aesc tat whitepaper
TRANSCRIPT
-
8/12/2019 AESC TAT Whitepaper
1/24
ASSOCIATION OFEXECUTIVE SEARCHCONSULTANTS
(AESC)T A L E N T A C Q U I S I T I O N T E C H N O L O G Y
W H I T E P A P E R
-
8/12/2019 AESC TAT Whitepaper
2/24
1
Technology presents our industry with a par adox: it holds both the
promise of enormous leverage and the threat of major disruption.
New developments in technology can streamline some of the traditional
challenges in the profession, allowing us to focus on areas where we
can provide maximum value. Conversely, there is the danger that
clients will overlook these value-adds and assume that the technology
is a complete, do-it-yourself solution. As a result, search professionals
need to be more aware than ever of what the latest developments in
HR technology are, understand how these developments will affect them,
be strategically ready to leverage developments to deliver maximum
value to clients, and be clear in communicating this value and the role
technology does and doesnt play.
With that in mind, AESC has created a Talent Acquis it ion Technology
Sub-Committee of the Global Board of AESC . The main objective
of the sub-committee is twofold. Firstly, it will monitor and analyze
key developments in talent acquisition and HR technology that could
potentially influence the executive recruitment industr y. Secondly,
it will disseminate this knowledge among AESC members so they can
use it in their strategy deliberations and provide additional insights to
their cl ients.
This inaugural whitepaper is the first in a planned series of whitepapers
and studies discussing various technologies and solutions that are potential
sources of opportunity and/or threat for executive search professionals.
We hope you find the information here useful to your bus iness, and look
forward to your feedback.
Anton Derlyatka
Managing Partner, Talent Equity Ventures (TEqV)
Senior Partner, Ward Howell
Ethan Birchard
Managing Director, AESC
The Association of Executive
Search Consultants (AESC) is
the wor ldwide proffessional
association for the retained
executive search and
leadership consulting industry.
Talent Equity Ventures (TEqV)
is a global venture capital fund
focused on HR and Education
technology star tups. TEqV is an
affiliate of Ward Howell, a
leading Human Capital and
Executive Search consulting
firm in Eurasia.
INTRODUCTIONT A L E N T A C Q U I S I T I O N T E C H N O L O G Y
( T A T ) S U B - C O M M I T T E E
-
8/12/2019 AESC TAT Whitepaper
3/24
2
QUICK FACTST A L E N T A C Q U I S I T I O N
T E C H N O L O G Y T R E N D S
M O B I L E : 7 out 10 candidates in the USA use their phone to search for a job (Source: SimplyHired sur vey)
C L O U D : Cloud adoption grows by 36% each year (Source: Forbes.com)
S O C I A L : 48% of executive candidates original ly identified via LinkedIn
(Source: William Blair Report on LinkedIn Use)
P S Y C H O M E T R I C S : Use of Psychometr ic improves selection outcomes by 24% (Source: Onetest.com.au)
D A T A : 60% of companies are investing in Big Data (Source: Forbes.com)
-
8/12/2019 AESC TAT Whitepaper
4/24
3
INTRODUCTIONT A L E N T A C Q U I S I T I O N T E C H N O L O G Y
Human resources technology is evolving with unprecedented speed.
And no part of HR has felt this influence more than recruitment.
Recruiter s and hiring managers can now find candidates faster, and source
talent in the most remote locations. They are able to gauge skil ls and
personal qualities with more precision, and gain insights into a prospective
employees fit, and create a smoother, more candidate-friendly hiring
experience. The latest technology allows them to create a deeper
connection with jobseekers and build a stronger employment brand.
Executive search occupies a unique niche . At its core , executive search relies
on an ability to pick from a small pool of executives. This exper tise results
from personal relationships with senior managers and companies and an
understanding of market trends, industries and regions. It stems from an
ability to build connections with clients so that they consider the search
consultant more as a trusted advisor than a hired hand. And technology plays
a lesser, but still significant role in developing this combination of in-depth
knowledge and interpersonal skills.
Yet executive search has also felt the broader impact of technology and
is benefiting from the same efficiencies as other levels of recruiting. Forexample, it is now possible to build a wider ne twork of contacts vi a social
media, or more efficiently manage data with new software solutions.
