Name: The AI Advantage: Elevating Your Total Talent Acquisition Strategy
Uploaded: 2026-01-22T19:30:41.728Z
Duration: 1 h 52 s
Description: The AI Advantage: Elevating Your Total Talent Acquisition Strategy

Transcript for "The AI Advantage: Elevating Your Total Talent Acquisition Strategy": Hello, everyone. If you're joining, we're really excited to have you. Just a quick note, we'll be getting started in about a minute or two, just giving time for everyone to join. So thank you for joining. We're excited to have you, and we'll get started here in just a minute. If you're just joining, we are not frozen. We'll be getting started in just about a minute. So thanks. Get settled in, and, we are very excited to have you. Well, you, everyone. I hope you're all having a great Thursday wherever you're joining us from. We are very excited to have you here today to talk about how AI can give you the advantage and take your talent strategy from what we look at as manual silo administration to strategic total talent orchestration. This is really represents a fundamental change in your operating model. It's really about moving away from reactive manual siloed tasks and using a unified agentic approach to proactively and strategically find the best talent for your business using one agile ecosystem. Now, we still have some folks joining the webinar, so as people get settled, I did wanna go through some housekeeping, if that's okay with everybody, that'll help us have a great webinar together. So first of all, I would like to point out that Chrome does provide the best experience. And so if you are on a different browser, maybe consider switching. You'll have plenty of time to switch over as as we'll just be getting started. I did want to let everybody know we'll also be recording this session, so if you need to step away for some reason or want to share it with a colleague, you will get a recording of the webinar. I'd also love to draw everyone's attention to the Q and A tab on the right hand side of your screen. Jane and I will be discussing quite a bit today. We welcome questions, and so we have a great panel of experts joining us who'll be able to address your questions throughout the webinar. So as we get into discussion, feel free to drop anything you have in the Q and A there. And actually, some of them we'll even try and address live at the Q and A section at the end today. Finally, we are always looking to make sure these sessions get better and better. And so to make sure we're delivering amazing value for you, if you have any feedback, suggestions, or just love to let us know that you enjoyed the webinar, please complete the survey at the end. With that said, we are going to get started, everybody. So I wanted to give you a quick just reminder of product statement. I'm sure many of you have seen this from Workday many times before, but we always will cover potentially forward looking products. As we do, please make sure our product statement does apply, and you should make any purchase decisions based on those things that are currently available. So with that said, I am excited to dive in and get to the heart of our guest today, who is the amazing, Jing Keren at JLL. But before I do, I'll introduce myself. I'm Jason Schechner. I, have an amazing role here at Workday as the head of strategic customer engagement for AI. So I get to meet with amazing customers like many of you on the webinar today, helping organizations rethink how they can leverage AI as part of their strategy, both what they're doing in their own organizations, what Workday is doing, how those things can complement each other. But as I mentioned, most importantly, our star of the show today is Jane. Jane is the global head of HR ops at JLL and is a wonderful partner I've had the chance to work with over many years now. Jane, thank you so much for being here to share your story with us. Your expertise, particularly in total talent acquisition and AI, is gonna be really helpful to this audience. But love to hear from you, Jane. Could you tell the audience about your role and maybe give us some background for those who aren't familiar into JLL? Sure. Thanks, Jason. And you've certainly been a big part of our journey, so I'm happy to be here today. Again, I'm Jane Curran. I lead global operations, HR operations here at JLL. And I too have a super fun job of transforming how we get work done here at JLL. And who are we? If you haven't heard, I'm sure many of you have seen us around, but JLL is a commercial real estate organization and we operate in over 80 countries with over 112,000 employees. And we bring together, all different types of the workforce from a commercial real estate broker to market analysts to capital market experts, property managers, facility engineers, and now, growing contingent workforce as well as we address every facet of the commercial real estate life cycle. We've invested more in tech and data than any other commercial real estate firm, giving us the talent and resources to develop the best in the industry when it comes to the best AI platform and AI powered solutions. So with that, we kinda started our journey with Workday in 2018 when we chose them to be our human capital management system. And at that time, we also chose Workday as our recruiting platform as well. And then most recently, we've added Bindly, which helps with our contingent labor. And then we made the right bets on higher HiredScore and Paradox. We were customers prior to their acquisition of Workday. So we've really worked hard closely with our vendors and our partners to put this whole ecosystem together, really trying to make sure that we know that it starts with data, and the more data we can keep in this ecosystem, the better. So that's a little bit about our journey thus far when you think about Workday and the products that we have. Well, it turn it turns out you were you were trailblazers, Jane, in terms of the product selection. I don't know if you you knew we were gonna buy all those things or or, you encouraged us to buy. I I I don't know. Maybe we should be thanking you, but, but really excited to see that journey. And what I wanna do is maybe use that as a good transition to talk about what is the hiring landscape and the ecosystem because, again, you you made some really great bets. But what are customers looking at, and and what is sort of, the environment that we're in today? So when I meet with customers and talk about the hiring landscape, Jane, it seems like HR teams are managing unprecedented complexity from my point of view. And and that's probably because the type of workers continues to expand. You have external candidates. You have internal employees. You have, even within that, different employees' types. You have, you know, frontline and corporate. You've got interns. You've got, you know, volunteers, maybe project workers. You've got contingent workers. And now I guess we have to throw like AI agents and digital workers into that mix. And so it's all becoming an increasing part of how work gets done, but there's these different organizations that sort of sometimes manage these. I think, you know, from my experience in working with you, you definitely represent the type of business that has a complex talent landscape and varying needs at JLL. So we touched on it briefly, but maybe could you share a little bit more about how this complexity has impacted you all? For sure, Jason, it's it's what makes working here so much fun. I mean, it's a global environment, and we have many, many different employee