Thursday, August 19th, 2010
 Today, we are excited to announce a public beta for a new Bullhorn service called PowerFill. PowerFill is a network of hundreds of staffing and recruiting firms working together to fill jobs and place candidates. PowerFill network members use our new, rich collaboration tools to securely exchange information about jobs and candidates, messages, contracts and other information.
We created PowerFill to help staffing and recruiting professionals with one of the largest problems they face: low fill rates. A low fill rate not only hurts the top and bottom line of most staffing firms, but it also keeps customer satisfaction low, which forces the end-client to shop their business to multiple agencies.
By collaborating with other firms in the network, PowerFill users can:
• Make more placements to improve their top and bottom line
• Improve customer satisfaction by increasing fill rates and covering more of their business
• Gain efficiency by using sales or recruiting resources from outside of their company. PowerFill lets you focus on what you do best.
• Take control of the customer by filling more of their clients’ orders, allowing for more exclusives and orders.
After completing some extensive research around employer and recruiter networks, we uncovered some important insights: Recruiters like the idea of getting access to additional candidates and other recruiters, but they are concerned about losing job orders or candidates to firms due to unscrupulous behavior. With PowerFill, we have addressed these concerns in a number of ways. To find out more about steps we’ve taken, please refer to the security section of the web site.
Recruiters also expressed concern that many networks tend to die out due to lack of job orders. Because BH has the largest staffing and recruiting agency user community connected via a common software-as-a-service platform, PowerFill users are afforded access to hundreds of thousands of jobs orders located in the Bullhorn system, assuring there is a multitude of job orders at all times.
As of today, we have launched one PowerFill community in IT staffing. If you’re a recruiter in any other market like accounting, healthcare, legal, or biotech and you like the idea of working with other firms, the public beta is also open to your company. As more members join representing these different industries, the opportunities to collaborate with your peers to make placements will continue to expand.
PowerFill is currently in beta, free to use and completely optional. You can invite other agencies to join or use the collaboration tools for existing partners. Try it out and join hundreds of Bullhorn customers already taking advantage of PowerFill’s business enhancing features today.
To learn more, visit www.powerfill.com
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Wednesday, July 28th, 2010
 How many times do you log in to multiple job boards per day? Do you get frustrated that each source has different search technology, screens and navigation? How much time could you save if you didn’t have to review results from every different source you use?
Let’s face it - finding the best talent for your clients is no simple task. That’s why Bullhorn has been continually working to streamline the candidate searching process.
Today, I’m very excited to deliver a major enhancement that will help you place your candidates faster than ever before…Introducing Bullhorn Universal Search
Bullhorn Universal Search simplifies the sourcing process, allowing you to simultaneously search more than 70 million resumes on over 10,000 free and paid job boards and social networks, including major social media sites, Monster, HotJobs, CareerBuilder, Dice, Craigslist and the open Web.
The Secret Sauce: Advanced Matching – Saving You Weeks of Time a Year!

While the shear depth of sources in Universal Search helps make finding great candidates easier, advanced matching helps recruiters be more productive by dramatically reducing the number of results needed to review by intelligently predicting which candidates are the best fit for the job.
For example, I recently ran a search for a java developer in the Boston area across multiple paid and free sources. I got 123 results, and of those, I felt 30 matched my keywords well enough to warrant a detailed review. Do I have time to review 30 potential candidates? No, but previously I had to find the time. Wouldn’t it be much better if I only needed to review say, 10, instead of 30? Absolutely!
After using Universal Search’s advanced matching capability, I’m left with the nine best candidate resumes at the top of my list – now that’s more like it. In this example, I saved more than one hour by only having to review nine results instead of 30. Think about how that adds up. If I run one search every day and get similar results, that’s about six hours a week, three days a month, and 37 days a year of time that I would have spent searching through resumes. How much additional revenue could you produce with 37 more days added to your recruiting calendar?
So how does advanced matching work?
1. Universal Search looks across the sources you selected and brings back results that match your keywords.
2. It looks through a database of more than one million historical job placements to find job descriptions just like yours, and then extracts the important attributes shared by the candidates who successfully filled them.
3. Universal Search filters your search results using these success attributes so the ones that are most likely to lead to placement are at the top of your list, effectively filtering out candidates that aren’t a good fit.
Bullhorn Universal Search is available today. To learn more, read the FAQ, or contact your Bullhorn account representative.
