I think we're about two minutes past the mark. So, without further ado, welcome, to this inaugural criteria compass, webinar. This This is meant to be a quarterly series. We wanna bring you a little bit of the latest of what we're hearing, in today's hiring landscape. We'd like to feature, you know, a few, customers of ours. We have a wonderful one today, and give you a little bit of preview into our road map and and the the investments we're making. And we certainly have met the bar in in this, session. So, Greg, if you'll just go to the next slide. I am, your host and MC today, Jam Khan. I'm the CMO of Criteria. I'm also joined, by Greg Isaacs, our chief product officer, as well as Karina Stasick, who leads people in culture from Patagonia. I'm super thrilled, for her section, and yours as well, Greg. So I hope you're all familiar with criteria. We're a platform that allows companies to find, grow, create talent. We use science back tools for both hiring, interviewing, and post hire employee development. A lot of your customers, so welcome and thank you. For those of you maybe who are a little less familiar with criteria, I hope by the end of this session, you also have a much, better sense of who we are and and what drives us. So a little bit about today's webinar. Forty five to sixty minutes depending on the amount of q and a. We're gonna plan this so there is time at the end. On that note, you'll see that we have both the chat as well as a q and a section. It'll be wonderful if you put the questions that you have in the q and a. That allows us to make sure they don't get lost in the chat. We may not be able to answer it real time depending on who's best suited to answer the question, but allow us to both capture the responses. And then, when we do share a recording of this event, all those questions will also be, you know, available to all of you and the answers. However, we don't want the chat to just be, you know, you know, a graveyard. So as you hear things, you might agree, you might disagree, you might have a point of view. Let's keep this interactive and and lively. So use the chat for your thoughts, use the q and a for your comments. They should both be in that bottom, Zoom panel of yours. So here's sort of why we're here. Right? Feels like the ground is shifting, beneath us. More than half of recruiters now view AI generated resumes as a red flag. And over three quarters say that it's harder than ever to tell if a candidate's experience is genuine. The traditional playbook for screening and evaluating talent doesn't just hold up to this new reality. This is exactly why staying ahead of the AI curve isn't just optional anymore. It's now essential for everyone involved in hiring or talent management. So today, we're gonna dig into what that means, what's changing, and most importantly, how can we adapt our practices to a future where authenticity, skill, and growth potential matter more than ever. So let's dive right in. I'll spend about ten minutes talking about the latest market, shifts that are shaking up hiring in in, honestly, twenty twenty five and beyond. We're gonna have a customer spotlight. Wonderful. Karina is gonna showcase how Patagonia is at the forefront of a lot of this. And then Greg is gonna share some product highlights and some really exciting updates, and, then we'll leave plenty of time for for q and a. As we gear up in this, we'd love to also hear from you what your biggest hiring challenge your team is facing is right now. What are you dealing with? No wrong answers. Just really interesting interesting to to get a point of view. We know that AI and hiring is top of mind, but I think there's a lot of nuances to a lot of that as well. So during the course of this session, doesn't have to be like right now, have a think about it. But we'd love to just hear from folks on on what you're facing and and what you really think is one of the biggest challenges, you have right now. And with that, we'll jump right into the the meat of things. If you can just go to the next slide. So I wanna zoom out for a moment and just look at the very nature of how work has evolved. You know, work one point o as it were, it took off during the industrial revolution when factories, machines, and mass production put the world to work in an entirely new way. Then we moved into work two point o, the corporate era. It was dominated by organizational charts, boardrooms, and the rise of management culture. The past few decades has brought us work three point o, the digital age. This is when computers, networks, and the Internet transformed offices, the way we connect information, and frankly, the way we connect to one another. And perhaps the most dramatic example of the digital age, at least for me, was the way work shifted during COVID. Almost overnight, many of us became remote employees, and and many organizations are still exploring the right balance. And the speed of that change, right, that the pandemic forced upon us served as a little bit of a preview to the kind of rapid adjustment that occasionally we need to make. Because here's where we are now. Welcome to work four point o. We're stepping into a fundamentally new era, one sort of defined by AI augmentation. And this doesn't feel like just another technology wave. It's about humans and intelligent systems working side by side, reshaping how value gets created, how we make decisions, and what talent itself even looks like. So as you look within our organizations, our mission is being rewritten. Work four point o is both an opportunity, but also rethink how we hire, develop, and organize people in an environment where AI is a collaborator, not just a tool. Next. And here's how quickly AI is becoming central to the hiring process. In just the last year, the percentage of hiring professionals using AI in their workflows has doubled, now reaching twenty five percent. That's a quarter of our field actively leveraging AI tools for hiring or talent management. But the information isn't just on the employer side. On the candidate side, nearly three in ten job seekers are using AI to apply for jobs. And even more striking, forty percent of candidates are now tailoring their resumes specifically to pass AI screening systems. This is a new reality where both sides of the hiring equation are using advanced technology. It's changing how we source, screen, and select talent, and it's raising new opportunities, new risks, and new questions for anyone responsible in talent. Next. For me, it feels like we're at a tipping point, and it's time to say it really plainly. The resume is dead. Every minute, eleven thousand applications are processed on LinkedIn alone. It's no longer just a question of volume, but of authenticity. By twenty twenty eight, Gartner estimates that a quarter of all job applications, that twenty five percent will be outright fake, powered by advanced AI tools that can generate or tailor resumes in seconds. But here's a real truth. Even before AI, research has shown that the resumes were a fundamentally flawed tool. There was an MIT study that showed that most recruiters make up their minds in just six seconds, often on details barely connected to true capability or fit. We've known for years that resumes exclude great unconventional talent, they exaggerate the truth, and they say little about what actually drives performance. Now with AI, candidates are gaming systems, employees are using bots to screen bots, the resume has finally lost all meaning. And so it's become a brittle hackable artifact in a