While Workday Recruiting provides a strong enterprise recruiting platform, I would still see there are several areas where it could be improved to make recruitment a bit more faster, more intelligent decision-making, very candidate-centric and more effective for recruiters and hiring managers. Improvements have already been made on a few aspects like improving the AI powered candidate matching, but it could make AI matching more sophisticated by going beyond the resume keywords and just the job title. For example, potential improvements could include matching the candidates based on transferable skills, career trajectory, and potential, identifying hidden talent who do not have the exact job title but still possess the right capabilities and skills and experience, and explaining why a candidate is recommended with at least some summary providing confidence scores and eliminating the potential bias. There are a few other aspects to strengthen the passive candidate sourcing as well. This could be their biggest opportunity. Many of the best candidates, particularly senior executives and specialist talent, do not actively apply for jobs. Improvements could include external talent discovery, passive candidate identification, talent market mapping, competitor talent mapping as well, executive talent intelligence, and making the candidate experience more personalized where they can receive more personalized career recommendation, job suggestions, and real-time application updates. Recruiters still can benefit from more reduction of the recruiter administrative task because recruiters still spend a significant time on operational tasks in terms of screening, coordination for interviews, follow-ups, status updates and reminders, recruiting reports, and so recruiters should spend more time talking to candidates rather than managing the system alone. In terms of the analytics, better recruiting analysis and predictive intelligence, moving from just descriptive analytics to predictive recruiting intelligence, is where Workday could add a lot more value. Instead of just simply reporting time to fill is, let's say, 70 days, Workday could still say that position is likely to take maybe 80 days, 75 days to fill because the available talent pool is limited and consider expanding the geography or adjustment in the compensation or expand the search reach, whatever. Those kinds of analytics would be helpful. Improvements could go higher, but some improvement areas need Workday to make a few improvements to make skill-based recruiting even more powerful. It could develop a more dynamic enterprise skills graph as well. For example, current employee skills or adjacent skills, potential career paths, future roles, or reskilling opportunities could be included. This would connect the whole recruiting team with internal mobility, workforce planning, learning, reskilling, succession planning, and retention of the existing employees. Improving the diversity bias and monitoring is important. If Workday can do this, AI recruiting creates an additional responsibility around the fairness and companies and everybody have the responsibility to be fair. Workday could provide a stronger real-time monitoring of candidate sourcing diversity, funneling the conversion by demographic groups, potential algorithmic bias, interview score patterns, and selection rate differences. Those are a few things Workday can improve on and can achieve a higher score.
