50+ Online Sources for HR Managers, Part 2

50+ Online Sources for HR Managers, Part 2

The HR Tech Weekly® had already presented its 50+ Online Sources for HR Managers this year, which could be called as Part 1 now, our primary reading list about Human Resources, HR Technology, Recruitment and beyond.

We told that the list was not exhaustive and can easily be expanded up to 100 or 200 and still would not be complete as there are thousands of sources around the web. Since that we’ve got a number of inquiries to try.

Here is our Part 2 of 50+ Online Sources for HR Managers, and Recruiters so far collected in an alphabetical order:

  1. Adrian Tan Blog: http://adriantan.com.sg

  2. Ask a Manager: http://www.askamanager.org

  3. Beamery Blog: https://blog.beamery.com

  4. Bonusly Blog: http://blog.bonus.ly

  5. BreatheHR: http://worklab.breathehr.com

  6. Ceridian HCM Blog: http://www.ceridian.ca/blog

  7. Cezanne HR: https://cezannehr.com

  8. China Gorman: https://chinagorman.com

  9. Corn on the Job: http://www.cornonthejob.com

  10. EmployeeConnect: https://www.employeeconnect.com/blog

  11. Everyday People: http://sbrownehr.com

  12. Evil HR Lady: http://www.evilhrlady.org

  13. HireVue’s Build Blog: https://www.hirevue.com/blog/build-blog

  14. HRE Daily: http://blog.hreonline.com

  15. HR Ringleader: http://hrringleader.com

  16. HR Tech Advisor: https://hrtechadvisor.com

  17. HR Tech Blog: http://www.hrtechblog.com

  18. HRTech Conscience: https://hrtechcon.com

  19. HR Times: https://hrtimesblog.com

  20. HR 360: http://blog.hr360.com

  21. Indeed Blog: http://blog.indeed.com

  22. In Full Bloom: http://infullbloom.us

  23. Inside My Head… : https://garethjones.me

  24. Insperity HR Blog: https://www.insperity.com/blog

  25. Jason Averbook: http://www.jasonaverbook.com

  26. Laurie Ruettimann: http://laurieruettimann.com

  27. NGA Human Resources: https://ngahrblog.co.uk

  28. People Simplified: https://blog.piqube.com

  29. People Stuff: https://hrgemblog.com

  30. Recruiting Daily: http://recruitingdaily.com

  31. Recruiting Headlines: http://recruitingheadlines.com

  32. Recruitment Juice: http://recruitmentjuice.com

  33. Robin Schooling: http://robinschooling.com

  34. Save HR: http://savehr.com

  35. Smart Recruiters: https://www.smartrecruiters.com/blog

  36. Snark Attack: https://mattcharney.com

  37. The Business of Talent: http://blog.bersin.com

  38. The HR Capitalist: http://www.hrcapitalist.com

  39. The HR Gazette: http://hr-gazette.com

  40. The Qustn Cafe: http://blog.capabiliti.co

  41. Top HR Blog: http://humanresourcesblog.in

  42. T Recs: https://mervyndinnen.wordpress.com

  43. Undercover Recruiter: http://theundercoverrecruiter.com

  44. UpRaise Blog: http://upraise.io/blog

  45. WISP HR Blog: https://wispapp.com/blog

  46. Women of HR: http://womenofhr.com

  47. Woobe: http://www.woobe.hr/blog

  48. Workforce Intelligence: http://www.visier.com/workforce-intelligence-blog

  49. XpertHR Blog: http://www.xperthr.com/blog

  50. Your HR Buddy !! : http://nisharaghavan.com

Featured link: The HR Tech Weekly Digest, Last Release of 2016

So, Part 1 and Part 2 give us 100+ brilliant sources which is the good start for reading. Ugh, we told about possible 200… Really? Part 3 is coming next year.

Stay tuned!

If you want to share this article the reference to Alexey Mitkin and The HR Tech Weekly® is obligatory.

HR Tech News on The HR Tech Weekly®
HR Tech News is your single entry point to the global HR blogosphere! The grid of the best HR blogs and websites with their recent posts collected in random order.
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The HR Tech Weekly : 1st Year of Operations in Infographics


The HR Tech Weekly® started its operations on October 19, 2015 and became popular among the global audience promptly. The entire network includes 25 media channels and has immediate access to 60K followers across 120 countries. 60M people had reached our content during the 1st year of operations.