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Thursday, July 1st, 2010
 As I’m sure you’re all aware, Apple has finally released the fourth version of the iPhone to an eagerly awaiting public. While this release has been highly anticipated by iPhone and tech fanatics across the world, we have an exciting announcement of our own: the official release of Bullhorn Mobile Sync for iPhone and iPad.
Now, you can manage your business on the go on your iPhone or iPad without worrying about manually updating your Bullhorn account. Bullhorn Mobile Sync adds automated tracking and synchronization to Apple’s email and calendar functions without requiring you to learn new software. You get the best of both worlds - the native iPhone experience you love, plus effortless integration with the power of Bullhorn!
To read the full release, click here.
If you would like to enable Mobile Sync for your iPhone, please review the requirements and then contact your Bullhorn account manager. To find out more about Bullhorn Mobile’s full capabilities, go to www.bullhorn.com/mobility.php
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Friday, May 14th, 2010
 Sometimes I find myself scratching my head when I think about how things work in the industry—low order-to-fill ratios, in particular, is one issue I have yet to figure out. Why do so many job orders go unfilled, some without even a single cycle of recruiting time? As the market crawls out of the recession, job orders are flowing in again. But many firms are short staffed, which means covering every job order is going to be a big challenge.
With this in mind, I’ve spent a lot of time talking to our clients about how they allocate their time. In particular, how they decide whether or not to work an incoming job order.
Not All Orders Are Created Equal
I hear over and over again that managers use several rules of thumb to prioritize orders. They work those that are from clients that:
- Have a long-standing relationship
- Pay a great rate
- Are relatively easy to recruit for
These criteria shift as the market changes and client relationships evolve. A good fee today could look low in as little as three months. Clients can agree to give you an exclusive on their orders and that would dramatically change their rank in the food chain.
Just Use the Force
The challenge here is that the job order prioritization scheme is highly subjective and ultimately locked in people’s heads, like “The Force” in Star Wars. Some account managers try to use a flag on the job order within their ATS to designate that it’s higher priority, but these flags can become chronically abused and thus, ignored. 
Job order prioritization strikes me as too critical to business success to remain so subjective. Consider its impact on critical factors like:
- Client retention: while some firms are incredibly disciplined about saying “no” when they’re too busy to fill an order, most feel they have to tell clients “yes” because clients who hear “no” too frequently eventually stop coming back. But if staff is not prioritizing the jobs of important clients and they go unfilled, they may stop coming back anyway.
- Revenue: prioritizing jobs that have higher probability of success and bigger spreads means more will close and those that do will generate higher margin
- Expenses: given that industry turnover is 30-40%, at any given time, about a third of a firm’s recruiting staff is fumbling around in the dark before they master “the force” and can prioritize themselves the orders that most deserve their attention.
A Possible Solution: Deal Scoring
The solution is to devise a numeric deal score on each order as it’s received. Yes, I was a math major, so of course my solution involves math, but bear with me. The idea here is that you could look at the things like a client’s historical orders-to-fill rate, the fee or spread on the order, the client’s responsiveness to submissions, even the availability of the required skill sets in your candidate pool and give each order a deal score. It could be as simple as giving the deal a number from 1 to 10. Then, recruiters could simply come in each morning, sort the orders by the deal score and get to work on those at the top of the list.
This concept is not new to business. In fact, here at Bullhorn we use this approach to solve a similar problem. Last year, Karen Maloney and our Marketing team generated well over 10,000 potential sales leads – way too many for the Sales team to follow up with an equal degree of diligence. So leads get scored based on where the prospect is in the buying cycle, the potential size of the opportunity, etc. Sales can then focus effort on those leads most likely to generate revenue. This is a well-established approach that “baked in” to our marketing software.
By developing a deal scoring process, you will be able to see if a recruiter spends time on low priority orders and point them in the right direction. Ideally, this will help to drive down recruiter turnover and decrease payroll expense, plus improve retention of key clients and grow revenue.
Has anyone tried to implement something like this? If so, how well has it worked?
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Tuesday, May 4th, 2010
 Part One
Introduction: What is inbound marketing?
The days of relying solely on trade shows, direct mail, print ads and cold calls are over. As human behavior continues to adapt to the “digital age”, the marketing game is rapidly emerging to allow for something that for decades executives have craved: low cost, high quality business leads and measurable results.
