Issue link: http://www.e-digitaleditions.com/i/136276
Tech Report discussion, which drilled into the challenges of keeping ATS data fresh and updated, as well as "future proofed." The primary challenge was defined as how to keep candidate data held within ATS systems current and fresh; and how to encourage real time updates in a candidate's profile. Compounding this problem is the abundance of technology, and the existence of lots of data in many different places. A great deal of this information could also be in open source areas (Facebook, LinkedIn, etc. ) which complicates the issues of understanding precisely what is needed and how it can be accessed in one place. There was also strong sentiment that the standard ATS application process is frequently not user-friendly. This can result in either bad data, or lack of candidate engagement—candidates simply become fed up and abandon the process. Keeping candidate records up to date was another cited challenge. Rossington's team felt strongly that it's optimum if you can use environments through which candidates update information themselves. But is enough of the desired candidate pool engaged in these systems—and should they be? It also raises the problem of potentially valuable information that can't be attached to open source environments. Also, candidates not actively looking for work might not be keeping information up to date. ATS can then constrain the way you operate, and it's critical that high-quality candidates keep themselves up to date. In conclusion, the group stressed the need to use open sources which candidates update themselves, and looked to reconceiving the ATS as a process enabler, rather than a holistic system of records. How Things Work Deloitte's Collins then led the anchor leg of the proceedings, sharing some thoughts about how systems are functioning now, and what to consider going forward. He began by asking the group to take stock in how much technology we take out of the box, versus how much we configure and customise. What drives customisation is that much of what the industry wants to achieve can flow across many different silos of a business. The way these different areas are designed to talk to each other is a challenge, necessitating special adaptations. During the provider selection process, it's important to be vigilant about the possibility of sales people stretching capabilities that they offer—over-promising in order to chase the deal. Frustration ensues when a provider gives different answers about what's possible or what's not, and this can be remedied in part with more specific thought about the functional requirements of what needs to be achieved. Buyers were advised to prepare the detailed needs of what they ask for, motivate providers to stay "out of the box"—no more PowerPoint demos in today's modern office environment. Collins' team also pointed to the multiple interpretations about selecting providers around regional issues, such as data During the provider selection process, it's important to be vigilant about the possibility of sales people stretching capabilities that they offer—over-promising in order to chase the deal. protection. Legistlation can vary outside of the EU—how does that impact where data is hosted? And what can vary in terms of storage and accessibility? He also posed the question of whether software-as-a-service (SaaS) has gone too far. Has it become a sort of "utopian configuration" (we need it to do anything and everything) at the expense of standardisation, consistency, and efficiency? Collins then finished with some new ideas and reminders. From an HRO perspective, the notion of multitenancy was offered. The provider develops a configuration of flexibility to individual clients but keeps them all within a specific construct. Collins admitted that whilst this was intriguing, no examples were forthcoming where this was applied to a core HR implementation. He asked the room to truly consider who is accountable when activating these systems—is there a clear owner on what they require? Furthermore, can we justify being so "special"— convincing ourselves that we need such variation from the standard? He then cited the example of the widely used SalesForce.com, which allows total engagement within hours paying the license fee. The next wave of HR technology proves once again that everything old is new again. New tools are great. But they must be wielded by real people, adapting them in real time. SPRING 2013 | www.hroglobal.com [25]