THE ADOPTION PARADOX How Fortune 500 TA Organizations Fail Badly At

Enterprise -Wide Acquisition Technology Launches

[ ]

WHAT IS ADOPTION? How readily people are willing to

utilize a new technology or process. [ ]

Lack of Adoption reduces efficiency and makes technology investment a total waste.

WHY SHOULD I CARE? [ ]

WHAT’S AT STAKE? Adoption effects:

Technology [ ] Careers [ ] Business Relationships [ ]

FACTORS TO CONSIDER: Adoption success or failure [ ]

NO STRATEGY BUY-IN Operational Breakdown [ ] Recruiters are NOT held accountable for its use, !nor are the stakeholders held accountable for their team’s adoption!

TRENDING REASONS Given in Informal Surveys [ ]

•  Getting users off of spreadsheets and into a shared and collaborative database.!

!•  Getting users to buy in and

then holding them accountable throughout -- a must.  !

Lack of ongoing training/certification to ensure it becomes part of teams' knowledge process “DNA.”

•  “Certifications of proficiency”!!•  Application success is about the

person and not the tool.!!•  Certifications allow for identification

of user knowledge issues. !!•  It goes from “I can’t” to “I don’t”. !      

SPOTLIGHTING THE KEY FACTORS IN IMPLEMENTATION Why are these “early adopters” critical in developing a rewards/reinforcement strategy?

•  Whoever the users immediately report to is the most influential in driving adoption and standards.!

•  How this person views the application, the process, holds users accountable and how enthusiastic they are in the end has held the most weight in success of an application. !

!

Lack of change management process to support technology implementation

[Can this fundamentally affect adoption of key technology investments?]

How do factors of data quality + analytics affect deployment stages, both before and after? [ ]

•  Consider establishing adoption milestones by tracking Performance measurements over set time frames; i.e. quarterly, at 6 months to a year!

!•  Getting users to buy in

and then holding them accountable throughout is a must. !

   

Drive the user to match the capabilities of the application.

Influence vendor’s technology roadmap to ensure innovation vision is shared, and ensure

user-friendly features and functionality

When is the right time to utilize the senior management team to drive change through the business as a company- wide objective, and how do you get them to do this? [ ] •  There has to be a group of early

adopters first !!•  "Prove the concept before

asking for money. Here, the design of a technology vendor's solution is crucial -- and might sell itself." !

!•  Team sees that they are getting

tools or resources to support their passion, they will adopt and lead the change by example. !

Why is it that often the people implementing are not the people who are actually going to use the system? [ ]

•  It's a different set of skills to roll out a technology implementation than to manage day-to-day activity for performance. !

•  "Committees critical to ensure implementation are balanced by subject matter experts within the team."  

•  If they don't understand it, they can't grasp the application and practices. !

!

An organization fails to allocate one person on each team to be a super user… [How does this affect adoption at a global or regional scale?]

[1] You need a contact in each country/region.!![2] ‘Deputize’ users who show interest and an advanced understanding of the social channels and tools. !![3] "Multiple perspectives lead, whereas just one program creates a bottleneck or traffic jam."!

STRATEGIZE THE SOLUTION INTO LAUNCH PHASE [Proficiency, Adoption, & the Next Phase]

ROADMAP FOR THE NEXT 60 DAYS

CRM ADOPTION INTIATIVE [Sustainable Pipeline Inventories]

[1] Create saved search strings.!![2] Establish an inventory of all new template searches. !![3] The results are heavily weighted towards quota & performance indicators.!![4] Migrate all production to include profile PDFs to enhance searchability within CRM.!![5] Reengage with CRM Email Campaign/Portal.!

ACTION ITEMS [DELIVERABLES]

•  Create Linkedin Recruiter Saved Searches with results specific to “Performance-Related.” !

!•  Recommend Research Team execution in a manner that is scalable

and timely. !!•  Align this talent pool with existing Award/Exceed Quota Pipelines/

Tagging Nomenclature. !!•  Harvest results with communication initiatives via portal to update

contact data, reorient team towards priority hot list pipelines. !

Ability to view Multiple Job ID Pipelines associated with super star leads (3 illustrated positions)

REVOLUTIONIZED TAGGING STRUCTURE

ADOPTION OF CRM USAGE: BY TEAM MEMBER

Example of Month Over Month Improvements in CRM Adoption

ADOPTION BARRIERS that may not even be technology based

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•  Not having a multi-channel communication plan in place for implementation!