types. I always say we go from the boiler room to the boardroom. We need to have, frontline workers as well as executives, analysts, entry level, senior, you name it, you know, we're out there trying to find it in the over 80 countries that we do business. And because we're a professional service firm, right, we provide commercial real estate services to owners and occupiers, our demands can be very dynamic. And and very often, we don't get to choose where the talent is placed. It's where our clients are and where they need us to be. So we could be in a massive market like New York City one day, and then I need to find, you know, 30 skilled trades professionals in a small town in West Texas. So. we really have to be able to manage that landscape quickly. And in order to pull on those different levers, you know, I needed to make sure that we had a system that could incorporate all of those things. The continuity of a pipeline. Right? So if we have, all these postings throughout the year, we wanna make sure that that talent, if they express their interest in it, whether they were internal, a contingent worker, a full time worker, that we keep them in the ecosystem. And if they didn't get that job the first time around, we might be coming back very shortly after because that job will present itself again in that market. We wanna make sure they're part of it. So. we've had a lot of success in The US and The UK primarily when we launched our contingent talent program. And we're really excited with Vindly to take that broader this year. We're going to expand into Australia and India, and just helping us, you know, keep up that robust global ecosystem of talent is what we're excited to explore next year and this year as well. Yeah. I think the global piece is such an interesting point because that layers a whole different complexity even on top of the different talent types that we talked about. So great to hear that you're experiencing success in multiple markets, Jane. And that maybe brings us a little bit to sort of what is the state of the market in terms of total talent. Know, Jane, I'm big on numbers and backing up things with data. And so I think if we look at the market, we've seen a pretty definitive shift in thinking. And what's happening is workforce evolution and what we talked about is companies rethinking their talent strategies and define what does the workforce really mean. And so one of the data points I think is fascinating is 80% of organizations have actually said they can't have a winning talent strategy if employees and contingent workforce strategies aren't connected. In a simple term, always say to customers, many times these people are sitting next to each other in your office with a badge. One comes through a full time contract, one comes through a contingent contract, but they're both working on work together at your company. And so I think people inherently know there's a need to connect those dots and think about, you know, the type of work and access to skills and talent across these organizations. You know, again, I think that that's pretty clear. The challenge though is that typically these organizations have been siloed. Like who looks after the workers? A lot of time HR thinks about the full time worker and meanwhile contingent is sort of owned by procurement for a number of reasons. And that's just the baseline foundation to truly unlock agility. Now we're hearing organizations say they have to move toward orchestration, and we see 72% of leaders saying they agree with that. And orchestration sort of means we'd have to be able to look across all these different talent types collectively. And so what this really is about, Jane, in my view, is like moving away from these disconnected silos where TA solves external talent, talent management thinks about internals, and procurement works on contingent. And we have this moment where agents are actually uniquely suited to bridge the gaps and sort of remove what I we'd call sometimes the manual tax of teams having to do this in these silos. And what we're seeing is nine out of 10 teams are increasing their AI budgets to actually support this. So the need's pretty clear. Okay. I'd love to transition to sort of talk about as you think about JLL and your total talent strategy, with your talent acquisition team and on the journey of this sort of total talent transformation, can you tell us what the drivers were for you in terms of moving in this direction towards consolidation of these solutions? Absolutely. First and foremost, when we wrote the business case to purchase the Vinly product, we really had to go with total talent management that, you know, that we have over 3,500,000 applicants that apply every year, and over 6,000 of them are internals. So how do we figure out a way to make sure that that's not invisible? And, you know, many companies suffer from, like, employees find it easier to leave the organization to find a job than they do to stay. So we really wanted to make sure that these talent pools, whether they were a contingent worker or an internal worker, could find that next opportunity really quickly. So we wanted to remove that workflow inefficiency. You know, with tens of thousands of hires a year, we needed to make it really easy to remove what we you know, you guys have said to the boring stuff. Right? The source screen schedule part of a recruiter's day. How can we get that flowing a lot faster? So we needed to make sure that that the manual tax was taken out, that those underutilized talent pools were were harnessed, and then the ownership of contingent labor. Like, I was like, I'll take it. I'm happy to take it. We procurement was involved. Like, the partnership with procurement in organizing our managed service provider and organizing how Bindly works, invoicing, all of that, it's it's technical, you need rate cards and all that good stuff. But, ultimately, we wanted to own it because we see it as a as a avenue for talent. Like, many of our talent comes in through this contingent pipeline, but they stay. We want them to stay. So so we just felt, of course, there's a partnership that you need to have with procurement and finance and others when it comes to contingent labor, But ultimately, we were fine to I was fine to pick up the ownership of it overall. And then speed. I mean, we really need the the agility gap. I mean, we generate revenue when we get the right people in the right place servicing our clients. So this whole thing needed to be sped up. And without the components of our technology stack in place, we were going to move fast by hiring more recruiters. Hiring more recruiters was not going to be the angle. We wanted to make their jobs much more interesting and get the right technology in place to speed it up. Yeah. I think what stands out to me most and when I hear your sort of explanation is the reminder, first of all, that we'd love for every organization in the world to be able to ideally own HR contingent under one umbrella. But irregardless, if you can't get there, that's not how your organization is structured or you don't see yourself getting there. I think what you've pointed out is the collaboration and a joint talent vision, at least, are critical even if you can't get to that ownership level that you've you've kind of been able to achieve. And so, again, I think for the audience, even if you have that disparate ownership, we all have to agree people are people. And we need to operate around that principle. And then what's, I think, different, and we'll talk