Archive for the ‘Recruiting Technology’ category

What Machines Know: Can Algorithms Predict A Career Path?

December 2nd, 2013

Algorithms are quickly shaping and defining our world.

In a TED Talk from 2011, Kevin Slavin points out the algorithms that already affect our daily lives in “How Algorithms Shape Our World.” Most are at least partially aware of how algorithms are used in the stock market–buying and selling at an astronomically fast rate–but may not be fully aware of how heavily they are being used in our culture and day-to-day activities.

The Language of Machines

Physics and programming have begun to track how we work, move, play and shop. Machines are being taught to track our every move, discovering the best ways to sell, advertise and operate with algorithms. Cleaning bots in our house predict the most efficient ways to sweep a room, web history is tracked and searched for our interests and everything from elevators to predicted movie rental sites are being programmed to stay one step ahead of humans in our culture’s capitalist quest for ever-growing convenience, speed and efficiency.

This doesn’t stop with how we purchase–this is heading into the very heart of how we are recruited, hired and promoted. In the article “They’re Watching You at Work,” The Atlantic writer Don Peck writes:

Until quite recently, however, few people seemed to believe this data-driven approach might apply broadly to the labor market. But it now does. According to John Hausknecht, a professor at Cornell’s school of industrial and labor relations, in recent years the economy has witnessed a ‘huge surge in demand for workforce-analytics roles.

From Ivy League to Social Media Analytics

It is common for pedigree to mean something. When an Ivy League graduate with high marks and an impressive resume seeks a job, companies are recruiting left and right—a sought-after candidate for a high-level job. But what if candidates who are better suited for the job are falling through the cracks? Companies are beginning to look at algorithm programs and tests that can determine the productivity, creativity and professional promise of individuals based on everything from social media usage to how they play specifically-designed gaming apps.

Knack is a company that is doing just that. They have developed gaming apps like Wasabi Waiter that have successfully been tested to predict an accurate competency rate after just 20 minutes of play-time. The Atlantic notes:

How long you hesitate before taking every action, the sequence of actions you take, how you solve problems—all of these factors and many more are logged as you play, and then are used to analyze your creativity, your persistence, your capacity to learn quickly from mistakes, your ability to prioritize, and even your social intelligence and personality.

Reason for Concern

It’s easy to worry about the intrusion of machines in our lives, judging our potential. This concern, however, fails to consider the challenges of our current system: over and over it has been proven that with (often unknowing) bias we judge candidates and produce results rife with human error.

Gender, race, appearance and even personality are subject to our partiality and personal preference. Numerous studies show that our society is still not where we expect it to be in unbiased hiring practices. From the Atlantic:

Tall men get hired and promoted more frequently than short men, and make more money. Beautiful women get preferential treatment, too—unless their breasts are too large. According to a national survey by the Employment Law Alliance a few years ago, most American workers don’t believe attractive people in their firms are hired or promoted more frequently than unattractive people, but the evidence shows that they are, overwhelmingly so.

Hiring the Underdog

The inability of humans to remain completely objective forces us to be open to the idea of machines and their formulas to help predict the outcome of the hiring potential in candidates. Undervalued candidates will be found that are better suited for the jobs we are looking to fill. This, of course, begs the question: Will programmers and algorithm writers be able stay away from introducing bias into machine formulas? And in what ways will candidates try to beat the system?

Will Machines be our Next Hiring Managers?

October 18th, 2013

automated hiring managerWe are becoming increasingly reliant on machines to take care of so many tasks for us, with computers making suggestions for what next books we should buy online, or what movies we might want to watch next via a streaming video service. Robots assist workers putting together cars on the factory floor assembly line, and some of these cars may be eventually driving themselves rather than relying on humans for navigation and control.

It seems no industry is immune to the effects of computer automation, and this includes area of hiring and employee recruitment. A number of companies are now creating online questionnaires and even video games to help them measure attributes that they are seeking in potential job applicants, according to a recent article at Bloomberg.

