HOW AI IS CHANGING THE WAY YOU RECRUIT AND HIRE TOP TALENT
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The webinar discusses the impact of AI and intelligent technologies on talent acquisition and employee expectations in the workplace. It highlights how companies must adapt to the new demands for personalized, efficient recruitment processes while leveraging technology to enhance candidate experiences. Additionally, the presentation emphasizes using predictive tools like assessments for better hiring decisions and improving the onboarding experience.
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HOW AI IS CHANGING THE WAY YOU RECRUIT AND HIRE TOP TALENT
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- 5. How AI is Changing the Way You Recruit and Hire Top Talent +
- 6. Today’s Speakers Jennifer Burnett, Ph.D. Senior Principal Consultant Dan Mayville Executive Advisor, Watson Talent
- 7. 7 Top CEO concern for the past two years has been “ the rapid pace of technological change.” Fortune 500 CEO poll:
- 8. Mechanization Water power Steam power 1 2 3 Mass production Assembly line Electricity Computer Automation Networks 4 Digital Machine learning Artificial intelligence The next industrial revolution has arrived 8Source: World Economic Forum
- 9. 9 Technology is killing off traditional corporations [VALUE] YRS [VALUE] YRS 1958 2012 The average lifespan of companies is now less than 20 years Source: Innosight
- 10. Skilled Trades electricians, welders, mechanics Sales Representatives B2B, B2C, contact center Engineers chemical, electrical, civil, mechanical Drivers truck, delivery, construction, mass transit Technicians quality controllers, technical staff IT cybersecurity experts, network administrators, technical support Accounting & Finance certified accountants, auditors, financial analysts Professionals project managers, lawyers, researchers Office Support administrative assistants, PAs, receptionists Manufacturing Production and machine operators Every Industry & Role are Impacted
- 11. • Digital natives vs. digital immigrants • Freelancers, contractors, seasonal retirees • Realities of second, third, fourth “careers” • Mobile • Social • Video Work has changed • New types of jobs created, others disappear • Gig economy influences who does what • Search for purpose and meaning of work • Social responsibility of organizations matters • Work, family, life balance takes new meaning Who What Why How
- 12. 12 Employees and candidates have new expectations of work Continuous lifelong learning Empowered career development Real-time performance feedback Contextual & intelligent talent decisions
- 13. 13 "AI will enable companies to stay competitive, HR leaders to be more strategic and employees to be more productive at work…” Dan Schawbel, 2018, Research Director at Future Workplace, Author: Back to Human "At some stage…we should have to expect the machines to take control." Alan Turing, 1951, mathematician and cryptographer
- 14. AI Innovation across the HR domain 14 Talent Acquisition source – attract - retain Talent Development listen – assess - develop HR Operations manage – inspire - engage ? + Watson Recruitment Personalized Learning ACE Feedback Applications Watson Cognitive Content Collator Robotics Process Automation Watson- powered HCM Cognipay Watson Candidate Assistant Onboarding Assistant Watson Career Coach Employee Chatbots Watson Virtual Agent for HR Cognitive Agent Assist MyBenefits Mentor
- 15. 15 Cognitive capabilities amplify & accelerate HR transformations Watson Use Cases Personalized recommendations Transformed interactions Empowered insights Optimized operations Dynamic Operating Model Frictionless Employee Care On-demand LearningDigital Change Intelligent Talent Acquisition Enhanced Cloud HCM
- 16. Poll Question To what degree have AI and intelligent technologies been adopted and currently used within your organization? • AI is widely used in various areas and functions of our organization • AI has already been adopted in critical areas of our organization • AI is being implemented but not yet in use for some areas of our organization • AI is being considered but not yet in use in our organization • AI is not even being considered yet 16
- 17. 17 “We are moving away from a world where candidates seek a job to one where the job finds the candidate…. Machine learning and matching-algorithm intelligence is turning the process upside down.” Steve Goodman, CEO, Restless Bandit
