Using AI in recruitment has also become much more mainstream. With research validating the positive impact, these tools can have on your EVP.
But, HR also is now responsible for what is now the most critical problem to solve – how to interrupt bias. So, let’s consider the stats on how HR has dealt with the limitation of non-contactable hiring in the first half of this year.
Video platforms are going off. Which only makes things worse given that video is a petri dish for bias.
Blind screening is the only way to truly interrupt bias. That’s what a chat interview offers.
It’s often thought that blind screening means you can’t track the bias, but that’s not the case.
Smart reporting can show you where the bias is:
Any good HR person will tell you the easiest way to check for bias is to look at the hired profile vs. the applicant profile. We do this, not by asking the candidate for this information.
You can see the bias by using an external service like NamSor to derive ethnicity and gender from candidate names for reporting and testing. Forensically. You can make your leaders accountable for that bias.
AI allows you to see things you can’t. You can process all of that information. Giving you, the hiring manager an immeasurable advantage in your decision-making.
Using AI to screen people has to be motivated by more than efficiency. Whilst no one’s time is served well by screening thousands of CVs, 100% blind screening for hiring and promotion makes business sense. And it’s the right thing to do.
It’s giving everyone a fair go. Democratizing opportunity in a world of structural inequality.
It’s maddening how that aspect of AI vs. human screening often gets neglected when evaluating the merits of the technology by the media.
In Australia, the indigenous community represents 3% of the population, yet they are nowhere close to that representation in leadership roles. Being a job seeker in today’s environment is incredibly hard.
Being a member of a minority group and being a job seeker in today’s environment is way more challenging. Imagine if the way you hired and promoted made it easier and fairer for those groups.
Easier because you don’t need to sit in front of a video for judgment.
Fairer, because the only thing that matters is who you are. Not what you are.
Barb Hyman, 11/08/2020
At Sapia, we pride ourselves on helping organizations reduce bias at the top of the recruitment funnel through an online interview process that is fair and equitable for everyone. We’re passionate about giving everyone a fair chance and giving organizations the tools to realize their goals of true diversity and inclusion in the hiring process. While we can’t control for bias within the organization, we can manage bias at the start of the recruitment process, and work with organizations to raise awareness of bias through the employee lifecycle.
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I am not a CFO but surely every CFO out there is encouraging, if not mandating, that their leaders look for investments that keep delivering business value (over those that are a sunk cost, or a one-time use).
I am a CEO though, and I like to ask the same question around meaningful data that keeps delivering value to a business. Because I am a CEO of a HR Tech company solving for human recruitment at scale, I also ask this question about meaningful recruitment data.
Sure HR departments are drowning in data, but it’s often not the right data.
Meaningful recruitment data isn’t:
Meaningful recruitment data:
Think about a candidate who completes a typical assessment and then gets hired. Usually, that’s the end of the data story. Josh Bersin reckons about $2bn a year are spent on these ‘disposable’ assessments. Each time one of these assessments is used it is a sunk cost. The data goes into the system and stagnates there, never to be used again.
Wouldn’t you love to know what your newest hire is capable of, beyond the job they’ve been hired for? What other roles they could fill as business needs change? Or say you need 1,000 contract tracers fast? Or your business plan calls for 200 agile coaches or 50 product managers immediately?
If you don’t have easily accessible data on your employees’ aptitudes, their strengths and underutilized skills, then every time you are forced to restructure you do it inefficiently–at huge cost to both your people and your bottom line.
HR teams need to be thinking about how we use data about company employees to continually improve recruitment and retention. In much the same way that marketing and advertising uses data to learn about what people want, and recommend things based on that.
Imagine the world of possibility if recruitment data was used this way. Imagine if we built an Amazon recommendation system for people’s skill sets that looked at their ability to perform in any role?
What are you waiting for? Let us show you what we can do for you.
The HR Service Provider Awards 2020 hosted by HRD Mag sets out each year to find the best HR vendors in Australia.
Taken from the HRD website:
The winners are selected from a pool of submissions from vendors providing an overview of their business or product, insight into their point of difference in the industry, statistics around market share and growth over the past 12 months, and other relevant information such as industry accolades, client testimonials, and the like.
