为什么区块链招聘可能是未来的人力资源趋势Why blockchain for recruitment might be a future HR trend
区块链能否验证事实和交易？能否提高招聘效率和人力资源领导者的其他关注领域的效率？我们看看。
by Pam Baker
在人力资源和招聘工作中，有时候会觉得自己在玩弄两个事实和一个谎言 - 不知道谁在玩什么或什么时候玩。如果我们现在玩游戏，它会看起来像这样：区块链是确保准确性的突破。（真相）一些人认为区块链是未来人力资源重要趋势。（真相）。使用HR区块链的细节全部解决。（谎言。）
事实上，尽管在招聘和其他人力资源流程中使用区块链的承诺确实存在，但现实充满了复杂性。这里看看两者。
作为人力资源趋势的雷达上的区块链
区块链是由一系列经过验证的事实组成的分布式共享数字分类帐。这些事实可以是从金钱到信息的任何事物。作为记录保存的数字系统的一部分，每笔交易及其细节都经过验证，然后通过计算机网络进行记录。每个有权访问分布式分类账的人都会收到这些信息，并且各方在块之间被复制，共享和实体之间同步之前达成一致。区块链几乎不可能被篡改，因为每个信息块都会引用它之前的区块。
在这个信任既难以捉摸又高昂的时代，区块链的吸引力正在飙升，因为它提供了一种确认，验证和验证价值和事件的方式。这就是为什么多个垂直行业（如银行业，制造业和保险业）和多个业务横向行业（诸如会计，履行，供应链和运输等部门）被吸引到并且非常兴奋的地方 - 在他们的工作中使用区块链。
为什么区块链吸引人力资源专业人士
“很容易看出，如何能够确保个人教育或工作经历的细节 - 以及可能更多的个人事实 - 是不可改变的，这对人力资源部门来说非常有吸引力，”Carol Van Cleef说，与律师事务所Baker＆Hostetler合作，经常就金融科技问题向客户提供建议，包括区块链。
她说：“假设原始输入是准确的，重复验证相同信息的成本可能会显着降低，对结果的信心增加。”
鉴于近期工作性质发生了变化，这不是一项小任务 - 或者是小额费用。
企业软件供应商Workday的学习产品战略主管James Cross说：“十年前，求职者可能拥有一所或两所大学的学位，并明确定义了两三位以前雇主的长期职位。提供基于云计算的人力资本管理和金融云应用程序。“即便如此，验证员工的经验和教育费时费钱，通常在招聘流程结束时以及通过外包背景调查提供商进行，”他说。
Cross指出，在当今的商业环境中，招聘与过去截然不同。“一位候选人可能会有比以前更多的工作和更多样化的职业，个人和学习经历，”他说。
美国劳工统计局的调查结果证实了这一点。2016年，25至34岁的千年工人的平均工作年限为2。8年。这很重要。根据皮尤研究中心的资料，千禧一代现在是劳动力中最大的一代。教育也发生了巨大变化，现在更难追踪和验证。
“候选人可能曾为一家经营人才市场的雇主工作，或者已经完成了几次轮岗'职责之旅' - 一路获得技能，知识和反馈，”克罗斯说。“他们也可能已经完成了按需在线培训，并获得了徽章或数字凭证，甚至可能为多家雇主开展了'演出'。”
这只是为了初学者。考虑到人力资源是一项数据密集型功能，区块链可以在部门范围内拥有更多的应用程序。
Baker＆Hostetler的Van Cleef在区块链上提供了一些关于人力资源趋势的警告。她说：“我们在建立区块链技术和这个术语涉及的所有领域都处于非常早期的阶段。“对于像HR这样的数据密集型功能来说，潜力可能并不是真正的无限，但实际用途将会非常多。”
教育验证可能是人力资源首次使用区块链
由于人员及其背景可能如此复杂，因此在招聘过程中使用区块链有一些棘手的因素。要让区块链技术成为一份坚实的履历或无可置疑的就业历史，谁在每个区块贡献和验证数据是关键。在某些用途中，如教育验证，这些问题的答案相对简单。非常如此，一些大学已经为他们的学生提供了这些数据块。这不仅是您在那里找到的成绩和学位。
“在区块链的世界里，成绩单是防篡改的，基本上是由发行机构签署的，我们已经为卡尔加里大学的学生做了这个，允许他们在他们的”cocurricular record“上放上志愿者职位，然后我们“卡尔加里大学计算机科学教授，以及上周在旧金山举行的RSA 2017区块链非金融应用的发言人Thomas P. Keenan解释说。
工作时间，达到目标以及由此产生的工资和奖金都是雇主和员工的有用记录，获得的奖金记录对未来的就业机会也是有利的。
机构之间共享教育数据也很简单。
“另一个很大的优势是降低成本，”基南说。他说：“我们花时间检查来自国外大学和大学本身的申请人的证书。用于验证机构的区块链注册将大大消除这一繁重的任务。”
然而，人力资源专业人士可能希望以区块链形式提供这些信息，以打击欺诈行为，从而降低验证流程的成本。
Keenan说：“虽然大学成绩单通常具有较高的认证水平，但我可以告诉你，我们已经看到一些完全虚假的成绩单，在遥远的国家被编造出来并被认为是真实的。”
事实上，欺诈性教育索赔在外包时期猖獗，并且仍然对在多个国家运营的公司构成问题，因为这些公司有时难以跨地域同步信息，并且将学位与学位的差异等同起来。
区块链可能有助于建立此信息，然后为将来可能需要此信息的公司保留该信息。此外，区块链有可能追踪员工从工作到工作，并为员工提供快速可靠的手段，以提供教育证书并快速聘用。
记录工作历史中的问题
验证教育是一回事，记录就业历史的细微差别是另一回事。
“虽然你可以对特定事情进行核查，例如申请人是否拥有学位，但是很难有独立咨询或合同工作经验的明确公式，或者在工作时可以清楚地了解职位的头衔是什么意思即使它们属于同一行业，甚至在不同业务中也会有所不同，“Saba Software Inc.产品和合作伙伴市场营销高级总监Paul Ardoin表示，该公司生产依赖机器学习的基于云的人才管理应用程序。
验证历史数据也会遇到问题。
Ardoin解释说：“公司或教育机构在收购中失业或被吞并，可能根本没有这些信息，或者它可能是一个挑战，找到合适的人。” 如果我们试图以追溯的方式记录职业道路，“这将会导致人力资源部门和他们尝试招聘的人们头痛数十年，”他说。
简而言之，这表明从现在起为就业目的构建区块链比回溯并建立完整的过去记录更实际。反过来，对于许多员工来说，区块链只会是部分就业纪录。
