ASAF: My role is, Amdocs is to lead HR operations, people services, which mean, H.R technology, people analytics, HR operation and all the employee relations

VICTORIA: As the global head of talent attraction, my role is to oversee the team that does proactive sourcing and engagement.

ASAF: Amdocs is a global company that provides software solutions for the telecom industry, who are serving most of the leading service providers in around 80 countries across the globe.

VICTORIA: We were having the biggest hiring ramp up in Amdocs history, and that really propelled us to investigate ways that we could make improvements in our systems, our processes, our tools.

ASAF: we wanted to promote internal mobility in the company, which is very important for us to optimize our talent assets. And we call this program, by the way, Harmony. The idea was to harmonize the talent, our employee aspiration, with a business need.

ASAF: our talent acquisition team became much more strategic. So they took off the operational work, and now they can really advise a manager and the business what is the best solution. Second, we became much more proactive using the CRM. We are not waiting for a position or business need to happen. We are looking ahead and we are building the talent pool up front and we are growing talent communities.

ASAF: We are hiring much faster – it’s more than a 20% reduction in the time to hire. We see a major improvement in internal mobility. So we were very high in the market, but we grew above 40% of the position filled internally, which is a contributor to the a vivid marketplace that we have with the eightfold. The CRM, we build our own talent pool. We have exposure to more than 2 million CVs that are in our database.

VICTORIA: Victoria: What we have really wanted to achieve was being able to provide total talent solutions for our business units and what we mean by that is, given the insight to a business unit, hiring manager, any leader as to what is already in the well, the skills and capabilities that their own employees have within their team, as well as across the company.

ASAF: We are looking at the optimizing, the capabilities of employees, looking at the skills and not the job. So we can have much bigger agility, as a company to mobilize, to really suggest the right job or the right task to the right person in the company. And this is a major change.

The culture of the company – of changing internal mobility policies, enabling employees to move more frequently in the company, being proactive with offering them things and not waiting for the employee to ask what would be my next job. This is a very important milestone in our employee centricity journey.