-
8/12/2019 AESC TAT Whitepaper
5/24
4
At the same time, technology and
the ever-changing economy havecreated new challenges for
consultants, and recent changes in
business and HR have made this
clearer than ever. Consider the
following trends:
Insourcing is increasing dramatically
Insourcing is a long-standing aftershock of the 2008 Recession that
sent thousands of firms into a more cost-conscious mode . That is
happening across the board, from the executive to the mass-recruitment
level, driven also by greater availability of technology-based solutions
(e.g. LinkedIn, an invaluable tool for any in-house recruiter these days).
While the slow but steady uptick in the global economy has loosened
purse str ings, many organizations remain cautious about spending.
Theyve grown comfortable relying on internal resources.
Competition has grown more intenseAt the same time the number and variety of companies providing
recruiting services continues to grow. Most of these firms have made
technology the cornerstone of their ability to find and place great talent.
They are active on professional networks and increasingly target their
efforts to mobile devices. Their use of the cloud has made collaboration
among colleagues in different offices and regions easier and they are
using analytics to develop deeper insights into candidates.
Candidate behavior has changedmarkedly
Todays candidates are more li kely to have information about
themselves in public , including social networks, as opposed to 5 years
ago. Also, they are more likely to field inquiries or show interest in
a job via mobile devices. A 2012 survey by the job board Simply Hired
found that 7 in 10 job seekers search for jobs using mobile phones .
At the same time , candidates will be more likely to discuss career issues
via social and professional media. In fact, social media has become
the most significant engine for recruitment and corporate branding,offering unprecedented access to personal information, referrals, and
professional communities.
IMPACT OFTECHNOLOGYT A L E N T A C Q U I S I T I O N T E C H N O L O G Y
-
8/12/2019 AESC TAT Whitepaper
6/24
5I M P A C T O F T E C H N O L O G Y
T A L E N T A C Q U I S I T I O N T E C H N O L O G Y
The importance of cross-border fluencyis skyrocketingWith the ongoing maturation of economies in Asia, Eastern Europe,
the Middle East, Brazil and Mexico, executive recruiters will find some
of their best candidates in areas far-removed from their home bases .
And technology has enabl ed them to execute most complex interna-
tional assignments with greater speed and efficiency.
Standing out is more difficult
The amount of information that people generate and receive is r ising
exponentially. This is particularly true for executives and influencers
who may receive hundreds or even thousands of emails on a daily basis .
Executive recruiters who want to reach these busy individuals must
outsmart the competition for their att ention. A solid use of technology
can help these recruiters stand out amidst the noise and spam.
-
8/12/2019 AESC TAT Whitepaper
7/24
6
A N A L Y S I S O F P O S I T I O N
A N D R E Q U I R E M E N T S
I D E N T I F I C A T I O N O F
C A N D I D A T E S
S C R E E N I N G A N DS H O R T L I S T I N G
J U D G E M E N T A N D
S E L E C T I O N
O F F E R M A N A G E M E N T
R E F E R E N C E C H E C K I N G
I M P A C T O F T E C H N O L O G Y
T A L E N T A C Q U I S I T I O N T E C H N O L O G Y
I M P A C T O F T E C H N O L O G Y
M E D I U M
I M P A C T O F T E C H N O L O G Y
D I S R U P T I V E
I M P A C T O F T E C H N O L O G YD I S R U P T I V E
I M P A C T O F T E C H N O L O G Y
L O W
I M P A C T O F T E C H N O L O G Y
M E D I U M
I M P A C T O F T E C H N O L O G Y
L O W
-
8/12/2019 AESC TAT Whitepaper
8/24
7
To be sure , technology will have its most profound effect on searches
a level or two below the most senior level. The star recr uiter of CEOs
for the worlds lar gest companies may have little need for sourcing and
screening software or psychometric tests. The pool of potential candidates
for these jobs is small and well-known, so small that some recruiter s
may have a ready list of possibilities already in their head even as the ink
is drying on a search contract.
Executive recruiters are more likely to see technology as an enabler than
as an obstacle. Just take the inputting of information on candidates into a
database. Search consultants used to do this themselves, or had researchers
complete the task. Voice recognition tools allow them to parse data into
a database, which takes less time. Needless to say, the extra time can be
spent on activities more closely related to the selection of a candidate .
Middle tier search frms need
to embrace the new tech to
remain competitive
Technology helps to save costs,
improve effeciency and providebetter service
Push from recruitment to
senior executive market
The most talented search
consultants are using:
Mobile devices, professional
networks and social media
sites to track and engage
candidates and develop a
stronger understanding of
employers.
