\nHPE's Vice President of Global Talent Acquisition and Onboarding Lavonne Monroe<\/p>\n<\/figcaption><\/figure>\n
Can you tell me a bit about your role at HP, how that has changed with new technologies such as AI, and your approach to managing the workforce? <\/strong>“I manage all avenues of talent attraction, and that includes external and internal, and of course, onboarding to the talent. So, what\u2019s their experience? I ‘own' up to day five, but technically their first two weeks post-hire\u2026, then we transition and hand them over to the hiring manager.<\/p>\n“From a technology perspective and how we\u2019re managing our workforce, right now it\u2019s all about retention and what tools are we utilizing for our team members navigate their careers. I look at it from a scope of lead generation \u2014 where you don\u2019t even know if you want to work for HP because you haven\u2019t thought about us \u2014 all the way to retirement; how do we propose that path for you in a seamless way, delivering a customized and relevant experience at the right times. We all know we have different life transitions, where we\u2019re open to having more responsibilities at work or not\u2026depending on our life transitions. How do we as an organization support all of that using our tools?<\/p>\n
“That\u2019s really what our talent management team at HP has been focused a lot on in the past year.”<\/p>\n
What kind of change have you navigated over the past three years?\u00a0<\/strong>“Unless all the companies come together and say the same thing, there\u2019s no way they\u2019re going to get everybody back in. They\u2019re trying to find a happy medium. Even here we\u2019re doing a hybrid model; if you\u2019re within a certain radius of the office, you know, come in two or three days a week. Just pop in and get to know your team members \u2014 their face and names. That\u2019s the piece of the remote aspect that we lose \u2013 the people connection.<\/p>\n <\/aside>\n“Our journey has gone from figuring out a 100% virtual world \u2014 not because we wanted to but because we had to \u2014 and now we\u2019re going back to exercising in-person muscles that we haven't exercised in a while. We just did a couple of in-person hiring conferences and they were a bit clunky for us. We haven\u2019t done this in a while and we forgot how to recruit in person. It was really pretty funny; we didn\u2019t bring extra shoes; we didn\u2019t have a QR code. Right when we got good at the virtual piece, now we\u2019re popping back and going to in-person. It\u2019s really just ebbing and flowing with the market and knowing that whatever I put in place today, possibly won\u2019t be something we utilize two years from now.”<\/p>\n
You said via email to me that HPE\u2019s career site offers candidates an \u201cAmazon-like experience.” What does that mean? “<\/strong>Whenever you go to Amazon\u2026, based on your history, there are recommendations that come to you \u2014 consistently now, no matter what browser you use. What I partnered with Phenom on is when a candidate comes to our career site, I want them to have an experience that is of them. What I mean is when we rolled out Phenom, we established landing pages by [demographic] region, and we intentionally established landing pages by job family and discipline. If I\u2019m a software engineer in India, when I hit the landing page, I get an experience that I can picture myself in.<\/p>\n“Then the chatbot secondarily has assisted us in being able to communicate instantly with applicants versus the old-school recruiter phone call and … chasing them and having phone tag over several weeks, while not even knowing if [they] want to talk to HPE, and then never coming back to our career site. The implementation of Phenon has really helped us in garnering that kind of candidate experience, that personized, regional touch. Then, the chatbot is the instant gratification. I have a chance at communicating with somebody and get answers to just the basic questions I have without having to chase down a recruiter.”<\/p>\n
How have you deployed Phenom\u2019s AI-based HR tool?\u00a0<\/strong>“We rolled out Phenom globally for all of HPE. It manages our career site. Obivously, [we use] the chatbot. We rolled out their apply process, their candidate management tool \u2013 so the CRM, as well. We\u2019re in the process of turning on the event\u2019s scheduling aspect of it for university utilization. We\u2019re also looking a bit more at some other AI, but we\u2019re also going through some legal hoops that take more vetting for us. We\u2019re a bit more passive when it comes to the new tech and all the laws coming out now. We\u2019re just a little more hesitant jumping out there any being first with the AI utilization, specifically on candidate scoring. So we did not turn that on. We did turn on pretty much everything else.”<\/p>\n <\/aside>\nNew York\u2019s Local Law 144 and the EU AI Law\u00a0could become an international default standard like GDPR. What steps are you taking to preemtively address the issues of bias in AI tools?\u00a0<\/strong>“We actually put together a small tiger team and we\u2019re actively talking about this now, because what we\u2019re finding is ‘yes, they are [biased]' and we\u2019re understanding this is a technology that has to be trained and fed and utilized in order to get good. There\u2019s still a person who\u2019s feeding that, so that could present bias.<\/p>\n“One thing I\u2019m realizing is we have to have a way of auditing our algorithms, and that is not a standard job function within a lot of our organizations. Right now, what we\u2019re talking about is whether we need to bring this kind of knowledge in-house so that we can turn on AI in a lot of different job families and functions, not just in HR. Or do we want to partner and find an outside legal counsel or organization. So, it\u2019s not a matter of not doing it, it\u2019s a matter of how we\u2019re going to go about doing it, and then how we\u2019re going to go about auditing the algorigms and ensuring we are fixing any findings and we\u2019re able to catch on fast so that we don\u2019t have bias within our hiring process or internal mobility process. We want to be able to use it for recommending internal jobs to our team members.<\/p>\n