about this, is that the technology is actually allowing us to sort of reach across those traditional siloed lines and actually achieve what you've been sort of talking about here theoretically. So great. So I wanna maybe use that as a transition to talk a little bit about this talent ecosystem. And we see that it's not always structured in a way to support this. So we've got the foundational problem of organizational sort of where it sits, and then we have this sort of technology problem. If they're not connected, we can't achieve some of these things because we can't reach across lines. So there's multiple critical areas from finance to procurement to IT that this impacts. And what we're seeing is if companies can get the tech layer right, then ideally the value across the business is cleared. And so sort of this idea of a connected ecosystem that gives you total talent visibility with your contingent, your internals, your external talent all under one data system, we think is a huge step to unlocking this opportunity. Now, Jane, you talked a little bit earlier about some of the solutions you've implemented and how they're helping you achieve this sort of total talent acquisition approach. I'm sure there are many teams that come across this. Could you share what the impact across the stakeholders themselves as you think about those different groups we've talked about, whether it's finance, procurement, IT, what have they seen from being able to consolidate these solutions? Sure. I'll start with, the finance and procurement lens because to me, it's all about visibility and control. So before we had, Vinly in as a system, I mean, I we weren't very easy to do business with when it came to contingent labor. We had we had at least tried to get a select number of vendors down to, like, a preferred list. But the management of those invoices, the management of understanding the payment, the cycle, you know, month end close, year end close, like, there were a lot of paper invoices flying around, sad to say. So for me, this was, you know, let's let's get up to current technology and make sure that, our vendors get paid correctly and accurately as does the contingent worker, but ultimately that finance can look backwards and forwards and use it as a projection tool. Right? Didn't have any data. So for me, they really benefited to better manage their workforce. And the the contingent lever should be used more often. Right? Sometimes you don't need a full full time employee to do some of the work. But to make that easier for them to to procure the talent, manage the talent, and and then look back and use the data was really important for finance. I think in HR, it's all about talent. Right? So removing the friction to make that internal mobility easier, you know, it's a lot better when we're like, we're gonna help you grow your career here at JLL. Like, we have an internal first mindset. So being able to use technology, you know, we have job matching internally. So if you say, hey. I'm open to opportunities. First of all, it should be recognized and rewarded if if if you wanna stay in the organization. Well, how do we help you find that match quickly? So we were able to use the HiredScore technology to match. Like, I'm open. Here's my like, just like you would externally. We do that internally. So helping our internal talent grow their career at JLL drives retention. Obviously, it's a cost saving initiative as well. It ensures that we're protecting, you our most valuable asset, which is our people. So that was a huge win on the HR side. And then just client success. Like I said earlier, we're all about speed and speed to market. And when our clients need us, they need us and we have to perform better than the market when it comes to time to fill. So adding. in Paradox, our agent is called Hire Buddy. So Hire Buddy just makes everything move faster. So the recruiters, for you guys, it's money in your pocket if you get somebody delivering for a client earlier. Right? That, like, you know, time to, is literally it's it's it's about revenue and margin. Right? absolutely. So our ability to leverage this technology and put it into the flow of recruiting workflow has been transformational. And we've done a pilot last year, and this year, we're really gonna scale that Paradox experience for for our recruiting workflow. So yeah. Bottom line, we've got fragmented talent bases. But with this technology, we've really moved from being, like, reactive to very proactive and then being able to showcase that. Because when we do need to do these things, right, I have to write a business case, get funding, then prove ROI. So this group you have on this slide here are the people that I really need to be able to showcase all. the wonderful things that we're doing with our investments, and they've proven out. Yeah. And I think, you know, you've always demonstrated to me, and I think a great example of reaching across those lines, collaborating, you know, cross functionally. And it's sort of that same theme I talked about earlier, this collaboration, whether you own it or not. And and no matter what, you're not gonna own everything. And so we have to create partnerships, especially whether it's, you know, AI governance or or finance and and business cases to unlock some of these things, which I think is is a great way to sort of think about if you're on this call, Jane, we have many people in different stages of, what we might think of as, like, maturity of this process that we just highlighted. Right? So, sometimes companies are better suited to get there, and others others might be listening to this being like, I'd love to do any of this, but we haven't done any of it yet. Right? And so as you sort of start to think about where you are in this map, and we'll ask everybody in a moment, so have a think about where you might be. But what I've seen is that this transformation journey can you can have these leapfrog moments where maybe you can jump ahead. But in many cases, it might be methodical. You might be moving from one one rung to the next. And so that could be looking at, you know, recruitment as a starting point, then layering on, you know, internal talent, which is, I I think, the order that you did, and then maybe contingent talent thereafter or or, you know, any any combination of that order. Certainly, obviously, Workday allows you to take that leapfrog if you wanted to go after all of this at once. But I think my point, Jane, is there's a lot of different ways to get there. Mhmm. Maybe could you tell us how you would sort of I think we both agree this didn't happen overnight. So how would you sort of describe yourselves on this maturity chart and any sort of learnings from that? Yeah. I mean, I would say we're probably at a three. Okay. But, I mean, this took years to get there. I think things are moving so much faster and the technology is different that maybe it wouldn't have to take that long. But I think the the cornerstone of a lot of what we've done too is the the partnership. Like, I'm in HR, but I have a tech partner. And together, we, like, book the year out a year in advance. Right? So that, like, we're starting January right now. We know exactly the road map, what we're gonna do in '26. And then, like, throughout the year, we start to kind of book '27. So to me, it's just this very strategic way to manage the headcount and the little investment you get because we're usually, you know, maybe sunsetting a piece of technology. Like, how did we do all this? It's not all those of us in these