completely transformed hiring landscape. So the question we face now isn't how do we get better at resume review, it's what comes next. How do we build trust, connection, and evidence of ability in a world where anyone can manufacture a perfect story with one click? Next to it. So if the resume is dead, what takes its place? For decades, hiring has centered around one core question. What have you done before? But now in a world where skills, tools, and even entire industries are being reinvented in real time, that's no longer enough. We need to shift our perspective to what can you become next. This is the real challenge and opportunity of the AI era, unlocking people's potential for growth, adaptability, and and new value creation. And the numbers make this urgent. The World Economic Forum projects by the end of this decade, thirty nine percent of today's core skills will be obsolete. If that's true, then static credentials, degrees, titles, old accomplishments are almost irrelevant. To build winning teams now, we have to look beyond the rear view mirror. We need new ways to assess capability, potential, and readiness for what comes next, not just what someone's done in the past. Next, please. So traditionally, we have relied on degrees and and work history, checking what someone has done and for how long. Our decisions have rested on static resumes with all the limitations and biases those bring. Talent pools have been narrow, shaped by who happens to have the right credentials, or who fits a familiar mold. And, of course, screening has mostly been manual, slow, subjective, and difficult to scale. Work four point o kind of flips the script. We now have the power to look at real skills and potential, not just pedigree. Instead of static resumes, we use dynamic assessments that can simulate real work and measure actual ability. We expand our reach to broader, more diverse talent pools, opening doors to people who have capabilities even if they don't have the traditional background. And we leverage AI augmented evaluation to screen more fairly and efficiently, helping us see things humans alone might miss. This isn't just a tech upgrade. This is a shift towards a more inclusive, future ready, and performance driven approach for everyone involved in hiring and building great teams. Next. So we are seeing a real positive shift. Skills based hiring is on the rise. In our twenty twenty four hiring benchmark report that had over four hundred respondents, more than half the companies we surveyed are now moving away from legacy credentials and embracing hiring strategies that actually focus on what talent can do. Seventy four percent were going deeper reevaluating how they measure skills, experimenting with new tools, real world tasks, and authentic assessments. And sixty eight percent are going back to the drawing board and rewriting job descriptions to highlight the skills that matter most. And And perhaps the most encouraging for me, one in five companies that adopt skills based hiring have removed degree requirements altogether. This means a huge opportunity for untapped talent, more diverse teams, and a playing field that actually rewards real capability and put, potential. So what's the takeaway? The market is embracing the future and putting skills at the center of how we hire and grow our people. To me, that's a trend worth celebrating. Our twenty twenty five hiring benchmark is being finalized, and I can't wait to share them with all of you in the next webinar that we have. And with that, I think a perfect segue into our next section. So one more like Greg. As you sort of explore, right, the hiring landscape is changing faster than ever. Resumes which once anchored the hiring process are losing reliability. And the real challenge today, we need better ways to truly assess skills and just as importantly, to uncover each person's potential to grow. Karina and the team at Patagonia have sort of been at the forefront of tackling these challenges head on. So I'm really excited for her to share her perspective and her insights in building teams for the future. Karina, thanks so much for joining. The floor is yours. Jam, thank you so much, and hello to all the wonderful people listening. Thank you for being here today. I'm so excited, to represent Patagonia and be here with Criteria, a pivotal partner in what we're building here. Make no mistake, Patagonia is in the business of saving our home planet. And so when I came here, you know, in the high volume landscape of hiring that we do for our distribution centers, our customer experience contact centers, our customer experience guides in the retail centers, we value the human experience because the humans will save the planet and that is the most important. And I think what we have seen in the hiring landscape is that talent acquisition is looking for really smart and interesting ways to build technology that makes it scalable. And the important journey that we've taken here at Patagonia is that, yes, we need to be scalable. But, yes, we cannot forget why we're here and that the humans and the whole human matters. So, you know, when I joined and we were looking at all the different tools in front of us, the thing that spoke most to us is wanting to be able to see everybody through and past the AI noise. I think what, you know, we're seeing in today's landscape is exactly what Jam spoke to. We're seeing AI created resumes. One of the most interesting things here at Patagonia, like we ask, why do you wanna work for Patagonia? Well, we're seeing more and more AI generated answers. And the reality is is we have to cut through that and we really wanna see the whole person in context and value all of their strengths, in this process. And I think that, you know, if you, if you sit around long enough on subreddits and LinkedIn, people are frustrated with the hiring experience. And, you know, with criteria, we really took a hard look at what they had to offer and how they allow us to see the whole human and appreciate that whole human in the context of the roles that we're hiring. So we hit next. I can go into the next slide and talk about that. So what we chose, you know, we value the the human experience in our stores, on our phones. So for example, I'll share with this audience. You know, we have a call center that answers customer calls. We don't use scripts here. We empower the human being on the calls to take care of that person in the way that they feel is human and meant to be. So much that, like, one of the favorite stories that I'll share, about this is that, you know, we have this famous story called the Eagle Story. And one of our very entry level, customer service representatives in our call center received a phone call that Eagle was in danger. They didn't know who else to call. And in most call centers, there'd be a script in front of you and you'd have to read and just, like, process them out. Well, that's just not how we handle things at Patagonia. We want our people to have the critical thinking and emotional skills to work with everyone and help everyone no matter what that issue is. And, you know, our call center rep, you know, sat on the phone with that customer and found the right wildlife refuge to help her and to push her through. And it's one of our most famous and beautiful stories about why we still genuinely care about the human interaction and the human that's on the other end of the line with our customers. So in high volume hiring, which I've been doing for many years now at this point, I've I've been in