Cloud techno logy to access
data from anywhere in the
world.
Improved screening systems,
gaming, psychometric testing
and video conferencingto increase the likelihood
of a good job fit.
E X E C U T I V E
S E A R C H
C O N T I N G E N C Y
M A S S
R E C R U I T M E N T
Low end searches have already
shown using technology to automate
processes to reduce costs and
increase market reach
The short term
battle ground
I M P A C T O F T E C H N O L O G Y
T A L E N T A C Q U I S I T I O N T E C H N O L O G Y
-
8/12/2019 AESC TAT Whitepaper
9/24
8
Todays talent is global, mobile, versatile, accessible via a myriad of
communications tools, and trained in competing education systems.
And technology helps to remove barriers to a global and efficient talent
marketplace. Remote labor and project management tools make restrictive
immigration laws less relevant, while new identification, selection, and
assessment tools help to remove the subjectivity of human filtering.
In this new era, when technology can help to identify and deploy talent
where it is most productive, recruiter s face new challenges. The most
paramount include:
Finding talent O U T S I D E T R A D I T I O N A L R E C R U I T I N G sweet spots;
Connecting with this talent in a M E A N I N G F U L way;
E VA L U AT I N G TA L E N T F A S T E R and more precise ly than competitors;
Identi fying the passive job seekers who would be the most will ing to
CO NS ID ER A NE W OP PO RTU NI TY. Pass ive job seekers oftenrepresent the richest source of candidates. Finding them can be the
real challenge.
Creati ng a more E F F I C I E N T H I R I N G E X P E R I E N C E that increases
the likelihood of finding clients the right match the c lients. This reflects
particularly well on the employment brand that so often determines where
an executive will choose to work.
HR TECHNOLOGYOVERVIEW
-
8/12/2019 AESC TAT Whitepaper
10/24
9
Technology has enabled recruiter s
to execute these tasks faster and
more efficiently. This paper will
focus on five areas of technology
that have had the greatest impact
on search and other areas of HR:
mobile devices, social and
professional media, data analytics,
psychometrics and cloud/software
asaservice (SaaS).
S O C I A L M E D I AM O B I L E
C L O U D
B I G DATA P S Y C HO M E T R I C S
H R T E C H N O L O G Y O V E R V I E W
-
8/12/2019 AESC TAT Whitepaper
11/24
1 0
P R O F E S S I O N A L A N D
S O C I A L N E T W O R K S
Professional and social networks are
rapidly becoming a recruiters
most impor tant tool.
They have not only opened doors
to new talent hotbeds in Asia
Pacific, Eastern Europe, the Middle
East and par ts of Latin America,
but have also allowed companies to
mine talent more efficiently in their
own backyards. No longer must
recruiters sift through emails to
find a contact. Social networks
allow recruiters to engage
candidates more effectively long-
term. New software designed with
the networks in mind then helps
determine when someone is the
right fit for a job.
These networks have givenrecruiters unprecedented access
to personal and professional
information, referrals and
business communities. They have
also allowed recruiters to track
promising candidates, understand
their career preferences and bui ld
strong relationships with them,
even across continents. Social
and professional networks have also
been instrumental in establishing
a positive employment brand.
None of the networks have been
more important for recruiters
than LinkedIn . The network is fast
approaching 300 million user s.
Thats a roughly sixfold increase
over the 50 million users the
company boasted six years ago.
More than half of LinkedIns
revenues come from recruiting
services. The HR technology exper t
Bill Boorman calls LinkedIn an easy
hunting ground for recruiters.
A 2013 report by the investment
bank William Blair found that
more than three in four executive
recruiters said that their relianceon LinkedIn was increasing.
The respondents said that they
had identified nearly half their
candidates via LinkedIn, double
the percentage of two years ago,
and that they had pinpoin ted more
than a third of their placements
via LinkedIn, almost double the
percentage of two years ear lier.
But it was also clear that LinkedIn
was not a replacement for more
tradit ional resources. More than
three in four recruiters said that
LinkedIn was a good starting point
but that internal databases and
technology were st il l cr it ical to
how they managed their candidate
pool. The repor t called LinkedIn
an integral part of the executivesearch process but also said that
the information on the site was
only a fraction of what they need
to assess a candidate.
