Despite all the rhetoric, it seems that the world is becoming worse at removing bias from our workplaces, leveling the playing field for all employees, and improving diversity, equity, and inclusion.
COVID was tough for everyone, but the one good moment that seemed to come out of it was how people galvanized around the Black Lives Matter movement. Companies dedicated large advertising budgets to sophisticated promotional campaigns to convince us that they supported the movement.
At work, people demanded better from the companies they worked for. They demanded real and measurable progress on matters like diversity and inclusion, not just better benefits.
Employees weren’t going to accept the hypocrisy of their employer, a consumer brand spending millions on advertising about how woke they are when nothing changed internally. Bias was just not something that people were prepared to accept. It seemed like progress was being made, at least in the workplace.
Fast forward to 2023, and things have gotten worse than they were before the movement. What happened to push us so far backward on all the progress we’d made? The answer is video interviewing, specifically when it comes to amplifying bias in recruitment.
Video interviewing took off as a solution to the challenges of remote recruiting. However, video is a flawed way of assessing potential candidates as a first gate. It invites judgment, adds stress to the candidate, puts added pressure around hair and makeup, and turns a simple interview into a small theater production. Additionally, simply automating interviews with video doesn’t create any efficiencies for hiring teams, who are still watching hours and hours of interviews.
Video also excludes people who are not comfortable on camera, such as introverts, people with autism, and people of color. These factors do not influence a person’s ability to do a job, but using video at the start of the interview process puts them at a disadvantage. We are excluding a significant percentage of people by using video as a first gate.
We analyzed feedback comments from more than 2.3 million candidates across 47 countries using smart chat invented by Sapia.ai to apply for a role, and the overwhelming theme is that “it’s not stressful.”
As an industry, we must put a stop to this. Already, there is growing cynicism when companies talk about “improving candidate experience” because we like to say we care about something that will win us good PR, but we do little to hold ourselves accountable. We care more about optics than results.
However, you cannot say you care about candidates or diversity and inclusion and only use video platforms to recruit people. Frustratingly, there is technology that solves for remote work, improves the candidate experience, and truly reduces bias, and that is text chat.
Some of the most sought-after companies, like Automattic (the makers of WordPress), have been using it for years.
Chat is how we truly communicate asynchronously. It needs no acting, and we all know how to chat. Empowered by the right AI, text chat can be human and real. It can listen to everyone, it is blind, reduces bias, evens the playing field by giving everyone a fair go, and gives them all personalized feedback at scale.
It can harness the true power of language to understand the candidate’s personality, language skills, critical thinking, and much more.
Video should only ever be used as a secondary interaction, for candidates who are already engaged in the process and have been shortlisted. In that case, it does give hiring teams a chance to meet candidates, and candidates are more likely to be comfortable with video as they know they’ve progressed, and they’ve had a chance to present themselves in a lower pressure format already.
Why are we settling for video as a first interaction, when we can actually do more than make empty marketing promises to candidates? Why choose a solution that erodes all the hard gains we’ve made in diversity and inclusion?
A few weeks ago, I confessed my imposter syndrome on social media. That I was, and still am, the least likely candidate to run an Ai tech company. I am a former CHRO, I am female, I am neither an engineer nor a data scientist. I also have no sales experience, and yet I find myself spending 80% of my time in sales (although we don’t call it that of course).
When I was Head of HR at BCG back in the noughties, the firm was going through a growth period. Due to the way teams were sold into engagements, having senior people who could execute on complex change programs in areas that were quite new to the firm (digital, etc), meant looking externally for ‘lateral’ hires.
These were people who could be trusted to uphold and amplify the firm’s strong values and bring much-needed expertise by virtue of their seniority and transferable skills. It was hard.
‘Organ rejection’ is a term I learned in my next gig, as CHRO at the then-largest digital company in Australia, the REA Group. Organ rejection is what happens when a lateral hire fails miserably – for both parties.