Here is our year at a glance in short infographics:

The HR Tech Weekly® : 1st Year of Operations [INFOGRAPHIC]
For more details please refer to the Intermediate Results 2016 and Annual Report 2015
It’s our birthday guys, and this day we don’t want to bother you with more data and reflections. First year has gone, and we are looking forward not back!

Thank you very much to all and everyone who has passed this way together with us. See you second year! …and we will try to be useful, interesting and not boring.

Sincerely Yours,

Alexey Mitkin, Editor-in-Chief

People you hire will be pivotal in shaping business culture and maintaining success!


Today our guest is Mr. Sabby Gill, Executive Vice President (EVP) International at Epicor Software.

Sabby Gill brings more than 20 years of international sales, operations and enterprise software industry experience to Epicor. In his role, Gill is responsible for operations including sales and professional services with a focus on accelerating company growth throughout Europe, Middle East & Africa (EMEA) and Asia Pacific (APAC).

Prior to Epicor, Gill was Senior Vice President of International Sales for IGT. He has also held executive management roles with leading technology companies including HP, CA Technologies, Oracle, PeopleSoft (acquired by Oracle), and DEC.

The interview is hosted by Alexey Mitkin, Founder, Publisher and Editor-in-Chief, The HR Tech Weekly® Online Media Co.

  1. In your recent article you have told us about how as companies grow and expand, there is a tendency for employees to be disengaged in the workplace due to heavier workloads, pressures, and deadlines. You explained how investing in the right technology can help companies manage this growth. What other drivers can you point to for ensuring employee satisfaction, engagement and wellbeing?

As your business grows you need your team to be strong, so the people you hire will be pivotal in shaping its culture and maintaining its success. Ensuring that your employees are happy and fully engaged is also vital. Take for example a traditional business that acquires smaller, nimble entrepreneurial entities to gain a competitive advantage but find the newly acquired talent assets that the company paid highly for start leaving the company. This is a common mistake made by many companies that are growing through acquisition but failing to consider the wellbeing of, and engage effectively with the organisation’s new employees.

Another important aspect for companies to consider is the influx of Millennials in the workplace. I would argue that it’s even more paramount for organisations of all types and sizes to create workplace environments that nurture the free-thinker and their entrepreneurial spirit. But where do organisations start? To begin, they need to understand the characteristics of entrepreneurial teams and what motivates them. You can almost forget about traditional incentive plans; when dealing with entrepreneurial types, “challenge” trumps traditional notions of compensation/rewards, because if the work environment isn’t challenging enough, they are likely to leave. They need to understand what the entrepreneur works for (and what they live for): The vision, the dream, the challenge – it’s their oxygen. To fully engage, entrepreneurs must buy into the vision.

As companies grow and with it create entrepreneurial teams, larger organisations may need to rethink placing talent in the constraints of the traditional hierarchical structure. These teams may be more effective when they are free to look at projects holistically: to craft a vision and define how problems will be solved. Remove as much process, structure, and bureaucracy as is feasible; as they prefer working without walls, and that includes traditional “job description” boundaries. 

  1. What do you expect from HR Managers delivering to the change management initiatives?

Employee ‘buy-in’ is the cornerstone of any change initiative and the onus often falls on HR to manage this process. Changing business processes can have an impact on employees’ familiar work routines whether or not they are directly involved in the project, so this process must be managed for the entire workforce. Employees need to be gradually introduced to new processes and job roles over a period of time so that they can accept and familiarize themselves with these developments. Neglecting this aspect or putting it off until later on in the project may result in organisational resistance to the new system, even to the point of operational risk. 

  1. Do you observe any distinctions when people from different industries, functions, and maybe regions, implement new software? For instance, what scares HR professionals more comparing with other business roles?

Change is never easy and most people are averse to change – this is true regardless of culture, industry and job function! HR’s challenge, given where it sits in an organisation, as opposed to other business roles, is helping employees, navigate and embrace any changes made in the organisation. 

  1. What are the core advantages Epicor®Human Capital Management delivers to HR and business when their demands and expectations grow toward self-service, engagement, micro-learning, and people analytics solutions? 

Today’s economy needs HR to adopt a more proactive and strategic role. To add to this, managers and employees are demanding direct access to human resource (HR) systems and information. Epicor Human Capital Management (HCM), delivers this and more, helping HR departments better manage a dispersed workforce, improve human resource processes, and make HR an integral part of an organisation’s strategic planning.