positions, either heads of TA, heads of talent, heads of ops. You know, it's hard to get funding to do all of these wonderful things. So to me, it's a constant collaboration with technology. Like, well, what's not working that we can sunset from the tech stack? And what's new and out there, specifically, we found a lot of success with the Workday products that we can we can pull in. So I would say we're a three, hopefully, moving towards four, but this took a lot of time, and partnership to get there. But I think now what's cool is that we're since we're kind of getting somewhat good at this, we're using the system to do things and orchestrating in a in a way that that, you know, AI is there, but it's not totally ready. And I. see that it'll be coming this year. But for example, like, we had to quickly fill 50 skilled trades, positions in a West Texas town in a very short window. So we're like, okay. What are we gonna do with the tech we have and the people we have to kind of speed this whole thing up? So the the recruiters took what they could with contingent workers coming out of Vinly. But then in order to, like, speed up their recruiting process, we kind of foresee orchestration through Paradox so that we were getting this amazing talent supply coming through Vinly into Paradox, and it just shrunk the whole process from weeks to days. And the client was super impressed with our ability to do that. Did they under need to understand the mechanics of it? No. But we were really proud as a recruiting team to to put all the things together to see that happen. So I think, you know, everyone has the foundation, but you have to be able to, you know, sunset old, bring in new, and then optimize it constantly. Optimize what you have. Yeah. And I I I think you you well, first of all, I love that you called out your tech partner, and you do have an amazing tech tech partner at JLL. We get an amazing chance to work with her quite a bit as well that whole organization. So I think that's another example of the level of partnership that's key to unlocking these things. But I love how you talked about sort of that progression and rooting that in a practical example of the win and taking that case study around the organization to say, when we get this right, here's what the benefit was for this manager, but here's the benefit to JLL as well. So I'd be curious for our audience. This is your chance to participate. I'd love to hear if you guys sort of get this this maturity model, how would you think about where your organization is on this total talent acquisition maturity model? One would be reactive, so that's totally manual and fragmented. Two is standardized processes there, but tech's a little bit siloed. Optimized, you could even say FTE only. It's good for employees, but contingent's a blind spot. Maybe we've optimized for total like Jane. Or four, we are transformational and solving all the total talent problems in the world. We've got some answers coming in here. So it looks like a lot of folks are feeling like they're in the standardized bucket. Some feel like they're even getting started in in manual and fragmented. So it's like a nice little, bell curve there. And then a a few that have started to tackle more, there's still about 1111% that have started to tackle. So I think that's really helpful. And and I think that that's probably pretty what I would expect to see, is that a lot of people feel like they're early or starting to get the processes in place, maybe the collaboration, you know, tech or this total vision. And the good news is we're giving you a bit of a map today to start to think about this. So we want to stick with the technology focus for a bit here, Jane, and sort of think about, okay, what is what is work they've been doing and and how is we how are we enabling this? So from our view, we we wanna give you the architecture underlying and the technology platform. So what we feel like we tried to build was a best in class, you know, talent suite that that sort of changes how you can access and mobilize talent across these different worker types. Right? And so the the fundamentals are a, elevating the hiring process. We bring intelligence and automation to every role from corporate office to frontline. Two is we're proactively surfacing everything from internal mobility across your existing workforce to solve for that competitive pipeline and retention. And then three, we're opening up seamless routes to contingent worker skills by ensuring your extended workforce is in a blind spot, but ultimately a strategic source of really proven skills that can be deployed. So what does that look like practically? So what we've tried to do is we've tried to organize that around saying, okay, you've got a set of personas we just went through, all the ones that are implicated here. And you've got a foundational layer with Workday that gives you the core, the HCM, the recruiting, candidate engagement as a sort of CRM, Venli as a VMS. And then what we've done is we talked about these agents. We've built purpose built agents to sort of activate these different areas. Now some of these have come organically. Many of these come through our acquisitions, HiredScore, Paradox, Venli have empowered a lot of these solutions. And so what we're seeing is that, you know, a recruiting agent can go after, obviously, internal external talent, prioritize them. A candidate experience agent can schedule and help candidates find the right opportunities. A talent mobility agent could reach out to your employees and a contingent sourcing agent could make that outreach across those contingent lines. And really putting all these agents together can allow the agents to interact but also support this total talent vision. So that's really how we've kind of put this together. Now the bow on this becomes empowering those teams. And Jane, I want to hear from you about what you felt has happened at your teams. But what we're seeing is we've talked about the systems and strategy, but it's really about how does how are the humans elevated as a result of that? Because when you get this right, you're really changing the day to day experience of not only the the the talent that's impacted, but the workers who are tasked with finding the talent, discovering the talent, managing the contingent workforce, etcetera. So recruiters, we see moving to like talent advisors. Managers have the ability to make decisions about availability, cost, and speed, not just do I copy and paste what I had before. Candidates are getting prioritized and, you know, VPs can move from that reactive to that more strategic. So as you've seen this play out, Jane, I'd love to hear about you've implemented the recruiting agent, that's HiredScore. You've implemented the candidate experience agent, that's Paradox. And you've got the platform, Vinly. What's been the most impactful change as a result of implementing these things for your people moving to this model? Thanks, Jason. I would say a lot of this comes from our recruiters. So we've seen tasks that used to take a week or two. It's just a back and forth, right, of scheduling, rescheduling now happens within twenty four to forty eight hours. And I think the other thing that's really interesting is we've rolled out a lot of tech in the last couple years. And, you know, tech change is hard for everybody. But, naively, you're like, oh my god. The recruiters are gonna love this. And then you're like, they didn't use it. So it's see interesting to see this change. This is the real change, change we've