Culture, mentors & sustainability: the right mix of ideas and execution

Culture, mentors & sustainability: the right mix of ideas and execution

HerStory is a series of conversations with some of the best women in tech, in all areas of business and at all levels. They share their stories on their career path, lessons learned and points of success and failure. Hope they inspire, resonate and help you on your own journey.

Today we’re speaking with Sarah Landstreet engineer turned entrepreneur. Sarah believes deeply in supporting her team through idea generation and hands-on involvement (hence her stint on the factory floor), educating her customers, and the irreplaceable, cathartic feeling of writing out a list with a pen and paper.

Shifting the way we look at ambitious women

Take the opportunity when it’s in front of you.

HerStory is a series of conversations with some of the best women in tech in all areas of business and at all levels. They share their stories on their career path, lessons learned and points of success and failure. Hope they inspire, resonate and help you on your own journey.

Today we’re speaking with Camas Winsor, recently appointed COO at Camas was a Developer working in a corner of an office. Not to be confused with a corner office, she points out. Seeing a need to step up to an unofficial leadership role, Camas found her career taking a new direction; one that has proved to be incredibly challenging and rewarding.

What can you tell us about the path you took to become the Chief Operating Office at

It definitely hasn’t been straight, but I chose to follow through with my ambition and to build that road when it wasn’t there. I worked hard to get where I am and I said yes to opportunities when they came up. I saw a way to make an impact and to gain exposure. I earned this title and I want women around me to see that potential in themselves. Solve the problems, drive the initiatives, make things happen. Do the work, stand up for what you’re worth and be confident that you deserve the recognition and the reward.

That’s what I did at Rangle: I put my hand up to take on the tasks that needed doing, but that nobody actually “owned.” I never said “That’s not my job,” and that’s the advice I would give to others. If you see something that needs to be done, volunteer to take it on, and maybe you’ll find out it’s something you want to make a full-time career. One big caveat here though: when you’ve proven yourself at something new, make sure you follow up by asking for what you’re worth. Too many times I’ve seen people either keep doing extra work for the same pay, or ask for the raise before doing the work. You need to prove yourself before you get the reward.

How did expectations of you shift as you moved up?

When I became COO, it became immediately clear that the skills and behaviours that got me here weren't enough to keep me in this position. I can sometimes be very single-minded about going after what I want, and I’ve experienced blowback on that. I’ve observed that women often feel they have to walk this fine line when it comes to being ambitious - too much and you’ll be criticized, too little and your career will stagnate. I haven’t always struck the right note but I’m working on it.

Are there any mentors who impacted your journey early in your career? What about now?

There are, though they might not know it. I had the opportunity early in my career to work for some really impactful women, including a Managing Director and a COO. I watched and learned - how to conduct myself, how to make myself heard and seen, how to be part of the conversation and the decision-making. Right now, my approach to mentorship is twofold: to meet women in similar roles for bouncing ideas off and gathering opinions, as well as mentoring the women around me in their careers.

How does one person manage all of this - relationships, parenting, being a successful leader?

You don’t, not as one person. It’s tough if you try to do it all; if you try to live up to the myth that you can - that you have to - do everything by yourself. Maybe, but not if you want to have a couple of hours of guilt-free sleep. You have to figure out where your energy goes and be ruthless about it. I’ve chosen to push ahead in my career; I didn’t let the prospect of late nights or travel stop me from going for it. It’s all about balance and choices.

What do you think needs to change to encourage more women to keep climbing the ladder?

We have this big management fall-off for women at the mid-range. All of this points to demands being too high. It’s generally a gender issue because the expectation is often that women end up the primary caregivers at home; it’s 2018 and far past the time we need to shift the way we look at ambitious women. We need to respect them for how far they’ve come; support them on their way up and do everything we can to get - and keep - them there. For women on the path, who are succeeding and want to grow, I’d go back to my first comment: go for it, take the chance, find the opportunity and work hard. You will get where you want to go - and there’s nothing wrong with pushing for it.

Thanks Camas for sharing your story! is also hiring! Check out what makes a great place to grow your tech career.

Take A Chance On Yourself - Sooner Than Later

#HerStory is a series of conversations with some of the best women in tech in all areas of business and at all levels. They share their stories on their career path, lessons learned and points of success and failure. I hope they inspire, resonate and help you on your own journey. 

Today we’re speaking with May Tsang-MacIsaac. She is the Director, Sales Operations and Effectiveness at Adlib Software a growing tech company located in Burlington, Ontario. May considers herself late to the startup tech world but fortunate to have found her way there now. Here, she shares a bit about that journey and offers advice to women considering a career in tech - take the chance sooner rather than later. 