With computers able to sift through massive amounts of information more quickly and efficiently than ever before, data mining is enabling companies to automate their processes when it comes to finding the right talent to fill jobs.

It may seem inevitable for us to rely more on automated systems to help us respond to the influx of job applicants. Constant access to mobile phones and the Internet has made it much easier for people to search for and apply to more jobs, which only increases the workload of human resources professionals.

Pros and Cons to the Machine Takeover

There are a number of benefits to using machines to help with the hiring process. For example, hiring managers need to use tools to help them manage the huge torrent of data unleashed by people applying for work, or they stand to miss out on finding the right candidate at the right time.

As many as 3.7 million jobs were not filled in July, the article notes, despite the fact that in excess of 11 million people were looking for work in the U.S., according to statistics from the Labor Department.

Erik Juhl, the head of talent at video advertising startup Vungle Inc. in San Francisco, will start using an online game to help track and record the actions of online players to measure how likely they will be a high performer at a new job.

Evolv is a human resources computer model that helps companies better evaluate their candidates for hourly positions with an online questionnaire.

Drawbacks to using “automated hiring” systems like this include substituting a computer algorithm for your own judgment when it comes to evaluating fresh talent. A program will not be able to determine how well a salesperson functions under high-pressure social situations,  while a seasoned recruiter can make such an evaluation during the course of an in-person interview.

Another problem is that automated systems haven’t been around enough for us to be able to track how well they can do at predicting the long-term performance of applicants, the article notes.

So, while completely automated software can help you filter job applicants for the ability to cover certain  tasks when recruiting to fill positions, these systems are not yet ready to completely replace such time-proven methods of evaluation as the face-to-face interview. This is especially the case for salaried positions that require some nuance, such as how well a candidate might ‘fit in’ with the rest of a team.

The future of hiring may not ever wind up being completely automated, but recruiters and hiring managers can still take advantage of some of these automated tools to assist them in their recruitment process.  The best of both worlds is likely the current solution; a live human being (recruiter or hiring manager) utilizing high tech recruitment software to make their job more efficient.  In this scenario, the software can best handle the data by efficiently finding, processing, organizing and checking on potential candidates, while the person can do what he/she does best – handle face-to-face interviews and provide a ‘human touch’ that could not currently be outsourced to a machine.  In a sense, a recruiting ‘android’ that utilizes the best assets of human and machine is an optimal solution.

Do Software Developers Need Talent Agents?

April 30th, 2013

hiring star developersIn locations such as Silicon Valley where the best developers and programmers are often treated like rock stars, recruiters are starting to find that they sometimes have to deal with their agents instead of negotiating directly with them as potential employees. That’s right: Programmers now have agents like movie stars and directors, according to a new report by ABC News.

The report notes that competition for programmers has increased so much, they have their own talent agency. Altay Guvench, a programmer and musician came up with the idea to launch a talent agency called 10x Management after observing how music managers helped their musician clients find work. The term “10 X programmer” refers to a programmer who is ten times as productive than ordinary programmers, and only programmers and developers of this caliber are represented by the agency.

It makes sense that programmers now have agents helping them further their careers, given that a star coder can have such a major impact on a startup or an established project, much in the same way that a top notch director or actor can jump start a production and almost guarantee enormous sales at the box office.

Although the world of high tech doesn’t function in exactly the same way as show business, an agency model can be useful for helping growing companies quickly land the programming talent they need for their projects.

HR professionals may find it unusual to negotiate with an agent rather than directly with a prospective employee, but for some, the agency is making a difference in helping them get up to speed with the talent they need to ensure the success of their project.

The emergence of an agency such as 10 x Management only serves to underscore that the world of hiring high tech employees is evolving. While relying on talent agents to deliver excellent programmers may seem like the next best thing, the standard recruiting process still has plenty to offer.