Finding a dependable service provider can be quite a daunting task for HR professionals. From an impressive array of vendors offering their expertise, HR professionals need to choose the one that suits their company’s unique needs.
To assist HR professionals with this challenging task, HRD’s annual Service Provider Awards recognises the industry’s top performers. The Sapia submission was judged by a panel of HR leaders who determined the top performers in this category.
Much faster: Candidates are assessed, scored and ranked using Ai, dramatically reducing recruiter time and effort. 90% recruiter time savings, against standard recruiting processes.
Improves candidate experience: An accessible, mobile-first familiar text experience that candidates enjoy with no confronting videos interviews or questionnaires. 99% candidate satisfaction and 90% completion rates.
Inclusive and fair: Blind screening at its best using Ai with the same structured behavioural interview for every candidate. Gender/Ethnicity/Indignity mixes preserved through recruitment stages due to Ai objectively assessing performance/personality, not their background.
The jewel of Australia’s tech sector, Atlassian, has been lauded for giving staff the privilege of working from home forever. But when I posted the story on our team Slack channel, I added a comment warning of the longer-term impact of “remote forever”.
One of our senior team members replied: “Why do people travel in the morning to an office, in a packed tram/train carrying a laptop, then work on that laptop only to carry it back home in a packed train, wasting precious time? That looked comical to me for a long time.”
When I worked for another technology company, we spent a lot of energy trying to convince leadership that WFH did not mean a free ride and would, in fact, unleash productivity and improve engagement. COVID-19 has brought forward the idea of WFH as an alternative arrangement for many who would not have otherwise considered it.
While we may be revelling in the success of dismantling the long-held bias that you need to see someone at work to trust they are doing the work, it comes with its own challenges around organisational relevance.
Does it matter what company you work for if the only difference between one job and another is for whom you are completing a task, and perhaps the one or two people with whom you work closely?
When we all worked in ofﬁces, some of that intimacy was built by the serendipity of conversations you had while going about your day’s work.
There was always the potential to catch someone from outside your team and share an idea and solicit a different perspective. There was an ease of connections and interactions that can be hard to replicate in a remote work context.
Being remote is a little bit like trying to establish a long-distance relationship which, as many know, has the chances of success stacked against it.
Then there is the inﬂuence of place, and of space. At REA Group, where I worked for some years, the building fed the culture. Its design and redesign had been carefully thought through to maximise connections and space to collaborate – and not just with those in your immediate team.
Why do people go to church to pray, the pub to drink, and the footy to watch their team, when they have the Bible at home, beer in the fridge and a TV in the living room? Because they are looking for connection, community and inspiration.
Once the novelty of WFH wears off, and for many it already has, comes the challenge of maintaining connection, building afﬁliation and building cultures when people and teams are not physically spending time together in a shared space.
Is there a way to assess performance when you can’t see people at work? How do you look out for people, mentor them, develop them, when your interactions are all booked in, bounded within a strict working day? What way to acknowledge someone for something you heard they did well, as you might if you jump in a lift together?
There is a real risk our employment relationship becomes transactional, which affects engagement, which then affects productivity.
We know from our own work in this space, personality is not 16 types on a table. It is way more nuanced and diverse than that. In a population of 85,000, equal men and women, we ﬁnd at least 400 uniquely identiﬁable personality types.
We live in a world of hyper-personalisation, from our morning news feed to our Netﬂix proﬁle based on our viewing history. How can an organisation retain that diversity of perspective. That is when it usually thinks of two binary ways of working: in an ofﬁce or at home? It can’t. That is why the future of work has to involve a new type of technology. One that can navigate the rich mix of types we work with and adapt to their communication and working style.
I have championed for WFH when in senior HR positions. However, this experience highlighted the many things I might have taken for granted in an ofﬁce environment. It has nothing to do with fancy decor and an ergonomic chair. It’s more the human moments of serendipitous connection that disappeared so quickly, almost without time to say goodbye.
It would be great to think we all emerge from this situation with a mind to honour the things we have learnt about our “work selves” and, most importantly, to build company cultures that thrive by accommodating those diverse needs.
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