Epicor HCM is an intuitive, functional, and adaptable HCM solution that helps HR departments to spend more time managing talent than data. With Epicor HCM, HR teams have the ideal tool to manage their organisation’s most valuable resource—the workforce, who are pivotal maintaining a company’s success.

Epicor HCM automates everything related to HR in a single software system, enabling the organisation to track, manage, and analyse all data for the employees, from application to retirement. Through automated workflow, Epicor HCM allows organisations to improve efficiency. With powerful reporting and analytical tools, HR teams can gain a complete picture of the company’s workforce to enable better strategic planning.

  1. What technological trends will influence ERP and particularly HCM vendors in the nearest future, in your opinion?

The Cloud has without a shadow of a doubt been one of the biggest drivers of change in our industry. Organisations across the globe are beginning to realise the benefits of moving to the cloud, specifically:

  • Compelling connectivity — the ability to collaborate in real-time across remote sites, mobile employees, and trading partners
  • Enhanced operational efficiency — seamless operations, unparalleled scalability and flexibility, upgrade management, and business continuity
  • Improved security — higher level of security, network monitoring, and disaster prevention
  • Smart economics — the opportunity to achieve lower total cost of ownership (TCO) and positively affect the bottom line
  • Better resource allocation – improved ability to focus resources on core business activities and applications

These benefits are magnified when it comes to HCM because HCM has always been viewed as a non-critical, labour intensive function. By moving HCM applications to the cloud, organisations can make sure their HR teams focus on more business critical activities, reduce operational costs, and, most importantly, stay connected with an increasingly mobile workforce. 

  1. You have proven C-level experience in business development and managing people within global technological companies in EMEA, Asia Pacific and Latin America. What do you recommend to managers who strive to build their careers at the international markets?

My number one recommendation for managers is to be understanding and respectful of the various cultural differences. There is no ‘one-size-fits-all’ approach when it comes to dealing with people across markets. What works in the US might not be the right tactic for China, but sadly too many C-level executives take this for granted.

Secondly, “Be as good as your word – do what you say you’re going to do.” The idea of following through on commitments and being held accountable for your plans and actions is vital. It helps build trust and comfort with the people you deal with knowing that you bring credibility and will ensure that things get done. You want to be that person who others can rely on. People buy from people and your future is in the hands of what they say and what they do. When you enter a relationship, which is what we do when we implement ERP solutions, you need to care about the job you, and everyone else, does for that customer. Everything reflects on the promise you make to your customers, partners, investors and employees. Whichever way you look at it, their emotions, personal ambitions, etc., all play a part in the business at hand.

Thirdly, be an advocate of change and look for excellence in everything you do. Do not dither. C-level positions demand, as well as offer, respect. People expect answers and directions from those in these positions in a timely and articulate manner. Think about a driver of a high-performance car; with a professional driver behind the wheel you can obtain strong performance and look to break lap records. However if you put a novice behind the wheel, you will struggle to get the same results. You need to grow into the expert that people want to rely on to drive the business forwards.

Finally, I would say, continue “to reflect”. What I mean by this is always take a step back when you find yourself in a difficult or complex situation and reassess what it is that you are trying to achieve. Too many times we get fixated on finer details and can’t see the forest for the trees. Taking a step back can help us see the wider picture and realign our focus.

If you want to share this interview the reference to Sabby Gill and The HR Tech Weekly® blog is is obligatory.

The HR Tech Weekly® Expands Its Global Network


Intermediate Results

The HR Tech Weekly® Online Media Co. announces expansion of its captive reader’s audience up to 60 thousands people.

Our readership lives in 1300 cities across 120 countries.

Most of our audience lives in the United States (47,41%), UK (16,99%), India (4,65%), Canada (4,31%) and Australia (4,31%).

Those people are mostly interested in Technology, Entrepreneurship, Finance, Marketing, Leadership, Startup, News, General Business, Social Media and Job Search.

Most of our followers (86%) have annual household income over $100,000 including those with the household income over $250,000 (18%).

More than a half (60%) has net worth over $150,000 including those with the net worth over $1,000,000 (15%).

We deliver own, contributed and curated content to our generously growing audience (grows over 10% per month) on a 24/7/365 basis.

We publish the best content in our blog, then capture it to our weekly digest issued on Mondays and recap it in the HR Tech Magazine in two weeks, and in the HR Tech Online in several months to give our contributors maximum exposure.

