AI

Does Soccer Trump Sex?

Does Soccer Trump Sex? 1200 628 HR-ON

In the upcoming years, HR and recruitment related work will undergo a major change, where machine learning and AI will increasingly become key tools for the HR employee and the recruiter.

This development creates simultaneously some great opportunities and some worrisome scenarios that will need to be addressed from this moment on.

In this post, I would like to address some of the perspectives one can/should take in relation to data-driven recruitment and HR. I will focus specifically on recruitment.

When collecting large amounts of data, it is natural to use the data to learn. The first step is to create statistics based on the collected data. The statistics tell us something about the past and provide answers only to the questions asked, if that.

The next step is the work on machine-learning, where one trains algorithms to find patterns in data, which one may not be aware of. It could be to identify various trends or to see connections that may not come to mind otherwise.

However, the fact that there is a connection, a correlation between different types of data, does not necessarily mean that there is also causality – that is causal relation.

Machine-learning can provide a basis for making future analyses and is therefore not limited to looking back at the past, like statistics.

Let’s talk a bit about data

When working with data, it is important to be clear that data does not necessarily say anything about reality or contain any truth. Data may be contaminated in many ways, and the way in which we put together the data may prove to be wrong and could ultimately have disastrous consequences.

It recently emerged that the data used in legal proceedings for the last 7 years may be faulty . Specifically, this means that people guilty of committing a crime may have gone free, and worse, that innocent people have been convicted by Danish courts. The Danish authorities are now beginning the huge task of reviewing thousands of cases. And the people effected by this scandal must now try and piece together their lives, which were destroyed along the way.

I recently attended an HR conference where a presenter told an immersive story about a football fan who had seen a very exciting match on television. And later the same night, he was with his girlfriend in more intimate conditions.

He was wearing a pulse-watch, and the data from this watch subsequently showed that his pulse had been faster during the soccer match, which was interpreted as him being more engaged in football than in intimate relations. In other words: Football trumps sex.

However, this may have just been a misinterpretation, because had the clock also measured the level of neurotransmitters in the brain, the conclusion might have been quite different. And furthermore, you could ask him yourself and perhaps get a third answer.

One must therefore constantly be critical of one’s data and how to use it.

Practical use in recruitment

When recruiting, you are of course interested in finding the right candidate and in that process, you collect as much data and knowledge about the candidate as possible. There’s nothing wrong with that.

However, the more data you collect about a candidate, the greater the requirements it puts on the recruiter’s professional as well as ethical, social and empathetic skills.

One must be able to sort data and also to reject data that is interesting enough but not necessarily relevant in the specific context. At the same time, one must be able to take a critical view of the data used and pay attention to deficiencies and sources of error.

The fact remains that nothing can replace a personal meeting between people. In fact, the more data you have access to, the more important the personal meeting becomes.

And if the personal meeting with the candidate experiences a mismatch between what has been seen in his data and what the candidate produces, then first, you have to be critical of your data and method.

It could be said that the most important thing is that the recruiter’s level of competence must match the amount of data. The more data, the higher the level of compatibility required. And having more data it ideal because it will lead to a much more qualitative recruitment and greater likelihood of a good match for the benefit of both employees and companies.

The above, of course, takes its starting point in a humanist perspective and a desire on my part for an increased focus on the human factor during a data-driven time.

Something I personally think is becoming increasingly important as machines take over more and more of our tasks, and a wish I am not alone with, is one of the core areas of GDPR, where a part of automatic profiling has been made.

The only question left to answer is: does soccer really trump sex?

Christian Hansen

CTO, HR-ON.

Illustration af AI

Can artificial intelligence elevate the world of HR?

Can artificial intelligence elevate the world of HR? 560 420 HR-ON

Another year has come and gone and with it, a slew of new technological advances hit the market with bold promises to change our lives for the better. Unfortunately, and as to be expected, not all of them lived up to those promises – exploding Galaxy Note 7’s, rouge robotic suitcases, and less than spectacular snapchat spectacles were a few of the years not so fantastic moments that we can bury in the time capsule that was 2018. However, and thankfully for the sake of humanity and the HR profession, there were also innovations that turned heads for the right reasons, one of those being the advances in Artificial Intelligence (AI).

Although the connection between AI and HR might not immediately ring bells for some, the truth is that there are many ways AI has the ability improve the HR function. Imagine a day where you are not chasing a never-ending paper trail but rather your systems are operating more efficiently, you’re making better decisions, and thereby, you have increased productivity and increased profits. Who doesn’t like the sound of that?!

With these benefits in mind, many organizations are already taking steps to embrace the technology on their HR teams. For example, Flexport, a supply chain management company, is using AI to help streamline the sourcing of hard to find engineering talent. Consulting firm rloop is using AI to improve the experience and effectiveness of new hire onboarding. And these applications are only the tip of the iceberg of what AI can help achieve. Here are some additional areas where AI can help your HR team:

1. Automating business processes and administrative tasks

AI enabled application tracking systems have the ability to help in automating business processes and repetitive recruiting tasks such as sourcing and reviewing resumes, scheduling interviews and providing feedback, and identifying commonalities between the profiles of existing employees and incoming applicants. In automatting these tasks, HR leaders gain the opportunity to spend more time with their business partners and employees, one of the biggest challenges in today’s HR landscape. Additionally, recruiters and HR managers also acquire more time to focus on the strategic work that AI will most likely never replace and place more emphasis on the quality of the recruiting process.

2. Sourcing better candidates

We are all looking for the candidates that wow us – skills and experience to match the job qualifications, perfect fit for company culture, and just an all around good person. But the reality is, identifying these individuals can sometimes feel like finding a needle in a haystack. Fortunately, sourcing candidates is one of AI’s most useful applications. AI enabled systems can help ensure that the language you use in your postings is bias-free which aids in attracting a diversified pool of candidates. It can also help narrow the talent pipeline by pinpointing the best resumes and providing suggestions on potentially well-matched candidates which can significantly speed up the top of the recruiting funnel process and help HR professionals make smarter decisions about who to bring through the door which ultimately increases the quality of hires.

 

3. Improved communication = Better candidate experience

Wish you could send every applicant, regardless of the volume of candidates, timely and personalized responses all throughout the recruiting process with feedback and updates on their candidate status? Or have someone answer all of the repetitive frequently asked question you get in your inbox and suck up so much of your time? That future is not far off with the help of AI enabled applicant tracking systems and chatbots. Combined, these technologies have the ability to help alleviate the dozens of emails and calls recruiters get with inquiries from candidates inquiring about everything from the recruiting process to their status and give back hours and hours of wasted time. Additionally, these improvements in communication can go a long way in creating a favorable image of your company and favorable candidate experience by ensuring applicants that their CV didn’t just fall into a black hole.

 

4. Staying compliant

Ever since the introduction of the General Data Protection Regulations (GDPR) in May 2018, the word compliance has taken on a whole new meaning for many companies. There has been a race to upgrade systems, improve processes, and add on extra layers of security. While these are valid solutions, the organizations that are truly winning in the compliance arena are those who are looking to AI. With AI applications, you not only get the assurance that your data stays safe and secure, but more importantly, organizations have the ability to recognize patterns and inconsistencies and be alert to potential security breaches well ahead of time. These advances help to save precious time and resources, help avoid potential PR disasters, and most importantly, protect the data of your employees and customers – a win-win for everyone.

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