- 18. Captivating the modern, savvy candidate Organizations are attracting and engaging candidates in new ways Ø Organizations must reach passive and semi- active candidates to fill the gap in skills availability and decrease time to hire Ø Programmatic job ad technology can deliver your job posting to the right audience at right time Ø Your career site is still a critical tool – analytics insights should drive your recruiting strategy Ø Cookies to track ‘ideal’ candidate data, and DMP can be used to identify patterns & define a target audience of ‘best fit’ candidates
- 19. Captivating the modern, savvy candidate Organizations are attracting and engaging candidates in new ways Ø Candidates want efficiency but not an impersonal process Ø Personalized, intelligent interactions with candidates can be achieved through creation of personas and unique EVPs Ø Chat-bots can quickly answer foundational, exploratory questions – every day, all day Ø Prospective applicants receive immediate and personalized information allowing them to make more informed decisions Companies with extensive automated screening questions are losing 89% of their potential applicants
- 20. Captivating the modern, savvy candidate Candidates seek and expect a personalized, transparent, fair experience Ø Matching techniques, automated processes and/or chat-bots can be used to probe for and complete missing information on applications Ø Matching technology can recommend other jobs for the candidate they have not considered Ø Recruiters benefit by receiving more accurate and complete applications, and a higher likelihood that candidate is a good fit for the role
- 21. Streamlined candidate screening gains efficiencies Recruiters can’t afford to slow down the process Ø The volume of candidates and amount of data captured about them has made screening more challenging than ever Ø Recruiters need to quickly identify qualified candidates and connect with them in meaningful ways Ø Candidates are expecting a transparent process where their application is acted upon in a personal way by the employer
- 22. 22 47% Agree it is easier for an employee to find a job outside an organization than inside it. 86% Agree that it is faster from within the organization. 60% Agree that employees promoted from within perform better. Your employees are candidates too
- 23. Internal candidates screening re-imagined Career center powered by machine learning technology Ø Employees seek to grow and expand their opportunities within their current organizations Ø Companies often do not provide clear career tracks or guidance on how to achieve career goals thru development Ø Leverage machine learning technology to identify internal movement patterns, time to advancement, competency and skill gaps, and development steps to close gaps Ø Employees are recommended jobs to consider for which they are qualified and interested
- 24. Poll Question Do you use pre-hire assessments as a part of your hiring process? • Yes, we use Skills tests • Yes, we use JobFit tests • Yes, we use various assessments as a part of our hiring process • No, we don't use any pre-hire assessments as part of our hiring process. 24
- 25. IBM Assessments Career Development Individualized Learning Efficiency 25 IMPACT Succession Planning Reduced Turnover Performance Management
- 26. 26 Why Assessments Assessments for Selection • Improve quality of hire • Drive business metrics • Improve process efficiency • Improve process consistency • Create a branded experience • Drive culture efforts • Address gaps in current selection process • Leverage a legally defensible method Assessments for Development • Provide employees feedback • Understand team capabilities • Provide manager feedback • Foster leadership development
- 27. 27 What Assessments CAN do… • Provide extra data points about an applicant to help support the decision-making process and to help provide supporting evidence for trends identified via other hiring methods • Provide a standardized way to gain insight into applicant qualities that are not always apparent (i.e., personality, motivation, abilities, etc.) • Screen out applicants least likely to succeed while helping focus on those with the most potential • Provide direct ROI via an impact on valued outcomes that are measured by companies as part of their business processes • Help provide a baseline understanding to feed post-hire development
- 28. 28 What Assessments CANNOT do… • Provide all the information that one needs to know about an applicant • Take the place of informed, expert decision-makers • Guarantee that applicants will be successful • Make up for other parts of the hiring process that are broken or ineffective
