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In light of the recent Olympic games, the first-ever Recruitment Marketing Conference, SmashFly Transform™, and our love of recruitment marketing pioneers everywhere, our Recruitment Marketing Champion Series will highlight a lineup of big thinkers, bold recruitment marketing leaders, and simply awesome people paving the way in transforming how modern organizations attract and hire top talent.


Name: Allyn Bailey & Pam McKnight, Intel

Tweet them: @allynbailey & @mcknight_pam

Title: Integrated Recruitment Solutions Manager (Allyn) & Talent Experience Solutions Architect (Pam)

Favorite Olympic sport: Allyn likes diving best because it’s a blend of two of her favorite sports, gymnastics and swimming! Pam loves track & field; she likes to move fast.

Transform session: Intel’s Plans to Diversify Tech by 2020 With Recruitment Marketing

Quick work credentials:

Allyn and Pam have held various roles at Intel for the better part of the past 20 years! While Allyn has a depth of experience on the user experience and marketing campaign development and delivery, Pam was formerly in the legal field with a specialization in immigration law (which has “a direct connection to recruitment and where she learned to love it,” she says).

As Integrated Recruitment Solutions Manager, Allyn is part of Intel’s global talent acquisition team and manages a group that is focused on supporting the global Intel recruiting teams in leveraging a broad range of recruitment solutions and tactics including building and executing integrated recruitment marketing campaigns to land top talent.

As Talent Experience Solutions Architect, Pam is part of Intel’s talent experience architecture team and focuses on the solutions side of the house, i.e., where Intel business needs marry up with different solutions and tools. She works with the business and system teams to design and implement solutions to create the right user experience and find the best talent.


Quote of interview:

Allyn: “When we have data, we’re going to be even more powerful because we’re going to be able to make quicker, faster, more iterative changes.”

Pam: “Every time somebody poked holes in our [recruitment marketing] case, we filled those holes. Just know: They make you better.”


Four questions with Allyn and Pam:

What is the “candidate experience?”

Allyn: Creating the right candidate experience is hugely critical for us, and it’s going to help us be as competitive as possible in getting the right talent in the door to make Intel successful. We don’t just call it candidate experience design, but experience architecture in general, as it’s not only about the candidate experience, but also about what happens with recruiters and hiring managers and their experiences. If we take the whole ecosystem into account, we have a better chance of creating the right behaviors that help us land top talent. There’s an element of that around user experience design, doing some behavioral research and analysis, understanding good marketing techniques, and understanding how to drive messaging at the right level through the right delivery channels.

Pam: When Intel thinks about candidate experience, it is really about all of the micromoments and interactions that candidates have with Intel – whether it’s with our recruiters, on our career site, with an employee at an event, etc. This is what we are really trying to direct at Intel, drive consistency and create a great experience (relationship) with Intel – from the first moment they’ve engaged from an awareness perspective, at any point along their journey to becoming a potential candidate, and then through the whole hiring process. When we think about candidate experience, we think about how to connect all those pieces together to create a really amazing experience for the candidate that leads them to think of Intel as a preferred and great place to work.


What is your biggest win in getting the company to fully embrace recruitment marketing?

Pam: Landing SmashFly! In other words, being able to move forward with recruitment marketing from a solutions perspective was a huge win for me. Allyn and I worked very hard, built a very strong business case and shifted some major paradigms at Intel to make this happen. We’re continuing to do it as we bring the rest of the organization up to speed, but for me, that was a huge win.

Allyn: Bringing in a recruitment marketing platform allowed us to move this very important work forward in a way that we couldn’t before because it provided us with infrastructure to support everything we were asking the business to do. So, yes, it was a huge win, and I agree with Pam.

Underlying is this paradigm shift that we have slowly been moving forward in the company around what recruiting is and where we should be putting our time and effort in the recruiting space. Up until this point, it really has been in the transactional elements of recruiting, i.e., matching people who have applied in the masses and driving them through our ATS. Recruiters, for years at Intel, had been relegated to this role. That’s no longer meeting the demands out there and the type of talent we’re looking for.

A critical part of this big win was driving the transitional thinking for the organization around what it means to instead be focusing our time and energy on building, nurturing and growing a pipeline. The platform was a big win because it allowed us the infrastructure to do it. We’re not there all the way yet. This is going to be years in the making. But a major step was shifting from transactional recruiting to understanding that we really have to think differently about how we manage our pipeline.


What is your advice for the next recruitment marketing champion?

Allyn: It’s important to remember that when you’re trying to make seismic shifts, these are large, behavioral changes. These shifts are changing the way in which people think about their roles and what they value. It takes time. And sometimes it gets really frustrating when you’re in the middle of it because it feels like you’re saying the same things over and over again.

Always remind yourself that this takes time. People need to hear it over and over again. The reason that you’re driving this sort of change as a recruitment leader is because you’re there, but everyone isn’t there yet. Assume they are 10 steps behind you. You’re not going to get there tomorrow. Don’t expect everyone to move as quickly as you want them to!

Pam: We had a mantra, particularly as we were trying to define our business case and help the organization see the opportunity with a Recruitment Marketing Platform. The mantra was: They make us better. There would be many days when we’d be presenting and people would challenge what we were saying. We’d have to go back to the table and provide more supporting information, but it only made our business case stronger.

People don’t always see where you’re going or what you want to accomplish. Have confidence and faith in yourself. Know that each time they come at you, it does make you better. It makes you stronger. Every time somebody poked holes in our case, we filled those holes. Just know: They make you better.

It really helped set a good foundation for us, where we now have solid agreement and clarity on what we want to accomplish at our management level. That’s a big win for any company, but particularly a large corporation like Intel where you have hundreds of people you have to bring along on your journey.  That journey will continue for some time.  Having that support of our management team helps to forge that path.


What do you think is next in recruitment marketing?

Allyn: What’s next is really understanding the impact of these different micromoments that we’re trying to create. We’ve been working so hard to find out what all the small things are that will add up to create this great experience that starts to change people’s behaviors. As we get the systems in place, we’re finally going to have some data and start to understand what it looks like. When we have data, we’re going to be even more powerful because we’re going to be able to make quicker, faster, more iterative changes.

What’s next is also about now moving the organization to understand that it’s not a one-time change that we’re making, but this is about changing our whole paradigm to become a learning or an iterative organization. What works today, we don’t believe is going to work tomorrow. So we have to change not just what we focus on, but how we take the inputs we’re getting and figure out how to pivot quicker.

Pam: We have some ideas, but we need to take the time to solidify them and make them part of our DNA. We want the organization to be able to adapt, respond and understand experiences and know how to accomplish this through the solutions we’ve provided. That’s a big focus for us for the next couple of years.


See Allyn and Pam speak live at SmashFly Transform™ November 2-4, 2016.

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