EagleView Technologies faced the challenge of merging two companies into one system, meeting strict reporting requirements, and reaching remote candidates. The merger with Pictometry International necessitated the integration of different applicant tracking systems, which complicated the expansion of their employee base. Additionally, as a government contractor, EagleView had to comply with numerous reporting requirements from various government regulations, including OFCCP, EEO, and AA. The inability to produce these reports could result in significant revenue loss and government sanctions. Furthermore, the company needed to staff a nationwide sales team, which posed challenges in finding and interviewing remote candidates cost-effectively.

In 2009, ShoreTel's recruiting department faced significant challenges in workflow organization, candidate management, and recruiting processes. The company, which operates in a niche industry, struggled to find and process top technology talent. The outdated, email-based system further complicated the situation, making it difficult for hiring managers to manage the rapidly growing employee base. ShoreTel needed a new system to streamline its recruiting strategy and improve internal communication.

Oxfam America faced significant challenges in its hiring process, primarily due to a paper-heavy system that was inefficient and disorganized. The organization struggled with managing a large influx of capable candidates from around the world, which was exacerbated by a disjointed referral system and the niche market in which they operated. Additionally, the global nature of Oxfam's operations meant that regional hiring managers in different markets handled their territories independently, leading to inconsistencies in the candidate experience and workflow process. This lack of uniformity made it difficult to maintain a consistent hiring strategy across the organization, which was crucial for their mission of alleviating poverty and hunger.

Finding talent to keep a complex organization like AHN running smoothly was a particularly difficult task. As an organization that relies on a variety of labor to provide its customers with quality healthcare, access to experienced, talented candidates is key, and AHN’s previous tactics simply were not working. According to Corporate VP of Talent Acquisition Irv Naar, the company’s “post and pray” strategy— and outdated applicant tracking system—severely limited reach and growth possibilities. Additionally, with highly diverse talent requirements to meet, AHN’s sourcing and recruiting model needed a total overhaul. When Naar was brought on to the AHN team in early 2011, he needed to rebuild the recruiting department from the ground up—including a new, fully integrated recruiting platform. After testing a number of different options, Naar and his team selected Jobvite’s comprehensive recruiting platform for immediate roll out and deployment.

For family-owned wedding services company American Wedding Group (AWG), an outdated, manual hiring system simply wasn’t working. As the nation’s leading provider of wedding photography, video, and disc jockey services, matching customers with quality employees has been an important facet of the company’s success since its inception in 1978. Operating in over 60 markets, AWG works to deliver a handpicked, customized wedding experience to brides and grooms across the country. However, AWG’s nine hiring managers were having difficulty managing the company’s growing talent acquisition process through its traditional by-hand process. After a review of solutions, Director of Production Scott Mitchell selected Jobvite Hire over several other options due to its ease of use, reach, customizability and multiple login options.

For the company’s recruiting department, finding and securing knowledgeable talent proved difficult in early 2014. After years of reliance on a slow and restrictive applicant tracking system, App Annie was ready to leave behind a tool that caused scheduling mishaps, had disorganized workflow, and was decentralized. With an ever-expanding team — and as many as 100 open positions at a given time — App Annie was ready to explore new options.

A difficult, time-consuming application process for job candidates created a high dropoff rate. Poor customer service experience with previous recruiting software provider.

As a nonprofit, Boys and Girls Club of the Peninsula encountered a unique set of recruiting hurdles. With limited resources, the pressure was on to compete with nearby Silicon Valley tech titans for talent — and employee turnover also occurred more frequently, with 36 percent of the part-time staff leaving each year. At the head of Boys and Girls Club’s recruiting troubles was the lack of an applicant tracking system (ATS); before Jones joined the team and rolled out Jobvite, the previous human resources director was accepting resumes via email for the more than 150 positions that needed to be filled annually. Upon being named the new HR director, Jones immediately began shopping around for an ATS that could help her team address their recruiting pain points. Although she looked at a few other options, Jobvite quickly stood out as the solution of choice. “What I really liked about Jobvite is that they were able to help us think differently about recruiting,” Jones explains. “[Jobvite] wasn’t just a platform to track information... it was really a strategic partner.” Armed with this new social recruiting solution and an easy way to track, source and engage candidates, Jones and the rest of her team embarked on a journey to reinvigorate their recruiting program.

CalTech’s hiring management team faced significant challenges in managing an influx of applicants and referrals without an advanced system. The HR team, led by Jenny Dupre, struggled to keep up with the volume of applications and lacked a sophisticated applicant tracking system (ATS) to determine progress and evaluate hiring success. The absence of an efficient system made it difficult to track candidates, procure metrics, and maintain efficiency in the hiring process. Additionally, managing and encouraging employee referrals was cumbersome without a streamlined process.

In 2012, DataSift's recruiting department faced significant challenges in internal and external communication processes. The company lacked a structured recruiting management system, leading to a lack of transparency and streamlined communication tools necessary for moving candidates through the hiring process. Despite its strong social media presence, DataSift recruiters were not leveraging internal networks to extend their reach across the company's global footprint. The global nature of the company, with offices in three different countries, added complexity to the hiring process, making it difficult to maintain consistency and efficiency. Cultural differences in recruiting, interview methods, and job-seeking behaviors across regions further complicated the process, necessitating a tailored approach for each international office.

