SPOTIFY

Let the opportunity resonate HR Blog


Echo is Spotify’s newly launched internal talent marketplace. This includes fair technology so that our talents can be matched with growth opportunities based on their skills, experience and development goals.

It enables recruiting managers, project owners and consultants to extend beyond traditional backgrounds, meet with other band members (who could not meet without it) and work with talent from around the world. In Distributed-First Culture, Echo is advancing the career development and growth of all spotters and filling important talent gaps.

Why an internal talent market?

Since the launch of Echo in September this year, we have seen an incredible pace of registration, further confirming our knowledge that our people were hungry for such a solution.

Having a distributed-first strategy to work from anywhere means the workplace, workforce and HR are changing dramatically. One of the most significant changes, already working and now caused by the epidemic and new ways of working, is the career change that Johanna wrote: We are in the 4th Revolution. We have moved from the old model of learning, to work, to leisure, to a continuous learning cycle. We are on the threshold of a new revolution. And let’s be clear – we’re not pushing, this change has already happened.

With all of this in mind we knew we had to challenge sustainability when it came to making it easier for spotters to develop their careers and careers and to do it in a way that matched our values ​​and culture. This is what drives our decision to create eco – our internal talent market, where opportunity eco.

Inner talent marketplaces drive diversity, inclusion and relationships

All we do at Spotify is our ongoing commitment to Diversity, Inclusion and Relationships (DIB) and Echo is no exception. Having an in-house talent marketplace means being able to showcase more diversified development opportunities to all your employees.

This can only happen when the marketplace is designed as an environment where everyone can improve, be seen and access opportunities from anywhere in the world. And if it exists in an environment where other initiatives support an inclusive culture. We can use this technology and set up to eliminate bias and ensure that opportunities are open to all.

This is exactly how we got to this challenging task. In fact, we realized that if the process was not inclusive, it would be detrimental to our work to create an inclusive environment, so this component of DIB is not just one component – it is the best for our approach. There was no point in creating an eco if not inclusive and grounded in matching talents based on their skills, experience and aspirations.

Creating opportunities for all

An in-house talent marketplace, based on AI technology, helps us expand talent growth opportunities by matching these opportunities based on their experience, skills and aspirations. There are many use-cases for the convenience of eco everywhere in the business Here are some adjustments with examples:

  • Recent college grades Find mentorships and get invaluable advice early in their careers.
  • A Marketer Acquires conversion skills and experience in product management in a regional office.
  • A Aspiring engineer Sees a gap in the team for data engineering skills. They quickly get the opportunity to learn those skills through a hands-on project and re-employ those new skills in their own work, increasing the productivity of the whole team.
  • A First time manager There is a very high performing team that needs a new challenge and extended assignment. Together they explore Echo and find a high-impact company bet project that is urgently needed for the right set of skills, which fills that time gap.
  • A Busy recruiter With multiple key hiring partners with hiring managers for internal talent sources.
  • A Senior leader Wants to return They become active consultants at Echo and find a new strength and perfection in their work.

Having such an internal marketplace is crucial from a DIB perspective, and is incredibly significant even in a learning environment like Spotify, where change is the only constant. With fast-moving businesses, at HR we see opportunities for employees to be able to take a side-step or be able to develop their careers. However, finding employees and taking advantage of them is really hard. While some people are really active, we can’t expect everyone to spend time mining the business for these opportunities, even knowing where to look. We’re also realistic about the equity issues with this approach – not everyone will have access or be in a set-up that allows them to explore or create their own opportunities. And, of course, HR’s hand in the development and growth of every employee is not just measurable.

Thinking outside the scope of traditional growth

With Echo we can expand beyond the traditional notion of growth opportunities to start part-time projects and mentorships from new roles. We have seen success with embedding engineers in high impact work for a short period of time in our engineering company. This is one of the inspirations of eco development for the whole business. We wanted to create a platform where multiple branches could have all the short-term opportunities. So, in addition to new in-house job opportunities, Echo has also launched a Spotify-Wide platform to highlight part-time projects and consultants on a scale. Anyone can now be a project owner or consultant.

All growth opportunities take advantage of matching technology created in Echo where our talents match based on their skills, experience and development goals. It enables recruiting managers, project owners and consultants to expand beyond traditional backgrounds, meet with other band members (who can’t get along without it) and work with talent from around the world. In Distributed-First Culture, Echo is advancing the career development and growth of all spotters and filling important talent gaps.

The Launch and Beyond

Launching Eco requires significant change management work that was enabled through our Eco Ambassador Network, Soft Launch Partners, and Executive Sponsorship. We also focused a lot on making the Eco welcome, less friction and easier to use.

We set out to align with distributed-first An internal-first investment strategy for the business, one that works well for our culture and our environment, and in less than a month of launch we’ve seen a similarity on the mentorship scale. First big win for Echo. The opportunities seem endless and the data from Echo will enable us to draw deeper insights into our business plan. At the moment, we are focusing on eco-knitting across all aspects of our employee value proposition, from new hiring to our bi-annual development discussions. And, in the future, using data on the skills and matches we see at Echo, we can better inform businesses when it comes to identifying gaps and investing in the right place.

Echo is an example of the deliberate use of artificial intelligence and we have worked on the foundation to measure the value of opportunity and match with our talents. Of course, we will not rest on our laurels, but we are excited to see the fruits of our labor and to make the necessary changes along the way.

We will continue to nurture resource opportunities, work to ensure employee engagement with the platform, and our technical platform partners to continue ongoing bias testing and build their roadmap based on our needs. Through this, we hope to be able to combine personal aspirations with business needs that will not only broaden those exchanges but also our core values ​​of innovation, collaboration, sincerity, passion and sport so that all opportunities resonate.

Companies that do not realize this requirement to present a range of growth opportunities, and internal-first and accessible methods will struggle in this next revolution. Laying the groundwork for scale scaling opportunities in a fair and accessible way. Without this approach many companies will find talent retention and business innovation an unresolved challenge. Regardless of the industry, HR professionals around the world need to understand that continuous learning is needed to improve and stay employed in today’s workplace.





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