However, companies need to keep up with finding new talent in a number of different fronts. This includes making sure that their recruitment process takes advantage of all forms of social media, for example, in an effort to reach out to the most elusive of the talented software professionals. This means turning to sites such as Twitter and using blogs to get out the word instead of simply relying on LinkedIn and Facebook. Recruiters also should verify that their online recruitment applications and careers sites should be quick to access and easy to fill out, to avoid turning off prospective candidates.

While it might take some getting used to, the advent of talent agents for programmers and developers may mean that recruiters need to present their companies in the most positive light to attract the rock star talent they need to thrive. Job  postings and careers sites must accurately convey a brand, and potential candidates need to be treated with courtesy and respect through all phases of the recruitment process.

Acqui Hiring Gives Big Companies an Edge in Hiring Tech Talent

April 4th, 2013
Rather than attempting to poach young tech talent away from their startup companies, major companies are increasingly turning to a form of acquisition known as “acqui-hiring,” the New York Times reported earlier this month.
In acqui-hiring, a larger company acquires a company while hiring the key personnel that attracted attention to the start-up in the first place. For example, Yahoo bought Summly, a mobile news reader app with a five-person staff and no revenue for $30 million. Apple purchased WiFiSLAM, a company that focuses indoor Wi-Fi and has just a few employees for $20 million.
You may wonder why these tech giants are purchasing the smaller startups outright instead of just hiring the founders or engineers themselves. This is especially perplexing when the buyer shut down the original product and has the new hires begin working on new projects. What’s more, non-compete arrangements are difficult to enforce in California, so there should be no problem poaching top-notch talent instead of buying their entire company just to gain access to their expertise and ideas.
A few factors will explain this acqui-hiring phenomenon. Talented engineers will not want to appear that they are being disloyal to the startup, let alone to the angel investors that helped them get started in the first place. Accepting a buyout lets the engineers continue to work on their innovative ideas while allowing the founders, investors and employees to reap large rewards.
There are also some tax advantages when a tech giant resorts to acqui-hiring. If a young tech company founder accepts a signing bonus to work for a bigger firm, he has to pay more taxes than if he sold his start-up for the same amount as the bonus.
Increases in acqui-hiring serve to indicate just how competitive the tech hiring market is for promising young talent. Larger tech companies are increasingly willing to buy other companies just to acquire the human capital.
Small and medium-sized business won’t have the resources to acqui-hire. This means that in order to compete with larger players such as Facebook, Google and Yahoo, smaller firms need to utilize other innovative and efficient methods to acquired the best talent out there.
For example, companies need to leverage all aspects of social media in their job recruitment process—by relying not just on LinkedIn and Facebook, but also Twitter, YouTube and blogs to spread the word. Smaller companies also need to pay attention to “simple” details like how long it takes to fill out an online application for employment. If it takes 60 minutes to fill out the application rather than a more reasonable five minutes, for example, promising tech talent will likely go elsewhere to seek work.
As more and more large companies turn to acqui-hiring to expand the products and services they offer, small and medium-sized businesses will need to step up their game in terms of recruitment if they want to remain competitive in the technology sphere.

Acqui Hiring - Big vs SmallRather than attempting to poach young tech talent away from startup companies, the big players in the tech sphere are increasingly turning to a form of acquisition known as “acqui-hiring,” the New York Times reported earlier this month.

In acqui-hiring, a larger company acquires a smaller company while hiring the key personnel that attracted attention to the start-up in the first place. For example, Yahoo bought Summly, a mobile news reader app with a five-person staff and no revenue for $30 million. Apple purchased WiFiSLAM, a company that focuses indoor Wi-Fi and has just a few employees for $20 million.

You may wonder why these tech giants are purchasing the smaller startups outright instead of just hiring the founders or engineers themselves. This is especially perplexing when the buyers shut down the original product and have the new hires begin working on new projects. What’s more, non-compete arrangements are difficult to enforce in California, so there should be no problem poaching top-notch talent instead of buying their entire company just to gain access to their expertise and ideas.