Though outbound marketing still remains valuable, the evolution of new media communications and inbound marketing is proving the highest short and long-term return for businesses across all industries worldwide. Rather than draining your budget on traditional marketing channels with dreams of catching your candidates’ or clients’ eyes, holding their attention and then persuading them to buy, inbound marketing flips traditional outreach upside down. As a staffing or recruiting firm, you want job seekers and hiring managers to come to you. By developing a strong digital marketing infrastructure, you will consistently show up in the heart of where your audiences are searching and eventually the leads will begin to pour in.
Understanding Inbound Marketing: The Octopus Approach
In explaining inbound marketing, let’s explore natural survival instincts that have been in place for centuries. Take the octopus, one of the most fascinating animals of the sea. As a large creature, it’s not easy for the octopus to attract prey without seeming overbearing.
Rather than creating a scene by awkwardly chasing after food that is much faster than itself, the octopus understands its surrounding environment and changes color to fit in with algae- a plant that thousands of sea creatures feed off. With very little movement, the octopus waits patiently for hungry creatures to come feeding, and the rest is history.

Photo: Octopus blending in with surrounding algae
Like the octopus, your ultimate goal should be to position your website or blog among the digital surroundings that your target audiences (job seekers and hiring managers) are feeding off. Keep in mind, the difference between a well thought out inbound marketing strategy and the above analogy, is that once you do manage to capture the attention of your audience, it’s not wise to attack them. There is nothing more annoying as a customer than to find out that you’ve been tricked and blatantly sold to. Inbound marketing should be permission-based, meaning your audiences choose to come to you and then decide to stay for a while. To do this well you will need to invest some time and resources into studying the behaviors of your audiences, learning how online technology and search engines operate, and understanding the different inbound marketing channels available.
This marketing series will explore, piece-by-piece, some of the more vital channels available and how each can be adapted by staffing and recruiting firms to enhance digital inbound leads. The series will cover topics including, audience mapping, search engine optimization, pay-per-click advertising, social media marketing, community building, digital public relations, lead generation, streamlining process through technology and tracking.
Stay tuned for part two of our series, “Audience Mapping”.
Other great inbound marketing resources:
Inbound Marketing VS Outbound Marketing: http://blog.hubspot.com/blog/tabid/6307/bid/2989/Inbound-Marketing-vs-Outbound-Marketing.aspx
Lead Generation Is About Being Found
http://www.ducttapemarketing.com/blog/2009/02/24/lead-generation-is-about-being-found/
Wayne Gretzky was an Inbound Marketer
http://pauldunay.com/wayne-gretzky-was-an-inbound-marketer/
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Tuesday, March 16th, 2010
 In 1999 we launched Bullhorn, an application exclusively delivered via Software as a Service or SaaS. At the time, people told us that the internet was for buying books and other people’s used stuff, not for enterprise software. I must have heard a thousand times, “large companies will never host their data on the internet”. Today, the market has turned 180 degrees and the world’s largest staffing firms will only consider cloud-based, zero-install solutions. Premised-based applications (i.e., those that involve a server on site or software installed on desktops) have officially been put on the endangered species list.
Since day one, a desire to challenge status quo in the industry with game-changing innovation has fueled Bullhorn’s efforts. And, today we announced the launch of our latest innovation, the Bullhorn Marketplace- the industry’s first destination for staffing and recruiting software applications and services. Much like the iPhone and Facebook have opened their platforms to the development community with much success, Bullhorn has now opened its application platform to partners, customers and developers. With access to a rich set of APIs, now Bullhorn’s Alliance Partners can bring their products and services, all pre customized with Bullhorn, directly to our fast growing community of over 15,000 staffing and recruiting professionals worldwide.
What this means for our Customers
The number of technologies and online services that enhance productivity in the staffing industry has exploded - from job boards to communications tools, back office services to assessments and social networks. Recruiters and sales people are no longer judged on their ability to work a phone. The myriad of applications they use every waking hour on their PCs and mobile devices enhances their edge in the market. Likewise, the integration between the back and front office is no longer a demand from executive teams, but an absolute necessity.
By opening up our platform to our partners, customers and the broader development community, we are breaking all of the chains that held true innovation back for decades. Now, a small, emerging vendor has the same opportunity that the large vendors have to integrate with our platform. And, we’ve made the evaluation, selection and deployment of these integrated offerings as easy as a few clicks.
- Wondering how to connect Bullhorn with your Accounting System?
- Want to tie your phone system to your client and candidate database?
- Want to eliminate cumbersome data entry from your work with VMS systems?
- Want to quickly automate and record phone screens for a list of qualified candidates?
