The voluntary resignation of employees has a direct financial impact on the organisation. Moreover, when the pandemic broke out, most organisations were seeking to cut staff costs, and voluntary employee resignation would cause great concern to the company. Therefore, the ability to predict employee turnover rates can not only help make smart hiring decisions but also help you save a lot of financial crises in an uncertain time.
Recognising that researchers and data scientists from AI recruitment startup Sapia have built a language model that can analyze candidates’ open interview questions and infer the possibility of candidates changing jobs. The study, led by Madhura Jayaratne and Buddhi Jayatilleke, was conducted on the responses of 45,000 job applicants. Chatbots were used to conduct interviews and self-assess their likelihood of job-hopping.
The researchers evaluated five different text representation methods-term frequency-inverse document frequency (TF-IDF) abbreviation, LDS, GloVe Vectors for word representation, Doc2Vec file embedding, and language query and word count (LIWC). However, the GloVe embedding provides the best results. Thus, highlighting the positive correlation between the word sequence and the likelihood of an employee leaving.
The researchers further pointed out that there is also a positive correlation between employees’ job-hopping and their “open experience”. Because companies can provide the same forecasts for freshmen, companies that change careers can bring considerable financial benefits to the company.
In addition to the impact of new employees onboarding or outsourcing work to finances, increasing employee turnover rates may also reduce productivity and undermine employee morale. In fact, in this competitive landscape, the trend of leaving work in order to find a better job has received widespread attention. Therefore, it is critical for companies to assess the possibility of candidates for job-hopping before choosing.
Traditionally, this assessment is done by browsing the candidates’ resumes. However, manual intervention makes the process tiring and inaccurate. Additionally, this method is only suitable for professionals with work experience and is useless for novices and amateurs. Therefore, the researchers decided to use the interview answers to analyse the personality traits of candidates and their chances of voluntarily leaving.
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To find out how to interpret bias in recruitment, we also have a great eBook on inclusive hiring.
While workplace diversity might once have been considered a ‘nice to have’, today it’s a ‘must-have’ for employers who recognise the value it brings to their organisation.
The idea of workplace diversity is that the people in any organisation’s team should reflect the society in which we live – that is people of different genders, different ages and different ethnic and cultural backgrounds. That seems logical and simple enough, yet achieving diversity is still a struggle for many.
Today, workplace diversity is not just about increasing female representation and employing team members from different cultural backgrounds. While these are great goals, true diversity is about so much more.
Diversity can be broadly sorted into two categories:
Inherent – effectively the defining traits and characteristics we are born with – gender, ethnicity, sexual orientation, age, socio-economic background, religious and cultural backgrounds.
Acquired – reflecting our experience of the world around us and covering things like education, life knowledge, learned values and skills, socio-economic mobility, political beliefs. These are developed, earned or achieved over time.
It’s the combination of inherent and acquired traits that make people and societies diverse. This holistic view of culture, background, life experience, education, values and perspectives is a top priority for recruiters and employers alike.
Diversity hiring is not about increasing workplace diversity for the sake of diversity. Diversity hiring is all about giving every candidate an equal opportunity, regardless of their background. It’s about identifying and removing any steps in sourcing, screening and shortlisting candidates that may allow discrimination against candidates and personal characteristics that have nothing to do with their ability to do the job such as gender, age, religion, sexual orientation and so on.
By removing biases against individuals or groups of candidates, the process of finding the best candidates to be considered for the role can be based on merit and all the qualities identified as essential for the role and the organisation.
From discovering an opportunity through to offer. It addresses bias, inclusivity and fairness. And ideally, it makes recruiters’ lives easier. This is explored in the Inclusive Hiring e-Book here >
Diversity is embraced by companies who understand the value it brings to their business.
In their 2018 report Delivering through Diversity, McKinsey&Company found that:
While McKinsey’s study was focused on US global companies, their findings are reflected in other studies, white papers and shared experiences of organisations all around the world.
Unsurprisingly, diversity in the workplace can be a deal maker or breaker for millennial and GenZ job seekers. Deloitte found that 83% of millennials are more engaged when they can know a company fosters an inclusive culture.
But it’s not just the next generations. A recent survey by Glassdoor found that 67% of all candidates say it’s an important factor when considering employment opportunities while more than 50% of current employees want their workplace to do more to increase diversity.