A few factors explain the acqui-hiring phenomenon. Talented engineers will not want to appear that they are being disloyal to the startup, let alone to the angel investors that helped them get started in the first place. Accepting a buyout lets the engineers continue to work on their innovative ideas while allowing the founders, investors and employees to reap large rewards.

There are also some tax advantages when a tech giant resorts to acqui-hiring. If a young tech company founder accepts a signing bonus to work for a bigger firm, he has to pay more taxes than if he sold his start-up for the same amount as the bonus.

Increases in acqui-hiring serve to indicate just how competitive the tech hiring market is for promising young talent. Larger tech companies are increasingly willing to buy other companies just to acquire the human capital.

Small and medium-sized business won’t have the resources to acqui-hire though. This means that in order to compete for talent with larger players such as Facebook, Google and Yahoo, smaller tech firms need to utilize other innovative and efficient methods to discover and acquire the best talent out there.

For example, companies need to leverage all aspects of social media in their job recruitment process—by relying not just on LinkedIn and Facebook, but also Twitter, YouTube and blogs to spread the word. Smaller companies also need to pay attention to “simple” details like how long it takes to fill out an online application for employment. If it takes 60 minutes to fill out the application rather than a more reasonable five minutes, for example, promising tech talent will likely go elsewhere to seek work.  Essentially they need their hiring process to be smooth, efficient and inviting.

As more large companies turn to acqui-hiring to expand the products and services they offer, small and medium-sized businesses will need to step up their recruiting games  if they want to remain competitive in the technology sphere.

Intern Sushi: A Tool for Netting Interns

March 30th, 2013
Here’s the idea: Resumes are pretty useless when it comes to choosing interns. Actually, they’re pretty flawed in general, but they’re particularly bad for internships, where employers are probably choosing one or two candidates from a large list of applicants whose resumes are going to look pretty similar (because they don’t have much professional experience yet). Instead, with Intern Sushi, users are asked to create a profile that captures their personality and ambitions. That centerpiece of the profile is a short video, but users can include a portfolio of their work, too. They can also create content tailored to a specific opening, like a video cover letter outlining why they really really really want that internship.
Employers, meanwhile, can build a presence that isn’t just promoting a few openings, but instead the general company culture — so even if there isn’t an opening at the moment, a potential intern could still stumble on a company profile. Think, “Boy, I really want to work there,” and check back later. That’s one of the reasons Intern Sushi’s traffic continues to grow even when most companies aren’t looking for interns, said co-founder and CEO Shara Senderoff.

Intern SushiSpring has sprung. Kids are busting out their cargo shorts and sun dresses and heading to the quad. Plans are being hashed out to get to Spring Break to catch those DJ Pauly sets. Epic! And, yes, some of our more industrious youth are starting to fish for those coveted summer internships.

Meanwhile, many employers are starting to bait the traps for summer interns. Enter Intern Sushi. Intern Sushi allows employers to list internships in advertising/PR, TV, film, fashion, sports, publishing, art, music, theatre, web, technology and other industries. Interns create digital profiles that capture their personalities and ambitions. The spotlight of the profiles are short videos that can include a portfolio work, too. Interns can also create a video cover letters explaining why they’re interested in a specific employer.

The idea is to give interns a way to standout seeing as their resumes are typically fairly lean. Employers benefit by getting a snapshot of the applicants’ personalities before scheduling interviews. The basic service is free for both employers and interns, but the startup offers premium services to interns with features like early application periods and functionality geared towards the parents of interns. The company has also announced that it is planning a premium business product too. My guess this will be geared towards enhanced employer branding.

The Hiring Sciences Hunch

I am not willing to concede that resumes are dead. Sure, resumes have their flaws. However, I do agree with Intern Sushi CEO, Shara Senderoff,  that traditional resumes are generally useless when it comes to selecting interns. Interns have such a limited body of work that we generally end up focusing on education and interests. Intern Sushi presents that data employers need to take the next steps.