- Our partners in the Bullhorn Marketplace have answered these questions and many others, while eliminated all of the pain typically associated with integration. No friction, no technical discussions of how, or how much to integrate - customers just pick a solution and get back to running their businesses.
From SaaS, to PaaS
The Bullhorn Marketplace is yet another evolutionary step as we emerge from SaaS (Software as a Service), to PaaS (Platform as a Service). And the value that this step presents to our customers and partners is 100% unmatched within our industry. By taking down the technical barriers between our customers and the products and services they use, Bullhorn has dramatically improved the experience for everyone involved: Bullhorn, its partners and of course, our customers.
So, I encourage you to check out the Bullhorn Marketplace and give our partners’ integrated offerings a try. If you don’t see one of your partners there, please point them in our direction. We’d love to have them join our team and I’m sure they’d love to gain access to our growing network of over 15,000 staffing and recruiting professionals.
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Wednesday, February 24th, 2010
 As one of the newest members of the Bullhorn team, I’m excited to introduce myself to the Bullhorn customer community. I recently relocated from California to take on the role of Director of Product Marketing here where I’m responsible for developing and implementing go-to product market strategies and programs. One of the things I’m focused on in my initial days is developing an understanding of the Bullhorn user community. In a recent post, I blogged about what I call the Bullhorn Effect, or the impact of Bullhorn’s capabilities.
Today, I’m looking to hear from active Bullhorn users on which Bullhorn features produce the highest level of impact in your job. And if you are willing to provide input on the following over the next two weeks, I’ll send one of you a $25 Starbucks gift card.
- What feature or features help you to make an impact, by increasing fill ratios, sourcing better candidates, etc.?
- What features can’t you imagine living without, and which save you tons of time each day?
- What is the impact of those features and how have they enabled you to become a higher impact recruiter and/or add business value for your clients/candidates?
Please use the comments space below to respond to these three bullets or if you prefer, feel free to drop me a note by email at jwall at bullhorn dot com.
As I mentioned, I’m going to send a $25 Starbucks gift card to one of the people who comments on the blog. The winner will be selected at random.
Update to post on March 4,2010
Wow, I’ve heard from a lot of you, but only by email. So thanks for that, and feel free to keep it coming if you are just reading this post for the first time. I wanted to call one thing out, as I’ve gotten a lot input, but also a ton of feature requests. Bullhorn has a great community oriented web application for feature requests called Bullhorn Brainstorm. You can access it by clicking on “Bullhorn Brainstorm” from the Support menu inside of Bullhorn. Its a way for all the Bullhorn users out there to provide input and vote on the feature they want to see. So if you have a feature you are looking for, please feel free to let me know, but I will ask you to search for it in Brainstorm, and if its there, vote for it, if its not there, then please enter it. Brainstorm helps everyone because it provides a way for us to track and organize all our feature requests, it also makes it easy for us to prioritize based on customer input, as well as let people see the status of their specific request.
Thanks for reading. I’m looking forward to hearing from you.
Jonathan Wall
Director of Product Marketing
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Sunday, January 24th, 2010
 A Bullhorn client, Neil Bernstein, of All Medical Personnel in Florida just sent me this article about Florida’s unemployment insurance crisis:
http://bit.ly/7acB6o
Because the federal government extended unemployment benefits last year, many state unemployment insurance funds are headed for bankruptcy unless they dramatically increase rates in 2010. For most employers, this is troubling, but for staffing firms placing employees in temporary assignments, this will be crippling. Because unemployment fees are front end loaded into the first 8 weeks of employment, unemployment is a big expense for staffing firms because of the short duration of most staffing assignments. Compound that with the fact that staffing firms typically have very high unemployment experience ratings and you have what amounts to a massive increase in costs for staffing firms. And, firms engaged in long term contracts with their clients will be unable to pass through these costs. This means that for lower wage employees, contract margins will likely swing into the red.
This problem is particularly acute in states like Florida, but is affecting the entire country. Staffing and recruiting firms are subsidizing a large portion of the unemployment benefits extension. Considering temporary workers only account for 2% of the US work force, this doesn’t make a lot of sense. And, this issue is extending the staffing industry’s worst downturn in its history. The media focuses a great deal of attention on the losses the automotive industry has suffered, yet the staffing industry employs nearly the same number of employees nationwide and it took a staggering 25-30% hit last year. In fact, the staffing industry probably should have received TARP or stimulus funds in 2009.