另一个棘手问题是应用程序跟踪系统的广泛使用，或者更具体地说，人力资源依靠关键字对申请人进行分类。尽管自动化对人力资源有帮助，但对于申请人来说，这往往是一个障碍，他们随后写出多个版本的简历来触发各种工作中的特定关键字搜索。在当前的区块链概念中，申请人不太可能这样做，而招聘公司可能错过伟大的人才。
HR使用区块链与法律，隐私问题
SAP公司人力资源副总裁Bianca McCann表示：“当然，这种[长期员工记录保存]可以在法律和数据隐私的背景下加以考虑。
例如，现在有些地方向候选人询问过去的工资或当前的年龄是违法的。但是，这些信息可以存储在区块链中，根据就业相关用途的发展情况以及围绕隐私的概念如何发展，求职者的私人信息可能会在未经他人许可的情况下被访问。这引发了许多问题。例如，如果招聘组织在区块链中查看某些信息，是否承担法律风险？或者，潜在雇主是否可以访问这些信息，对不想放任它的员工构成真正的风险？
另一方面，区块链在招聘过程中成为人力资源趋势在某些情况下可能是双赢的。
“在需要确保正常工作许可并促进海外安全支付的国际招聘方案中，区块链的可信安全可以帮助雇主和员工，”技术和管理Keyrus的首席顾问Hannah Curtis说。该公司最近发布了区块链连接器。
工作时间，达到目标以及由此产生的工资和奖金都是雇主和员工的有用记录，获得的奖金记录对未来的就业机会也是有利的。
“在候选人被聘用后，区块链智能合约可能会对员工的工资，福利和退休计划产生影响，例如，在另一个事件（例如根据达到既定目标收到奖金）的情况下，编码并通过智能合约自动触发，“柯蒂斯说。
智能合约 - 帮助促进和管理数字流转移的计算机协议是资产 - 存储在区块链中。
她说：“这对自由职业者和承包商职位来说特别有用，因为智能合约可以确保只为完成的工作付款。”
区块链作为人力资源趋势开始显而易见
虽然大多数专家都认为区块链将在某些时候被人力资源部门用于招聘和管理目的，但这还不是一种常见的甚至趋势的做法。还有很多细节需要解决。
“与财务应用程序不同，招聘，简历或工作经历没有任何目前可信的历史情景，”Saba Software的Ardoin说。
这意味着人力资源使用区块链技术可能仅限于验证和记录教育和培训 - 至少，起初是如此。
Ardoin说：“ 黑白分布式分类账方法在跟踪公司和非正式学习和培训时仍然是一个有用的模型。“我们已经在Learning Record Stores（一种数字教育资料库）中看到了这种功能，同样存在一些挑战 - 例如支持新类型的内容，并确保非正式学习得到适当的评估 - 但是实施区块链学习应用程序比处理简历和作业历史记录的细微差别要简单得多。
以上由AI翻译完成，仅供参考。HRTechChina呈现
Working in HR and recruitment can sometimes feel like playing a game of two truths and a lie -- without knowing who's playing or when. If we were playing the game now, it would look something like this: Blockchain is a breakthrough in ensuring accuracy. (Truth.) Some see blockchain as an important future HR trend. (Truth.) The details of using blockchain for HR are all resolved. (Lie.)
Indeed, while the promise of using blockchain for recruitment and other HR processes does exist, the reality is filled with complexities. Here's a look at both.
Blockchain on the radar as an HR trend
A blockchain is a distributed, shared digital ledger made up of a trail of validated facts. These facts can be anything from money to information. As part of this digital system of record keeping, each transaction and its details are validated and then recorded across a network of computers. Everyone who has access to the distributed ledger receives this information, and the parties agree on the accuracy before the block is replicated, shared and synchronized among the entities. A blockchain is virtually impossible to tamper with since each block of information references the block before it.
In an age when trust is both elusive and held at a high premium, blockchain's appeal is soaring since it presents a way to confirm, validate and authenticate both values and events. This is why multiple verticals (such as banking, manufacturing and insurance) and multiple business horizontals (departments such as accounting, fulfillment, supply chain and shipping) are drawn to -- and very excited about -- using blockchain in their work.