While there’s no doubt that diversity hiring is good for business, for any organisation that doesn’t embrace diversity, the opposite can also be true. Apart from missing out on the benefits that diversity brings to productivity, employee satisfaction and business reputation, employers also risk breaking the law.
Within Australia, diversity is supported by national and state laws that cover equal employment opportunity, human rights, and anti-discrimination in the workplace. It’s essential that all employers understand their own responsibilities and the rights of employees or job candidates. The cost of non-compliance can be severe while the damage to an organisation’s reputation could be matched by irreparable damage to sales, business contracts and their employer brand.
In Australia, it is unlawful to disadvantage employees and job seekers in any way because of their:
Whether innate or learned, everybody is capable of unconscious bias. Reinforced by our own personal experiences, cultural background, beliefs and world view, bias is how we feel about something – a person or group of people, an idea, a thing – and how we use those feelings to make judgements and decisions about those people or things, often instantaneously.
Psychologists and researchers have identified over 150 types of bias that impact the way we engage, assess and interact with others. In the recruitment process that’s 150 ways that otherwise suitably qualified candidates can be overlooked, ignored, put aside or deliberately discounted. You can read more about unconscious bias in our article here.
Because unconscious bias is a universal and inherently human condition, it’s a problem that can’t be solved by any amount of bias training or awareness.
So if humans can’t solve the very human problem, what can be done? Sapia has solved the issue of unconscious bias in hiring by taking humans out of the process for top-of-funnel interview screening through an Artificial Intelligence enabled chat interview platform. It’s an easy way to implement data-driven decision-making with a structured and automated process that provides a level playing field for all candidates.
Adopting Sapia Ai-enabled decision-making to remove bias from the early interview process is one of the easiest ways to get diversity hiring working for you. Here are some further ideas from Sapia’s team to help increase diversity in candidate sourcing, screening and, ultimately, hiring.
More female graduates in technical roles? A better cultural spread across the organisation? More women in middle management? Without understanding how diversity hiring supports your business plans, how would you ever know you’re making progress? Diversity hiring strategies and initiatives should be agreed by your leadership team, documented in HR plans and socialised among all stakeholders.
Developing a reputation as an employer who values and nurtures diversity starts with your own people. Talk to your people to hear what’s important to them and understand if they think any policies (or attitudes) are holding diversity back. Talk to your team about diversity and the benefits it can bring.
Think about policies that may support more diversity in your workplace. Beyond hiring, it may be providing extra time off for community events or religious festivals, or simply providing workplace flexibility and freedom for employees to be comfortable being themselves.
The more your team buy into policies that support, value and celebrate diversity, the more your reputation as a diversity employer will organically grow. And the more it grows, the easier diversity hiring will become… as candidates who value diversity will be lining up to work with you.
Sapia’s automated interview platform is designed to integrate seamlessly with leading Applicant Tracking Systems (ATS). Even before the interview process, use screening tools in the ATS to filter and sort candidates on skills, qualifications or experience alone. This blind screening to identify candidates with the best potential adds an additional layer of bias-free screening to your diversity hiring.
Undertaking a review of past job ads can help you see where bias may have crept into your recruiting process. Is your language inclusive? Would all candidates feel they could apply regardless of age, gender or cultural background? While being careful not to actually be biased, your words can talk more directly to the candidates you want to attract and explain why they’d be a great fit for your team.
While you’re reviewing the way you reach out to candidates, also consider whether you’re screening or interviewing for the qualities you actually value most or you’re unconsciously guiding the process towards certain types or profiles. Sometimes you need to ask others to check your own bias.
Is it time to fish for candidates in a different talent pool? If you’re relying on the same sources and same screening factors, you’re likely to keep cultivating the same type of candidate. Think about where and how you can connect with a more diverse candidate pool.
If you are targeting more women in specific roles, for example, find relevant interest or networking groups online or within platforms such as LinkedIn and talk to candidates directly. Ask your female employees to recommend their own connections or former colleagues and share job leads. The same principle applies to reaching out to any particular demographic or skill set and employees appreciate having their opinions and recommendations heard and valued.
Especially when you’re starting your diversity hiring journey, you may want to help things along with specific diversity programs that could offer an internship or traineeship to candidates of specific backgrounds. Consider working with local schools, colleges or community groups to make connections and target the appropriate up and coming candidates. It can also be a great way to engage and motivate your own team in supporting diversity hiring goals.