All publications are followed with Social Media distribution and available by subscription. The average number of impressions per campaign is 140K.

Our 25 media channels and chess marketing style generated 30,3M views for own and promoted content, and 15,6M views for curated content YTD. Average mention reach index per month (January-August 2015) is 1 342 999.

For the results of the previous year please refer to our Annual Report 2015.

New Website Is Launched!

To serve our readers better we launched the new website and media hub for our major outlets. Our weekly digest is migrated to the new subdomain. Our own HR Tech Online has gotten new design. Please refresh your bookmarks and enjoy!

About Us in a Brief

The HR Tech Weekly® is the rapidly growing niche online media company running full-fledged digital ecosystem incl. paid, owned and earned media marketing clusters worldwide.

We publish and curate selective content from Social Media and open sources about HR Tech, HR, Future of Work, Recruitment, Job Search, Talent Management, Leadership, Startups, and beyond.

We pay our special attention on the new technologies and innovations in Big Data, Artificial Intelligence, Virtual and Augmented Reality, and all things are shaping the fourth industrial revolution.

We make the world better through ongoing sharing the best-demonstrated practices and disruptive updates from global opinion leaders within hot areas of mind.

Awarded Top 100 HR Blogs for Human Resource & Talent Management Experts by Feedspot. Ranked amongst Top 10 HR Tech Influencers on Twitter by Social Media Research Foundation.

For more information please refer to our official website.


alexey-mitkinAlexey Mitkin, Editor-in-Chief

Email | Twitter | LinkedIn

HR Tech Is So Dynamic and Still Has Very Much a Work in Progress

Interview with Bill Kutik

Today our interview is with Bill Kutik, one of the top four HR Technology influencers in the US, and the industry’s leading producer of shows – live and online.

For 19 months, his independent broadcast-quality video series called Firing Line with Bill Kutik® has featured monthly interviews with leading HR tech thought-leaders on YouTube.

Since 1990, he has been monthly Technology Columnist for the US trade magazine Human Resource Executive (you can read his columns at Human Resource Executive Online®).

But he’s probably best known as founding co-chairman (sometimes called “The Father” or even “The Godfather”) of the magazine’s famous annual event, the HR Technology® Conference & Exhibition, the world’s largest held every October in the US. He began it in 1998 and stepped aside for new leadership in 2013.

The Bill Kutik Radio Show®, his previous online talk show with industry leaders, has suspended new shows but many people are still listening to its 183 podcasts in the archive at HRE Online.

In 2012, the magazine named him one of the “10 Most Powerful HR Technology Experts.” He previously wrote for The New York Times and has a BA degree from Harvard University.

The interview is hosted by Alexey Mitkin, Founder, Publisher and Editor-in-Chief, The HR Tech Weekly® Online Media Co.

  1. Hi Bill, and first of all thank you very much for this interview with The HR Tech Weekly®. You run the TV show well known among the business audience as Firing Line with Bill Kutik®. What are you trying to accomplish with it and how do you make decisions on inviting your guests? And curiously, what do you feel today to be at the opposite side of the table?

Hi Alexey, thank you for inviting me.

When I started planning the TV show in late 2014, I realized that all the various shows I had produced since 1998 (HR Tech, the Radio Show) were all based on the same bedrock principle: Guests talk about what they’re thinking and doing, not what software they’re selling or which software they might be using.

The analyst relations executive at Workday, Geoff McDonald, asked me to repeat that after I said it because he thought it was the best description of “thought leadership” he had ever heard. I was flattered.

Because I came to HR technology from years in commercial journalism (doing work for The New York Times and The Boston Globe), I have brought with me some values that are now sadly considered old-fashioned. Namely that articles (or blogs), conference presentations and interviews (audio or video) should be in the best interests solely of the reader, listener or viewer – the audience – and definitely not necessarily in the interests of any vendor involved.

I was ruthless about that at HR Tech, where happily the owner Ken Kahn completely supported the idea that we never sold speaking slots to vendors. Imagine, attendees are already paying to see the content. Should anyone sell it a second time so it’s no longer in their best interests?

So I started Firing Line with Bill Kutik® to continue providing HR practitioners with objective information about the latest technology trends without marketing or favoritism. It was the same with the Radio Show, which I did for seven years.

Decisions on the guests for both are made simply based on who can best deliver value to the audience.