May, you describe yourself as a late bloomer in tech. Can you tell me how you made your way to where you are now in tech?

My story is that I’m late but not too late. I joined the tech scene in my early thirties, after starting my career in automotive marketing and finance. I find a lot of women enter the software industry right out of school. I would encourage women who have even a vague interest in technology to try it early; you won’t regret it. But don’t feel it’s too late if you start somewhere else – it just means you bring other valuable perspectives, skills and knowledge to the table. Don’t be intimidated.

Women often describe a breakthrough moment in their career; a point where they knew they had to make a change. What was the catalyst that propelled you in a new direction?

The last five years of my career have been extremely rewarding, and it all came together when I was fired from a previous job! The ‘AHA’ moment came when I called my Dad – a company man, who built a career by working hard – thinking he would be upset that I “couldn’t make it work.” And you know what he did? He laughed and said, “Thank God they let you go. That job was going to kill you – it made you miserable. Go. Be happy. Be valued. Do good work. You’ll be fine.”   I’m pretty sure he hung up on me too!

Looking back, it was the worst two years of my professional life - I was sitting in a stale industry, with no growth or support. I just couldn’t see it because I was too stubborn to admit it. It was my “quicksand job” – the more I moved and tried to figure things out, the more I sank and suffocated.

So, I decided to roll the dice. I went to work for a startup that was huge globally but didn’t have much of a North American footprint. They needed someone who understood the broad vision from HQ, but could also be grassroots and tactical in the field. After that I worked for a fast growing tech firm for two years. It was there that I worked with some great people who fostered a supportive environment that allowed autonomy and mistakes. In my experience I find the tech industry extremely collaborative and supportive, across departments and companies. In tech I’ve been fortunate to work with people who offer insight, help or support when you’re trying to solve a problem. There’s an inherent ‘bootstrap’ mentality – at an aggregate level - of “we’ll figure it out together, we’ll get through it together.” No one approaches success like a zero-sum game. It’s refreshing.

What have you learned? How as your approach changed? If you could go back, what would you tell yourself?

My favourite takeaway lesson from the last few years is “imperfect action is better than perfect inaction.” I can’t recall who said it… J/K, thanks Dan Marcus and Mark Jaine. It took me a while to embrace this mindset, but sometimes you must just act quickly and take some calculated risks. 

I wish that I had found tech sales and the Toronto tech scene ten years ago, but am thankful I found this field after an unhappy chapter in my life. It forced me to answer questions we all face at some point, “What matters to me as an individual? What do I bring to the table?” The experience taught me to embrace my weaknesses just as much as my strengths. 

As a woman, it took a while to find a happy middle ground between professional success and being true to myself. I grew my career in traditionally male-dominated industries and when I was younger, I felt I had to be “one of the guys” or the “token woman/visible minority” in the room. It was exhausting. In the end I realized, that if I was in the right place, I didn’t have to be either. I wouldn’t have to join the ‘boys club’ to find success, I could just be myself...or better yet, build a girls club! 

How has Adlib Software supported your career growth?

I love that we are a tech shop in the Halton area as that’s where our family has decided to build our lives. It reinforces what a great fit this move has been for me; I don’t have to sacrifice meaningful, challenging work to be close to home. I also feel there’s some great stuff brewing west of the city (and this comes from a born and bred Torontonian!), especially with so much talent migrating to the Burlington and Hamilton region. 

Adlib is an exciting place to be: We are growing. We are changing. We are solving big problems for our clients. We have visionary leadership that walk the talk in hiring and retaining female talent. This is the first time I’ve worked with a sales team that is predominantly women - which is amazing and unfortunately rare. But hopefully, with more programs, leadership, mentoring and education we can change the ratios in tech, both on sales teams and on leadership teams.

If you’re looking for a diverse and inclusive culture and shorter commute Adlib Software is hiring!

Why Companies Struggle With Hiring and Retaining Women in Sales

By: Lia Gibson

Wednesday night we hosted our eighth Next Generation Talent Acquisition Meetup, a panel discussion on how to hire and retain women in tech sales at head office. The panel was composed of Angela Payne, SVP & General Manager Canada at Monster; John Bodolai, former VP and Country Manager at Workday; Jesper Bendtsen, Chief People Officer at Top Hat and Wendy Lucas, President of WenWill Consulting. Moderated by our CEO, Kim Benedict, the panel tackled why the number of sales roles held by women is a staggering less than 20% and companies can fix it. Although the event was packed with wisdom and innovative ideas three main ideas resonated with me the most.