many, you know, very well known companies around high volume hiring. And I think what we often try to do in that process is we try to process the widgets and people just simply aren't widgets. They're human beings with real feelings, real high stakes in in their career. And then we have this whole other new workforce that's coming in that isn't skilled and the resume doesn't work and they are they they are sick of being on LinkedIn and trying to be seen. And so we want to give everybody an opportunity, regardless of of their career journey to see what their capabilities are, what their skills are, what their strengths are, and how that would be in context best suited for Patagonia as a human being. So, you know, it was a real easy decision after many, many reviews of vendors and options. And I know that everybody's trying to jump onto this AI bus, but the reality is is that there there has to be a delicate balance in how we handle our human beings and and how we work with them. If you can go to the next slide. So there's a couple of things that I wanna talk about, Jam, and and we can, you know, you definitely jump in with some questions. But I think, you know, the biggest thing about, you know, criteria is that we allow everybody to come in the door. You know, there was a time where we had to we had so many people that wanted to work for Patagonia that we were inundated with resumes and applications, and we had to cap those or we had to limit the days. And I just didn't see that as a viable option in my role today. We want the door open for everyone, and we wanna see everyone that comes in the door for who they are and appreciate how they, in context, can be a a champion for saving our home planet. So, you know, this is this is, there's just so much to talk about. But, Jam, I'll let you jump in with any questions you have about our approach. Yeah. Let let let's, let's start actually at at the top, Karina, because that's that's really top of mind. I mean, you know, you heard from my opening bit, that AI is very pervasive and feels sort of unavoidable. And would love to hear kinda how are you viewing something that could potentially be very helpful but also harmful. Like, where does the science and benefits of, of AI and the ethics intersect for you, and and how's Patagonia taking that on? Right. Well, you know, for one, we wanna be completely unbiased. We welcome everyone in our door that wants to save our home planet. So that that that is beyond generations, beyond race, beyond religious background. We want to support everybody and bring everybody into this one mission. Where, you know, AI is harmful is I think we're still in this age where we're the human at the end of the loop and verifying what's happening in AI. I mean, we if you if anybody's used AI, like, to trust that with a human life and their application is pretty is pretty scary. And we're and I just feel like we're at this point where, you know, if I have to still be the human at the end of the loop around the AI, we simply just don't have everything worked out. Data privacy, unbiased scientifically proven. And in in in addition, like, those people that are in our chat CPT boxes fighting for jobs, they actually do wanna speak to a human. They wanna have the human experience, and they're simply responding to what they think they're supposed to be doing. I think what criteria has allowed us to do is to see everybody in the most unbiased and science backed way. The team that surrounds us and one of the biggest reasons we chose them as a partner is your IO psychology practice and steering committee. It is such a trusted partner in the decades of research and and science that you've put behind it, we can't officially say that yet about AI, and we still have to be very careful about that process. I think that's why, Karina, even the the framing of AI augmentation was very, deliberate. There is a tendency to say, hey. This AI is is so good. I'm gonna let it do all the work. If used with this with I I love the human, the loop, sort of, you know, analogy that's it we're not there yet, and and I maybe we never should be. But when something is as powerful a tool as it is, there could be this tendency just let us sort of take over. And we are talking about yeah. We're talking about employment. We're talking about a candidate experience. Being able to use it in measured control with somebody at the end of it feels like the right approach. In terms of candidate screening, like, how are how are you finding? We hear it's inconsistent. At the same time, you know, it could potentially be perceived as impersonal, although there's ways to to mitigate that. It's almost impossible to screen without it. So how do you approach, you know, the use of AI in in the screening process? So we really aren't using AI. We're use we're leaning more on Criteria's platform, and I'll give you some great examples. So Criteria's platform, one, allows everybody to come in the door. The resume is a two d experience, and it's and it's not very reliable to your point earlier. What criteria allows us to do is have a three-dimensional experience with the human being. So even beyond if they ask you know, some of them will answer still an AI generated question of why do you wanna work for Patagonia because they want to show their best. But when we begin through criteria, that is really our secret sauce is that we still at scale can see that whole human being. And if anybody's worked in criteria, there are test batteries that we put together. There's we work with the IO psychologists on, you know, do we need more patients? Do we need, you know, to align with Patagon values, do we need somebody who's more patient? Well, if I told you the Eagle story, yes. You know, where does stress tolerance fall in that? And and there's been a couple of, you know, just recently across my desk, I have looked at some of these criteria applications and, you know, we we had a Starbucks person apply, and they don't type all the time. And so they didn't pass our typing test, but we were able to just quickly look at this person's strengths, at their soft skills, at who they really are as a human being. And we're like, this person is perfect, but we wouldn't have seen that in a resume. We wouldn't have seen that in a typing test. We wouldn't even see that in a homegrown creative test that is proprietary to Patagonia. And so we are really embracing the beauty of, like, bringing people in to see them at scale for who they really are and in context how they will really do well here to save our home planet. That's a that's a great example, Corina. I know in in the chat, a lot of the, challenges of hiring centered around finding qualified candidates, and, you know, it may require rethinking what constitutes as qualified. And, you know, the qualifications you think you need might not be the qualifications a person has, but qualifications don't equal capabilities. Right. And to that end, do you think with with some of the, you know, how people are both using AI in their own work, for for better, are you looking at sort of hard skills versus soft skills, a little bit differently? You know, I I have mixed feelings about, you know, you use AI to to spruce up your your resume. There's a part of that that feels like, yes, you should. It shows me that you you care and you're you're actually putting in the effort. It's when it crosses the line into the embellishment that it becomes a bit, like, risky. But it certainly does shift, like, you know, the these tools shift how we can approach work. Has