all been hoping for is those potentially non tech adopters are like, oh, this is this is amazing. Why wouldn't I change the way that I work? Why wouldn't I use this workflow? And they've come on board almost immediately because this tech just works. It changes their lives. It changes the candidates' lives. It changes the whole experience. So we've really lifted, you know, a lot of administrative work off their shoulders, and the skepticism has turned into adoption really quickly. And if. it's okay, just wanna read a few quotes because I I said I'm I wanna talk to some recruiters and say, tell me. And they're like, I can quickly schedule 10 plus recruiter phone screens at a click of a button. Such a time saver. I have a better handle on the overall end to end recruitment process. No more guessing who's been scheduled for an interview with the hiring team and directly cuts down time to fill. Let's see. One more. No more back and forth emails to determine the right day and time for an interview, plus now I have more visibility on when the candidates are interviewing with the hiring managers, less admin, more speed. And finally, again, HireBuddy is our agent. That's what we've named him, her. It's been a valuable tool in streamlining our recruiting process. It provides real time updates. I can reschedule, cancel screenings, and it's just reduced the administrative work follow-up and communication. It's freed up time for me to focus on filling racks, improving time to fill, enhancing the candidate experience, and push our recruitment efforts towards a more modern efficient future. So I love that because I wanna keep and retain the best recruiters too. And if this is the technology that's out there, hopefully, they'll be like, well, I don't know if my next company's made this big of an investment. I wanna stay here. Look at how cool my job is. So that was really important to us to see the impact, the speed, the quality, the delivery of these candidates, but also just the experience for everybody involved, the candidate, the recruiter, the manager. Yeah. Wow. You know, when you when you talk about, like, real life examples, it always brings this you know, I I I get a little, you know, fired up because I just, I feel like it makes that sort of the funny thing about AI is it brings that human element back, and you see those stories of of people impacted, people finding jobs, you know, recruiters happier, hiring managers happier, business impacts. So that's really what it's all about. So we've talked through this vision for everybody. I don't know about you, Jane, but for me, I'm a visual person. So. always helping, bring this to life is helpful. So, what I'd love to do for everybody on the webinar is actually show you what Jane's talking about and how this can come to life. So we've got a awesome video demo we're gonna play for you. We're gonna take a look at a sense of how the unification orchestration actually feel for recruiters and candidates. You're gonna see how these agents are empowering teams by handling that manual friction she talked about. And we're also gonna give you a look at at our road map of where Workday is headed with our contingent sourcing agent, which is currently currently in our early adoption program. And that's bringing the combination of of some of the hired score matching, Vinly, the contingent platform, and how we can close the loop on the total talent strategy. So with that said, I am going to progress here and, queue the demo. The Workday AI agents, your talent acquisition teams can accomplish their most strategic goals to accelerate hiring, enhance the candidate experience, maximize internal mobility, streamline contingent worker sourcing, and make confident decisions. So let's see this in action. Let's start with how our recruiting agent powered by HiredScore is accelerating the hiring process. Before candidates even start to apply to your job requisitions, we accelerate the hiring process with our recruiting agent through our embedded talent rediscovery. Recruiters proactively tap into existing talent pools and identify highly qualified candidates without waiting for them to apply. Our agent identifies potential matches for open jobs with people who have applied for other jobs and consented to being considered for jobs at the company. This means you get qualified leads who at one point express interest in your company and have the necessary experience. Leads are automatically custom discovered on a per job basis and don't require recruiters or sources to search pools or pipelines in a CRM. And these fetch leads are 3.4 times more likely to receive an offer than nonfetch leads. This not only speeds up hiring and reduces recruitment costs, but also ensures you're making the most of your valuable candidate relationships. And once those candidates do apply, recruiters expedite screening by quickly focusing on highly qualified applicants with an advanced AI driven candidate grading. Our agent gives candidates a spotlight grade, a grade ranking of a, b, c, or d, a being the highest. This grade comes from a candidate's resume and then match to job description qualifications along with historical learnings of who has and has not progressed. For more explainability and insight into their grade, recruiters can drill in and see the details that comprise our spotlight grades to help them feel confident determining who should move forward in the process. This ensures efficient, fair, and effective talent prioritization. On average, those using our recruiting agent achieve a 57% decrease in recruiter screening time. And our recruiting agent also orchestrates experiences between recruiters and hiring managers by delivering AI driven notifications right in their Microsoft Teams experiences. When a requisition is created, a recruiting agent automatically creates a collaborative channel for the requisition between the recruiter and the hiring manager. This centralized and, at times, automated communication reduces delays and information gaps as hiring managers stay informed about the status of their requisitions with real time alerts. Each day, they'll get a task list providing real time visibility into progress, enabling them to take immediate action and accomplish their hiring related tasks in less time. This removes the recruiter's burden to update and follow-up with hiring managers so delays are removed and the hiring process can be expedited, ultimately driving down your time to fill. With our recruiting agent powered by HiredScore, you get proactive insights into potential leads, an AI driven scoring, and orchestrated experiences that help accelerate the hiring for the entire recruiting team. And the reason why our customers see a 54% increase in recruiter capacity. But it's not just recruiting teams seeing the benefits of using our talent acquisition agents, but also candidates themselves. Let's switch gears and see how our candidate experience agent powered by Paradox enhances the overall candidate experience. Our candidate experience agent is designed for frontline, high volume, and corporate applicants to find the best fit for them. Before candidates even apply, they might want to know more about the company culture, and they immediately get the answer they're looking for. Candidates can ask questions twenty four seven, and the agent provides in-depth responses or even sends videos or PDFs. Paradox's conversational AI has powered over 189,000,000 conversations, creating engaging and positive experiences for candidates. And then they can continue that