It Starts with the Job Description

A study done by Hewlett Packard found that women will only apply for a job if they feel they meet 100% of the criteria, men will apply if they feel they meet 60%. Right out the gate we are deterring women from applying to our jobs. Kim suggested the use of Textio, a website that scores job ads in terms of how they would appeal to the female job seeker. Job ads are scored in terms of language, layout, use of cliches and other factors that change how a job seeker reacts to the ad. In Kim’s experience, 45% of job ads are mediocre and masculine in tone. Angela pointed out that job ads that use words like superhero and ninja, a new trend in attracting talent, tend to not attract female applicants because women don’t identify with those words.

She iterated that companies need to stop letting their job ads be a hurdle in hiring talented women. Angela commented that many organizations are starting to showcase perks like parental leave, work life balance and even fertility benefits to attract more women to the top of the funnel.

Let’s Champion Each Other, Not Challenge

Fostering strong talent goes beyond just mentorship. Wendy pointed out that a lot of companies are baffled as to why their mentorship programs don’t work. It's because mentorship is so much more than just sharing playbooks Wendy explained. There is no denying that women need mentorship, male or female, but they also need an ally, someone to support both formally and informally. Prior to the panel John did some extra homework. He interviewed women that had worked for him in the past. One women commented on the male cliques that made her feel less included in the workplace at a previous employer. This is not a reflection of the women’s confidence or sales ability, John commented, it is a reflection of a cultural problem. Changing these often deeply ingrained ways would be an uphill battle for one person but having an ally or wingman would make starting the change easier.

Your Brand Matters

The top reason people leave their jobs is company culture. Angela and Jesper both suggested that at the end of the day the lack of women in sales is a cultural and company wide problem. When we do get the women in the door we can’t keep them there. Why? Because companies sell something they aren’t. The more transparent the company, the better the retention rates. That all points back to company values. All our panelists drew on the fact women look for strong leadership, flexibility and growth potential in a company. So why are companies not better at offering it? Building a brand and company values that attract what women are looking for will help change our retention rates and our businesses will be better off. We work so hard to get women in roles but then we stop giving them reasons to stay.  

If you are interested in the panel discussion in its entirety check out the live stream:

Stay tuned for our next Meetup this September! If you are not already part of our Meetup group follow the link to make sure you are updated on all our upcoming events.

‘Returnships’ help stay-at-home mothers get careers back on track

This Article was orignially published in The Globe and Mail on May 7th, 2018

Author: Saira Peesker

Something big happened in the world’s workplaces while Laura Boisvert was at home raising kids: The internet. From 1999 to 2011, while Ms. Boisvert was a stay-at-home mom in Toronto, the internet went from a fast way to send letters to the ubiquitous backbone of most workplaces.

She had used computers in her previous job at the Sears Canada head office, but so much had changed that she was way behind.

“I felt stupid,” said Ms. Boisvert, 52, describing her first attempt back into the work force, doing administrative tasks part-time at a friend’s law office. She had to learn so many new technical skills that she felt like a drag, and says she never really settled into the role. “It was challenging and frustrating.”

Toronto startup ThinkData Works has made it a priority to help women in this situation and is challenging other companies to do the same. Co-founder Bryan Smith said his data analysis firm is offering a “returnship” – a short-term paid placement aimed at helping women relaunch their professional careers after extended stints at home.

“We’re looking to provide the opportunity to people who may be more senior and experienced in the world they’re coming from but who require short-term, contract or part-time work as they transition back to work,” he said, noting there is no specific job description, salary or term because they will develop a role around a successful candidate’s skills. “We want to respect the knowledge of people applying.”

It’s not just the new employees who will benefit, Mr. Smith says. He sees it as a way to attract skilled senior people to the startup world while addressing the significant gender gap in tech at the same time. Shortly after posting the opportunities on the ThinkData Works’ website in April, the company began to hear from potential applicants, even though it has not advertised the positions at all, Mr. Smith said.

“A lot of the initial feedback [from applicants] is, ‘Is this really real?’ We have to say, ‘Yeah, it’s something real!’ ”

In the United States, returnships have become an increasingly popular option for women looking to brush up on skills and ease back into the work force, particularly in the startup world of Silicon Valley. Large companies such as IBM, Goldman Sachs and Deloitte all offer such back-to-work programs.

