查数据，创始人给每个他们认识的工程师打了电话，并向他们询问他们的工作，为他们提供了一个赢得免费iPod的机会。
Glassdoor创始人Robert Hohman，Tim Besse，Rich Barton。玻璃门
在霍曼和巴顿之间，还有他们的第三个联合创始人Tim Besse也是来自Expedia的，他们知道很多工程师。
他说：“工程师会告诉你任何一件免费的电子产品。我们发现这一点。
最大的困难是搞清楚商业模式。最终，霍曼和团队发现招聘人员是他们的目标市场。事实证明，向已经研究贵公司的人展示招聘广告的广告成功率很高，他说。
当他知道Glassdoor取得成功的转折点时，一位首席执行官亲自发电子邮件给他，反驳他在网站上的低“CEO评级”。CEO不高兴，希望改变。霍曼婉言拒绝。
这些电子邮件现在快速而愤怒。
“你会惊呆了，有多少”财富“500强CEO给我发电子邮件，他们会质疑CEO的评价，我们正在计算它的错误，因为它不符合他们自己的内部分析，我必须向他们解释我们有我们的自己的内部算法，“霍曼说。
快速增长
今年早些时候，根据comScore的数据，Glassdoor在通过美国网站访问者方面超过了CareerBuilder，成为另一个里程碑。它 说，它现在是网上发展最快的职业网站 。
霍曼和他的魔兽杯。 商业内幕/ Julie Bort
谷歌资本（Google Capital）领导的1月份投资7000万美元。该公司估值接近10亿美元。（迄今为止共募集了1.6亿美元。）
Glassdoor现在有36,000家公司积极参与该网站（在该网站上市的40万家公司中），超过2100家付费雇主客户使用该网站进行招聘（包括约三分之一的“财富”500强），3000万注册用户190多个国家共享了800多万份评论和薪水。
目前，霍曼甚至与白宫合作提供就业数据。
而且他还有他的魔兽杯。他把它放在他的办公室里。
Glassdoor cofounder and CEO Robert Hohman is the first to admit that he's a major geek.
To this day he runs his 450-person startup by day, and still personally codes for it at night. His head of engineering "puts up with me," Hohman tells us, and then explains he's still "a good software engineer."
When not running the company or coding the site, he's playing StarCraft with his two expert-level sons.
In fact, Glassdoor wouldn't even be around if it weren't for StarCraft's older, sister game, World of Warcraft, he tells us.
I took a year off and played World of Warcraft. Every day. I would pat the kids on the bottom every morning, send them to school and then I would dominate as an Orc Warrior.
That's because in 2006, Hohman quit a fabulous job as president of Hotwire to do nothing but play the game. Full time. For a year.
And the second he hit the highest level, the itch to play was scratched, and he needed a new thing to obsess over. So he launched a startup.
In his words: "I took a year off and played World of Warcraft. I would pat the kids on the bottom every morning, send them to school and then I would dominate as an Orc Warrior."
He adds, "I played for a year nonstop and then I hit the maximum level in WoW. I was maniacal in chasing this goal and literally the next day I started a company, Glassdoor."
The meaning of 'community'
The year of WoW helped him decide the kind of company he wanted to build.
"I learned from playing WoW about community. It was the first time I really felt part of a online community. I'd be up the morning and be excited to see my guild. Isn’t that nerdy?" he laughs.
An online community has different characteristics than a real-world one, he discovered.
"There's a space and time 'shift,'" he describes. "A 'real' community is governed by normal rules of space and time, but online is not. It happens across all hours of days and night and across all parts of the world."
Robert Hohman and his young family during his year as a full-time WoW Orc Warrior. Robert Hohman
These days he's moved on to StarCraft, which he now plays competitively with his two pre-teen sons.
"My kids and I play now. We just got back from a tournament. My sons are pretty darn good and want to be pro video-game players. That's a thing now," he says, clearly wishing it was "a thing" when he spent his year playing.
If his sons choose to become pro video gamers, "I support it absolutely. I think it's amazing. StarCraft is like chess at 100,000 kilometers per hour. My 12 year old thinks faster than I do. He processes strategic info at a speed faster than me," he says.
Early days as a Microsoftie
When Hohman walked away from Hotwire to become a full-time Orc Warrior, he could "afford it," he admits to us.
Robert Hohman and his family. His pre-teen sons dream of being professional video gamers. Robert Hohman
He joined Microsoft straight from college.
"At 22, I went to work at Microsoft. When I tell young people that today, they look as if they are embarrassed for me. And I have to tell them, 'No, no — it was like getting hired at Google back then, or Facebook. This was 1993."
These were Microsoft's heyday years, not long after its IPO in 1986. Microsoft's stock was skyrocketing and it turned 10,000 of its early employees into millionaires, the story goes.
At Microsoft he joined the team that built Expedia, which began life as Microsoft's in-house travel site.