So, here I am 2.5 years into my current role. The one I feel professionally ill-qualified for when I realize I’m a lateral hire. But despite my self-doubt, there hasn’t been any ‘organ rejection’.
When I reflect on my life and the things that mean I might (there’s that imposter syndrome again) make a great CEO, I realize that so much of what I bring to this job is what I experienced outside of education. Born out of a need to be resilient from a young age, and a bit of serendipity.
In 1980, when I was 10, my family immigrated from Zimbabwe to Perth, Australia. We arrived, a family of six, with little else than each other. Anyone who’s done it knows the uncertainty of immigration. Most of us do it to risk a better life knowing very little beyond what is a glossy brochure-like version of the new land we are sailing to. It wasn’t as easy as we had been sold, but we survived and adapted to our new home country.
At 18, I moved to Melbourne from Perth to study my undergrad. Not because I wanted to make a bold move again, but because I wanted to get as far away as possible from my stepmother. My mother had tragically died at a very young age a few years after we immigrated and my dad remarried within 10 months.
I took law as my undergrad because a friend a year ahead of me was doing it and she seemed to like it. I then took a wild punt on doing an MBA and managed to get a full scholarship. Which meant I could take my time to figure out what exactly I would do with an MBA.
Fast forward three kids, and a divorce in the middle. I decided I needed to be in a creative environment. So I took an executive role in the arts knowing nothing about the two areas I was responsible for nor the sector.
I accepted an opportunity to be Deputy Chair on a board because someone believed in me. Not because I had a grand plan to build a portfolio career. I’ve never planned my life really, but I have often taken a punt. After all, I found my home by knocking on the front door because I just loved the look of it from the outside and thought ‘what the heck?”
I landed in this job because a close friend recommended me. I found the whole idea of figuring out how you find the best lateral talent so fascinating – without realizing until right now, I was a good example of just that.
I’d say that very little of my formal qualifications and work experience has really equipped me for the rough and tumble of being the CEO of a startup. The sheer unknown of building a new product in an emerging market, and the stress of checking the bank balance daily to make sure we can make this month’s payroll.
Most of what got me here came from the lessons I learned away from the workplace. From immigrating, losing a parent when I was young, leaving a city that I knew well on my own, learning to follow my whims, take chances, and constantly look for meaning.
None of that makes it onto my CV.
My mission is to make those things matter the most when it comes to finding the right people for the right job. I’m also making peace with my imposter syndrome by accepting that it’s the different perspective that I bring to the table that makes my contribution so unique.
I’d go so far as to say we should all hire “industry imposters” if we can. And I’m here to help you find them.
Barbara Hyman, 03/08/2020
Source: https://recruitingdaily.com/an-unlikely-recruit/
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The job seeker is a human being who at some point in the process wants to talk to another human being.
B.C (before COVID-19), organisations would create those moments of connection with prospective hires through campus events, case study workshops, group assessment days and invitations to office events.
COVID-19 and forced incubation make some of this impossible and even illegal.
Organisations who have been forced to bench thousands of employees face the same challenge. Staying connected to, caring for and protecting this ‘people asset’ they have built and invested so much in.
The only experience organisations have with protecting an asset on extended leave is when new parents take parental leave and for most organisations that comes down to letting them keep their computer equipment and inviting them to the Xmas party.
Countries in the southern hemisphere are bang in the middle of graduate onboarding, and graduate recruitment and those in the northern hemisphere are about to kick off their programs.
They bring new ideas and new skills, and above all, ambition to make a difference. They are also often the most cost-effective cohort as far as output vs salary and related costs.
Have you been following the HR practices of tech companies over the last decade? If you have, you will notice that expectations of employees and candidates have shifted big time. The Netflix culture deck personifies much of it with concepts such as ‘Trust people, not policy’ or ‘Trust + transparency = accountability’.
Trust at work means your team will work all night to meet a deadline. They will be generous sponsors and ambassadors for your organisation and your products, they will refer their friends to work with you. Additionally, they will accept change in your business more readily. Your team will admit and bounce back from mistakes and failures more readily, and overall their discretionary effort will be substantial.