Toronto’s most prominent returnship is Women in Capital Markets’ Return to Bay Street, which works with a broad group of financial institutions to help women relaunch careers. In four years, the initiative has placed 42 women back in the industry.

Critics of returnships have said slotting experienced female workers into internship-type roles can undermine their skills or delay their search for a permanent job. But sometimes a taste of success is just what a woman needs to feel confident and ready to commit long-term, says Beatrix Dart, a professor at the University of Toronto’s Rotman School of Management.

She believes a truly helpful returnship involves meaningful work and could lead to a permanent position.

Dr. Dart, who teaches strategic management, says when women are out of the work force for a long time, they often experience the collapse of their professional networks, which can make it harder to find the right opportunity. Other common hurdles include doubts that employers would hire someone who has been off for so long, guilt over stepping back from family responsibilities, and uncertainty about what types of jobs to pursue.

“Many women say, ‘I know what I don’t want to do, but what is it that I do want to do, and am I good enough for it? Can I prove that I have a skill set that is relevant for today’s world?’ ”

Dr. Dart is the executive director of the Rotman Initiative for Women in Business, which runs a Back to Work training program that gets hundreds of applications for 35 spots available each year.

“You have to allow women to work through all of those issues,” said Dr. Dart, adding the program concludes with participants giving a professional presentation to representatives from real businesses, which often leads to hires. “[These workers] have a different level of maturity and experience that shows very quickly, but might need some extra support finding their niche.”

For Ms. Boisvert, that niche was a multifaceted role at recruiting firm TalentMinded, which initially hired her for a short-term project that rolled into a permanent position, which she still holds.

TalentMinded is now helping ThinkData Works recruit for its returnships. Co-founder Kim Benedict has done a lot of thinking about the best ways to increase female participation in sales and tech, and says one solution is to address the language used in job postings. She says terms such as “rock star,” “ninja” and “relentless” can give the impression of a male-focused office culture, as can phrases like “don’t take no for an answer.”

Several mothers who recently returned to the work force have found employment at TalentMinded, which offers flexible hours and allows staff to work from home.

Ms. Benedict is excited about ThinkData Works’ returnships and hopes other firms offer similar positions. She cautions that increasing a company’s gender diversity takes conscious effort. Employers should start by thinking about how a woman with a family might feel about working there. Are the hours flexible? Is part-time work an option?

“Part of the problem is that there are just more men in the funnel,” she said, explaining businesses in a huge rush to hire are less likely to get diverse candidates. “You need to try harder, and it will take longer.”

Your job postings for sales positions are boring and full of clichés, expert says

By Alex Coop @itsjustalexcoop

After running 66 sales job ads through an online scorecard, recruiting expert Kim Benedict discovered nearly half them fell into the same traps – they were too long, masculine in tone and riddled with corporate clichés.

These mistakes are actually very common, says Benedict, who is the CEO of TalentMinded, a company that provides subscription based, monthly managed recruiting programs. Benedict, who led a workshop during sister publication CDN’s Top 100 Solution Providers gala event in Toronto about how to attract more women to sales, used Textio, the online tool for creating better job applications, as a jumping off point.

“Why do we still stink at hiring women in sales?” she asked workshop participants.”Well, the reason is because we haven’t changed how we go about recruitment.”

The lack of effort around how businesses recruit has caused women entering sales positions in Canada to slow down to a crawl. In the last decade, the world has only experienced a three per cent growth in the number of women entering sales positions, according to a LinkedIn study.

“We need to walk the talk,” said Benedict, citing the conversations she’s had with company executives who frequently tell her they want to hire more women but then actually fail to build strategies to make that a reality.

So what can businesses do? Quite a lot, says Benedict, and it doesn’t have to break the bank either. In addition to avoiding the common job application cliches, Benedict says start by answering an applicant’s primary question: why should they apply in the first place?

“We rarely ask what the applicants, and women, want from these jobs,” she said. Opportunities for leadership roles in the future, maternity leave – these are a couple of things people want to know about right away.

The sales position itself is associated with many misconceptions, Benedict pointed out. People often believe salespeople need to be aggressive and that they want to make money by tricking people into buying something they don’t need. These misconceptions might take time to stomp out, but Benedict quickly pointed out that emotional intelligence, leadership and strong networking skills are actually some of the key drivers behind a successful salesperson. She also suggested companies audit their recruitment departments and treat them as a core part of their business. Companies should also consider video job ads, which she said leads to five times more engagement.

“Form strong partnerships with your recruiters,” said Benedict. “This relationship is broken in so many organizations.”