conversation using our agent to find a role that works for them and using that same conversation to fill out the application. This means they get to skip that long application form. They can do this via SMS or WhatsApp if they're in the store, on the go, or if they see a social media ad too. And for those roles for which you want to collect a resume, they can add it, and this can feed our hired score candidate grading. With the dynamic chat to apply, we pull the relevant questions to ask candidates right from the Workday requisition. And then after some relevant consent details, they've applied. And with conversion rates over 70, Paradox customers reduce spend on advertising. Then based on the response to those embedded Workday questionnaires, Paradox's conversational interview scheduling sets up the interview in minutes. Our candidate experience agent powered by Paradox is designed to delight and engage with external candidates. By enhancing the overall candidate experience, you are seen as a top place to work, allowing you to attract and engage top talent. But for organizations retaining top talent you already have is a critical focus. With our talent mobility agent, you get the tools you need to maximize your internal mobility and drive towards an internal first strategy. Instead of expecting employees to search for roles, our talent mobility agent proactively delivers them at the right time in the right channel. For example, Marcus receives a notification in his natural workspace, Microsoft Teams, about potential opportunities. After exploring the role for the senior customer service representative, he decides he wants to apply and can do so using his rich employee profile right within Workday. And the agent learns from the feedback and fine tunes recommendations moving forward based on his action. This proactive approach alone led to a 2.3 times increase in internal movement for one of our Fortune 500 customers. By proactively providing the opportunities through our talent mobility agent and making it easy to apply with Workday's inline applications, you get to maximize your internal mobility and retain your best talent. But there are times where you need to rapidly fill gaps in your talent and expand beyond external and internal applicants and use contract labor. Because of our approach to managing your total workforce at Workday, it's easy for you to both manage your regular and contingent workforce with Workday HCM and Workday Vinly, our vendor management system. And in the future, we'll streamline your contingent worker sourcing using our contingent sourcing agent. This agent will equip you with AI powered talent rediscovery and candidate screening capabilities directly in Vinly. Today, the program manager uses a list of jobs they're working to fill with contingent workers in their Vinly job dashboard. And in the future, this is where we envision our contingent sourcing agent to step in and streamline sourcing for contingent workers. Program managers, as well as your hiring managers, will be able to see recommendations for workers to fill those open roles. This uses the same AI intelligence from our recruiting agent. It matches the experience of the worker to the needs of the role. And from there, it's simple for business leaders to communicate with vendors and collaborate internally by sharing the recommendations. Now the hiring manager sees a notification to review the recommendation. Then as vendors start to submit candidates, those candidates also receive that spotlight letter grade, allowing people in HR, procurement, and hiring managers to more quickly screen and move forward with the best fit for the contract. Workday Vinly is already helping companies fill open contingent worker roles, with one customer in the health care space reducing time to fill by 66%. And with our future contingent sourcing agent, we expect to reduce time to fill metrics even further as we empower you to leverage AI across this critical process. But it's also imperative that as all of these teams are working, you have the data you need to make confident decisions. And with our AI powered people analytics experience, you'll get just that. With our people analytics, users see augmented analytics to surface key metrics and their underlying drivers to quickly understand and act on key workforce trends. For the talent acquisition team today, that means focusing on hiring trends. With people analytics reading all of the rich hiring data, you'll see where things are trending positively and negatively, such as the decline in a time to fill in a certain region. We also give a breakdown of the components that are impacting this the most and access to the data from which this was derived. This means you feel confident in the explanation and can start to make changes to processes to rectify. Harnessing the power of our AI agents from HiredScore Paradox in Venly, we deliver the necessary tools to drastically reduce manual effort, simplify experiences, and ultimately free up capacity for recruiters, managers, candidates, and employees. Wow. I you know, we talk about this stuff, but every time you get to see it all all, come together, I think it it hopefully, what the audience can feel is that, a, this isn't science fiction. Obviously, Jane, you're here to attest that a lot of this is live. And you can I think it really sort of brings it all together visually to sort of see how these things can work in combination? So we want to bring this together, and we want to take a step back and have the benefit of Jane who's lived this transformation. Jane, you were gracious enough to distill your journey down into five key lessons to share with everyone, in terms of what transformation learnings have been. So would you mind going into a little bit more detail for everyone now that they've seen the solution, they've heard some of your journey, to talk about what to think about next? Sure. I mean, first and foremost, it's, you know, the unified core. Right? So, I mean, we we chose Workday years and years and years ago, and I guess I'm I'm happy to see the journey that Workday's on as well to kind of help take us into the future to have that, like, unified core, the place where all of our people data sits, and then then we're adding the agentic experience to make that data and that kinda unified core HCM come to life. So first and foremost, you know, that's kind of where you need to start. Then for us, it's really about prioritizing internals. Like, how do we make sure that turnover costs companies millions of dollars? How do we make sure that at any given time, our open positions are very well advertised and available to our internal people. And that really can happen by chance. And through the orchestration we have with HiredScore and Workday, you don't need human intervention. The employee can notify that they're available and interested, and jobs can be served to them. So we're really excited to be able to do that. The manual tasks, like, we needed workflow efficiency. And the thing that's interesting is in order to make this AI work, and we've learned this over the years, you can't just, like, sprinkle AI on top and hope that it changes. You have. to change the workflow. Yeah. You can see how much people resist change, and it's natural. But if you change the workflow, then there's nothing to resist. Like, everyone just has to learn a new way to work. So for me, you have to prioritize the workflow, and then that will help you, you know, remove kind of the boring stuff and focus on the most impactful work once you