Yet LinkedIns strengths have also
created a challenge. Boorman writes
that many potentia l candidates have
removed key parts of their career
backgrounds from their profiles
because they are not looking forjobs.
HR TECHNOLOGY
-
8/12/2019 AESC TAT Whitepaper
12/24
1 1
That has sparked a raft of startups
social med ia aggregator s that can
parse information from different
networks. The end effect is a fuller
candidate profile and the abil ity
to predict with greater accuracy
whether a job opportunity will be
of interest to passive job seekers
who are not actively looking for a
new oppor tunity, but may be the
best fit for a job. Among the leading
aggregators are Entelo, TalentBin,
Gild, and Joberate.
Other HR Tech companies are
focusing on referr als, once an
informal process that now allows
individuals to provide more detai led
input about candidates. Their
technology al lows employees to
tout the benefit s of a company andserve as brand ambassadors.
H R T E C H N O L O G Y O V E R V I E W
P R O F E S S I O N A L A N D S O C I A L N E T W O R K S
Ave rage of 48% of candidates
are identified through LinkedIn
Around 35% of placements were
originally sourced through
LinkedIn
Opportunity;Will iamBlair
conducted a research on
LinkedIn Usage among
executive search consultants:
-
8/12/2019 AESC TAT Whitepaper
13/24
1 2
M O B I L E
HR TECHNOLOGY
The rise in mobile devices has created a more fluid environment for
recruiters. Candidates are now more likely than before to be online and
reachable via one of these devices.
An estimated 55% of the worlds cell phone users say that their main source
of internet access is their mobile devi ce. A 2012 Forbes Insights paper found
that people ra rely disconnect from wor k a byproduct of the mob ile
revolution. Todays candidates are accessing career-related information,
communicating with potential employees and applying for positions through
their devices. Mobile devices have altered the types and quant ity o f messages
that recruiters send. The quick, inci sive communication more appropriate for
small screens is quickly replacing longer forms. Recruiters must also look
more analytically at the times and places when candidates are receptive to
their messages .
According to the latest stats, 25% of all Google searches that contain
the word job are conducted on mob ile devices. However less than
40% of Fortune 500 companies have a mobile-enabled career web page
that candidates can access. Thi s i s changing now and recruiters are
star ting to focus on making the recrui ting process mobile-friendly.
Going forward, expect wearable technologies and video to play even bigger
par ts in recruiting. The market for wearables, which are supposed to facilitate
the performance of such tasks as checking ema il and sending messages, is
doubling ever y month, says the K leiner Perkins study. These devices, coupled
with computers in industrial and automotive equipment, will provide us with
a variety of new ways to communicate with and monitor our workforce , the
Deloitte consultant Josh Bersin writes in a report that looks at workforce-
related technology trends in 2014.
-
8/12/2019 AESC TAT Whitepaper
14/24
1 3
A N A L Y T I C S
Analytics: Large quantities of data so-called big data have significantly
improved marketing. A 2013 Forbes Insights paper, The Big Potential of Big
Data, found that companies that make use of big data exceed their goa ls
more than 50% of the time. The authors of the paper found that big data
gave companies better insights into consumer behavior and allowed them
to connect on a deeper level with existing and potentia l cl ients.
HR has been slower to adapt big data to its needs, although recently
theres been more improvement. Recruiters are now increasingly using
analytics to get a better understanding of candidates. In what environment
is a candidate most likely to succeed? How do their profiles match those
of executives who have already succeeded at an organization? What is
the wrong cultural fit ?
The same types of systems are helping recruiters and companies look
inward. They can analyze the backgrounds, skills and career paths of
successful and unsuccessful manager s. Does an MBA predict success?
How many years should someone hold a position before moving
up a level?
Analytics have become the basis of faster resume parsing, which allowscompanies to screen out candidates. Among other firms, Google is using
algorithms to identify candidates who are well-suited for certain jobs.
Faster screening can create a more cost effective hiring pipeline, reduce
the amount of time positions remain unfil led and broaden the pool of
potential candidates.
HR TECHNOLOGY
-
8/12/2019 AESC TAT Whitepaper
15/24
1 4
P S Y C H O M E T R I C S
Psychometric testing has been around for a long time. But the quality and
penetration of the tests has increased significantly in recent years. While
these tests may consider job quali ficat ions and experience , their greatest
value is in under standing soft skills. This is an area of increasing impor tance
for companies.