has much thought gone into just candidate profiles because of AI? Absolutely. You know, again, we you know, the the resume and the experience, and we have a new generation of workers coming in that don't have all the experience in the world but have all the soft skills that Patagonia is looking for. Right? And so, like, when you look at hard skills and going back to my story about this recent applicant we were reviewing that didn't pass the typing test. Type you know, if you're mixing drinks for Starbucks all day, are you really typing that much? Like, you know, like, let's be real. And they weren't that off, really. And our belief is, like, we're more invested in the human being as a whole and understanding that they had all the soft skills and strengths that would make them successful in this role through criteria's window. And we are now and and we could assess that, you know, this typing skill will come. Within a month, usually people type a lot faster. And I think that in the high volume and recruitment business, we get so focused on just processing the widgets. People don't fit perfectly into holes and squares, in a in a puzzle. They're all unique. I don't consider anybody a widget. I consider everybody a human being. And I think that when we start getting into that phase of, like, processing in through a technical system or AI, we're losing the fidelity of the human being. We're losing the fidelity of the connection points we're trying to make in this role or the roles that we're trying to hire at Patagonia. And at the end of the day, if you walk through Patagonia's doors, we are all about connection and human experience. And so in this age of AI, you know, we really value the soft skills much higher than the hard skills. We feel those hard skills can be developed over time. What this just allows us to see is on the hard skill side, where are you at on the spectrum? What do we need to do to to to develop you on that side? Because that's easy. It's the soft skills that aren't. And I think it's one of the wonderful sort of equalizing, sort of forces about AI is it does make the hard skills are getting easier and easier, and that puts, you know, more of a emphasis on those sort of soft skills. Last question before we move on, like, what does sort of AI proof ethically sound hiring look like at Patagonia? What it's what it is to us is that everybody that comes to the door is seen and that everybody is welcomed based on who they are, not what we want them to be. And I think that that is the I think that unfortunately that's some of what AI is pushing us to do is like it's we're AI is telling us how to be and, you know, how to present ourselves and how to show ourselves. But the reality is is that we want we don't wanna lose the fidelity of the authentic connection and the humans that are coming through our door. We want we want real connection. We want our our customers at Patagonia to feel real connection and they want it we want them to know that they are truly valued. So it is a path that I think is delicate, and I think it holds a lot of responsibility. And I think that in the future, what I would advise for all companies is to step back and run parallel tests. Also think about, you know, from a Patagonia's perspective, you know, AI has environmental implications. So when we think about the candidates that are applying and using AI, like, please don't burn the ocean over that. Like like, let's use it for something really powerful to change the world and let's use it in a very balanced and delicate way. I, you know, and I think that's the other part, you know, that I look at from a, you know, eco conscious perspective is that, you know, we're push AI is making such a push in such a a forward progress that we also need to be more responsible about how we're thinking we're using it and what it really helps us to do. I I I I love that you also brought in the environmental impact. That's why I think just the approach of just looking at zooming out and looking at the entire picture is, you know, Patagonia represents every bit of that. So, no no better brand to to have a a strong point of view on on AI and HR. Thanks, miss Corinne. I think you've got a little bit more, but appreciate, the conversation. Yeah. I mean, we talked yeah. We talked a little bit about how criteria helps Patagonia see behind the resume. You know, I, you know, I talk about our customer experience contact center and how we don't have scripts. A lot of contact centers have scripts, and they run, a metric about how long you were on the phone and the ideas that you get off as soon as possible. That is not how we run our metrics. And so we want to work with the people that can, you know, critically think as an individual. We want individuals that are that have empathy and that really care about the human being on the other side. And the and you can't see those soft skills in a resume, and you can't see those soft skills in a resume at volume. It's just not possible, and I think we all realize that. How we do it really matters. I think the most important thing too is that we care about the science. So what science we choose to put behind the tools we need to scale and to still see the human being is truly important and precious to us. And I Criteria has been, the most trusted partner of all the things that we have looked at and how we integrate into this process. I think another thing is is that it's enlightening in the process of it's not just so much about us learning about the candidates, but even in our internal studies as we were starting to use criteria, it was a nice reflection for and I've seen this over many, many years working with criteria, A reflection for organizations and leaders. What are we leaning towards hiring? What are we missing? What what have we been, you know, just humanly biased in our process without certain tools? And so how, you know, how can we enlighten ourselves and learn about how we make our orcs more unbiased, bring in individuals with, you know, their own unique stories to tell our story and to work for the planet and to save our home planet. Like that's just so important to us. And so I think it's a two way street, I think. And the other pieces is that as fast as this day and age is moving, you know, not everybody has the innate qualities of understanding soft skills, understanding the whole human in context, work you know, understanding what strengths and challenges and how you work with those challenges, not in a way that's negative, but in a way that truly honors the whole human being. I mean, one of the things, you know, outside of Patagonia is I'm a self actualization coach. And that is one of the things we really focus on in self actualization coaching is you accept the whole human and you accept that whole human as they are and you work with them in their context and in their skillsets and you develop them in their whole selves, not what you want them to be. And I think that empowering our managers and criteria, not just beyond the assessments, but the workplace insights, the employee personality exam, Like, all of these things empower our leaders and managers to have that whole human view and encourage and and structure their leadership in a way that welcomes them as a whole person. Are you still there, Joan? Yeah. Yeah. And I think one of the most interesting things, like, I'll share is that in this race to scale, in this race to AI, I think, I will share a really interesting story about, you know, be you know, criteria not just as as a as a process for how we