- 29. 29 Skills Assessments Assessment Categories Most Popular Skills Titles Top Languages (5) 1. Clerical 2. Software 3. Call Center 4. Industrial 5. Financial 6. Technical 7. Healthcare 8. Legal 9. Behavioral 1. Data Entry 2. Typing 3. Microsoft Excel 4. Call Center Listening Skills* 5. Call Center Customer Service Scenarios* 6. Microsoft Word 7. Call Center Data Entry* 8. Call Center Environment* 9. Basic Industrial Skills 10. Call Center Advanced Spelling* 11. Computer Literacy – Basic 12. Basic Office Skills 13. Customer Service Mindset Survey 14. Office Grammar and Spelling 15. Microsoft Outlook 16. Analytical Skills 17. Forklift Operation 18. Basic Reading Comprehension 19. Call Center Telephone Etiquette 20. Pick/Pack *Audio 1. English (US) 2. English (UK) 3. French (CA) 4. Spanish 5. French (FR) 6. German 7. Portuguese 8. Italian
- 30. 30 Behavioral Assessments Performance Managerial / Leadership Job Fit 1. Administrative 2. Bank Teller 3. Distribution 4. Hospitality 5. Inbound Call Center 6. Outbound Call Center 7. Nurse 8. Retail Associate 9. Sales 10. Service Associate 1. Call Center Manager 2. Healthcare Manager 3. Hotel Manager 4. Retail Manager 5. Sales Manager 6. Restaurant Manager 7. Manager Leadership Development 1. Leadership Behavioral Assessment 2. Leadership Preference 1. Bank Teller 2. Call Center 3. Hospitality Associate 4. Industrial Warehouse Worker 5. Retail Associate 6. Sales (*Fit assessments require the use of O*Net for occupational information) Other Fit Assessments 1. Configured Cultural Match 2. Custom Cultural Match 3. Learning Styles Questionnaire 4. Motivation Questionnaire 5. Onboarding (LSQ & MQ) Performance Traits (Testlets) Cognitive Ability 1. Customer Services 2. Engagement 3. Retention 4. Safety 5. Sales 6. Teamwork Combined Performance Assessment 1. Customer Service & Teamwork 2. Customer Service, Engagement, & Retention 3. Customer Service, Engagement, Sales & Teamwork 4. Customer Service, Engagement & Teamwork 5. Customer Service, Retention & Sales Computer Adaptive Testing 1. Logical Reasoning Test 2. Numerical Reasoning Test 3. Verbal Reasoning Test 4. General Mental Ability (all three as one test) Cyber Security 1. CCAT & DCAT
- 31. 31 Assessments Provide a Valuable Path Forward • 36% more likely than all others to be satisfied with their new hires • 13% more likely to have new hires who meet performance goals over past 12 months • 17% more likely to have employees rate themselves as highly engaged Assessments help eliminate guesswork, and predict fit, engagement and performance before you hire, so you can hire talent you won’t regret. Assessments are 2X more likely to provide hiring managers with insights into whether candidates are a good fit for jobs. Businesses that use pre-hire assessments are:
- 32. 32 Engage Employees Assistant • Address the significant information needs of new employees without driving additional onboarding headcount • Provide a reliable resource to answer new hire questions accurately and efficiently • Simplify the process of finding people who can help new hires come up to speed on the topics and solutions relevant to their jobs • Increase capabilities for employee enablement & self-service • Enable an agile workforce that can adapt and respond to business needs with real-time access to centralized information • Digitally enable processes that promote employee engagement with consumer grade, user centric applications Employee Chatbots
- 33. Summary and takeaways Embrace the new opportunities AI brings to talent acquisition • Intelligent technologies have already significantly impacted how companies conduct business, the way we work, and employees’ expectations about work • Candidates are more savvy then ever before, and want a simple, transparent, mobile, engaging, and fair process where they can decide if the opportunity is right for them • Recruiters can leverage AI and automation to provide that enriched and streamlined candidate experience while gaining efficiencies in their own work • Predictive tools such as selection assessments enable a more accurate and reliable process for identifying and hiring the best talent in this competitive market • Advanced technologies allow organizations to provide a seamless on-boarding experience to ensure the new hires’ experience is engaging and positive
- 34. Thank you! Questions? Contact us! Jennifer Burnett, Ph.D. Senior Principal Consultant Cornerstone jburnett@csod.com linkedin.com/in/jenniferburnettphd twitter.com/JennBTalent Dan Mayville Executive Advisor, IBM Watson Talent dmayvill@us.ibm.com linkedin.com/in/danmayville
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