The rich troves of data generated by psychometric tests can help
eliminate per sonal biases that cloud hiring decisions. They may also enable
candidates to make more informed decisions about certain jobs. Leading
vendors include SHL and Talent Q, which uses an algorithm to predict how
well someone will work in a particular environment.
A number of companies are using gamification to determine job fit.
Gaming tests are inter active in nature . They engage candidates but also
glean valuable information from them based on how questions are
answered. Questions often focus on how someone might respond to a
situation in such a way as to receive point values (although it would be
incorrect to suggest that there are right and wrong answers). The results
tend to offer a more neutral assessment of skil ls and personality. The
answers may determine more precisely whether a candidates leadership
approach matches a companys philosophy.
HR TECHNOLOGY
-
8/12/2019 AESC TAT Whitepaper
16/24
-
8/12/2019 AESC TAT Whitepaper
17/24
1 6
The extensive use of the cloud is leading to an increasingly virtualized job
market. In this new environment, employees are becoming more like free
agents who provide their highly mobile services and skills on a per-project
basis. In the workforce, virtualization skills are available via networks, and
companies use technologies to monitor, coach and suppor t employees. Work
hours and compensation may differ from traditiona l models. In some cases
high-speed internet, mobile devices and cloud computing have made
vir tualization a more efficient way to execute projects and conduct business.
Executive search firms can benefit from this trend as well, by developing
more scalable and efficient operational models.
H R T E C H N O L O G Y O V E R V I E W
S A A S A N D T H E C L O U D
-
8/12/2019 AESC TAT Whitepaper
18/24
1 7
N E W O P P O R T U N I T I E S
HR TECHNOLOGY
A few additional technologies stand out for their ability to address particular
business concerns.
Recruiters have been trying to find more efficient ways of screening resumes
since the dawn of the profession. The challenge has become especially acute
given how easy it is to access career information online. The latest automated
resume filtering allows companies to automate and streamline resume
screening. Systems built by companies such as Google use algor ithms to
produce initial judgments about candidates. The algor ithms are based on the
analysis of key words and traits found in CVs and resumes.
Predicting performance has been a major challenge. Now a slew of new
software providers are using performance prediction algorithms to create a
clearer picture of whether someone is likely to succeed in a job. A few of the
systems identify key qualities and skills and weigh them against job
specifications with unprecedented precision, but companies such as Good.co
and Fitzii focus on cultural fit.
Social media offer s a wealth of career information about executives. But its
difficult to know if information is up-to-date, or at times to make sense of the
data. Companies such as Entelo, TalentBin and Dice mine social data and drawconclusions from it. One Entelo algorithm has been able to predict with a
high degree of accuracy whether a professional will change jobs over the
next six months.
Finding, hiring or otherwise engaging talent globally can be a complex and
difficult process. Yet it has also become essential for companies who are
expanding in new mar kets. Who are the r ight leader s for these growing
opportunities? How can companies ensure that they have enough skilled
managers and other employees to tackle key projects? The latest software
providers allow companies to identify and manage talent quickly and
efficiently across all geographies.
-
8/12/2019 AESC TAT Whitepaper
19/24
1 8
OPPORTUNITYOR THREAT?
Technology can be a double-edged sword for executive search, an industr y
that pr ides itself on personal interaction and a deep understanding of people
and organizations.
Many successful executive search consultants are on a first-name basis with
candidates and board directors. They dont need psychometric tests or
statistical-based assessments to know who among their ongoing contacts
might be right for the next big opening. So are these new developments
at odds with searchs traditional strengths?
The bevy of start-ups and early stage software providers focused on the
recruiting space is testimony to a vibrant demand for products that can help
consultants navigate a faster-paced, more interna tional business environment.
Recruiting firms should be paying close attention to and investing in the latest
technologies to help them make sense of disper sed pockets of talent and
companies spread throughout the world.
Used in the right combination with traditional approaches, technology
becomes more oppor tunity than threat. The trick is finding the right balance
between the numerical and the personal.
The trick is findingthe right balancebetween the numericaland the personal.
-
8/12/2019 AESC TAT Whitepaper
20/24
1 9
It is difficult to separa te fully
opportunities and threats, since
the vast majori ty of new tools or
platforms potentially represent
both, says a recent Spencer Stuar t
memo to the AESC Tech Initiative.