change the workflow. Being dedicated to the total talent mindset that no matter how an employee, an intern, a contingent worker enters your talent sphere, that you know who they are and that you believe that they have a place here and that they can grow their careers. So just making sure that you are moving away from silos and much more focused on people, even applicants. Right now you have this data and the ability to go fetch candidates, whether they're internal or external, that apply to previous positions. So this flywheel of speed just picks up and you're you're managing all talent that you have available to you. And then finally, change management. None of this works without good change management, and I have learned that the hard way. So I would say I'm pleased and so happy that I was able actually to get a change management on change manager on staff this year, which will just keep accelerating all that we're doing. If you can't showcase the purpose and the reason and the why for the change, it's really hard to get some of this stuff done. So the investment in change management is critical. So those are some of the paths to success I've seen. I love all of these. It's hard to pick out any any favorites here. I think the focus on I love that you have somebody focused on change management. I always love talking to leaders about, like, what are the new roles that are part of their team. And change management is not new, but, you know, for AI, it's it's critical. I also love number three is this idea of you talked about the sort of rethinking the work. You know, I well, a lot of times, the this webinar in many ways is about the AI for HR. I always tell customers there's also the HR for AI. And what are the things that need to change when we bring agents into the workforce? And how do humans change their work, and how do we elevate them. And so you guys have done an amazing job with that, which brings us to really, I think, in some ways, the conclusion, but the most important part about all this is what happened? You know, the partnership's been amazing. The idea, the thesis is amazing. But when you look at what's actually happened at JLL, can you share some of the outcomes and what they mean for your company? Absolutely. We've seen an increase in internal hires by 20%, and we'd love to see that continue to grow. I think that, you know, to get it to 30 would be ideal, but we're gonna keep trying. That comes with, you know, our onboarding process that we really haven't even gotten into yet, which also Workday has their hands in. The Workday customer, you know, every time a new employee starts, you have the opportunity to get them excited about their new job, but also growing within the organization. So we have to keep reminding people about the internal process. You can't turn on the internal process and then just hope, you you gotta keep promoting it where you can. So the increase in internal hires has been amazing. And then that also obviously helped us with employee retention, so people see a clear path here how to grow their careers without leaving the organization. We now have 93% coverage when it comes to existing roles within our talent pool. Like many of you, you know, we have the same roles open at different times of the year in the same locations. So just to be able to harness that talent pool fundamentally changes how quickly and confidently our teams can hire. And the Vindly, the contingent labor, you know, our time to fill for my own team, you know, from the the internal FTE recruiters, is higher than what the contingent work can do. Because very often, you know, when we use contingent labor, they maybe have a pipeline in a. location we don't have. We've also seen, you know, things get down to four days. So I'm like, if things get down in four days, wow. Like, that's a that was, like, you know, a a referral that went through Paradox. It got, you know, an a rating and back to the manager, like, that quick. But I'm like, if it can happen in four, like, this this is real. The contingent flow is faster, and also our internal movement is faster than it ever was. So that's really, really exciting. And then thing I'm most proud of is, like, all that work and effort that goes into getting a contingent work around, like they still have to pass a background check, they have to get credentials, they have a computer and all that. My thing is don't I don't want them to leave. There's a job and. they're doing well. So we do, I think, rank amongst our managed service providers, one of the top converters of contingent labor at 27%. And that's all because of, you know, starting with the Bindley relationship. So that's been a huge win for us. Yeah. I mean, I think there are people on here who'd love to have any individual one of these metrics to think about them in combination. And what what's cool about this is it's not a a one plus one plus one equals three. Like, you start to see compounding benefits. You know, for instance, a talent mobility agent, once that internal applies because they've been introduced to a great role, that's now a TA problem. But you've got the recruiting agent supporting you on the other side of this ecosystem, which is really cool, making sure that, you know, your your recruiters prioritize the talent. So these things actually. complement each other, which you gave the example of the scored candidate who then got scheduled right to hiring manager. I. love that. Well, these are amazing statistics. And, again, the I think the important message is this has, you know, been a journey, but this is something you've realized through these solutions. What I love working with you, Gene, is over the years. I know you're not happy. These are great numbers, but you're always challenging for how we can do more. So I'll be excited to see where these these numbers end up. I would say you're positively dissatisfied and always looking for for opportunities, and I love I love that about you. We've got a couple minutes left. And if it's okay, Jane, I'd love to sort of move into some live questions. We've got by the way, this audience has been fantastic. There's so many questions here. We're gonna do our best to try and answer as many as I can. And if we don't, we'll definitely follow-up with the questions we can't get to. But, Jane, I'll I'll throw some out there, and then you can I'll team up to you, and and you can preform how that happens. So so first is from Christian. He they asked, with AI increasingly automating elements of sourcing, screening, and candidate engagement, do you foresee organizations moving towards smaller TA teams, or do you expect the focus to shift toward reskilling and upskilling recruiters to work alongside these AI tools? I think reskilling and upskilling, because, I mean, AI will do the like, what we've said, the boring stuff, source, screen, and schedule. And that's fine. I think what we've seen and we've learned from other customers of yours is that that recruiter almost becomes, at least in high volume. You know, I think our executive recruitment, some of our professional recruitment is not as impacted by as many of these new AI tools, but definitely for all of our high volume recruitment, they become more of a program manager. Right? So so if if the technology can get the right candidate to the hiring manager quickly, well then they're gonna manage a portfolio of recs where maybe they managed 40, now they may and, you know, we're gonna get there, but they may manage, you know, 400 because their goal is really to just pinpoint and look