We looked at tens of thousands of interviews, and everyone who had done the interviews and what they scored the candidate, and how that person ultimately performed in their job. Years ago, we did a study to determine whether anyone at Google is particularly good at hiring. How did Google do when they tried? The New York Times interviewed senior VP of people operations (Google’s name for HR, apparently) Laszlo Bock in 2013: If any company can apply data analytics and AI to hiring and performance management, it would be Google. Meanwhile, leading-edge employers like Google have discovered overly-specific degree and experience qualifications can actually screen out some of the most productive people in the applicant pool. The good news may be that AI in smarter screening programs may be able to use online searches and carefully-designed online questionnaires to do a much better job of identifying possible great hires and screening out the deadwood. Meanwhile, social media and online profiles are providing more honest data on candidates than ever before, but HR is warning hiring managers not to look at it.
We’ve seen how HR is already mismanaging hiring by using primitive automation tools for screening, and how future progressive regulations may make the situation even worse.
0 kommentar(er)