Other tips for better recruiting strategies include:

  • Use data to make decisions, not your gut feelings.
  • Use real people instead of stock photography in your job ads. Authenticity goes a long way.
  • Explore returnship programs. Returnship programs, similar to internship programs, help people who are returning to the workforce.

Winning the Tech Talent War

This article was originally posted on Nov. 16th on LinkedIn.

Author: Pete Smith

Last night, I attended TalentMinded’s Next Generation Talent Acquisition meet-up on “How to Hire and Retain Tech Talent”. The panel included Jack Noppé, Chief Product Officer of Intelex Technologies Inc., Lauris Apse, Senior Director of Digital Operations at CBC, Malgosia Green, Chief Product Officer, TopHat and Gianluca Cairo, Chief of Staff, Innovation, Science and Economic Development, Government of Canada.

The panel discussion for the evening explored ways that companies are being successful in attracting and retaining scarce technology talent. The moderator for the evening, Kim Benedict, CEO of Talentminded kicked off with a sobering statistic. In a forty-kilometer radius of the event, there are currently over 700 open job postings for full-stack software developers and this is just one of the many job titles that make up the software development infrastructure of a company. Against this backdrop, I captured five important themes from the evening to share.

Companies are moving away from hiring for “Culture fit” to hiring for “Values fit”. This may seem a very subtle and nuanced difference, but it is an important distinction. “Culture fit” often leads to hiring people who look and think like you and therefore eliminates a large number of candidates from the pool, creates systematic biases and reduces diversity. Hiring for “Values fit” means hiring people who share the same values as you and your company, but may think very differently about how to accomplish these. This leads to diversity in thinking, higher productivity, better solutions and a more diverse and less homogeneous workforce. It also opens up larger pools of candidates.

The second key point was around understanding your employee value proposition, embracing what you are and matching your recruiting strategy to attract the people that looking for the distinctions that you offer. Working in Digital Media at CBC represents a different employee value proposition and attracts a different employee than the value proposition of working at high growth start-ups like Intelex or TopHat. One is not right and the other wrong, but rather each attracts different candidate types.

Third, imbed your recruiters into your development team so that your tech recruiters sit with, go to lunch with, and socialize with your Dev team. Break down silos between HR / Recruiting and your hiring managers. When I led a large team at PeopleSoft, we approached the working relationship between a recruiter and a hiring manager similar to the working relationship between a salesperson and their sales engineer. Both have distinct roles but ultimately work as a team to sell your value proposition to a candidate and convince them to join your company.

Fourth, you can not run recruiting as an “off-the-side-of-your-desk” activity. Recruiting must be a primary activity for leaders and metrics are required to hold managers, directors and executives accountable for results. Three years ago, I worked with a client to restructure their recruiting approach. At the time, I told their SVP for Products and Services that he needed to carve out 30% of his schedule to devote to recruiting. Eighteen months later, he confessed that at the time that he thought I was crazy, but looking back, he thought my time estimate was low and he had spent more than 30% of his time on recruiting.

Finally, think of “Diversity” as Canada’s secret weapon and superpower in the talent war. We have internationally renown universities that attract students from around the world (for example, 35% of University of Toronto’s enrollment is international students). Our challenge is to keep that talent here once they graduate while also attracting experienced talent to relocate to Canada as permanent residents. To that end, for qualifying companies, The Canadian Federal Government is establishing a two-week "standard" for approving visas and work permits.

There was a lot of wisdom floating around last night. I hope these few points that I captured help you in winning your war for talent. 

Robots vs Recruiters: AI and the Future of Talent Acquisition

As technology advances, many in our industry wonder whether or not artificial intelligence (AI) will replace recruiters or, at the very least, how it will impact what we do and how we do it.

Is the death of the recruiter finally here? 

Our sold out and much anticipated #NextGenTA MeetUp on June 8th covered this topic thoroughly through a panel discussion and audience questions. We wanted to ask some of the industry’s best and brightest where they thought AI would take us and what kinds of obstacles and opportunities might be presented along the way.  

At the MaRS Discovery District, we sat down with Kevin Grossman, President of Global Programs, Talent Board, Victoria Reynolds, Head of Talent Acquisition at Capital One, Chris Brown, Director of Talent Solutions, Canada at LinkedIn and Sara Cooper, Talent Director at Omers Ventures. Here are just some of the highlights from our conversation and insights these talent leaders provided to the packed house at MaRS: 

Q: Is AI the death of the recruiter?

