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Know your Talent Tech Stakeholders: Understanding Needs, Managing Expectations

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Beamery
Beamery

In companies where talent leaders know how to identify the right partners and proactively build a relationship with them, navigating the buying process for new talent technology is much simpler.

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Understanding Needs, Managing Expectations
Your Panel Today Amanda Dominick Sultan Saidov,Kyle Lagunas Jack Davies,
Question 1
Who are key stakeholders when acquiring new talent technologies — and why is their support so important?
Buying is a team sport in large enterprises Acquiring technology in a large enterprise depends on the buy-in of multiple stakeholders, and their motivations and priorities are different. From a TA leader’s perspective, selecting and buying a tool is about the impact it will have on the talent team, the return it will bring to the organization, but the Talent leader or champion needs to consider the buying process form the perspective of other stakeholders as well. There are generally 3 categories of stakeholders involved in this process ● Procurement is the driving force pushing the buying process through. They are approached by TA leader or sponsor who has an internal greenlight, and aim to help them obtain the tool they need. ● Security and IT usually need to make sure that the new technology is not a security risk for company infrastructure, and that it’s up to the company’s technical requirements ● The legal team needs to approve and negotiate the terms of any buying contract before it is signed ● There is a recent addition to the pack: the Privacy team, who is concerned with data everything around data protection and privacy compliance.
Question 2
IT, Legal, Procurement & Operations: What do these folks care about when it comes to evaluating talent technologies?
Each stakeholder cares about a different priority What is the scope of the technology? Who will it affect? This can change who needs to be involved in the process. These are examples of questions that can help narrow down the stakeholder list: ● What existing data needs to be connected in this new technology? ● Are there compliance considerations around different geographies? ● Is the technology affecting other areas in the business? For example, will candidate experience programs affect overall company branding, and should the Marketing team be informed of the selection process? The legal team is always involved in buying an enterprise tool, and they look at the usual legal risks: data protection, compliance, confidentiality, limitation of liability… The goal for the legal team is the reach a level of certainty around each of these buckets. For example, they need to know what data will be processed by the platform, and by whom, so they can form an opinion on whether or not the technology is compliant with the company’s confidentiality policy. What should TA leaders consider when lining up internal support?
Question 3
How do priorities vary from company to company — and how might a talent leader proactively identify some of the needs and expectations?
Each company has its own buying process The most useful thing to know for a first-time buyer is the organization chart of the different functions that might be involved. ● Is there a dedicated procurement process for TA tech, or is it centralized? ● Who can veto the buying decision? ● Who signs a buying contract for TA technology? For a TA leader, knowing the procurement process from the start until the signature, and post-signature as well, can make the difference in the success of the buying process. Other important considerations: - Different business priorities, different risk appetite from a legal perspective - The ROI of the technology will always be a relevant datapoint for every stakeholder. The returns and impact on the business is what helps them prioritize this buying process against other concerns. The main driver of difference is the complexity of the organization
Are stakeholders’ priorities typically aligned across each function?
Everyone cares about business impact The key is to show the “big picture” business impact to each stakeholder early enough to Most stakeholders tend to be brought in at the rear-end of the process, and that is a mistake that might considerably delay, or even shut down the whole buying process. Consider this: - An IT stakeholder might be keen for a data compliance solution, but they will also be liable for data safety and security, so they will need time to assess that the tool si up to the company’s safety standards. - Stakeholders might have preferences or requirements around aspects of the tool that the TA team has not considered, such as how data is stored or what levels of permissions are available. - The considered technology has to deliver campaigns or experiences that are up to the company’s Brand standards or Marketing standards. This has to be explored at the start of the process, not the end. Business impact looks different for each stakeholder
Question 4
What should you expect from colleagues in these functions? Should you involve them sooner than later? What are good rules of engagement?
Bring stakeholders in early Two communication flows: - Introduce everyone to the product early to give them all a clear understanding of the “What”. For example, set up a 30 min demo call for all stakeholders you think will be involved down the line. No matter how little information about the product you think they need, context is always helpful. - Package the right information for each stakeholder separately, so they don’t delay the process in trying to find the information they need, and share it with them when it’s relevant. For example, the legal team doesn’t need to the same level of technical detail the IT team will want, but it does need a detailed description of what data will be processed by the company, and who will have access to it. Again, these communication flows cannot happen if you don’t know who the stakeholders are in advance. The key is to ask repeatedly who needs to be informed, and what needs to happen before a contract is signed and a tool is deployed. ...but don’t overwhelm them with data!
Know your Talent Tech Stakeholders: Understanding Needs, Managing Expectations
About Beamery Founded in 2013 on a mission to empower companies to make talent a priority $40M raised from leading investors from Silicon valley and Europe Headquartered in London with offices in San Francisco and Austin We partner with the best to support the success of our customers
#1 US Insurance Company We’re powering market leaders #1 Swiss Bank #1 Social Network #1 eCommerce Company #1 Beverages Company
Talent Marketing Bring consumer grade marketing capabilities to your talent team Comply For the global enterprise, GDPR is just the beginning Connect No more data siloes, a single connected experience for candidates and recruiters Talent CRM A true CRM built on a foundation of data intelligence Our Talent Engagement Platform helps enterprises attract, identify and engage candidates on one unified platform, to deliver better talent acquisition—at scale. The Beamery Platform