As for being on the other side of the table… being a good interviewer means taking second chair to the person being interviewed. Teasing out and highlighting what they know. Since much of what I do are interviews and panels (except for my columns), I don’t get to do much of the talking. So I love whenever the roles are reversed! Look how much more I get to say here than you do, Alexey!

  1. You provide the HR Technology Column at Human Resource Executive Online®. How do you choose your topics to be covered there and what other projects do you undertake?

Being a columnist is the most difficult job in journalism. Others only write when something happens; columnists have to fill the space (in my case) every four weeks, even if nothing has happened.

Of course, HR technology is so dynamic that I can’t think of a month when nothing happened. Because I like my columns to be in-depth, I often write them after attending full-day analyst meetings or multi-day user conferences. That gives me the kind of perspective a good column needs.

Thirty years ago, I learned from the world’s leading computer industry commentator (an old college friend, Esther Dyson) that vendors do most of the innovation in the industry. Certainly there were terrifically innovative end-users like Cisco and Walmart, but they were the exception.

So my columns tend to focus on what the vendors are doing. In addition, I try to use them to explain to the practitioners how the software industry works. Think about it. Practitioners may buy new solutions every three years or so from someone who sells them every day! The match-up is so unfair. I try to level the playing field. In that regard, one of my favorite revelations was that salesmen for large, on-premise enterprise software regularly asked for four-times the price they were willing to settle for!

Now that’s exactly what the street urchins in Cairo trying to sell you cheap souvenirs do. It was never universally true, but I was shocked to discover it and thought it important to tell HR practitioners about it.

  1. You started the HR Technology® Conference & Exhibition (also known as ‘HR Tech’ which probably gave the name to the whole industry). What was the mission behind the idea to establish such an event in 1998, how it was changing during the time and what other events should HR managers keep their eyes on?

The mission from Day One was to help make HR practitioners more tech savvy. Not to understand the bits and bytes of it, but to understand the business benefits that technology could bring them. And offer that to them from their colleagues, senior HR executives, and not from vendors who too often do the educating at other events, sometimes to their own benefit.

Our mission enlarged, when I realized there was a vast audience of HR generalists who somehow thought technology did not apply to them. We started a major campaign – with the help of the most popular U.S. bloggers at the time such as Laurie Ruettimann, “HR Ringleader” Trish McFarlane, “HR Capitalist” Kris Dunn, “HR Bartender” Sharlyn Lauby and Dwane Lay – to convince them their career advancement required it. I’m often guilty of exaggeration, and I remember once writing that if they didn’t get tech savvy, “They should start looking for a large cardboard box and nice place under a highway to live in it.” Over the top.

HR Tech was almost alone at the beginning. Now there are similar events around the world: Australia, China, India, Dubai, Bahrain, Norway, Amsterdam, Paris and London. I was once invited to an event in Moscow, but organizers never got beyond a brochure (which I still have) describing me in Russian. I love that because all four of my grandparents came from Russia, where I’ve been told my family name translates into “little cat,” not kitten. “Kooteek”: a term of endearment.

And don’t forget the show that started it all organized by IHRIM (International Association of Human Resources Information Management), begun decades earlier than HR Tech. Its next annual conference is scheduled for March 2017 in Toronto.

  1. SAP, Oracle and Workday, sometimes called as SOW, deliver most integrated and complex HR Tech solutions on today’s market. What are the core advantages they have, in terms of daily HR needs?

What I like to call the “Big Three” specialize in meeting the most complex needs of global corporations with more than 5,000 employees. Among the advantages they bring is being able to deal with specific HR needs in dozens of countries, especially in payroll.

Our largest analyst firm, Gartner, often publishes a “Magic Quadrant,” which graphically compares the “ability to execute” and “completeness of vision” of all HCM vendors. The leaders are in the upper right corner of the four-box labeled “leaders.”

The Big Three are always there. But practitioners too often make the mistake of tearing out the leaders box and making it their short list. Without considering that their company, for example, may have just one location in the US with just 600 employees. So that’s not necessarily the way to go.

  1. What are the market expectations from HR technologies to appear in the nearest future? Briefly.

Everyone is touting predictive analytics, most especially “proscriptive” analytics that suggest what you should do to fix a situation revealed by the data. HR departments need to move very slowly on this and insist that vendors go beyond their canned demo. And instead, load the company’s own data – say from 18 to six months ago – and then test to see if the predictions turned out right in the last six months, which HR already knows! Still very much a work in progress.