Perhaps it’s time the industry started to make some noise. As a staffing industry executive, in case if you haven’t done so already, it’s time to contact your state representatives. And, it’s also time to get involved with the American Staffing Association (ASA) so they can get their lobbying efforts into high gear and get the industry some much needed relief.
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Friday, January 8th, 2010
 I’m currently reading the book, Super Freakonomics, the sequel to the wildly popular original Freakonomics, which I also enjoyed. It’s light, it’s fun and it gives you a rational, and sometimes irrational, lens into the unique economic problems of everyday life. For example, why will someone with a 20 gallon gas tank drive an extra mile out of their way to save 2 cents a gallon, when AAA calculates it costs 54.1 cents per mile to drive a car? Theoretically, it means they value their time as meaningless, not to mention the added risk of an accident by driving that one extra mile and the loss of at least 14 cents based on the AAA estimate.
So what does this have to do with staffing and recruiting? Last May, I had the pleasure to sit next to the CEO of a very successful multi-office, national executive search firm at a staffing and recruiting awards banquet. She’d been interested in Bullhorn for more than a year plus, was sold on our value to her business, and fully understood our per month pricing model (on a per user basis we are cheaper than the average recruiter’s cell phone bill) and very low switching costs. Yet, she was reluctant to move, even when it was shown to her that similar Bullhorn customers experienced a 35% increase in placements on a per recruiter basis during the first two years of use (in fact, in this case her infrastructure costs would have also gone down by well more than 50%, making Bullhorn virtually free). In Freakonomics terms, the added placements of just one recruiter, annually, pays for the use of the product for all of the other recruiters. Any additional placements from the other recruiters is pure profit.
So why not switch? Here’s some of the Freakonomics myths, rational and otherwise, on why:
Myth #1 - I already own all of my software? Do you really? Look at your costs again - what are you paying in maintenance and upgrades over a 5 year period.
Myth #2 - Change disrupts our business. Antiquated systems disrupt business by preventing growth, and with a recovery emerging, they lead to retention issues of star performers.
Myth #3 - Our existing system works fine. How does your system compare to those of competitors who are experiencing higher placement rates with other systems, or can you develop a competitive advantage in your market with a new solution?
Myth #4 - Our competitive edge is based on our people and not technology. Your people need the Internet to source candidates and prospect for customers. A software-as-a-service solution like Bullhorn is part of the Internet.
Myth #5 - We need to spend our time on recruiting and not evaluating and implementing technology. What’s the opportunity cost of that time if you are spending more time keeping an existing system working or your recruiters take longer to place candidates?
It’s only the first week in January and many of us are still working on New Year’s resolutions. From a professional perspective, I want to make it easier for our customers and prospects to understand the value of Bullhorn. What about you? I’m optimistic, 2010 looks promising, so why not put the Freakonomics of staffing and recruiting technology decisions aside, and take a good look at how to improve your business with the economy recovering?
That CEO I mentioned? Her company signed with Bullhorn in December. Oh, and my speculation on why some people drive out of their way to “save” a few cents - immediate gratification. It goes back to Myth #1 above, doesn’t it?
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Sunday, January 3rd, 2010
 2009 was a year of winnowing. And, what made it such a tough year was the fact that the prior four years were easy years of growth. Four years of wind at our backs had made us all soft. Even those of us who survived the dotcom bust, who knew that markets can turn at any time, had grown a little complacent. Relaxed spending here, relaxed hiring there, a little less scrutiny of the numbers and suddenly, the strategies that made sense in years like ’06, ’07, and ’08 simply would not work in a climate like 2009.
Bullhorn was no exception. I still believe that we fielded a good team in 2008. People worked hard and we accomplished a lot. We had good raw talent, but 2009 required a different level of play all together. We were like freshmen showing up for pre-season practice: we were out of shape and our game had big holes. We simply didn’t have the benefit of the hard lessons of 2009. The hard-scrabble fight of a recession forced us to examine every aspect of our business, question prior decisions and make hard choices.
While there were many sleepless nights along the way, I can’t argue with the results. If the Bullhorn team of 2008 were up against the team we’re fielding in 2010, it wouldn’t even be a fair contest. Even though most of the individual players are the same, we’d outsell, out-service, out-innovate and out-smart them at every turn. Those scrappy freshman are juniors and seniors now, all at the height of their game and all working together as a team. Of course, hindsight makes me wish we had been more disciplined from 2004 - 2008, but I simply have to look ahead at what we’ll be capable of in 2010.