!•  Not acknowledging and

dissecting previous failures when going through large-scale changes!

•  Being too focused on the solution versus the integration and long-term objectives!

Technology is two things, isn't it? [1] Infrastructure to connect all the tools we crave!![2] ...and the tools we crave.!

Is the single biggest issue data quality + analytics to prove the business case post deployment?

] [

[from a technology perspective] [1] Lack of change management to support technology implementation !![2] Over-engineering of technology solution – not taking into account usability by recruiters !![3] Ability of technology solutions to deliver quality management information !– tendency to design systems solutions without thinking about BI needs !!

ADOPTION OBSTACLES

[4] Inability of technology solutions to map to multiple business processes!![5] Assumption that a “one size fits all” solution will work across the entire business, not taking into account geographic / BI-based variances !

ADOPTION OBSTACLES [from a technology perspective]

How do you ensure communication gets through to people as a call to action, inspiring to do

something over just reading an email? [ ]

What motivates people to utilize a new system to ensure data integrity that provides an outcome of results that define success?

How do you get a business to step back and not rush into implementing too soon, due to excited parties, over facilitating

a change management plan that reviews where all systems integrate to get combined data points that match!? [ ]

When is the right time to utilize the senior management team to drive change through the business as a company-

wide objective, and how do you get them to do this!? [ ]

Top adoption issues in my experience include the following:

Not enough buy-in or participation from ultimate users in the first place Technology too complex Poor change management and

training plans

Recruiters not held accountable for use

Lack of feedback loops for product improvement

     

Lack of ongoing training/certification

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[Know the questions know the answers] A corporate leadership’s perspective on adoption is likely to consider the following !key questions:!Do we really need this technology investment?!!If so, why?!!What will we get that is a force multiplier in ROI and scalability across the enterprise compared to what we have today?!!If yes, ensure the right people are sponsoring, leading, participating, engaging, testing the project?!

CALL TO ACTION

HOW DO WE ACCURATELY MEASURE ADOPTION? How do we define the metrics for a successful adoption?!

Does the industry need a new lexicon of metrics that can more accurately assess team adoption? !

ACCOUNTABILITY CONSIDERATIONS Find a vendor whose technology!reinforces data integrity and !Streamlines recruiter workflow.!!Make the case for the new!technology to your staff.!!Clearly articulate the mission.!!Make participation compulsory !across the TA enterprise. !  

STAKEHOLDER ACCOUNTABILITY

Team [ [ Management [ [

Hiring Manager [ [

Vendor [ [

ESTABLISH MILESTONES

Phase 1 [ [

Phase 2 [ [

Assess milestones for quantity of talent data entered and quality of data integrity.!

Create reporting mechanism that illustrates the transition of leads

progressing from “new lead” status to actual engagement, and hiring review.!

 

BUILD CONSEQUENCES INTO PROCESS FOR ADOPTION FAILURE [Possible repercussions:] !•  Written and oral warnings.!!•  Restrict access to Linkedin Recruiter and/or other licensed job

boards and tools for set period.!

•  Restrict entire TA team access to social recruitment platform licenses and job boards!

•  Tie bonuses and quarterly reviews to adoption performance of key tools and investments!

•  Tie length of contract and renewals for contract recruiters/sourcers to adoption success!

•  Tie management bonuses and quarterly reviews to overall adoption success of team !

•  Consider termination as final consequence!

REWARD TEAM & INDIVIDUALS FOR ADOPTION SUCCESS [Define the rewards and how to measure milestones for individual and success]

Promotions [ [

Team Retreat [ [

Friendly Competition [ [ Award Ceremonies [ [

THE KEYS TO ADOPTION SUCCESS: [ A Perspective ]    

[1] Check your corporate culture!![2] Be vocally self-critical!![3] Understand the stages of change !![4] Audit and measure!

EMAIL: ldavemendoza@gmail.com

PHONE: 303.718.2440

LINKEDIN: linkedin.com/in/davemendoza

TWITTER: @davemendoza

WEBSITE: sixdegreesfromdave.com

DAVE MENDOZA Global Talent Strategies & Innovation Consultant at Blizzard Entertainment