Artificial intelligence is not yet widespread
Digitization holds great potential for companies because it accelerates processes and makes them more efficient. However, An American study by Cognizant in cooperation with Roubini Global Economics states that these potentials are not being exploited to the full. The American companies surveyed alone are falling by the wayside with a potential increase in turnover of 172 billion dollars per year.
A customer who also seems to have arrived at the companies, as a second study suggests. The futurologists from 2b ahead examined at which point companies feel particularly poorly prepared for the digital future. The statements of the more than 250 interviewed leaders tended mostly towards artificial intelligence.
What is Artificial Intelligence?
Artificial Intelligence is a branch of computer science that deals with the investigation of mechanisms of intelligent human behavior and simulates them with smart computer programs. It enables computers not only to support people in routine tasks, but also to be of ever greater help in decision-making in the future.
However, many C-level members see the reasons for the fact that AI solutions have not yet arrived at companies less in themselves than in their employees. 61 percent of the staff say “lack of understanding”, another 58 percent “lack of competence”.
The American University for Leaders is playing this ball back to the managers and attributes the supposed digitization fatigue of the employees not to their unwillingness, but to the lack of preparation on the part of the company.
HR needs to be more involved in digitisation
Your message: Digital transformation can only succeed with personnel who are perfectly prepared for new applications. Even the best digital technology is useless without users who cannot understand and use the technologies. However, in many places there is a lack of the right personnel development strategies to ensure this.
On a scale of one to six, the integration of the human resources departments is just in the middle of the field, at 3.65 points.
In the eyes of Walter Joshmann this is fatal: “The personnel managers let themselves be left behind because they are not perceived as relevant partners of management in the digital change process.
Artificial intelligence puts an end to bureaucratic monsters
But here, too, it is not the will or ability, but the lack of time. Many HR departments are currently so overloaded with their administrative tasks that effective strategic HR work is out of the question. For example, in many places manual work is still the order of the day in recruiting.
But in view of the current shortage of skilled workers, recruitment by conventional means has become an extremely time-consuming undertaking. It is no longer enough to place job advertisements and wait and see. More and more often, candidates have to be addressed directly and made aware of a job.
But anyone who has ever manually searched for talent in business networks knows how frustrating this procedure can be: An extreme research expenditure stands against a small applicant return.
Here the circle to artificial intelligence closes. The right applications could also make life easier for recruiters. We are talking about sourcing tools, which are also known as robot recruiters. These are smart algorithms that simultaneously search several CV databases, social media such as Twitter, Facebook or business networks such as Xing or LinkedIn according to predefined criteria.
Special communities such as Github or Stackoverflow are also included. The tools arrange the found candidates according to their exact fit in a ranking. The executive recruiter receives a valuable decision aid from the artificial intelligence, in which order he should address the candidates.
Artificial intelligence helps with Assessment Center
Even more time could be saved later in the recruiting process with digital helpers like Thalento, a cloud-based e-Assessment & Talent solution that greatly simplifies HR decision-making. With the integration of Thalento into the in-house applicant management system, executive recruiters receive powerful support in screening the competencies, behavior, skills and motivation of candidates through an e-assessment.
For example, motivation and personality indicators can be measured that are decisive for professional behavior or abstract reasoning: To what extent does the applicant independently process information, create relationships and recognize patterns?
Other tests will determine whether a person has the ability to process numerical or linguistic information and to make connections, or the level of planning and organisational skills.
With a few clicks of the mouse, executive recruiters have at their fingertips structured and automatically evaluated information to help them select the candidate who fits the company not only professionally but also in terms of personality.
Will robots soon be conducting job interviews?
So far, so good. Mockers will now ask themselves whether there aren’t robots who will soon be conducting the interviews with the candidates. It’s not that far yet. But this thought is not wrong at all. In fact, TextRecruit, a startup based in San Jose, California, is currently in the beta testing phase of a recruiting chatbot called Ari.
Ari is not a physical robot. Rather, it works like the assistance systems that consumers know from Amazon or Apple, for example: Alexa and Siri. The idea behind voice-controlled artificial intelligence: the assistant could first interview job seekers and make a pre-selection before a real executive recruiter takes over the personnel selection in the next step. It has not yet been decided when Ari will be used for the first time.
Is the robot displacing humans?
What is certain, however, is that artificial intelligences like Ari, Siri and Alexa will never displace humans from recruiting or other areas. A “fully automated” recruiting would be legally inadmissible. In the literal sense of the word, this means that an algorithm must not make a sole decision on the recruitment and rejection of one of several equally suitable candidates. This decision must always remain with one person.
On the other hand, it is permissible for software to “pre-filter” and, for example, reject candidates who, for formal reasons, cannot be considered for the job because they do not meet certain requirements such as a lack of a driving licence, a lack of university education or a lack of foreign language qualifications.
The division of the pool of suitable candidates into a circle of primarily interesting candidates as well as a “backup” circle is not likely to raise any data protection concerns as long as this pre-allocation is only submitted as a proposal to the personnel officer with decision-making authority. These criteria are met by all the programs mentioned.
Well, then Mr Computer can start his job. And then HR will finally have the time to take care of the remaining strategic work, so that all employees can enjoy the benefits of tailor-made AI applications for their areas.