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CSG was trying to attract talent using traditional systems, but this approach wasn’t impactful enough to fill open positions with the right talent. Additionally, they required a solution that integrated seamlessly with Workday Recruiting to avoid jumping between platforms in their day-to-day. To improve their efforts, Maximo Rocha, former VP - Talent Acquisition, Assimilation, Analytics, and HR Technology, recognized the gaps they had to resolve: Gather imperative data to make business decisions and target passive candidates. What they needed first was better data and more of it. There wasn’t any way to see where their talent was coming from, what pages they were visiting, and how long candidates were on their career site. The data they did have access to couldn’t be leveraged properly to track and measure recruitment ROI. In order to make modifications to their career site, they had to hire a third-party vendor who worked with their marketing team. This method wasn’t agile enough to keep up with the needed pace of change. Candidates who came to the site but didn’t apply turned into a lost opportunity, because they lacked the ability to convert passive candidates into applicants.

The Hershey Company, a global confectionery leader, faced challenges in understanding the driving forces leading job seekers to their career site. They needed to identify job seekers visiting the site, source passive talent, discover what was working in their recruiting strategy, and optimize recruiting spend by measuring source ROI. During a LinkedIn test pilot, Hershey ran a 60-day campaign where they tripled the number of jobs they could post and used LinkedIn’s 'Work with Us Ads' feature to attract job seekers.

Mitchell Martin, a staffing firm specializing in IT and healthcare placements, faced significant challenges with applicant dropoff and outdated user experience on their website. The company needed a solution that could improve both external and internal recruiting processes. They aimed to enhance their site’s search functionality and optimize the mobile experience. Additionally, they were transitioning to a new applicant tracking system (ATS) and required a solution that could integrate seamlessly with Erecruit.

Kuehne+Nagel, a global logistics leader with approximately 78,000 employees across 1,400 locations in over 100 countries, faced a challenge in making internal career opportunities visible and accessible to their employees. Despite their commitment to providing a best-in-class candidate experience for external job seekers, their internal job page was not delivering the desired results. Traffic to the page was lacking, and new internal career opportunities depended more on networking than transparency. Determined to enhance the employee experience and increase visibility into career development opportunities, Kuehne+Nagel sought a scalable and effective solution.

When three out of every four professionals in healthcare are looking to leave the industry, providing a better talent experience is no longer optional — it’s critical to hire, develop, and retain the workers who are transforming care for the neediest populations. This is especially true if you’re a company in hypergrowth. Fast-growing primary care provider ChenMed knows this firsthand. Their value-based care serves moderate-to-low-income seniors with complex chronic diseases. The privately held, physician-led company has over 100 centers in 12 states, with 80% of roles falling into high-volume clinical support staffing. Christin Davis, Managing Director of HR Operations and Technology started her role at ChenMed in 2020, and quickly discovered several talent acquisition and management areas that had to be addressed to see them through the pandemic and beyond. First, they lacked a robust talent community from which to source and engage candidates — especially for roles in their primary location. “A lot of candidates in healthcare aren’t even applying because they’re in such high demand,” explained Davis, and “South Florida isn’t exactly a mecca for the skill sets we need,” she continued. “We do a lot of sourcing which requires the ability — almost like an executive search firm — to build and maintain a database and then market to it whenever and however we need to.” A reliable talent community where they could search and filter by skills, experience, interest, location, and more would allow Davis and her team to find best-fit candidates in the right areas and target them appropriately. Second, they were delivering a lackluster candidate experience for both external and internal job seekers. Applications were lengthy and lacked basic UX design — and they needed more actionable visibility into career mobility for employees. Without it, retention would be an uphill battle considering the competitive talent landscape. And thirdly, they needed to automate numerous TA processes en masse so recruiters could devote more time on high-impact activities.

Regions Bank aimed to attract, engage, and convert candidates with a new employer persona while replacing manual processes for high-volume, multi-incumbent roles. They rebranded themselves to tap into new, diverse talent pools and needed a career site that would support this and provide candidates with a seamless, personalized experience. Additionally, they sought to replace time-consuming manual processes in a cohesive way, which only a comprehensive talent acquisition strategy and system could support.

When COVID-19 hit, Land O’Lakes faced an urgent need to support their manufacturing facilities to secure the nation’s food supply. The company needed to fill open roles immediately and ensure robust talent pipelines were in place. Compounding the challenge was the fact that most roles were in remote locations, which are notoriously hard to fill. The company needed a fast and effective talent marketing strategy to address these challenges.

Brother International Corporation faced a significant challenge in effectively communicating its employer brand to potential job seekers. Despite being a well-established company with a diverse range of products and services, many job seekers were either unaware of Brother or only associated the brand with its printers and typewriters. The existing career section on their corporate site was insufficient in showcasing the company's employee value proposition, mission, and unique 'at your side' philosophy. The goal was to reach a broader audience of candidates and educate them about Brother's offerings, ultimately building strong talent pipelines and attracting quality candidates.