screen and bring candidates into our organization, but also how we shape our organization and the microcultures in our organization. One of the most interesting things that came out of a recent study that we did internally was that, our internal already hired organizations, so one of them, they I think forty two percent scored about twenty or below on stress tolerance. And there's been some recent studies about generationally how the workforce is changing. And so there needs to be an adaptation to bridge the beautiful history of Patagonia and what it's built and bring it into the new generation in a way that can communicate clearly and then be embraced by this new generation. Not all information is processed and done the same way generation to generation. So it's actually helping us shape, you know, what we do as a microculture in our peer to peer networks, how we shape and and coach and work and and skill up those individuals in a way that they feel heard and seen, and that we embrace this new generation coming into the workforce. So I think there's just so much more to the story beyond just the application, but actually how we lead Patagonia into the next generation. It's powerful stuff, Karina. And I think, you know, there's no doubt that AI is changing the way we work, but this fundamental belief that people still make it matter is is a great North Star to have. And not sure if you have the answer to this, but I see a a really good, question posed here by by Brent around the correlation between assessments and actual behavior. You know, I know we try to measure it across our portfolio, but is that something that you actively measure to see how to tailor and continue to to improve on the assessments as a correlation between the assessments you use and performance or behavior? Absolutely. So I it's again, we use you know, I'm a strong believer that data is essential to understanding the story, but it is not the story. And so we use you know, I have always been a big proponent of taking the criteria data and following the history of the the the candidate from when they're a candidate to when they're employed and through, the the entire timeline of their their, tenure with us. And so I think it's a really pivotal thing is to take those performance metrics, take the information you've learned about that human through their application and through criteria, but then have the contextual conversations with leadership in our calibrations and our discussion about what all of this data matters, how the how this data matters and and and how it tells the story. And I think that, you know, I I I can't praise Criteria enough because not only do we do that internally, but Criteria offers this place where we sit down and we have a conversation with your IO psychologists about how we interpret it and how we mature it based on their expertise that's science backed and unbiased, but also our cultural learnings and our cultural data and experiences and context to really serve the people and to make sure that we have a strong united culture. That's wonderful. And and and selfishly, so it's a fly it's a it's sort of a virtuous cycle for us as well because that feedback helps the investments that we have to make in our own assessments. So, always works out when everybody wins. Yeah. Any are there any more questions or do you that answer the question that If there's more questions, folks, there's a q and a a tab in there. Put the questions in there. There's none yet, but, no doubt as we continue, you guys will have some. And thank you so much, Karina. I'll hand it over, to you, Greg. Yeah. Thank you, Karina. That was awesome. I've I've always loved Patagonia, and just listening to you and your presentation reinforces why you're best in class. So thank you for that. That was that was really great. Hi, everyone. Greg Isaacs, chief product officer. And so over the next, you know, twelve or thirteen minutes, I'm gonna walk through, our product road map, which we're really highly excited to cover. And it is a really, exciting time for criteria. You know, we've spent a lot of time listening to our clients and your unique challenges and also analyzing this, really rapidly evolving landscape. And so the capabilities that I'm gonna share today, really are designed to meet the needs of you all, and so happy to walk through them. Just a little bit of a high level for those of you who may not be as familiar with criteria. Over the last several years, we've been spending a lot of time talking to customers, understanding the market dynamic, and it's led us on an exciting journey. The journey has been to create a fully integrated talent success suite that helps you not only on the hiring side, but also on the post hiring side. And so we've always, though, remained, at our essence focused on two key things. Number one, best in class in science. You heard Karina talk about that quite a bit. And the second is an easy to use product. And so today, we, enable our clients to assess. We have arguably the deepest and broadest assessment portfolio on the market covering, five different categories as well and twenty five different assessment types. But we've taken that capability to create a really amazing suite of interviewing products and then all the way through, onboarding and development. And at the end of the day, what we're trying to do here in the very bottom, if you can see my cursor, is we're trying to build a, compounding talent signal. That's just another name for, to to Karina's point, understanding the whole human or the three d version of the human to help you make the most informed decisions about who to hire, and potentially how to help them be successful in the role. The other thing about this slide that it doesn't show is that we have assessments and capabilities in twenty five different languages. So for those of you who are global in nature, we can support you, and we also support over sixty six zero applicant tracking systems, ATSs or HRISs. We know that you've spent a lot of money on your infrastructure, and we wanna be able to support that. So with that, I'm gonna walk you through in some detail some of the capabilities that have launched and some of the capabilities that we'll be launching. I'm gonna cover the items in blue today. Anything with a check mark means it's launched. Anything with a circle means it's coming. This is our publicly available road map. We're happy to share that with you. If you'd like more details, just let us know. We're happy to share this with you and walk you through it in some detail. I would also say this is about twenty percent of our road map. There's a lot of under the hood work that happens to make the experience, more predictive, better for candidates, just easier for everyone that we just didn't have time to cover today, but happy to do that in a different session. So let me talk a little bit about AI in general because we this session has been really focused in AI, and it'd be helpful to talk about our evolution as a a company around AI. And so in general, we use AI in certain parts of our platform, when it makes sense to do so, for example, for processing or analyzing a large amounts of information like a transcript. But we don't use AI just for AI's sake. And just like our standard assessments, anytime we use AI, we really follow a very rigorous set of rules and approach. Specifically, everything we do has to be based on organizational psychology, meaning it's gotta be, predictive, has to be valid, has to be fair. We use a ton of data to make sure that