“How can we legally do this and then what resources do we not necessarily have that we may need to go ahead and hire for? So, it\u2019s a different skill set we\u2019ll have to go out and look for potentially, if we want to bring it in house. We\u2019re right at the beginning of that.”<\/p>\n
HPE was able to convert 26% of casual job seekers into actual hires. How did you do that?<\/strong>\u00a0“Before Phenom, our career site was managed by our RPO (recruitment process outsourcing) vendor, and we did not have the foot traffic to our first site. We definitely didn\u2019t have a chatbot experience. As soon as we turned that on, our career site traffic literally doubled industry standards. So we had like 960,000 site hits within a three month span, and that\u2019s largely due to those [customized] landing pages we created and how we were driving candidates to our career site. The chatbot experience gave us the opportunity to speak to people that were dropping off the site.<\/p>\n“Before, when they came to our career site, they were staying for maybe 30 seconds to a minute max, and then they would drop and never apply. The chatbot was helping us with keeping them and eliminating the need to go to multiple pages on the career site to find information.<\/p>\n
“And, then the chatbot is also delivering them the specific job to apply for. So, it\u2019s giving them the lead directly. So, they\u2019re clicking, they\u2019re applying.”<\/p>\n
What were the results before your career site upgrade?<\/strong>\u00a0“We didn\u2019t have the chatbot before, so we were literally losing nearly 50% of our career site traffic; we weren\u2019t converting them to apply to applications.”<\/p>\nThat\u2019s a huge turnaround, if you were losing 50% before.<\/strong>\u00a0“Yes, and they\u2019re staying longer, so they get to experience and learn more about us. But it is mainly due to our chatbot versus clicking on multiple pages on our career site. That\u2019s the other key thing we\u2019ve noticed. Before, for example, we were just delivering them a page for benefits, a page for who HPE is, a page [for this or that]. You had to click the page 10 times. Now you just have a conversation with a chatbot.”<\/p>\nWas the chatbot organically good at bringing candidates the right responses and leading them to the right jobs? <\/strong>“That\u2019s the other key thing about this that\u2019s similar to AI. We have to feed. We have to feed the Q&A; we have to train the chatbot consistently. That was another part of the implementation. I would say the key to success in our implementation is we got business leaders involved, HR involved, recruiters involved, we even pulled in recent new hires that came to HP without the chatbot experience and we had them help us with the Q&A to establish the chatbot\u2019s ability to answer questions. That\u2019s always going to be a work in progress. We\u2019re always loading information and getting better.<\/p>\n“We even asked them, ‘What made you stay on the site?' Because before Phenom, our average apply time to get through a job application was 15 minutes. Once we turned on Phenom with their instant apply, it went from 15 to five minutes. We\u2019re in the era of instant gratification, so time is golden. That was a great win for us.”<\/p>\n
How have you created a recruitment pipeline that\u2019s both culturally sensitive and regionally specific to candidates?<\/strong>\u00a0“Phenom\u2019s tool has allowed us to create multiple landing pages so that we can get that experience. So, I see Phenom as the tool helping us do that versus before when we had a very static career site.<\/p>\n“But from the aspect of a candidate\u2019s experience, it was clearly understanding that engineers want to be talked to like engineers [and] knowing that an HR [applicant] doesn\u2019t want to hear a lot about engineering. It\u2019s understanding the behaviors and creating career profiles aligned to our key critical job families we want to recruit for.<\/p>\n
“When I came in, I looked at all the historical recruiting numbers and said, ‘OK, where are our critical jobs, what\u2019s driving revenue for HP, what\u2019s keeping my CEO up at night if I have open acquisitions?' And, those were engineers, product managers, sales, and then some functions. So, what are my candidate profiles aligned to an engineer, what are the behaviors of an engineer, what does an engineer want to see? It\u2019s really going into the marketing aspect of recruiting and then delivering that experience that is relevant to that candidate, and not forcing an engineer to go through an HR-friendly career page that doesn\u2019t even talk about a technical career path and how they can be a technologist or an engineering manager.”<\/p>\n<\/p><\/div>\n
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