  1. Do we really need all that ‘bells-and-whistles’ HR Tech vendors deliver as stand alone, OEM or integrated solutions?

It’s often said that most people use only 10 percent of the functional capabilities in Microsoft Word. In my case, I know that’s true because it is marvelous software for writing a book, keeping track of footnotes, re-numbering as they are added or removed, automatically putting them at the bottom of the correct pages, or even aggregating them for a section at the end.

The same is true of HR software. But with SaaS, customers are generally not paying for the capabilities they’re not using and someday may use them. Many are terrifically useful, and I’m glad they are there.

  1. You follow the evolution of the recruiting systems since 1988 when it was ever evolved to the present digital times. In this new era, which are the powerful approaches to be used as effective recruiting solutions? What recruiters should never sweep aside and take to the future? Only applicants…

I was present at the birth of the first Applicant Tracking Systems (ATS) in 1988, as you mention. What has happened in that last 10 years is the ATS has come to be seen as the essential, but largely administrative, system involved in the Talent Acquisition process. Much like an HRIS, HRMS or what’s now called Core HR is essential but not very strategic.

And just as with Core HR, where people realized the real strategic advantage was in the programs that were attached to it (later called the Talent Management suite), the center of value in recruiting has moved away from the ATS to what were once called “edge applications” but now more often are called “Recruitment Marketing.”

I love to point out that the reason an ATS is called an Applicant Tracking System is it cannot deal with candidates who have not yet applied. Yet the very best recruiters are spending time dealing with them, not just sorting through applications and resumes.

I admit that focus on candidates can seem a little like the famous Groucho Marx joke: “I wouldn’t want to join any club that would have me as a member!” But the War for Talent is all about identifying and attracting candidates, not just throwing out a baited fishing hook (job board postings) and hauling into the boat everything that bites on it.

Obviously, I could go on and one about this topic. But I’ll spare your readers and hope they have stuck with us this far.

If you want to share this interview the reference to Bill Kutik and The HR Tech Weekly® is obligatory.

The Aftermath of LinkedIn’s Acquisition

Talent Acquisition

In a world of inexpensive apps, where school children learn Google Docs rather than Microsoft Word or even 365 Office, Microsoft realizes that perhaps it’s time to expand its platform and data applications. And talent acquisition is it. In recruiting, we realized this the moment the software giant purchased LinkedIn for over $26 billion dollars, in the largest purchase the Redmond-based behemoth has ever made.

I wrote about the acquisition shortly after it happened for The HR Tech Weekly® and I, like many in the talent acquisition space, have been watching closely to see how the HUGE buy will affect the rest of the space. A lot of predictions were initially thrown around (mine included) that surmised the two companies might:

Create an integrated talent management platform. Matt Charney posited that they could platform could offer advanced analytics capabilities which go a long way in making the life of HR professionals easy. Charney suggested that Yammer, Sharepoint, LinkedIn and Excel could all make recruiting and HR analytics play very nicely together and create an end-to-end source of truth using tools that many HR and Recruiting professionals use every day.

Allow Bing and LinkedIn to take on the Indeeds of the world. Charney goes on to make one of the most insightful predictions:

“I imagine that LinkedIn will become the exclusive provider of job content for Bing and its ad network, which is a huge business (it’s the reason Monster bought HotJobs! and Indeed bought Simply Hired). LinkedIn has been trying to break into the marketing solutions and display ad business for some time, but this fast tracks those efforts by providing the ability for clients to do things like behavioral targeting, beaconing and buying inventory across multiple mediums, enhancing the potential value of buying a LinkedIn job slot and certainly guaranteeing increased visibility for job postings and better ROI and insights into ad spend efficacy.”

And he wasn’t the only one. Pretty much everyone is anticipating that the search and advertising ramifications are pretty much a given. Ginny Marvin, writing for MarketingLand, laid out some additional predictions, which included more refined targeting for B2B advertisers and more reach with the addition of the LinkedIn universe of 433 million users.

Build a professional universe. William Haskins, an analyst at Wainhouse Research LLC wrote:

“When integrated properly, the existing [LinkedIn] graph can provide a valuable profile view for meeting attendees from outside your organization.”