everything we do does fulfill that prior promise of being predictive and minimizing bias. But at the end of the day, one of the most important things is that just like an assessment, whether it uses AI or not or a video technology, if it uses AI or not, we're putting humans at the center of decision making. We're just giving you one important very powerful data point or many different data points to create that three d image, but it's up to you, the human, to make that final decision. And we know that there's a lot of, soft, evaluation that goes into the process, and we wanna be able to support that as well. So let's talk about, our product suite and some of the, capabilities we're really excited about. We've had a structured interviewing suite of products for a number of years, and let me take a minute to talk about what a structured interview is. It's a simple idea. Basically, every candidate gets the same set of questions that are designed to measure the competencies required for a role a role, and then every candidate gets, the same evaluation guide, meaning the interviewers are using the same guide. And the benefits are many. There's efficiency. There's a reduction in bias. Data is shown over and over again that this approach is twice as effective as a, like, call an ad hoc interview. And candidates like it better as well because they feel like the process is in their favor or at least fair. But often what happens is that structured interviews fail. And the reason is because number one, the questions are not related to the competencies you're trying to measure. There's no evaluation guide, or if there is an evaluation guide, it's not being adhered to. I'm guilty of this sometimes. I have an evaluation guide. Sometimes I'm tired. I don't use it the way I should be. And so in this case, there's a technology to help you and all of us be better at interviewing. So let's talk about our interviewing solutions, and then we'll talk about some, unique capabilities we've launched. We have two solutions today. One is video interviewing where the questions are prerecorded. The candidate, records their responses at any given time on any device, and you as an evaluator can review those. And then the live interviewing, as you might suspect, is in real time using Zoom, Teams, over the phone, whatever it may be. Today, we're gonna focus on video interviewing and a new set of capabilities we've launched called interview intelligence. So what is interview intelligence? Well, it's basically three things. Number one, it gives you an instant transcript of what the candidate has said, so you don't need to worry about note taking. You can just listen to what the hell they say. It gives you an objective summary of what the candidate says. Again, no judgment, no evaluation, just an objective summary. And then third and most powerful, it gives you an automated score based on the questions you create and the evaluation guide you create as well. And I'm gonna show you these in detail, but what it means is up until twenty twenty four, clients had to manually look at every video interview. Today, that happens automatically within seconds. And so that's very powerful, very accurate, creates a lot of efficiency for you. And, again, let's walk through how that happens. Okay. So this is how the setup works today. You can create any question you want using our drop down competencies, or you can create your own competency here. So these are screenshots from our platform. In this example, I picked a competency called strategic management. Then the other unique part is you can then create your own questions. You have a lot of flexibility of question creation. We guide you to say this question is a good question or a bad question. Once you've done that, you then create your own evaluation guide. We populate this guide for you, so we've taken all the heavy lifting out of it, but you can adjust this evaluation guide. What I've shown you, you can do in a minute. So one question takes one minute. You have three interview questions at three minutes of your time to create a really powerful structured interview. Then at the end, you can add some nice little bells and whistles. You can, decide what the prep time is for the candidate to answer the interview. It could be instantaneous. You could manage their how much time you wanna give them, and, of course, you can record the question as well. So once you've done that, the candidate goes to the process here. They get the question. They provide their answer, and this is where the power comes in. We offer you transcripts. So these are verbatim transcripts of what the candidate says. This is our CEO, by the way, who's acting as a candidate, so you can get access to the candidate, transcript. You can also get access to the objective summary. Again, what the candidate said, there's no judgment here, no evaluation. We're just giving you a rundown of the interview at the question and an overview of the entire interview. And then at the end, we give you an automated score, And that automated score is at the question level. So in this case, the candidate got three, out of five as a rating, and we give you the overall rating. So let me show you how this works because there are gonna be a lots of tools out there that's purport to do this, but our approach is is rigorous as it comes. So how does it work? This is under the hood. We take the candidate transcript. Okay? So right then and there, we've minimized bias because we don't know who the candidate is. We don't know what they look like. We don't know what they sound like. We just take the transcript, and we look at that and compare it to what you determine are the criteria for success in a role. So the client, in this case, you have told us, these are the important elements to have a five star, a four star, a three star, and our AI that we've trained looks at the transcript. We're not looking for words, keywords. We're looking for the context and the meaning and the accuracy, and then we're comparing that to the evaluation guide here. The way we did this is that you heard Karina talk about our organizational psychology, practice. We scored over five thousand video interviews ourselves, only looking at transcripts and comparing those to guides to come up with a model that works. And today, we can say that our AI is, as strong as an expert human rater. So there's a lot of work that went into building this, but I think at the end of the day, what it allows you to do is that if you look at that candidate experience today, you have assessments here which are scored very highly. You can have video interviews here, but you can also move video interviews up and higher into your process. So happy to dig into more detail around this, but really exciting outcome. Okay. Next product. We have, a criteria language proficiency assessment. It's one of our most popular assessments. It measures reading, writing, and listening. Today, I'm happy to announce that we're gonna be launching the ability to measure speaking soon. Okay? So it's gonna come this year. What does that mean? Well, rather than just saying a simple tool where have someone speak and repeat back what you hear, what our AI will do is that it'll actually have a candidate, look at an image, for example, speak to that, and so we're looking at the accuracy of what they say, the fluency, the proceed to come up with a score. Again, so this will give you a full view of someone's capability around English language, and you can decide which you wanna use. So, for example, if you just