So, here’s where the team made big improvements in 2009:
Visibility and Process – We have always been a metrics driven organization. Our executive team dashboard used to contain 4 key metrics which we reviewed weekly as a team. The metrics were good diagnostics of the business’ health, but they were lagging indicators. It was only clear what had happened, but no one could tell what was going happen. For instance, we would look at Net Promoter Score (NPS) client survey data every quarter. Yet, we had no visibility into the leading indicators of client satisfaction: our Technical Support team’s ticket backlog or response times. So, we could never get ahead of potential customer service issues. We could only react. The same held true for our sales pipeline, or professional services productivity and even our development process.
We spent 2009 tearing into every area of the business, retooling it and making it measurable down to the individual desk level (this was critical). Then we aligned functional, team and individual goals around making big improvements. We changed processes and operational systems in almost every area of the company: R&D, Quality Assurance, Technical Support, Sales, Professional Services and Finance.
Now, when the executive team gets together, we have a whole series of charts, trend data and metrics we use each week that truly give us insight into what’s going on so we can get ahead of problems. It’s amazing the effect it’s had. Even something small, like instituting bi-weekly development demos so the entire company knows what the development team has been working on has had a big impact. It’s brought the company together and given each team much greater visibility on where we’re headed.
Culture and Team – we spent much of 2009 thinking about our culture. What makes a person a true fit for the Bullhorn team? What are the raw attributes of our best employees that make us win in the marketplace? Integrity, intelligence and hard work are obvious. What company wouldn’t value these things? The five core values that truly capture our culture are not so obvious. We have spent the past 5 years refining the core values list and I’m sure we’re not done yet, but my team feels more investment and ownership of the values than ever before and that’s a true sign that they capture who we are, rather than what we wish we were.
In 2009, we held up a measuring stick to our entire employee base on the five core values: Passion, Impact, Energizing, Edge and Accountability. We rewarded those that stacked up well on that score and were very candid with those that didn’t. We had always stressed candid feedback, but in-depth leadership training for every manager and supervisor made the message hit home. Managers dug deep and had some very tough conversations with those that weren’t measuring up. Ultimately, that candor helped people understand where they stood at the end of the day so they could adjust – and most did. As a result, the entire company is performing at a much higher level. And, we have a strong template for hiring and measuring our employees throughout the year.
We also spent a lot of energy balancing resources. We had grown quickly since 2004 and we had team sizes that didn’t necessarily align with the market. For instance, we were winning enterprise deals, but our resource allocation was geared to small and mid-size clients. We needed to segment our sales, account management and service staff to better service our entire client-base. Getting the mix of resources aligned to fit the market was an important step in getting our footing right for the next phase of growth.
Listening – the entire organization has tuned into the client much more than ever before. We’ve always been ahead of the curve here with things like Bullhorn Brainstorm and our use of NPS, but 2009 made us redouble our efforts. We knew that the economy was creating tremendous pressure for our clients and they themselves were in the process of changing and restructuring. We could either be seen as vendors or partners. We chose the latter and carved out resources dedicated to helping clients gain greater adoption of the system and conducting Quarterly Business Reviews (QBR’s) to help us stay close to our client’s goals as their strategies evolve. In the end, the organization has deepened its relationships with its clients and that will no doubt yield dividends as the market picks up in the years to come.
Innovation – 2009 was a year where we got serious about innovating. We’ve always invested a lot into R&D, but we really turned the heat up in 2009. We made the bet that every one else would be in hibernation mode, just trying to survive. And, we could really lead the market if we invested into the down turn. Not only did we increase our investment in our core product offerings, but we also wanted to invest in truly innovative initiatives. So we created a whole new R&D team dedicated solely to creating new products and services. That team is probably as big as the entire R&D team of our next largest competitor. The pay off of this investment will be big. We’ll be launching the first new product offering into beta in Q1. We had a very small alpha test in December and the early returns have been incredible. This team will continue to help Bullhorn lead the staffing and recruiting market in 2010 and beyond.
On to The 2010 Season
And we won’t stop refining our game in 2010. There’s a lot of work left to bring up our skills across the board. Every functional team will be growing in 2010. Adding resources while preserving and improving quality will be a challenge in of itself. And, just as we leveraged the new found discipline we gained from the dotcom bust during the years of expansion, we’ll leverage what we learned in 2009 into 2010 and 2011. While I don’t know if the wind will be at our backs in 2010, I do know that we’ll be a better company for having trained so hard in 2009.
Bring it on!
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