When used smartly by a search
firm, they offer the opportuni ty
to either deliver better solutions
or do so more productive ly. The
memo continues: For those search
firms that respond well to thi s
changing world, these challenges
have the potential to make them
stronger and more valuable
bringing renewed focus to their
value propositions and perhaps
improving their productivity
and efficiency.
In order to remain competitiveand stay ahead of the cur ve,
recruitment professionals should
consider the following
recommendations:
Embrace changes in HR technology
Fast-evolving software solutions can lead to greater efficiency in the
sourcing, recruiting and assessment of candidates. Short-term costs
will often be more than balanced out by the long-term strategic benets
of investing in the right technologies.
Invest in analytics
Big data offers an unprecedented amount of information on candidates .
But if companies cant make sense of it, the volume of information
is meaningless.
Cultivate the use of social media
Professional networks in particular are an effective way to learn about
candidates and create a strong brand.
Target the mobile deviceCandidates are more and more likely to learn about a company or
apply for a position via smart phone apps.
Use SaaS and cloud technology
These technologies can vastly improve the hiring process by allowing
companies to collect and share information about candidates more
easily around the world. They foster collaboration among employees, too,
which can make for a richer, more productive work environment. SaaS
and the cloud also have the advantage of scalability; that is, they can
keep pace with a companys increasing workforce needs.
O P P O R T U N I T Y O R T H R E A T
-
8/12/2019 AESC TAT Whitepaper
21/24
2 0
Technological innovation is tr ansforming recruiting, along with other areas
of human resources. It has allowed companies to create a wider net for talent
and speed up the process of screening candidates and matching them to jobs.
The latest software has increased recruiting efficiency. In many cases, it has
led to an improved quality of hire. Recruiting technology will continue to
serve as a major force in HR. Recruiters will have to keep pace.
This applies to all levels of recruiting, including executive search. Some
consultants say that current innovation applies only marginally to their
industr y. They say technology will continue to have its greatest impact
on lower-level recruiting for skills-based positions that are needed in
quantity, such as engineers and software designers. The skeptics hold to
the belief that search is based largely on subjective judgment and that
technology will always play a minor par t.
The same thinking may also reflect a temporary resistance to change
or failure to fully appreciate the winds of change. It wasnt long ago that
many consultants believed that LinkedIn would never have a significant
influence on their business. Now it is arguably the most powerful tool
for sourcing candidates.
CONCLUSION
-
8/12/2019 AESC TAT Whitepaper
22/24
2 1
But search will increasingly avail itself of the latest software. It is inevitable if
the industry is to keep pace with the needs of its customers. These search
consumers are more disper sed, more likely to need executives quickly.
Consultants who make the best use of technology, including voice recognition
and resume parsing software, mobile databases and systems for enhancing
remote collaboration, will be able to address these demands. And firms who
invest in the latest technologies will outpace those who dont.
How soon each of these technologies will become more entrenched is
difficult to say. In genera l, we see technologys role deepening in the next
three to five years, as consultants real ize that they can combine old and new
approaches seamlessly to provide better customer service in a dynamic
global environment. What precise mix of technologies provides the most
competitive advantages to the profession will be determined by market
forces and search firms who dare to innovate.
It wasnt long agothat many consultantsbelieved that LinkedInwould never have asignificant influenceon their business.
Now it is arguably themost powerful tool forsourcing candidates.
C O N C L U S I O N
-
8/12/2019 AESC TAT Whitepaper
23/24
2 2
Sub-Committee Members of the Global Board of AESC:
Anton Der lyatka, Senior Partner at Ward Howell
Luis Truchado, Partner at EuroGalenus
Bennett Machtiger, Chief Marketing & Strategy Officer at Spencer Stuart
Breck Armstrong, Chief Information Officer at Boyden
Peter Kerridge, Managing Partner at Kerridge & Partners
Contributors from AESC:
Ethan Birchard, Managing Director at AESC
Peter Felix, President at AESC
Glenda Brown, Managing Director at AESC
Authors and HR Technology Exper ts:
Taras Polischuk, Talent Equity Ventures
James P. Rubin, Independent Wr iter and Contributor
CONTRIBUTORS
-
8/12/2019 AESC TAT Whitepaper
24/24
T A L E N T A C Q U I S I T I O N T E C H N O L O G Y
W H I T E P A P E R