Challenge     A digital transformation services firm recently acquired a boutique analytics firm . A 3 - year   integration plan was met with unexpected hurdles owing to cultural variances in people   procedures . One primary challenge 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 . Mid - level 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 involved a mix of varying   superiority levels and domain expertise which led to varying degrees of participation in prior   group ponderings .     Selection     In order to create a safe environment to discuss differing ideas , we leveraged the mind- mapping tool in a series of brainstorming sessions . The objective of these brainstorming   sessions was to create a common ground for talent attainment needs and bubble up values   and skill sets that would match it . We chose a recipe of brainstorming techniques along with   mind - mapping in order to eliminate biases arising from the HIPPO effect .     Application     We started by tapering down the group from 30 decision makers to 7 decision makers who   are demonstrative of the larger group . Before the first brainstorming meeting , we shared an   agenda to the group with 3 questions that needed to be spoken in the brainstorming session .   Through the week leading up to the brainstorming meeting , 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 whiteboarding 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 learned that it ’s easy to articulate complex ideas if the problem is   deconstructed in an approachable manner . Discovery a common ground with a diverse set of   participants with changing technical and business expertise became easier once multitude of   outlooks 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 . 

 Alternatively , 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 3 - year   integration plan was met with unexpected hurdles owing to cultural variances in people   procedures . One primary challenge 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 . Mid - level 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 involved a mix of varying   superiority levels and domain expertise which led to varying degrees of participation in prior   group ponderings .     Selection     In order to create a safe environment to discuss differing ideas , we leveraged the mind- mapping tool in a series of brainstorming sessions . The objective of these brainstorming   sessions was to create a common ground for talent attainment needs and bubble up values   and skill sets that would match it . We chose a recipe of brainstorming techniques along with   mind - mapping in order to eliminate biases arising from the HIPPO effect .     Application     We started by tapering down the group from 30 decision makers to 7 decision makers who   are demonstrative of the larger group . Before the first brainstorming meeting , we shared an   agenda to the group with 3 questions that needed to be spoken in the brainstorming session .   Through the week leading up to the brainstorming meeting , 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 whiteboarding 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 learned that it ’s easy to articulate complex ideas if the problem is   deconstructed in an approachable manner . Discovery a common ground with a diverse set of   participants with changing technical and business expertise became easier once multitude of   outlooks 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 . 

 Alternatively , 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: 