With increasing instances of AI assisting the recruiters, in shortlisting the right candidates for a particular position, one wonders if such systems are capable of gauging candidates beyond what has been mentioned in his/her CV?
Well, traditional school of thought in recruiting function is that, there has to be a match between man and the job on offer. No doubt about it. But at the same time, what is often overlooked is that, one's past experience is often a result of one's compulsions of taking up whatever comes in one's way, and not really of one's deliberate choices, especially in scenarios where job market is really tough.
Now, how to gauge the right fit between potential candidates, and the requirements of the job on offer? Should it be left to the AI systems, or should the HR/Hiring Managers take the trouble of undertaking microscopic scrutiny of all the CVs in front of them?
Well, if the AI systems being used are so well trained to spot the hidden potential of the candidate/s, and recommend their CVs to the HR/Hiring Managers, then undoubtedly, such systems are worth it any day, especially where for every single open position, there are hundreds of applicants, and recruiters are hard pressed for time. But, if not, then it should be a matter of concern, for even the CEO and ultimately the Board of Directors, as one wrong hire for a key position, can adversely impact the reputation and bottom line of the organization, so carefully cultivated over the years.
A related issue which merits attention is that, the corporate world is ever dynamic, and especially so during this age of "Fourth Industrial Revolution", marked by AI, robotics, and automation, which are evolving at a rapid pace, thereby threatening to reduce the "shelf-life" of even some top performers to few years. Under such a scenario, how would any organization expect to inculcate long-term loyalty from their top-performers, when no one is sure, how certain key job-profiles would evolve few years down the line, or whether would even be relevant few years later.
Here, it should be the shared responsibility of the senior management backed by the Board of Directors, to pay special attention to the nature of evolving technologies and their overall impact on key job profiles, followed by adequately motivating and assisting their Human Resources to continuously move up the learning curve. That, such a practice would have it's desired impact on both the top line and bottom line of the organization, is anyone's guess. 😊
Well, traditional school of thought in recruiting function is that, there has to be a match between man and the job on offer. No doubt about it. But at the same time, what is often overlooked is that, one's past experience is often a result of one's compulsions of taking up whatever comes in one's way, and not really of one's deliberate choices, especially in scenarios where job market is really tough.
Now, how to gauge the right fit between potential candidates, and the requirements of the job on offer? Should it be left to the AI systems, or should the HR/Hiring Managers take the trouble of undertaking microscopic scrutiny of all the CVs in front of them?
Well, if the AI systems being used are so well trained to spot the hidden potential of the candidate/s, and recommend their CVs to the HR/Hiring Managers, then undoubtedly, such systems are worth it any day, especially where for every single open position, there are hundreds of applicants, and recruiters are hard pressed for time. But, if not, then it should be a matter of concern, for even the CEO and ultimately the Board of Directors, as one wrong hire for a key position, can adversely impact the reputation and bottom line of the organization, so carefully cultivated over the years.
A related issue which merits attention is that, the corporate world is ever dynamic, and especially so during this age of "Fourth Industrial Revolution", marked by AI, robotics, and automation, which are evolving at a rapid pace, thereby threatening to reduce the "shelf-life" of even some top performers to few years. Under such a scenario, how would any organization expect to inculcate long-term loyalty from their top-performers, when no one is sure, how certain key job-profiles would evolve few years down the line, or whether would even be relevant few years later.
Here, it should be the shared responsibility of the senior management backed by the Board of Directors, to pay special attention to the nature of evolving technologies and their overall impact on key job profiles, followed by adequately motivating and assisting their Human Resources to continuously move up the learning curve. That, such a practice would have it's desired impact on both the top line and bottom line of the organization, is anyone's guess. 😊
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