Hiring quality team members at an expanding company is always a challenge, but without a good applicant tracking system (ATS) to support recruiting efforts, pinpointing top talent was even more difficult. Recruiters faced stagnation and frustration in the hiring process, making bringing in new candidates slow and tedious. EverQuote soon realized that, if their company was going to grow at a faster clip, it was time to optimize hiring.

For Farmers’ recruiting department, meeting the company’s aggressive hiring goals — and locating, vetting and securing talent to fill its many districts — proved challenging. Run as independent districts, Farmers’ agents traditionally relied on insurance-specific recruiting software, for all of its talent sourcing necessities. However, the tool’s auto-generated email system proved too basic and underpowered for Farmers’ hefty goals, causing Agency Development Manager Michael de los Reyes of Farmers District 22, to search for a new method to get the job done. In 2013, de los Reyes heard about Jobvite and was intrigued by the robust, customized, sourcing capabilities presented by the Jobvite Engage platform. After extensive product research and testing, de los Reyes’ team selected Jobvite as the best fit for Farmers’ needs, and rolled out Jobvite Engage across the entire district.

For international online gaming company Gamesys, a hiring system organized by Post-It notes and reliant on by-hand sourcing wasn’t supporting the company’s rapid expansion. With over 1,000 employees in more than seven offices worldwide, the last three years at Gamesys have consisted of growth in both profit and company size. Naturally, securing the right kind of hires for a company with such a diverse offering is paramount to long-term success. However, with up to 200 roles open at a given time, and a 48 percent growth rate over the previous year, the recruiting department at Gamesys couldn’t keep pace. Soon after joining Gamesys, recruitment manager Alex Shepherd knew the company needed a change, so he began exploring possible recruiting platforms that could do the job. His search criteria? Shepherd needed to streamline agency usage and reduce cost, as Gamesys relied on outside agencies for over 50 percent of hires. Also important to Shepherd and his team was an improvement in managing the candidate experience, which they consider a key aspect of their recruiting strategy.

Greystone Healthcare Management faced significant challenges in recruiting specialized talent for their rehabilitation facilities. The high turnover rate in the healthcare industry and the lack of an efficient internal organization exacerbated the problem. The company’s existing system was outdated and did not allow for proper access to or communication with potential candidates. This made it difficult to attract and retain the necessary talent to maintain their high standards of patient care. Additionally, the company struggled with internal management issues, including inefficient requisition processes and a lack of data to keep candidates organized and up-to-date.

In Hobsons’ recruiting department, filling the company’s offices around the world with talented, knowledgeable employees proved difficult in 2013. After years of relying on a paper-based recruiting system and a generic Applicant Tracking System (ATS), Hobsons Talent Acquisition Manager Amy Whitman knew the company’s recruiting department needed some assistance. With some aggressive growth goals set for the coming years, Whitman prepped the team to explore new options. After a Hobsons partner recommended Jobvite, Whitman tested the recruiting software against other talent acquisition tools and was immediately sold. The entire Hobsons team would not be able to meet our growth goals without an updated ATS tool. After experimenting with Jobvite, it was the system’s ease-of-use that I loved. We don’t have a large recruiting department, so I needed something that was efficient and functional, that hiring managers could utilize as well. Jobvite is simple, intuitive and cost-effective — I’m so thankful we have such an invaluable resource.

Jackson Family Wines faced significant challenges in recruiting quality talent due to their reliance on an outdated applicant tracking system (ATS) and their location in a rural area. The paper-based approval process was slow and cumbersome, requiring forms to be transferred between multiple employees for approval. This inefficiency was compounded by the company's spread across multiple continents, making the process even more time-consuming. Additionally, the niche nature of the winemaking industry and the company's distance from major cities limited the available talent pool, making it difficult to find candidates for specialized roles.

For KIXEYE’s recruiting department, locating, screening, and securing skilled talent to support the company’s ambitious goals of growth and expansion was no easy feat. In such a niche market and with such specific needs, the right candidates were few and far between. Plus, once potential hires were found, the company’s outdated applicant tracking process could not support taking candidates all the way through the pipeline. Between email, spreadsheets, and lack of sophisticated tracking, KIXEYE needed a process that better fit the company’s goals.

Pactiv, a leading manufacturer in the foodservice and food packaging industry, faced significant challenges in their recruiting and hiring processes as they entered 2013. Their outdated applicant tracking system (ATS) led to a cumbersome and top-heavy process, resulting in a lengthy time-to-fill average and high agency fees. The lack of social media capabilities further exacerbated the problem, making it difficult to attract and hire quality team members. Pactiv's talent acquisition team recognized the need to rethink their strategy and upgrade their systems to improve efficiency and reduce costs.

For the company’s hiring team, targeting candidates that fit with Red Frog’s passionate, hardworking, and creative culture is top priority. However, with an outdated, manual tracking and hiring system, it was difficult for the Red Frog team to differentiate between qualified and exceptional candidates. Another challenge? Managing the company’s many applicants without the structure of a designated hiring department.