wanna focus on speaking, you can pick that. If you wanna focus on reading, you can pick that. If you want the whole totality of the candidate and their proficiency, you can pick that as well. But we're not stopping with English. I'm also really happy to say we're gonna be launching a, Spanish language proficiency assessment that's gonna be coming soon. It'll have all the benefits and the goodness of the English language, but focus on Spanish speakers as well. So stay tuned for that. Let's switch gears a little bit to cognitive assessments. Many of you are probably using our cognitive assessments, namely CCAT. Customers love it. The two pieces of feedback we've gotten is that how do we make it configurable? Meaning, I only wanna focus on particular capabilities of their cognitive ability, maybe math and logic. And how do you make it adaptable? Meaning, if you get a question right, it gets harder. If you get a question wrong, it gets easier for a better candidate experience. Today, I'm happy to announce that we've actually launched an express version of what we're calling Citrus. It stands for criteria, think, reason, solve, express. The good news is it's adaptive. In the little as five minutes, you can get an overview of a candidate's general cognitive ability. In development now and coming by the end of the year, you will have the ability of the same assessment, but to pick and choose which of these five areas you would like to focus on. So, for example, if you only wanna focus on mathematical reasoning, you can do that. If you would like them all, you can do that as well. And, again, it's gonna be adaptable, configurable. Again, just another example of how I think we're leading the market and listening to customers in terms of our assessment capability. Okay. Switching gears a little bit, we're gonna talk about TestMaker. So many of you use TestMaker, which is our custom authoring tool. Two new capabilities we're really excited about. Number one is you can now or soon you'll be able to upload videos. And so what that allows you to do to the separate example is you can create your own situational judgment test. You can, for example, have a question prompted to a candidate being an angry customer or asking them a difficult question, and then give them a multiple choice or a true false or a free text response here. So, again, it allows you to create questions, based on your business needs, and video has been a request for quite some time, so we're happy to deliver on it in the very near term. But we're not stopping there with TestMaker. We're also gonna be launching a library of hard skills tests. These tests, will focus on things like technical ability, like Python, particular products like QuickBooks. We're gonna have close to thirty of them, and these are just templates. So you can basically take them. You can remove questions. You can add questions, but it is a library that you can use right out of the box to, test for some of these capabilities, including proficiency around AI. So let's talk about candidate integrity real quick. That's a really hot topic. One area we wanna focus on is ensuring that the candidate is who they say they are and that you have a high level of trust in that. We have launched recently proctoring, using AI analysis. So what does proctoring do? Well, simply put, once the candidate goes through a fifteen second process of enabling camera screen sharing, we basically take images every few seconds of the candidate. So this is me, and we use our AI to determine if they pass or fail. So in this case, our AI is looking at, is the person, taking the assessment within the window the in the entire time? Are there other images of people? Are they using a mobile phone, for example? And so all these capabilities allow you to have a very fine tune understanding of if the candidate is who they say they are, and they are taking the, assessments based on your expectations of how they should be taking it. And you have configurability on the back end to choose which of those capabilities you want to enable. For example, if you don't want mobile phones, you can simply turn that off. And then the last piece I wanted to cover, before we jump into the post hire really quickly is the new candidate experience. And so I wanna give hats off to Patagonia. They've done an amazing job leveraging our new candidate experience. You can add beautiful visuals. You can add a logo. You can customize your text. You can even add emojis. This is probably my favorite video of all. It's an employee who's talking about why they work at Patagonia. Again, every candidate can be a customer. They can impact your brand. You wanna be able to show your brand in the best possible light, and this gives you a great opportunity to do that. And, of course, everything is configurable on the back end here, which I'm showing you in the criteria platform. And then the last piece before we jump into q and a is develop. So develop is our post hire product. It helps you onboard and, develop talent. One of our most popular features is called, Coachbo, stands for coach bot, And we've spent a lot of time building Coach Bo to be empathetic, focus on concise conversations, business solutions, not make high stakes decisions. One of our most exciting features, has just launched. It's called develop check ins. So every Thursday, for example, I get a check-in from coach Beau. It's from my boss. I click on it. I have a quick interaction with Beau, asks me how I'm feeling, asks me if I've had a productive week, what help I need in the upcoming week, and then summarizes it for me. And if I tell it it looks good, what it does is then it rolls up all that information into really easy to understand reports at the executive level. So this is something, my CEO looks at. It gives him an instantaneous pulse of how the organization is doing and potential hotspots where he needs to focus attention, but it also has team leader reports. So if you drop down a couple of layers, you have the ability to have instantaneous insight into how your team is doing and where you need to focus your attention. So I have run through, many, many quarters of work very, very quickly. I appreciate you listening, and I think we have hopefully five to ten minutes of q and a. But, again, excited by the road map, and I can thank you all for attending. Thanks so much, Greg. That was terrific. There were a few questions that, you know, I took a stab at answering, but I think would love your insight into them as well. But one I haven't yet. Sabrina is asking if there are any French speaking assessment tests available. Yeah. So today, what we have is, many of our assessments are available in French, in two flavors, in French Canadian and then, what we call French French, so in Europe. And so those, assessments themselves, give a great understanding of someone's proficiency in the French language. We are contemplating after, the the Spanish language proficiency assessment, building a French language proficiency assessment as well. But, if you would like to assess your candidate pool in French for, cognitive abilities, for example, or personality, those are available today. And so let us know if that meets your needs. Another one, Greg, that that I took a stab at, but I think you'd have a more informed answer here, was how do you manage, this is, Peter, asking, how you manage expectations around the length of time it takes to go through the interview process? Because they see candidates sometimes grumble when it comes to extensive testing and interviews. Yeah. I