Candidates know text and trust text and questions can be tailored to suit the requirements of the role and the organisation’s brand values. Unlike competitors, Sapia has no video hookups, visual content or voice data. No CVs and no data extracted from social channels. All of which can be triggers for bias– unconscious or otherwise.
Sapia’s solution is designed to provide every candidate with a great experience that respects and recognises them as the individual they are. People are more than their CV and candidates appreciate the opportunity to tell their story in their own words, in their own time. Sapia is the only conversational interview platform with 99% candidate satisfaction feedback. You can read more about blind screening in our article here.
You can try out Sapia’s Chat Interview right now – here – or leave us your details to get a personalised demo
PredictiveHire has recently released a scientific research paper that shows that a simple chat interview can measure personality with improved user experience and at a fraction of the time required for a traditional psychometric assessment.
It proves that textual content of answers to standard interview questions related to past behaviour and situational judgement can be used to reliably infer personality traits. It explores how the AI techniques of Natural Language Processing (NLP) and Machine Learning (ML) present a new future for personality assessments.
Why this matters?
Personality is widely accepted as an indicator of job performance, job satisfaction and tenure intention.
The research outcomes suggest that the work is more enjoyable and thus engaging to the individual and beneficial to the employer and the society at large when there is congruence between one’s personality and career.
However, conducting a traditional personality test adds an extra cost to the recruitment process. It also tends to diminish candidate experience as personality tests are less favoured by candidates compared to other assessment methods such as job interviews.
Therefore personality tests are not as ubiquitous as employment interviews. Actually, for the past 100 years, interviews are the most widely used selection method in. However, strong criticism of the job interview is the likelihood of bias introduced by the prejudices of the interviewer.
Structured interviews where the same questions are asked from every candidate, in a controlled conversation flow and evaluated using a well-defined rubric have shown to reduce bias and also increase the ability to predict future job performance. The questions asked in a structured interview are derived using a job analysis as opposed to interviewer preference and are typically based on past behaviour and situational judgement.
This research paper is written by Madhura Jayaratne, Data Scientist and Buddhi Jayatilleke, Principle Data Scientist of PredictiveHire.
The ability to infer personality from interview responses could replace lengthy and less favoured personality tests while also providing objective outcomes from text interviews.
MELBOURNE, Jan 18, 2021 – Sapia (https://sapia.ai/), an Australian technology company that has pioneered transparent AI-assisted hiring solutions, today announced the global release of its Fair Ai for Recruitment (FAIR™) framework to educate HR executives in assessing Ai technology for use in their organisations, as well as act as spark conversations for Ai developers in the space: https://sapia.ai/fair-ai-recruitment-framework/
The framework has been released to begin conversations around transparency in HR technology against an explosion of Ai solutions in the sector, with many using algorithms that operate in a ‘black box’. The absence of any form of accreditation of vendors, and the fact that regulation is light years behind tech innovation, has meant a lack of collaboration among vendors to champion Ai ethics in the sector, something Sapia hopes to help change.
The Fair AI for Recruitment (FAIR™) framework :
– Focuses on establishing a data-driven approach to fairness that provides an objective pathway for evaluating, challenging and enhancing fairness considerations.
– Includes a set of measures and guidelines to implement and maintain fairness in AI based candidate selection tools.
-For hiring managers and organisations, it provides an assurance as well as a template to query fairness related metrics of Ai recruitment tools.
-For candidates, FAIR™ ensures that they are using a system built with fairness as a key performance metric.
In launching the framework, Sapia CEO Barb Hyman said: “We have created a framework that we hope can be used as inspiration to ensure that Ai is being used to build inclusive teams – something humans are not capable of doing on their own because we cannot subvert our biases.”
“Our mission is to help HR leaders make bias interruption more than rhetoric, which is why we also published this guide to Making inclusion an HR priority, not a PR one”.
Sapia has become one of the most trusted mobile-first Ai recruitment platforms, used by companies across Australia, India, South Africa, UK and the US, with a candidate every two minutes engaging with their unique Ai chat bot Smart Interviewer.
What makes their approach unique it it’s disruption of three paradigms in recruitment -candidates being ghosted, biased hiring and the false notion that automation diminishes the human experience.
The end result for companies – bias is interrupted at the top of the funnel, your hiring managers make more objective decisions empowered by Smart Interviewer their co-pilot, inclusivity is enhanced, and your hired profile starts to look more like your applicant profile.
Barb Hyman, CEO