Finding qualified candidates to fill open nursing positions was a significant challenge for Mercy's recruiters and talent acquisition teams. The career site was not user-friendly, visually appealing, or personalized for candidates, lacking features like video or a chatbot. Internal talent scouts had to manually input interactions into disjointed spreadsheets and cross-reference names with their ATS, which was time-consuming and unproductive. Without a CRM, they couldn't nurture passive or former candidates, making it difficult to maintain engagement with potential hires.

Newell Brands, home to many globally recognized brands, faced challenges in talent acquisition. Their career site needed frequent updates to reflect company changes, but lag time between updates was costing valuable apply clicks. Additionally, their segmented campaigns across job boards were not yielding the desired number of hires. The team lacked a clear strategy to market to best-fit talent and had no analytics to drive optimization, resulting in low ROI.

In a competitive labor market, North Highland faced challenges with their outdated career site, which had stale content, stock imagery, and outdated recruitment system integrations. The site did not accurately portray the brand or culture and had a lengthy application process that dissuaded best-fit talent. The talent acquisition team lacked the tools to engage 98,000 interested candidates effectively. Additionally, while their Bullhorn ATS was effective for handling large quantities of applications, they needed reliable analytics to understand the entire talent lifecycle and maximize sourcing strategies. North Highland had to decide whether to invest in a new technology solution or rebuild their career site, with the goal of increasing recruiter efficiency, viewing insightful analytics, building a sourcing function, and leveraging technology to drive more applications.

Trilogy Health Services faced a significant challenge in hiring Certified Nursing Assistants (CNAs) due to the pandemic. The open roles were abundant, and the talent acquisition team needed to fill these notoriously hard-to-fill positions while also preparing for future needs. The company needed an efficient and effective way to attract and hire CNAs quickly to ensure they could continue providing exceptional care to seniors in their living communities.

iCollege aimed to streamline their application process to widen the scope of opportunities in their region. The main challenge was shifting from a manual process, heavy on cold calling and excel sheets, towards a chatbot application that would allow recruiters to automatically focus on those most qualified, while still keeping every single student informed of their status, and encouraging those who didn’t make the cut to try again after preparing. The shift in process and the increase in technology posed an internal challenge in tech adoption, but it was necessary to improve the candidate experience and increase application volumes.

Focused on nourishing the customer relationships of their clients, Afni is sometimes tasked with ramping up recruitment to meet client demand. These hiring ramp-ups presented several challenges to the recruiting team: Firstly, the recruitment process was predominantly manual, performed by a 50-man team that sometimes struggled to meet large volume hiring demands. After attracting candidates, the team would then manually review each application to pre-screen candidates. Secondly, beleaguered with low application volumes, each application step also resulted in numerous drop-outs, low engagements, and low completion rates for the overall process. Lastly, navigating from platform to platform searching for candidate data during recruitment can be a time waster and create room for errors. Afni’s recruitment workflow suffered limited integration capabilities with third-party assessment tools. This limitation necessitated recruiters to manually visit the databases of these assessment tools to retrieve candidates’ results.

Recruiting on social media platforms like Facebook, LinkedIn, and Instagram offers many advantages, such as higher read rates and completion rates when candidates can complete their applications on their smartphones. However, for firms like PSG that handle high volumes across various industries, providing personalized service to thousands of candidates every hour is challenging. PSG needed a solution to scale their personalized recruitment efforts without overwhelming their recruiters.

Genpact, a global professional services firm with over 100,000 employees, faced the challenge of processing a large volume of job applications in the Philippines. Traditional recruitment methods, such as employee referrals, job boards, and telephonic pre-screening, were insufficient for handling the increased volume while maintaining a good candidate experience. The response time to candidates was sometimes a week or longer, especially during volume peaks, which negatively impacted the hiring conversion rate and the brand.

Alorica, a customer service and call center outsourcing giant, faced significant challenges in managing the high volume of candidates sourced from numerous job fairs across the Philippines. Traditional methods required candidates to stand in long lines to fill out extensive forms, leading to inefficiencies and a suboptimal candidate experience. The manual process of collecting and organizing candidate information was time-consuming for recruiters, making it difficult to follow up with candidates promptly. Alorica needed a solution to streamline the candidate intake process, reduce wait times, and improve the overall experience for both candidates and recruiters.

iQor Philippines faced challenges in managing their recruitment process efficiently. They relied heavily on manually generated reports to gather data, which was time-consuming and prone to errors. The company needed a solution to gain better visibility of leads, understand the effectiveness of sourcing channels, and automate the prescreening process. Additionally, they wanted to improve candidate experience and streamline communication between their sourcing and recruiting departments.