mean, I think that the best thing is a great question is what I believe is, upfront is, focus on the give and get. And so the one thing about our candidate experience is that you can customize at the very beginning. And so, it's important by the way, one thing about the candidate experience, we can auto populate how long it really takes to take an assessment in a video interview. But I think what's helpful is you wanna say, for example, this is a short assessment, whatever that time is, or short video interview. If they're using assessment, you wanna convey to them that they're gonna get back a report if you use the workplace insights report that they will get back automatically. You just wanna say, like, this is a key part of your process and how it ensures a a fair process. And I think setting those expectations are upfront are really important. And, like, let's be honest. If if a candidate can't spend ten to twenty minutes of time, taking a combination of an assessment and or video interview, then they may not be the right individual for the role that you're looking for. And so while we don't wanna create too much friction, I think there's a natural part of the process where you wanna have candidates who are interested and engaged and are serious. Spend the again, it could be as short as five minutes. Actually, it could be as short as one minute, to be honest with you, if you do a short interview question to as long as twenty minutes. So hopefully that answers your question, Peter. If not, you know, happy to chat more about it offline. And, Jim, I can speak to something there too as well if that's okay. Yeah. Please. Yeah. I mean I mean, one of the things that we're doing is, you know, we definitely wanna shorten the timeline it takes for the candidate for a lot of reasons. But we've also used the customized pipelines and email, customizations to communicate with the candidate and to be transparent at Patagonia. So after they when they take the test, we are encouraging them and building up their confidence. So we tailor our message that basically says, we just wanna get to know you. We believe in you, and we know you can do it. And that's really important in building the confidence of taking the test when you first see it as a candidate. But then also when they take the test, they get an automatic email from us. Here's our timeline. Here is when we will decide if you make it to the next test next step. You'll get an interview on this date. You'll get you know, the start date is here. That has reduced a lot of anxiety. So I I think we don't talk enough about, criteria's pipeline, automations and configurations that are actually really powerful as a mix. That's great, Corina. Well said. And, you know, the way the way I see it right now, this these assessments should work both ways. You're you're vetting the the candidate's vetting the employer as much as the other way. And, you know, with turnover and burnout as as high as they are, I think it's it's mutually beneficial to take a little bit of time and not rush a process. We're coming up on time, Amber. This last question, I think, I'm gonna take two of them and smoosh them into one, because I think they're touching on the same subject, and, both of you probably will suited to answer this. I'll start with you, Greg. Just around, you know, with with the async interviews and the ability to use all these AI tools that and in some cases, it can get as advanced as even making it seem so that your your face there's tools that have your face not move even though you might be looking at another screen. How do you go about the process of just combating stuff that happens async with with so many advanced AI tools out there? You're on mute. Yeah. It's a great question. And I and I think, I'll share the slide here because I didn't have a chance to go through it in detail. I think the most important thing is, honestly, solving it through a combination of just expectation setting and then technology. And so at the very top here, again, can what I call candidate integrity is the candidate taking the assessment or the video interview in a fair way. Is you start in the very beginning telling the candidate and setting expectations about how you want the process to go. Can they use AI or can't? Can they use other tools like just doing searches? And then once you do that, we'll do our job to ensure that there are lots of capabilities to ensure that the candidate is who they say they are. And I I cover it off around proctoring, for example, as well. The other piece when you're doing a video interview is, Jen, if you are concerned about this, make it, as, short the introduction as possible. So you can you don't wanna give maybe thirty minutes or thirty seconds rather to prep. You wanna just have it be instantaneous. But I'd also say the really, one of the the the great things about that automated scoring capability part of interview intelligence I mentioned is that, sure, candidates, if they have an interview question, maybe in advance, they can go type in what is a good answer. But the reality is they don't know how you're evaluating them. Right? And so that's why I highly encourage customers who use our automated scoring to think about what a really good answer is and how it aligns with your company. Because, again, you know, to Karim's point, someone could go and type in, why do I wanna work here? Right? And they can come up with beautiful answers. But if they're not aligned to, Patagonia's, I you know, philosophies, competencies, they're not gonna score well. And so you're looking for that authentic answer that AI is guessing. Right? And so you want the candidate to to draw that out. But I'd love to hear your, perspective, Karina. I I think I think for us, you know, we we definitely, you know, we always so the authenticity is so important. And, you know, we have checks and balances in our own system that we use as well. Like, so, you know, when we we the applicant applies, they go through our criteria assessment, but we really value the in person interview. And that really, helps us bring together the whole picture of making sure that we're getting the authentic person. So there's a lot, of components that Criteria foundationally sets up for us, but we actually reinforce that through our own natural processes as well. I think it's still an important piece. You know, the the AI interview tools are wonderful, and they are I think it just depends on the role of when you bring them in and when they're appropriate. And I think that they're a truly supportive mechanism, but they also you need to have the candidate prepared for that and curated for that. And I love what you said, Greg, about telling them what you you do and don't want. Right? And I think that's really the thing about Patagonia is we're pretty authentic about who we are and what we want. And so we're not afraid to have that communication of, like, what our expectations are and why it's so important we get to know you. Thanks so much, Corina. I know we've gone a couple of minutes over. I appreciate a lot of folks, still, sticking around. The question also came up about whether we'll be sending a recording of this. Yes, everyone, who registered will be getting a recording, and I do believe the recording will include, the q and a, so you'll get a transcript of of this. We look forward to seeing you at the next one. Thanks again, Karina, Greg, and thank you everyone for, for tuning in from all over the country. We'll see you at the next Compass webinar. Thank you, everyone. Bye.