Put aside compliance fears and Intern Sushi could be the best use of  video interviewing yet. And, Intern Sushi has even started to manage the process of hiring interns by offering what appears to be light applicant tracking. This is a nice touch. While growth depends on a classic two cheek kiss, the need for both employers and interns to sign up, Intern Sushi is a great idea and has attracted some reputable brands. Will Intern Sushi duke it out on their own or could they be a good acquisition for Indeed or LinkedIn? Either way, Intern Sushi belongs on your fish finder.

Recruiting Employees from a New Generation of Talent

March 20th, 2013

recruiting young talentIn a recent article “Hiring New Grads? Don’t Make These 3 Mistakes” appearing in The Daily Muse, Trent Hazy compares the process of recruiting graduating college seniors to dating in middle school. As the naïve college student reaches out (flirting) with employers, the recruiter often ignores sound advice that could have come from well-meaning parents.

Hazy lists three rules, patterned on dating protocol, to avoid overlooking or losing good candidates.  He takes into account several values that are overall good qualities a recruiter can possess, including social intelligence, patience, respect and tenacity.  Consider them especially as they apply to highly competitive software development, engineering and IT jobs:

  • Don’t be too-quick to make a decision during the interview – after all, not everyone falls in love at first sight. A nervous performance at an in-person or video interview doesn’t mean the candidate can’t excel in your organization. Remember, they’re new at this. Go the extra mile to meet them over lunch or take them on a tour around your site. In these venues, you’ll be better able to judge personal qualities like leadership and creativity. Best of all, go where they are – set up an information table at the university coffee shop or host a Q&A session on campus about your business or industry.
  • Give the relationship time before making a decision. Go beyond the resume and interview. Ask for a sample of the student’s work, such as a class project description or paper, that’s relevant to the position or industry. Also, consider paid summer or after graduation internships in which you can assess the candidate’s real performance on the job. You may find gold that was hidden under interview clutter.
  • Treat the student – or date – with respect, just as you would any other professional candidate. Remember that you’re representing your organization and brand. Students deserve common courtesy, so return emails and calls quickly, and don’t keep them hanging on your decision. Even if you don’t hire this candidate, it’s possible your paths will cross in the future through your common industry interests.

And here’s another thought: technology is an essential part of life for students going out into the workforce, so embrace everything that social media recruiting has to offer. Post open positions, college events and internship opportunities on Facebook – you can make it even easier through automated interfaces like LinkUp.com. Don’t forget LinkedIn and Twitter. Also, consider creating a mobile app that links directly to your organization’s career website.

Just like dating, recruiting is a courtship, especially for highly-sought after post college grads in fields like software development and engineering.  Follow these basic dating rules and the resulting relationship will benefit you, your organization, and your new employee.

Dice Rolls into the Candidate Sourcing Tool Market with Open Web

February 19th, 2013

Last week, Dice, the leading career site for technology and engineering professionals, rolled into the candidate sourcing tool market with Open Web, a recruiting tool that allows users to search approximately 50 social and professional networks and billions of web pages to create an aggregated or “super” profile of a candidate’s professional experience. Very similar to TalentBin and Entelo, Open Web from Dice allows recruiters to search for candidates with desired skills and experience across the web from one interface. The profile aggregation functionality pulls together the disparate pieces of information from across the web so recruiters can easily put together a meaningful story about candidates. “Open Web not only pulls in information about candidates’ professional experiences but also about their interests making it a valuable tool for collecting the underpinnings that contribute to assessing cultural fit,” said Jeff Winter, a professional recruiter and General Manager at technology search firm Gravity People in San Francisco.