The team was experiencing a low conversion of referrals. There were two factors behind this. First, the recruitment team was made up of 5 recruiters who did everything from sourcing, call-outs, interviews, and everything in between. The team didn’t have enough bandwidth to get back to every candidate within 24 hours of their application. This slow response time caused many candidates to drop off and seek opportunities elsewhere. Second, candidates coming from referrals were asked to go through the same recruitment stream as general applicants. Recruiters would have in hand the name of these referrals in advance but would have to wait for them to turn in their applications through the website. This meant that the team had little control over the situation and that candidates got to decide when they would apply - if they would apply. Previously, the team collected referral through email, validating each referral one by one and checking for duplicate applications. Having all of the candidate information from referrals and other sources in Talkpush meant that recruiters could immediately identify the original source for each candidate and avoid conflicts in channel attribution.

In 2001, Schlumberger Owings Mills Advanced Card Center Management faced the challenge of reducing costs from a product line experiencing a reduction in average selling price. Management decided to use Lean Sigma, a methodology for improvements through waste reduction and variation removal, to address this need.

In semiconductor manufacturing, it is necessary for qualitative purposes to perform testing at 100% of the production steps. Standard measurements for current, voltage, and resistance are commonplace, but some quality-related characteristics cannot be sufficiently assessed by the measurement of electrical or geometrical parameters. Especially in the area of contact formation between two components, the human eye is currently essential. For a purely mechanical bond between two devices, the electric measurement of quality parameters is generally sufficient. But in the automotive industry, durability of all parts is imperative, so it is necessary to enhance the quality check beyond standard parameters. Through manual visual assessment of welded and brazed joints, it is possible to assess their quality (based on voids, weld width, flow pattern, etc.). However, for high-volume applications, this manual visual control is very labor intensive and is associated with a known error rate of 2%. Given these conditions, the task was to develop an automated control solution that could incorporate manual assessments.

The global market for turbine castings has become highly competitive, with prices dropping by 50% over the last five years. In this environment, maintaining high quality standards while reducing costs and ensuring timely delivery is crucial for survival. ALSTOM Power Elblag Sp. z o.o. faced the challenge of optimizing its production processes to meet these stringent requirements. The company needed a comprehensive solution that could integrate production, data acquisition, database management, and statistical analysis to ensure quality and efficiency.

The Department of Nursing at a top-ranking university hospital needed to analyze large volumes of survey and evaluation data to improve and better target its training programs. The university, with a history spanning over 600 years, faced the challenge of unlocking insights from its data to enhance its teaching methods. The department aimed to evaluate data collected through surveys about the clinical training experiences of its students, including evaluations of both students’ preparation and mentors’ interactions with students. The data would be used as the basis for designing new training programs that were scheduled to be submitted for accreditation in 2015. One obstacle to performing this analysis was the large volume of survey data that had been collected. The department needed fast, reliable tools that would help the team gain the most value possible from it.

The retailer wanted to determine what impact changes to in-store lighting would have on store performance. Specifically, the retailer wanted to know how changes to the lighting scheme in the store would affect average daily traffic, average daily sales, conversion rate, average transaction value, sales per shopper, dwell, and capture rate.

The retailer wanted to identify actual mobile usage of its shoppers. The retailer had committed significant resources to the development of its own branded mobile app, which it published on only one platform. Faced with conflicting market share data about the install base of Android- vs. iOS-based devices, the retailer wondered if it had chosen the right platform. The retailer wanted to understand the prevalence of devices among its shoppers, and: • How behavior of device-carrying shoppers differed from those without devices • What activities device owners engaged in while in-store • What types of searches shoppers performed while in-store • Which top websites shoppers visited while in-store

A global brand with nearly 500 stores sought to better understand its existing business to formulate and implement effective corrective action and continuous improvement strategies.

The retailer wanted to understand performance differences between their front-end seasonal merchandisers (FESM) and seasonal end caps (SEC) vs. FESMs and SECs from a third-party display vendor.

The Art of Shaving wanted to compare store performance across its retail locations but lacked an accurate entrance traffic solution and access to the key metrics and data necessary to build upon its limited set of key performance indicators (KPIs). The company needed a reliable method to review detailed metrics and analyze conversion rates by store, so it could identify norms, trends, and outliers.

The brand was restricted in its efforts to optimize store operations and the shopper experience. Over 60 percent of its stores lacked any type of traffic counting solutions, even in the most fundamental form. What pre-existing traffic counting solutions the brand did have were inaccurate and unreliable. The solutions were standardized within regions, much less globally. The retailer wanted to improve its ability to calculate basic managerial metrics like conversion.

The grocery retailer and one of its FMCG partners, a leading provider of gift cards, experienced less-than-anticipated performance from their endcap display. The retailer and the FMCG partner both were interested in determining whether the location of the endcap was optimal for the product in terms of customer experience and return on investment.