Challenge   A digital transformation services firm recently acquired a boutique analytics firm . A plan of   three years in integration was met with unanticipated hurdles imposing   to cultural   differences in people processes who deal with processes .One major concern was with   respect to talent acquisition practices . While the holding firm adhered to a traditional   hierarchical structure , the set up they acquired was more flat and largely based on millennial   talent . Intermediate   managers formed the intrinsic key to make this integration successful ,   however , they needed to align on new hiring practices to meet resource skill mix required for   new projects . The key decision makers included a mix of varying seniority levels and domain   expertise which led to varying degrees of participation in prior group discussions .     Selection     In order to create a comfortable environment for the discussion of conflicting ideas , we   leveraged the mind - mapping tool in a series of brainstorming sessions . The intention of   these sessions was to create a common area for talent acquisition needs and bubble up   values and skill sets that would match it . We chose a combination of brainstorming   techniques along with mind - mapping in order to eliminate biases arising from the   HIPPO effect .     Application     We started by narrowing down the group from 30 decision makers to 7 decision makers who   are representative of the larger group . Before the first brainstorming session , we shared an   agenda to the group with 3 questions that needed to be addressed in the brainstorming   session . Through the week leading up to the brainstorming session , we started informal   communication over e - mail on ideas that the group was thinking through about the end - state   vision of the new talent acquisition process , references on industry best practices , current   skill matrix and measures of evaluation of a candidate .     On the day of the brainstorming session , we used the nominal group technique to elicit ideas   from each person in the room to address this question - “ What are the qualities you seek in   an ideal candidate at x level ? ” to start off . Instead of a traditional white - boarding session in   the boardroom , we shifted to a break - out area with glass walls . The moderator of the session   handed post - it notes , pen and paper to every person . Every quality was written on a post - it   note and pasted on the glass wall as it was submitted to the moderator . We continued this   exercise till the whole group was exhausted with inputs on that particular question .   Thereafter , the moderator grouped similar post - its together and the group took a   coffee - break .     The grouped themes were logged in an excel worksheet . The same process was repeated to   answer the other 2 questions i.e. “ If you could , what would you change about the existing   talent acquisition process ? ” and “ What are your non - negotiable values at the workplace ? ” .   The post - it notes were grouped , posted on the walls and exposed to the larger group for the   rest of the week for observation and inputs for the rest of the week . The moderator collected 

 feedback and shared a summary of the information elicited from this exercise in the form of a   mind - map ( used xmind ) .     Insight & Approach   With this exercise , I have learnt that it ’s easy to articulate difficult ideas if the problem is de- constructed in an approachable manner . Finding a common ground with a diverse set of   participants with varying technical and business expertise became easier once multitude of   perspectives were mapped into themed values / qualities / skill sets of a potential candidate .   Changing from a routine approach to brainstorming with a new format and different physical   environment stimulated the whole group to participate more openly that led to seamless   collaboration over a difficult problem .     There is also an alternative for it . We could have leveraged the visualization tool to   showcase existing talent acquisition processes and an ideal employee map to encourage a   directed conversation . If the focal point of the discussion was something visual , it would help   stakeholders to come to the root of an issue faster . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Challenge   A digital transformation services firm recently acquired a boutique analytics firm . A plan of   three years in integration was met with unanticipated hurdles imposing   to cultural   differences in people processes who deal with processes .One major concern was with   respect to talent acquisition practices . While the holding firm adhered to a traditional   hierarchical structure , the set up they acquired was more flat and largely based on millennial   talent . Intermediate   managers formed the intrinsic key to make this integration successful ,   however , they needed to align on new hiring practices to meet resource skill mix required for   new projects . The key decision makers included a mix of varying seniority levels and domain   expertise which led to varying degrees of participation in prior group discussions .     Selection     In order to create a comfortable environment for the discussion of conflicting ideas , we   leveraged the mind - mapping tool in a series of brainstorming sessions . The intention of   these sessions was to create a common area for talent acquisition needs and bubble up   values and skill sets that would match it . We chose a combination of brainstorming   techniques along with mind - mapping in order to eliminate biases arising from the   HIPPO effect .     Application     We started by narrowing down the group from 30 decision makers to 7 decision makers who   are representative of the larger group . Before the first brainstorming session , we shared an   agenda to the group with 3 questions that needed to be addressed in the brainstorming   session . Through the week leading up to the brainstorming session , we started informal   communication over e - mail on ideas that the group was thinking through about the end - state   vision of the new talent acquisition process , references on industry best practices , current   skill matrix and measures of evaluation of a candidate .     On the day of the brainstorming session , we used the nominal group technique to elicit ideas   from each person in the room to address this question - “ What are the qualities you seek in   an ideal candidate at x level ? ” to start off . Instead of a traditional white - boarding session in   the boardroom , we shifted to a break - out area with glass walls . The moderator of the session   handed post - it notes , pen and paper to every person . Every quality was written on a post - it   note and pasted on the glass wall as it was submitted to the moderator . We continued this   exercise till the whole group was exhausted with inputs on that particular question .   Thereafter , the moderator grouped similar post - its together and the group took a   coffee - break .     The grouped themes were logged in an excel worksheet . The same process was repeated to   answer the other 2 questions i.e. “ If you could , what would you change about the existing   talent acquisition process ? ” and “ What are your non - negotiable values at the workplace ? ” .   The post - it notes were grouped , posted on the walls and exposed to the larger group for the   rest of the week for observation and inputs for the rest of the week . The moderator collected 

 feedback and shared a summary of the information elicited from this exercise in the form of a   mind - map ( used xmind ) .     Insight & Approach   With this exercise , I have learnt that it ’s easy to articulate difficult ideas if the problem is de- constructed in an approachable manner . Finding a common ground with a diverse set of   participants with varying technical and business expertise became easier once multitude of   perspectives were mapped into themed values / qualities / skill sets of a potential candidate .   Changing from a routine approach to brainstorming with a new format and different physical   environment stimulated the whole group to participate more openly that led to seamless   collaboration over a difficult problem .     There is also an alternative for it . We could have leveraged the visualization tool to   showcase existing talent acquisition processes and an ideal employee map to encourage a   directed conversation . If the focal point of the discussion was something visual , it would help   stakeholders to come to the root of an issue faster .
### Output: 