Sara answered: “No, I read this 10 years ago and we’re still here. It will however transform HR and recruiting. A good recruiter uses tools to be better and faster. If a transactional recruiter is just posting jobs and waiting for applicants, then AI might be the death of that recruiter. If you believe in building relationships then AI will only help you be a better advisor and elevate your career.”

Q: Kevin, what are your thoughts on AI’s impact on recruiters and the candidate experience?

“Relax, the robots aren’t taking over. I came into the HR tech space in 1999. AI had a job matching algorithm, which was solid technology at the time. I haven’t seen a lot of change until very recently. Like Sara said, AI helps empower recruitment. Where we will likely see the most impact (and potential job loss or restructuring) will be in sourcing and administrative tasks. Companies that win, will invest in leveraging new technology to drive efficiencies and provide better feedback loops through people.”

Q: Chris, what is AI and how is it being used today in recruitment?

It’s important to frame the different types. The term “artificial intelligence” is fairly generic. In recruitment, a lot of AI is heavily focused on matching and resume parsing. What we’re seeing now is a transition to more intelligent learning. For example, AI becomes very interesting regarding speech recognition. It’s working towards learning - using AI technology in a customer service chat bot, perhaps moving to interviewing, and face recognition. Sourcing, however, is where we might lose jobs. We can’t comprehend how fast it changes because it will almost certainly occur faster than humans can adapt to it.”

Q: Victoria, what are your thoughts? What happens if companies don’t adapt? 

“We need to find balance. We’re make progress using predictive analytics, using data to cut down on both the recruiter and candidate time. At Capital One, we’ve looked into chat bots for credit card customers - can we apply this to the recruiting experience? We’ve also looked at building an application for scheduling and aiding candidates in their preparation. We chose to build this in-house as our teams know culture and we believe that can’t be taught unless you’ve lived it.” 

Q: Sara, how has technology modified the role of the recruiter? Have we raised the bar to strategic thinking?

Recruiters don’t have the best reputation – you just have to read Linkedin to know that. They have to be better at adding value and being proactive and AI will allow them to do that. AI will separate the great recruiters from the rest because it will free them up to focus on strategic work. Recruiters who will survive are the ones who can meet the needs of the business not just today but six months or even years from now. If we are going to prep our business for our CEO stepping aside five years from now, we need to start building a pool of potential replacements today. Those relationships need to start today. That’s something that AI can’t do, at least not right now.

Q: Kevin, based on candidate experience benchmarks, where do recruiters win?

“The one thing we measure is the potential business impact of how candidates are treated. If candidates are treated fairly, communicated with, and given closure, 64% of the time they will apply again, refer others, and buy your stuff. 43% of candidates who have a bad experience will sever that relationship. This is significant for a consumer based business.” It comes down to respect for the candidates time, no amount of automation can fix that.

Sara jumped in on this one: “Always remember that declined candidates are future customers. We need to better predict with accuracy what we may need - perhaps AI will help us do a better job at workforce planning.”

Back to Kevin: “There is a speed aspect that AI can help with. Often candidates withdraw due to the length of the recruitment process.”


Q: Chris, what’s happening with LinkedIn right now when it comes to AI? What can we expect as it relates to Talent Solutions? 

“AI exists today on LinkedIn with features such as “jobs you are interested in” and “people you may know”. As engagement improves, AI does the heavy lifting to get you more value. LinkedIn Recruiter is still restricted to skills and keywords but it’s moving toward social cues like a LinkedIn user’s affinity to the company or brand, or intent. Our AI technology will celebrate what we do for both companies and candidates. AI will help us move from just finding people to real recruiting which goes beyond just finding people but to attracting and engaging those with the right skills and affinity to your brand.”

Q: Victoria, are we going to create bias through machine learning and AI?

“Humans are biased. Machine learning can highlight whether or not there is bias. The more technology we use to identify unconscious bias, the better off our recruitment processes will be. The robots might actually help.”

To gain the full Next Generation Talent Acquisition experience - awesome panelists and thought leaders, sponsor rewards and networking - keep an eye out for our next MeetUp announcement for September 19th! The topic: Diversity. Not a member? Join here.

Thanks again to our panelists!

Lastly, this event would not be possible without our awesome sponsors. Thank you to XRefIdealTalentMinded and ViziRecruiter for not JUST sponsoring the event but sending your awesome teams to join in on the fun and add value to the conversation. 

If you are interested in speaking, sponsoring or have a topic that you would like to see us tackle please contact Kim Benedict,

Have a wonderful summer #NextGenTA friends - we’ll see you in September!