Eightfold

AirAsia, a rapidly growing airline, faced significant challenges in its recruitment process. The company's rapid expansion led to a surge in new hires across various aspects of flight operations, corporate functions, and technology-related roles. In 2019 alone, AirAsia added more than 6,000 employees. The company was struggling with the task of screening a large number of resumes, assessing candidates' qualifications, and matching them to open positions. The process was time-consuming and imposed a heavy burden on the recruitment teams. Additionally, the company was dealing with the complexity of hiring personnel in different countries and for a broad range of positions, which varied in application methods and volume of applications received.

Nutanix, a global leader in cloud software and hyperconverged infrastructure solutions, faced significant challenges in hiring talent with highly specific capabilities. The company was particularly interested in attracting passive candidates, who are already employed and have plenty of options, making them less responsive to recruiters. Nutanix had tried using LinkedIn for recruitment, but the results were mixed. The company was looking for a more effective way to reach out to these passive candidates and to rediscover talent already in their applicant tracking system. The challenge was to find a solution that could help Nutanix tailor its outreach to these hard-to-reach prospects and improve the effectiveness of its recruitment process.

UiPath, a leading Robotic Process Automation (RPA) vendor, was facing challenges in managing its recruiting processes due to its rapid scaling. The company was receiving over 1,000 inbound applications daily and needed a solution that could handle this volume without compromising the personal touch for each candidate. Additionally, UiPath was in the process of migrating to a new applicant tracking system (ATS), a move that posed a potential risk to the candidate experience. The company needed a solution that could serve as a central database for all candidates and ensure a smooth transition between ATS providers without disrupting candidate communications and nurture campaigns.

Nutanix, a leading enterprise cloud platform provider, was facing a significant challenge in its university recruiting strategy. As the company expanded, it needed to attract more talent from a wider range of schools each year, while also competing with well-known consumer brands for top candidates. However, their existing methods were not yielding the desired results. The university recruiting team was relying on spreadsheets to manage and organize candidates, which was proving to be inefficient. They needed more effective ways to engage with candidates and keep them interested. The challenge was to find a solution that could streamline their recruiting process, improve engagement with candidates, and support the company's focus on diversity and inclusion.

NextRoll, a pioneer in applying technology to marketing, was facing challenges in talent acquisition and diversity and inclusion goals due to the competitive hiring market. The company's legacy tool for tracking diversity in hiring was often inaccurate, making it difficult to measure progress towards their diversity and inclusion objectives. The company, which competes with other high-tech companies in the San Francisco Bay Area for talent, needed a more effective way to fill open positions and meet published goals for diversity and inclusion. Their existing Greenhouse applicant tracking system (ATS) had more than 100,000 resumes, but they needed a more efficient way to identify candidates in underrepresented categories and track their progress through the hiring process.

Automation Anywhere, a global leader in Robotic Process Automation (RPA), faced significant challenges in its talent acquisition process. The company was experiencing a hiring boom due to the rapid growth of the RPA sector. However, the existing hiring process was inefficient and unable to keep up with the demand. The company needed to hire more people and do it faster. Additionally, they wanted to increase the diversity of their hires and improve the efficiency of their talent acquisition team. A significant challenge was the inability to effectively utilize their Applicant Tracking System (ATS) which contained about 200,000 records of past applicants. The company lacked an effective way to search these past applicants for potential matches for new roles. Furthermore, the records were not updated after each application was submitted, leading to outdated information.

A Fortune 500 company in the highly competitive consumer packaged goods (CPG) industry was facing a significant challenge in its talent acquisition process. The company, a multinational leader with over 20,000 employees and multiple locations, was struggling to meet its corporate goal of increasing the diversity of its workforce. Despite being satisfied with the quality of talent it was hiring, the company wanted to improve its overall efficiency in attracting top talent. The talent acquisition team was under pressure to not only increase the quality of applicants but also the diversity of its applicants. However, the company had no solution in place to attain these goals, which were a high priority as per its corporate policy.

Norway is grappling with the challenge of reducing the cost of its welfare system, which annually incurs billions of kroner in benefits for over 100,000 citizens. The country is also striving to improve the efficiency of reintegrating people into the workforce. Many job seekers, especially those who have been unemployed for a long time, struggle to align their skills with the evolving demands of a dynamic job market. These individuals often find it difficult to bridge the gap between their skills and the needs of a modern workplace. Traditional resume processing methods are slow and ineffective at matching these individuals to suitable jobs, which discourages unemployed individuals from seeking new employment.

Hiring bias is a prevalent issue in many organizations, occurring when employment decisions are influenced by personal characteristics rather than job performance capabilities. This bias can be based on a variety of factors including age, gender, ethnicity, or education. Even well-intentioned decisions can perpetuate bias. For instance, a manager might prefer to recruit from their alma mater, inadvertently perpetuating the university's admission biases and discriminating against individuals with different educational backgrounds. Some biases may be unconscious, such as a manager favoring male candidates without realizing their preference. This situation presents a significant challenge for companies aiming to foster diversity and inclusion in their workforce.

Dexcom Inc., a pioneer in continuous glucose monitoring (CGM) solutions, was facing a significant challenge due to its rapid growth. The company had experienced massive business expansion in the past five years and projected further growth in the future. This growth necessitated the hiring of a high volume of new employees across all of its recruiting segments. However, Dexcom's existing recruiting process was proving to be a bottleneck, being cumbersome and time-consuming for both HR decision-makers and applicants. The company had set inclusive hiring goals, but lacked the means to bring insights about applicants’ diversity to the forefront. Furthermore, the manual process of searching through open positions to find suitable ones was outdated and inefficient.