Microsoft outlined a vision for an Intelligent Newsfeed as a “new daily habit” in the acquisition deck — a newsfeed that will unify data “for every professional to stay connected with the happenings in their network, industry and profession.” This could allow professionals to connect with other professionals, both inside their companies and outside, increasing talent mobility and impacting an imminent contingent workforce.

Make an e-learning powerhouse. The professional universe outlined before takes on new meaning when you consider how LinkedIn’s acquisition of Lynda could impact e-learning within the enterprise. Phani Madhav had this to say:

“The video-learning platform was acquired by LinkedIn in 2015, could aid Microsoft’s efforts to increase its share in the technology-enabled learning market. With the enterprise video market likely to grow at a compound annual growth rate (CAGR) of 16.7% between 2015-20 and touch the 36.84 billion USD mark at the end of the five year period, Microsoft got the timing of the acquisition perfectly right.”

The Microsoft acquisition of LinkedIn creates a massive void in the space, particularly for social search engines.

“Those who were willing to pay $8000 or more for a seat on LinkedIn Recruiter will now have to decide if they want to re-up those contracts as Microsoft takes over (and potentially uses the data for its own purposes). Companies like Entelo, HiringSolved and Jibe will all be vying for leadership roles now that the big fish is gone. This climate will be similar to the SAP/SuccessFactors/Jobs2Web dust up that happened in 2011 in terms of deal structure and market movement.” (It is worth noting here that Entelo is uniquely poised to rocket to first place from a social search and recruiting engine perspective, having announced its own $12 million round just two weeks before the LinkedIn Announcement.)

This is my own prediction, from The HR Tech Weekly®, and so far, we’re not seeing it come true… just yet. However, there was and continues to be a flurry of investment and M&A activity within the space, with no slowdown in immediate site. It could be that the rest of the world is sitting up and taking notice that a massive player doubled down on talent acquisition technology.

Many of our predictions will need years, not weeks to come to fruition, but the aftermath in the talent acquisition markets is clear. Our own ecosystem, which tracks the movement of talent acquisition technologies through the Source, Engage and Hire stages, will see LinkedIn moved from the social network and candidate focused quadrant (where it currently sits) into some hybrid of the job board and social search engine area (where many of its predicted successors sit).

Screen Shot 2016-07-08 at 3.26.05 PM

What’s plain to me is that the aftermath of the LinkedIn acquisition for LinkedIn seems firmly rooted in talent management while the aftermath for recruiters and those who work in talent acquisition will be the rapid movement of social search engines jockeying for position to take its place.

About the Author

Brian Delle Donne Headshot for WordPressBrian Delle Donne, President of Talent Tech Labs, the only hyper-focused incubator and accelerator program focused exclusively on talent acquisition technology. Talent Tech Labs is seen as a thought leader in all aspects of the talent acquisition technology ecosystem and have extensive relations with all the emerging companies servicing this dynamic market. Today the company has additional investors but continues its tight vertical focus on the talent acquisition process; from recruitment, candidate engagement up until hiring. In addition to accelerating the startups TTL enrolls, the company has become the “go to” source of data and analysis on all the developments in the talent acquisition technology space. 

If you want to share this article the reference to Brian Delle Donne and and The HR Tech Weekly® blog is obligatory. blog is obligatory.

The HR Tech Weekly® Awarded Top 100 HR Blogs for Human Resource & Talent Management Experts

HR 200 high resolution

List of top 200 HR blogs for Human Resource & Talent Management experts ordered by popularity based on search engine ranking, content quality and popularity on social networks.

In order to be included, each blog was required to meet several criteria:

  • Contribute thoughtful insights and analysis to the HR community
  • Offer a unique voice and perspective
  • Have a loyal following and readership
  • Publish content at least once a month

These blogs are ranked based on following criteria

  1. Google reputation and Google search ranking
  2. Influence and popularity on Facebook, Twitter and other social media sites
  3. Quality and consistency of posts.
  4. Feedspot’s editorial team and expert review

Top 100 HR Blogs Winners

Top 100 HR Blogs AwardCONGRATULATIONS to every blogger that has made this Top HR blogs list! This is the most comprehensive list of top Human Resource blogs on the Internet and we are honoured to be as part of this!

The HR Tech Weekly® has the honour of displaying the special badge on our site.

Thank your very much to all and everybody in our fabulous international team of contributors! There wouldn’t be any success without you. You guys rock! True and proud!

Thanks Feedspot for this incredible opportunity!

Source: Top 100 HR Blogs for Human Resource & Talent Management Experts