Screenshot from Infoworld

Screenshot from Infoworld

Open Web is likely just the first roll for Dice. There are rumors that the tech job advertising leader is currently testing technology that will allow recruiting firms and employers to use the Open Web technology to update their candidate databases with the most current profiles of past job applicants. This could be another great tool for recruiters and employers that are constantly sourcing high-demand passive candidates. And, if that’s not enough, Dice promises to release a professional-facing tool that will enable tech professionals to view and interact with their Open Web profile as recruiters and employers see it.

The Hiring Sciences Hunch

Historically, Dice has been a strong player in the technology advertisement vertical. Their pricing has always been fair and their reputation is as good as, if not better, than any traditional job boards in the business. The release of Open Web starts the latest chapter for Dice, expanding their footprint into the white hot sourcing tools space. We don’t think Open Web is a big gamble. Dice has a unique advantage that can’t be overlooked. They’ve been active in the recruitment market for over 20 years. They understand their users and their buying trends. This is not just a group of smart engineers and fresh MBAs sitting around room guessing what recruiters do all day. These guys have seen the market evolve for 2 decades and they are jumping in the game with lots of chips.

Our hunch is that Dice with their significant customer base and brand recognition has a strong opportunity to run the table in the sourcing tools category. Their entry in this space will certainly create competition for smaller vendors with fewer offerings and little brand recognition. Open Web also gives recruiters a good alternative to LinkedIn which has created some negative equity recently with it’s aggressive sales tactics and high prices.

For more information about Open Web, contact dice: http://www.dice.com/

“Hiring managers visit many places in their search for candidates with the right skills and experience for their open positions.  In today’s social grid, that’s a big dig – consuming a lot of time putting together disparate pieces of information from across the web,” said Scot Melland, Chairman, President and CEO of Dice Holdings, Inc.  “Now, Open Web makes it easy by consolidating all kinds of valuable, public information about technology candidates in one place.  In a few seconds, employers get unique profiles with real depth allowing both an understanding of the candidates’ qualifications and how to approach tech professionals on a more personal, direct level.

JobLark, Joins the Flock of Employee Referral Tools

February 4th, 2013

JobLark joins the growing flock of employee referral management products that have landed in the market over the past 18 months. Very similar to Zao, Goood Job, Sticky, Select Minds (Oracle) and dozens more Joblark leverages social networks to enable referrers to discover and refer job applicants. And like Zao, Joblark also allows employers to track and reward all the people that help make successful hires, whether they work for the employer or not. Joblark (like Zao) makes money by charging a fee once a hire is made.

Headquartered in Utah, JobLark appears to have around twenty or so employees and claims to have taken 1 million dollars in funding with 9 million more committed by Apple Tree Capital. Not much else is known about the company, the management team or active customers.

The Hiring Sciences Hunch

The employee referral management space is white hot but the space is getting crowded. The editors here at Hiring Sciences agree that ERM is an interesting niche in the HR Tech landscape but the window may be closing quickly for small upstarts like JobLark. Competition from applicant tracking software vendors, many of which already offer integrated employee referral management modules, will force standalone solutions like JobLark to focus on smaller employers with smaller budgets. Also, user adoption will pose challenges for the likes of JobLark as employees are inundated with tools and a standalone ERM solution may not carry the weight of other more mission critical systems. Overall, we believe the ERM space is very interesting and solutions like JobLark are making great use of social networks but it’s still unclear if a majority of employers are ready to adopt these new standalone tools.

If you are interested in learning more about JobLark visit the site at https://www.joblark.com/

Recruiter Roles are Evolving with Technology and Social Media

February 1st, 2013

Social Media Recruiting TechnologiesFacebook’s value to recruiters as a tool for discovering promising new job candidates will get a boost now that the social networking behemoth has announced the release of its new Graph Search feature.

Graph Search, currently available in a limited beta program for testing, is a search engine running inside of Facebook. It is designed to let ordinary Facebook users find answers to queries such as, “French restaurants in San Francisco my friends have eaten at” or “videos of my friends’ birthday parties.”