Trust in the workplace is a massive accelerator, and most organisations are trying to find ways to accelerate – to build product faster, ship faster, change business models faster.
Woebegone companies that believe they can keep attracting talent especially young talent with a purpose of ‘improving Shareholder returns’. Today, we look for aspirational purposes that connect us to something bigger and with which we want to identify. Check out the motto mission statements of the tech giants here and to be the 11th million (or thereabouts) person to download the Netflix deck click here!
When Tash Sanjay joined Clemenger Group’s Retail Services business as its HR director, she was given a tough remit to hire 400 casual workers in just four weeks.
“So I was new to the company. A quick analysis of our hiring technology showed that the ATS itself was the problem. We were operating very manually, almost not using the ATS to its full functionality, because it wasn’t good. So we decided that we needed to upgrade our ATS, but then we discovered Sapia.ai.
“We’ve been with Sapia.ai for about 12 months now. The solution for us has been game-changing: We actually couldn’t function, given the amount of hires that we do, without it. Speed to hire was critical.”
But Tash quickly learned that speed wasn’t enough to properly service its clients. Clemenger Group needed to match candidates accurately to skills and values.
“The initial reason to go with Sapia.ai was speed to hire. But now, it’s become much more of a talking point about the holistic benefits of AI, and our clients that we have are wanting to understand more about that. That it is a point of difference for us. It has been groundbreaking for us.”
Tash came across many other assessment and conversational AI platforms but found none that could satisfy both efficiency and deep talent intelligence.
“We saw that there were many traditional personality tests, and that sort of thing. They were interesting to me in the sense that it’s a good way to differentiate candidates quickly, but nothing was tailored to what our business values were. We didn’t have the choice element. So what I like most about implementation with Sapia.ai was that it could tailor models and personality traits to specific roles, like a retail-based role.
“We were able to edit those models to align with our values, and the other products in the market didn’t allow for that. The other providers have old school solutions, like Myers-Briggs type personality tests. There was just no flexibility.
The thought of AI for recruitment creates uncertainty and fear. Tash was quick to point out to her team that Sapia’s technology would not replace them, but empower and improve their decisions.
“I came into a business that was very conservative and traditional. So to go to AI was the best step for them. A company like ours would traditionally have an outsourced recruitment solution. The benefit of having an in-house one is personalization, and the fact that you are speaking to someone. So we convinced them that AI doesn’t actually remove that, it just gives us a way to get to the right candidate and have that personalized conversation.”
Sapia has taken the Clemenger team by storm. You wouldn’t think recruitment could be fun, but that’s exactly how Tash describes it.
“So when we get an application through, say, an Indeed platform, the way we operate is we actually automatically send them the link. Effectively, everyone gets an interview, and we advertise it that way. This has been a huge competitive advantage.”
“Launch day was really fun. Everyone was sitting there saying, ‘How many have we got? How many have completed it?’ And I was tracking it by the second, refreshing the dashboard to show them. So that was fun.
“Candidates are loving it too. They love the speed and the ease.”
And when Clemenger reaches out to top candidates, they have comprehensive profiles and tailored follow-up questions to drive the discussion forward.
“If you look at our candidate feedback through the dashboard, everyone’s saying, ‘Oh, that was actually super easy. That was a great experience. That was so much quicker. I actually prefer not talking to someone’.
“And when you’ve had the conversation, I think what I love most is, as I said, the personalization. It was the key to our business. We can jump on a call and say, ‘Congratulations – can we ask you another question?’ And these questions are built by referring to comments that candidates have made in their interview or things that they’ve said.”
Across the board, it’s a love-fest.
“[Sapia.ai] is second-to-none. Everyone at Clemenger is bought into the platform. I think it’s funny now when I go to client pitches, and my team mates are saying, ‘We have this tool, and we can effectively hire candidates in minutes.’
“So it’s nice to see that they’ve come on the journey.”