Schneider Electric faced the challenge of filling high-visibility positions for recent university graduates in Mexico on a tight deadline. The task was complicated by language barriers and the need for seamless team collaboration. Additionally, the college job-hunting season had ended, making it even more difficult to attract candidates.

With time-consuming manual application tracking, low employee referral numbers, and budgetary restraints holding back its recruiting team, MINDBODY recognized the need for a change. The company was struggling to find qualified tech professionals and needed an efficient applicant tracking system (ATS) to streamline their recruiting process. The existing manual processes were not only time-consuming but also ineffective in attracting high-quality candidates, leading to a lag in the efficiency of their expanding recruiting program.

AIR Worldwide, a leader in catastrophe modeling software, faced significant challenges in recruiting highly specialized talent. Despite having a strong reputation within their niche industry, their location in Boston, where the unemployment rate for IT professionals is extremely low, made it difficult to attract the right candidates. The company needed a more effective way to market themselves, communicate with potential candidates, and integrate their international offices into the hiring process. They also required a user-friendly system with better metrics to streamline their recruitment efforts.

Brandwatch has been growing 100% year-on-year, necessitating rapid talent acquisition globally. The company faced exorbitant costs from relying on outside recruitment agencies and lacked an effective Applicant Tracking System (ATS). Additionally, the STEM skills shortage in the UK and US posed a significant challenge in finding technically skilled recruits. The recruitment team was bogged down with administrative tasks, preventing them from focusing on building a strong employer brand and talent pool.

GENCO, a leading third-party logistics (3PL) provider, aimed to evaluate and improve the labor efficiency of its lift truck operators and warehouse management processes. The company faced challenges in visibility from both labor management and operational standpoints, which led to inefficiencies in budget and performance accountability. Equipment usage, time traveled, number of impacts, and utilization rates were not being accurately tracked, adding to the lack of accountability for lift truck operators.

Maines Paper & Food Service, Inc. needed a material handling partner to help achieve higher service levels and profitability while reducing time-consuming lift truck equipment management. The company required reliable lift trucks to handle specific applications in both ambient and cold-temperature environments. Additionally, Maines needed a solution to ensure all operators were properly trained to meet OSHA’s lift truck training requirements.

Masters Gallery Foods faced significant challenges in managing the impacts and damages to their lift trucks, new racks, and products. The company had recently expanded its warehouse size and increased its lift truck fleet, which necessitated a more efficient fleet management system. The primary challenge was to reduce the damage occurring to the new infrastructure and improve the overall productivity of the lift truck operations. Additionally, the company needed to comply with OSHA mandates for pre-operation checklists, which were previously managed through paper forms, adding to the administrative burden.

Needing to maximize productivity in order to move the millions of athletic shoes sold annually, New Balance faced the challenge of selecting the right equipment for its various warehouse applications. The company required lift trucks that could handle the extensive traffic and narrow aisles in its warehouses, particularly in the Lawrence facility. Additionally, the Ontario facility had concerns with its extensive traffic and aisles that are open at both ends, necessitating a solution to aid operators in stopping or slowing prior to exiting the aisle. Another challenge was to reduce truck downtime for battery changes to maintain high productivity levels.

Third-party logistics (3PL) companies like Romark Logistics are increasingly relied upon for streamlining operations such as cross-docking, inventory management, transportation, and warehousing. To keep up with the growing demand and stay competitive, Romark Logistics needed to enhance its operations and productivity. The company faced the challenge of managing a large fleet of 53 Raymond lift trucks in its 522,000-square-foot warehouse in Hazle Township, Pa. During distribution peaks, Romark can load and unload as many as 170 tractor-trailers each day, making efficient fleet management crucial. Romark needed a solution that would allow facility managers to collect and analyze real-time data about their electric lift truck fleet, track maintenance issues, and encourage operator accountability.

In 2002, The Container Store conducted a 10-year sales growth projection, which concluded that a larger facility would be necessary to contain its distribution center and corporate offices. Two years later, the company combined two smaller facilities into a 1.1 million-square-foot facility in Coppell, Texas. During those two years of planning, Mike Coronado, director of distribution, and the rest of the Distribution and Logistics management team had the challenging task of designing the DC, filling it with new equipment, and getting all systems integrated and running. One of The Container Store’s major initiatives was to ensure productivity and efficiency would be maintained in the new facility, even though it is 80 percent larger than the old distribution center. The Container Store wanted to mitigate increases to travel time by equipment and staff moving throughout the larger facility.

UNFI, the largest wholesale distributor of natural, organic, and specialty foods in the U.S., sought to enhance its sustainability initiatives and reduce energy consumption. The company identified its lift truck fleet as a key area for improvement and began exploring hydrogen fuel cells as an alternative power source. The challenge was to ensure that the new technology could be integrated seamlessly into their existing operations, particularly in the Sarasota, Florida facility, which includes freezer, cooler, and dry storage areas. The transition required extensive planning and coordination among multiple stakeholders, including Raymond Corporation and Abel Womack Inc.