Savvy recruiters know that they have to keep up with developments in technology and social media if they want to find the best candidates for the positions they are trying to fill. Sites such as Facebook, Google+, LinkedIn and Twitter offer a treasure trove of information about potential candidates. They enable employers and recruiters to follow connections as they search for professionals to fill important positions.

Facebook’s Graph Search should provide value to recruiters because it will enable them to search the social network for candidates who have  profiles that align with employer needs, according to Work4Labs CEO Stephane Le Viet’s recent guest post, “Graph Search And Online Recruiting: How Facebook Is Transforming An Industry,” at Forbes magazine.

Le Viet notes, for example, that the Hard Rock Cafe could use Graph Search to help it fill positions in a new Tokyo outlet by targeting Tokyo residents who have said they like rock music.

Facebook’s value to recruiters becomes even more evident when you consider that you can focus on specific keywords and dive deeper into data about the candidates you discover. The recruiter will see details about the candidate’s education, job history and what motivates and interests them, Le Viet says, without necessarily having to even review a resume.

As potential job candidates spend more of their time on sites like Facebook, it makes sense to look for them there.  This is where there personas, skills and interests are truly on display.  If the open position relies on the candidate being tech savvy, checking up on how they present themselves via online profiles can be very demonstrative to their abilities.  For example, you can see how helpful  or knowledgeable a candidate is as he offers (admittedly self-serving) advice to people via Twitter or by posting comments on someone’s Facebook page.

It is a sure thing that social networks such as Facebook will change the way that you look for and recruit job candidates. Users are connected to  one another in ways they they may not even realize, such as through shared interests or people in common. This may lead a discerning recruiter to discover candidates who are friends with people already working at the company and whose interests and skills line up with the requirements of the position.  It is integral that those at the front lines of recruiting keep up with the latest web technologies – in particular the big social media platforms like Facebook.

SayHired: Applicants Pitch Your Products

January 19th, 2013
SayHired: Applicants Pitch Your Products by Hiring Sciences

SayHired: Applicants Pitch Your Products by Hiring Sciences

SayHired, another Bay Area-based recruiting start-up that received a round of funding in July 2012, has a rather unique pitch. Candidates apply to positions by recording responses to pitch prompts or employers can set their own screening questions. The responses are analyzed by SayHired’s engine for the qualities that the employer values most for the position. Responses are then ranked on a scale of 1 to 100 for each individual characteristic. Once processed, the scores are released to both the candidate (nice touch) and the employer.

According to the SEC filing issued in July 2012, SayHired has been in business for 5 years. The editorial staff here at Hiring Sciences found some older collateral from SayHired that indicates a small pivot from their original messaging referring to automated reference checks and phone screens but the general idea seems to remain the same.

As for pricing, SayHired provides the first 25 screens for free. Each additional screen is $.60. Apparently, you can upload candidates to screen via Excel. There is no mention of applicant tracking system integration on their site. A more in depth product review could be interesting and we’ll contact SayHired if we go down that road at some point.

The Hiring Sciences Hunch:

As always, we commend the entrepreneurs and innovators like SayHired that are willing to try something new in the recruiting technology industry. Depending on the accuracy of the scoring algorithms and true ease of use, there may be a good opportunity for adoption in high-transaction hiring environments like call centers, hospitality, insurance sales, etc. These type of employers seem to be the target for SayHired and we like tools that serve traditional industries that are often overlooked by new solutions that purely market to technology companies.

On the other hand, SayHired may in reality have a long road to hoe. Their target employers aren’t necessarily the early adopters and often are not often sophisticated IT buyers. Perhaps SayHired will postion itself as an acquisition target for one of the major pre-employment screening companies or they could be a good fit as an additional revenue source and add-on for a staffing software play like Bullhorn or JobScience. A large RPO or cash flush global staffing outfit could also be interested in putting SayHired in their bag of tricks at some point as an efficiency tool and service differentiator.

If you are interested in learning more about SayHired, visit their website at: http://www.sayhired.com/welcome