every day and to say, woah, this this wreck is starting to age. Why better need to contact that manager? Do they need more advertising? Like, why isn't it working? Should we shift it to contingent worker? So that's what I see the recruiter of the future being, especially in this high volume space, is that they really become a program manager of the recruitment process, and they really make sure that there's no bottlenecks. How do I make sure that this tech is working? I'm looking at it, and I'm making sure that the candidate experience is seamless, but I can I can manage a lot more reps? Well, I totally agree with you. And, you know, we're some other cool examples. I've seen people, rather than getting rid of recruiters, they've you know, at one of our airline customers, they've taken eight of their recruiters and turned them into an internal career office for employees as an example. So I know you're you're familiar with that example, and I've seen other other folks elevate them into sort of supervising the agents. So I think you're spot on there, Jane. We have another great question from Jessica. She's asking, hey, Jane. I'm curious to know how you think about skills at JLL with the need to find and move talent so quickly. So our skills journey is coming together. I feel that it's kind of a squishy topic, and I think it has been for years. So we're really trying to probably do a better job of understanding jobs and tasks in jobs and then figuring out what skills are required to do those tasks. So we are looking at a few vendors at this time to help us advance our skills story. But I think we're kind of looking at that also as, like, workforce management, like, what jobs and tasks and skills do we need and then to plan around those things. So I think our skills story is coming along, but I think the technology and the impact of that is coming along. So I we didn't bet too early on any skills technology, and I think that we're using and going to continue to use the resources we have to make sure that you plan for the future. To me, you really want to use that skills data and skills strategy to plan for the right worker and right type of worker you need in the future. But our story is coming together there. Cool. I think every I I you know, I I don't have much to add there. I just know that every company we come across is at a different stage of their skills journey, all with different sort of evaluations and thoughts. So encourage our customers to continue to sort of navigate that, check with their peers and find, you know, folks that are in similar industries with similar problems that they can benchmark. off of. just to close, like, what how do we use Workday today? It's like when you are an internal candidate and you wanna apply for a job, we're like, make sure you fill out your entire skills profile because we're gonna use that data to match you to job descriptions. And, you know, the matches get a lot better if you fill out your skills profile in Workday. So that's just a simple example, but we are using it that way. Cool. We have another great question from Sim. Hey. I have a couple of questions about the Total Talent ecosystem. How did you operationalize workforce planning and budgeting across departments? So hiring decisions, staffing levels, and spend are aligned to forecast priorities and funding sources. Maybe I'll pause there. There's a second part of that question. But any thoughts on how you worked across departments with workforce plan budgeting so that, you know, again, if you wanted to go contingent or full time or any of that, anything you could share there? I would say, Sim, that's also an area of opportunity for us that we haven't fully developed. I think that the workforce planning and I talked to many of my peers at other organizations. It's so hard. Right? Work the workforce planning component is really hard. So I think our goal here is to we have a great staff throughout the organization. How do we rethink the positions we have? How do we, you know, backfill? We're really trying to get people to try different careers. But but our workforce planning down to the, you know, penny with finance, I would say it's still a work in progress. That that has not inhibited our ability to do total talent management. We we hire over 30,000 people a year to serve our clients. So sometimes it's it's a client driven initiative than it is necessarily, you know, JLL corporate. So we do have to keep pace with the market, and sometimes our workforce planning is driven by our clients, not necessarily ourselves. Okay. Then I I just logistically, if if you haven't seen yet, I think my partner is gonna launch our survey here that's coming through. So if you haven't gotten the survey, please make sure you give us feedback. We wanna continue to provide great content. Maybe, you know, one other question I can squeeze in here, and then we'll try and maybe get some of these questions over to you. Gene, there was one around internal mobility. As a first priority, did you require manager notification, or did you directly reach out to employees who matched? No. I mean, that's when I talked about change management, that's been our biggest hurdle is to get managers to stop hoarding talent. You know? We're like, it's much better for for them to grow here than it is to leave. So we do require when you put yourself to open to opportunity in Workday, your manager is notified. So so they are certainly aware. And we have very, very clear meticulous notes to help that employee. Sometimes they need a lot of encouragement. How am I gonna have that conversation with my manager? So part of our change management was scripting. Like, I wanna try for a new job at JLL, but I know I have to go talk to my manager because that's part of the process. So we scripted it out, and then we also have training for managers. Like, you should be receptive. You should be open. You should be excited about helping them. Am I saying it's perfect? No. But, I mean, you have to set the stage to help that employee have that manager conversation and help the manager be receptive. But it was through scripting. We didn't leave it to chance because if you're gonna try to drive internal mobility, you have to help both parties out to facilitate. We know the tech works. I know the tech can do all the matching, but the people part is the biggest hurdle, to accelerate internal mobility. Okay. Well, this is my least favorite part of doing this. There are actually, like, six other amazing questions we have. And, Jane, I wanna be respectful of your time and and our audience. So, unfortunately, we're at an hour, which flew by. Hopefully, you had some fun, Jane, telling. your story. I had a blast listening. I I know it, and I still I still get in awe when I hear about the transformation that you've undergone over the last few years. But with that said, as we as we wrap up and just say thank you to everybody, just some quick reminders as we wrap up the webinar. First, huge thanks, virtual applause for Jane. Amazing job. Thanks for sharing your story. The commitment of time is huge and I know the audience loved hearing about it. For those, still on the line, you will get an email with additional resources, including upcoming events. So, lots more to come. We'll get you some additional answers if we can to those questions. Please, if you have a second, don't forget to fill out the survey. It helps us keep delivering great content for you. And Jane, and to all of our webinar participants, we hope you have a great workday. Thanks, everybody.