Beyond the Expo: UNLEASH America with Workday

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I’m Ernest, I am a Senior Principal of Product Strategy at Workday. Formerly, I was the VP of Research, Content Strategy and Product Incubation at HiredScore. 

What re the tangible ways to transform a hiring manager’s experience that could impact competitiveness?

I think it’s really about meeting hiring managers in their natural workspace – reducing the change management burden of learning new technologies and actually just giving them back time so that they can get back to the job that they need to do. 

If HR leaders want to explore emerging tech, where should they start?

The main place to start is with your trusted, responsible vendor partners. 

I think they have actually explored a lot of these emerging technologies. They’ve been thinking about use cases and they’ve tested some of these use cases out, by and large. 

The additional thing that I would really think about is the non-vendor analyst and consultants. Those are good places to start, but just make sure you ask them whether or not they have any conflicts of interest or anything like that so that you know what you’re getting yourself into. 

When you talk to a vendor, you know where their interests lie, but when you talk to people who are non-vendors, you have to be very careful about where their interests lie as well. 

What are you seeing as the most influential trends shaping the future of work?

I think the most influential trends shaping the future of work, are co-pilots. 

When you think about our hiring manager-talent advisor collaborator, it really is like a co-pilot experience where we’re bringing you the information that you need, when you need it, and really helping you along the way.

Really understanding where co-pilots will play, what’s the most important place for them to play, what actually adds value, and then thinking about whose responsibility it is when it comes to the actions that are being made between the co-pilot and the human. 

It really is about that human-machine collaboration that is really important to start to think about. 

Do you have any inspirational customer anecdotes around transformation?

One of our great manufacturing customers has implemented the hiring manager-talent advisor collaborator, bringing all of that information into their natural workspace, and that’s changed the conversation that they’re able to have with their hiring managers. 

Now who’s responsible for time-to-fill, when all the actions are brought directly to the hiring manager? 

Those have really been transformational in terms of bringing the conversation, moving the conversation, and shifting the operating models. 

What does ‘courageous leadership’ mean to you?

There are two words in terms of courageous leadership. I would say honesty, and candor. 

Courageous leadership is really about saying the right things, even when things are hard, and I think that’s all about honesty and candor. 

How do you think about adoption and usage of AI in enterprises around HR?

Adoption and value is critical. 

While you might have really fun, interesting use cases for generative AI, it really is about the value that the business is getting from the AI. 

Focusing on what you’re trying to accomplish and the value that that brings and how AI as a tool can fit into that is critical to understanding how to get the best adoption and value possible.