Rich Barton. Rich Barton/Twitter
Microsoft spun out Expedia and then took it public in the heady pre-internet bubble days. It is still the only Microsoft spin out that went public.
After a stint owned by IAC, Expedia was again spun out on its own, along with some of IAC's other travel sites like Hotwire.
Hotwire was handed to Hohman to lead as president.
All told, Hohman spent about a decade working at Microsoft, Expedia, Hotwire, and its related sites, before he quit to play WoW full-time.
Inspired by Steve Jobs
But Hohman tells us, his true dream was always to be a startup CEO, a dream that started when he was 16 and was inspired by Steve Jobs.
Glassdoor employees at the Mill Valley, California, headquarters.Business Insider/Julie Bort
"I read a book about Steve Jobs by John Sculley," Hohman tells us. (In 1987 Sculley published "Odyssey: Pepsi to Apple: A Journey of Adventure, Ideas, and the Future" in which he talks about how Jobs lured him from Pepsi to Apple.)
The book made Hohman want to "star in a company," he said. "I loved the whole idea of creating something from nothing."
So the day after achieving the highest score in WoW, he had a conversation with Richard Barton.
Barton was Expedia's CEO, and his friend since the Microsoft days. (Barton also cofounded Zillow and was working as a VC for Benchmark at about this time.)
Hohman told him that with sites like Yelp, people could share all kinds of information about dentists and plumbers, but there was still no way to share reviews about a far more important thing: their jobs.
He wanted to build a Yelp for job seekers.
Turning point
Hohman says the big fear back then was how companies would react to a site that let people talk about their pay and work environment.
He had meticulously planned out a lot of the other details. For instance, to seed the site with some starter salary and review data, the founders called every engineer they knew and asked them about their jobs, offering them a chance to win a free iPod.
Glassdoor founders Robert Hohman, Tim Besse, Rich Barton. Glassdoor
Between Hohman and Barton and their third cofounder, Tim Besse, also from Expedia, they knew a LOT of engineers.
"Engineers will tell you anything for a free piece of electronics. We found that out," he said.
The biggest struggle was figuring out a business model. Hohman and team eventually noodled out that the recruiters were their target market. It turns out, showing ads for job openings to someone already researching your company has a high rate of success, he says.
The turning point when he knew Glassdoor was going succeed came the first time a CEO personally emailed him to dispute his low "CEO rating" on the site. The CEO was not pleased and wanted it changed. Hohman politely refused.
Those emails come fast and furious now.
"You’d be stunned how many Fortune 500 CEOs email me. They’ll dispute the CEO rating, dispute we’re calculating it right because it doesn't match their own internal analysis. I have to explain to them that we have our own internal algorithm," Hohman says.
Growing fast
Earlier this year Glassdoor passed another milestone, surpassing CareerBuilder in terms of US website visitors, according to comScore. It is now the fastest growing career site on the net, it says.
Hohman with his WoW mug. Business Insider/Julie Bort
This growth is fresh off a $70 million infusion of capital in January, led by Google Capital. The company has close to a $1 billion valuation. (It's raised $160 million total to date.)
Glassdoor now has 36,000 companies actively involved with the site (out of 400,000 companies listed on the site), with more than 2,100 paying employer customers using the site for recruiting (including about a third of the Fortune 500), and 30 million registered users in more than 190 countries who have shared more than 8 million reviews and salaries.
These days Hohman is even working with the White House to provide employment data.
And he still has his WoW mug from his year off. He keeps it in his office.