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Know your Talent Tech Stakeholders: Understanding Needs, Managing Expectations

  • 2. Your Panel Today Amanda Dominick Sultan Saidov,Kyle Lagunas Jack Davies,
  • 4. Who are key stakeholders when acquiring new talent technologies — and why is their support so important?
  • 5. Buying is a team sport in large enterprises Acquiring technology in a large enterprise depends on the buy-in of multiple stakeholders, and their motivations and priorities are different. From a TA leader’s perspective, selecting and buying a tool is about the impact it will have on the talent team, the return it will bring to the organization, but the Talent leader or champion needs to consider the buying process form the perspective of other stakeholders as well. There are generally 3 categories of stakeholders involved in this process ● Procurement is the driving force pushing the buying process through. They are approached by TA leader or sponsor who has an internal greenlight, and aim to help them obtain the tool they need. ● Security and IT usually need to make sure that the new technology is not a security risk for company infrastructure, and that it’s up to the company’s technical requirements ● The legal team needs to approve and negotiate the terms of any buying contract before it is signed ● There is a recent addition to the pack: the Privacy team, who is concerned with data everything around data protection and privacy compliance.
  • 7. IT, Legal, Procurement & Operations: What do these folks care about when it comes to evaluating talent technologies?
  • 8. Each stakeholder cares about a different priority What is the scope of the technology? Who will it affect? This can change who needs to be involved in the process. These are examples of questions that can help narrow down the stakeholder list: ● What existing data needs to be connected in this new technology? ● Are there compliance considerations around different geographies? ● Is the technology affecting other areas in the business? For example, will candidate experience programs affect overall company branding, and should the Marketing team be informed of the selection process? The legal team is always involved in buying an enterprise tool, and they look at the usual legal risks: data protection, compliance, confidentiality, limitation of liability… The goal for the legal team is the reach a level of certainty around each of these buckets. For example, they need to know what data will be processed by the platform, and by whom, so they can form an opinion on whether or not the technology is compliant with the company’s confidentiality policy. What should TA leaders consider when lining up internal support?
  • 10. How do priorities vary from company to company — and how might a talent leader proactively identify some of the needs and expectations?
  • 11. Each company has its own buying process The most useful thing to know for a first-time buyer is the organization chart of the different functions that might be involved. ● Is there a dedicated procurement process for TA tech, or is it centralized? ● Who can veto the buying decision? ● Who signs a buying contract for TA technology? For a TA leader, knowing the procurement process from the start until the signature, and post-signature as well, can make the difference in the success of the buying process. Other important considerations: - Different business priorities, different risk appetite from a legal perspective - The ROI of the technology will always be a relevant datapoint for every stakeholder. The returns and impact on the business is what helps them prioritize this buying process against other concerns. The main driver of difference is the complexity of the organization
  • 12. Are stakeholders’ priorities typically aligned across each function?
  • 13. Everyone cares about business impact The key is to show the “big picture” business impact to each stakeholder early enough to Most stakeholders tend to be brought in at the rear-end of the process, and that is a mistake that might considerably delay, or even shut down the whole buying process. Consider this: - An IT stakeholder might be keen for a data compliance solution, but they will also be liable for data safety and security, so they will need time to assess that the tool si up to the company’s safety standards. - Stakeholders might have preferences or requirements around aspects of the tool that the TA team has not considered, such as how data is stored or what levels of permissions are available. - The considered technology has to deliver campaigns or experiences that are up to the company’s Brand standards or Marketing standards. This has to be explored at the start of the process, not the end. Business impact looks different for each stakeholder
  • 15. What should you expect from colleagues in these functions? Should you involve them sooner than later? What are good rules of engagement?
  • 16. Bring stakeholders in early Two communication flows: - Introduce everyone to the product early to give them all a clear understanding of the “What”. For example, set up a 30 min demo call for all stakeholders you think will be involved down the line. No matter how little information about the product you think they need, context is always helpful. - Package the right information for each stakeholder separately, so they don’t delay the process in trying to find the information they need, and share it with them when it’s relevant. For example, the legal team doesn’t need to the same level of technical detail the IT team will want, but it does need a detailed description of what data will be processed by the company, and who will have access to it. Again, these communication flows cannot happen if you don’t know who the stakeholders are in advance. The key is to ask repeatedly who needs to be informed, and what needs to happen before a contract is signed and a tool is deployed. ...but don’t overwhelm them with data!
  • 18. About Beamery Founded in 2013 on a mission to empower companies to make talent a priority $40M raised from leading investors from Silicon valley and Europe Headquartered in London with offices in San Francisco and Austin We partner with the best to support the success of our customers
  • 19. #1 US Insurance Company We’re powering market leaders #1 Swiss Bank #1 Social Network #1 eCommerce Company #1 Beverages Company
  • 20. Talent Marketing Bring consumer grade marketing capabilities to your talent team Comply For the global enterprise, GDPR is just the beginning Connect No more data siloes, a single connected experience for candidates and recruiters Talent CRM A true CRM built on a foundation of data intelligence Our Talent Engagement Platform helps enterprises attract, identify and engage candidates on one unified platform, to deliver better talent acquisition—at scale. The Beamery Platform