Talent technologies are only as good as their users

“Myth 2” of the AMS tech whitepaper explores a multitude of challenges that businesses face when trying to successfully implement “talent technologies” such as chatbots, video interview tech, automated onboarding software, available on today’s market. The latest AI technology has also introduced talent intelligence tools which match people to jobs. Businesses and organisations are no longer limited to one clunky, 20-year old, Applicant Tracking System (ATS).

But with an abundance of innovative solutions on the market, how should leaders choose which tech to invest in and how should they successfully implement it. The AMS whitepaper argues that focusing on a small number of solutions and making them a success is the best strategy.

Annie Hammer, Head of technology Advisory at AMS talks about the risk of introducing “swivel chair experiences” when implementing new technologies. This refers to an unsatisfactory work around which involves someone manually entering data into two different systems as they are unable to automatically interface with each other (swiveling their chair between each system!). Painful and we’ve all been there!

Tech challenges like this are not just limited to talent technology. When I think of our public sector customers, they are spending an increasing amount of time and money on technology interfacing with “interoperability” being a key digital strategy far and wide across government. There are huge efficiencies to be had in this space and having systems that can communicate and exchange information without creating time consuming duplicative tasks is paramount.

Once chosen and implemented the focus turns to adoption.  User acceptance and adoption are key to the successful use of any tool or technology. On the PSR team, we periodically hold intensive IT training courses for our recruiters and sourcers, as well as having regular year-round coaching to make sure that we are making the most of the tools at our fingertips. We also review our teams tool usage, using data to help us pinpoint where we can improve most as well as to make cases for further investment.

Our approach to user adoption in PSR has also been to make sure our users have a voice so that suggestions for tech improvements can be made along the way. It’s this people centered approach to technology which can make the difference between success and failure.  We have found that helping users to get actual real life success and efficiencies from using a new tool is the most organic way to encourage uptake for the long term.

Since the start of the pandemic, central government departments have accelerated the rate of digital transformation with many more face-to-face services moving online. As a result, we have seen a huge surge in user centered design vacancies where departments want to actively involve users early on in the design phase, as well as iteratively throughout the development process to ensure the system satisfies its user. The return on investment of this approach is clear when you think that a system will quickly be abandoned if the users feel it’s not fit for purpose.  In the talent technology space this is of course also true, not only does this make sure that the tool is going to add value to the team, but it also helps with user adoption and maximises that all important return on investment.