硅谷
2018年01月30日
硅谷
Workday发布2018年人力资源展望：新技能和更多人员数据 2018 Outlook for HR: New Skills and More People Data随着我们开始新的一年，帮助读者面对业务挑战，我们请Workday高管和合作伙伴提供对未来一年的深刻见解。我们发现，领导层正在重新关注人才管理和招聘，员工经验以及2018年技术和数据在推动工作场所多元化等举措方面的重要作用。
首先是人才竞赛。
寻找和留住高级人才在一个增加工作选择性和竞争的时代将继续成为许多人力资源领导者的首要考虑，许多人力资源领导者，更多的仔细看看需要支持其业务目标的具体技能。
IBM全球工作日实践组长Richard McColl表示：“新技术，尤其是工作和生活的数字化正在推动新技能人才的需求。“人力资源部门必须评估发展中的内部人才与外部雇佣人员之间的平衡，才能使他们获得最快的人才。例如，像学士学位这样的传统要求已经不再是工作的先决条件 - 技能是优先的。事实上，在过去的几年里，在美国雇用的IBM员工中大约有15％没有获得学士学位。“
Alight Solutions Workday产品战略副总裁Nelson Egurrola对此表示赞同，重申公司在内部看待员工的重要性，并确定他们需要填补的具体技能差距，以帮助改善招聘流程。
“我们必须更多地关注有针对性的招聘，以确定真正的人才需求和具体工作所需的基本技能。我们可以使用Glassdoor和LinkedIn等社交媒体网站，将公司需求与候选技能相结合，实现候选人渠道流程的自动化。“
Workday首席人事官员Ashley Goldsmith表示，到2018年，技术和数据将在工作场所多样性方面发挥重要作用。她说：“组织将采用人力资本管理技术，因为它们可以更深入地了解多元化数据，帮助揭示模式和趋势，突出成功和不足之处，并有效跟踪目标。”
“这些工具将帮助企业聚焦多元化和包容性趋势，这对于职场文化和商业成功至关重要。”
随着组织努力在2018年建立尽可能最好的团队并留住最优秀的员工，员工将成为驾驶员的座位。人员经理将需要担任辅导角色，以帮助团队成员发展自己的技能 - 不仅是为了业务的需要，而且是为了进一步实现个人的职业目标。
“如果您能为您的客户和员工创造最佳的体验，那么您的组织更有可能在新的数字时代取得成功。” -
IBM全球Workday实践领导者 - 理查德·麦科尔
Workday公司领导和组织效能副总裁Greg Pryor解释说：“员工将要求选择性，反过来，雇主将依靠技术来提高内部流动性，交叉培训和职业发展机会的透明度，以鼓励和引导员工对新的或不同的角色和职业路线感兴趣“。
行业分析师认为，今年的雇主经验应该是雇主的重中之重，即使这意味着人力资源领导者的转变。IBM的McColl说：“在数字时代，进步是由人和经验驱动的。“换句话说，如果你能为你的客户和你的员工创造最好的体验，你的组织就更有可能在新时代取得成功。经验的重要性意味着我们可能需要重新思考CHRO的作用。CHRO现在处于数字化人员体验业务，无论他们喜欢与否。“
有一件事是肯定的，那就是我们进入2018年：技术将成为更好地洞察员工的关键，这将有助于创建一个更多元化，更有参与性的员工队伍。
以上为AI自动翻译，查看原文请看下面
As we start a new year of helping our readers face their business challenges, we asked Workday executives and partners for their insights on the year ahead. We found that people leaders are renewing their focus on talent management and recruiting, the employee experience, and the important role technology and data will play in driving initiatives like workplace diversity in 2018.
First up is the talent race. Finding and retaining top talent in an era of increased job optionality and competition will continue to be top of mind for many HR leaders, with many taking a closer look at the specific skills needed to support their business goals.
“New technology and, in particular, the digitization of work and life, is driving a need for new types of talent with new skills,” says Richard McColl, IBM’s global Workday practice leader. “HR must assess what balance of developing internal talent and hiring externally will get them there the quickest. For example, traditional requirements like a bachelor’s degree are no longer the prerequisites for a job—skills are prioritized. In fact, over the past few years, about 15 percent of IBMers hired in the United States haven’t had a bachelor’s degree.”
Nelson Egurrola, vice president of Workday product strategy from Alight Solutions, agreed with this sentiment, reiterating how important it will be for companies to look internally at their workforce and identify the specific skill gaps they need to fill to help improve the recruiting process.
“We must focus more on targeted recruiting in order to identify the true talent need and which underlying skills are required for specific jobs. We can use social media sites like Glassdoor and LinkedIn to intersect company needs with candidate skills to automate the candidate funnel process,” he said.
Workday Chief People Officer Ashley Goldsmith said that in 2018, technology and data will play an important role when it comes to workplace diversity. “Organizations will embrace human capital management technologies because they provide deeper insights into diversity data, help reveal patterns and trends, highlight successes and shortfalls, and enable effective tracking of goals,” she said.
“Such tools will help organizations keep a spotlight on diversity and inclusion trends, which is critical to workplace culture and business success.”
As organizations strive to build the best teams possible and retain their best workers in 2018, employees will be in the driver’s seat. People managers will need to take on coaching roles to help team members evolve their skill sets—not only for the business’s needs but to further their personal career goals as well.
“Your organization is more likely to succeed in the new digital era if you can create the best experiences for your customers and your employees.”
—Richard McColl, IBM’s global Workday practice leader
Greg Pryor, vice president of leadership and organizational effectiveness at Workday, explains, “Employees will demand optionality and in turn, employers will rely on technologies that enable more transparency around internal mobility, cross-training, and career development opportunities to encourage and guide employees interested in new or different roles and career paths.”
Industry analysts agree that the employee experience should be a high priority for employers this year, even if that means a shift for HR leaders. “In the digital age, progress is driven by people and experience,” says IBM’s McColl. “In other words, your organization is more likely to succeed in the new era if you can create the best experiences for your customers and your employees. The importance of experience means we may need to rethink the role of the CHRO. The CHRO is now in the digital people experience business, whether they like it or not.”
One thing is for sure as we head into 2018: Technology will be the key to unlocking better insights into our employees that will help create a more diverse, engaged workforce.
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