Why blockchain appeals to HR professionals
"It is easy to see how the idea of being able to ensure [that] the details of one's educational or work experience -- and potentially more personal facts -- are immutable could be very attractive to HR offices," said Carol Van Cleef, partner with law firm Baker & Hostetler, which regularly advises clients on fintech issues, including blockchain.
"Costs associated with repetitive verifications of the same information could be reduced significantly and confidence in the results increased, assuming the original input was accurate," she said.
That's no small task -- or small expense -- given how much the nature of work has changed recently.
"Ten years ago, a job candidate may have had a degree from one or two universities and clearly defined long-term roles with two or three previous employers," said James Cross, director of learning product strategy at Workday, an enterprise software vendor that offers cloud-based human capital management and financial cloud-based applications. "Even then, verifying an employee's experience and education was time-consuming and expensive, typically happening right at the end of the hiring process and through an outsourced background check provider," he said.
Cross points out that in today's business landscape, recruitment is quite different than in the past. "A candidate is likely to have had more jobs and a more diverse tapestry of career, personal and learning experiences than previously," he said.
Findings from the U.S. Bureau of Labor Statistics bear this out. In 2016, the average job tenure for millennial workers ages 25 to 34 was 2.8 years. This is significant. According to Pew Research Center, millennials now make up the largest generation in the labor force. Education, too, has changed drastically and now is much harder to track and validate.
"Candidates may have worked for an employer that operates a talent marketplace or have completed several rotational 'tours of duty' -- gaining skills, knowledge and feedback along the way," Cross said. "They may also have completed on-demand online training, and been awarded badges or digital credentials. And they may even have worked 'gigs' for several employers."
And that's just for starters. Considering HR is a data-intensive function, blockchain could have many more applications within the department's scope.
Baker & Hostetler's Van Cleef offers some caveats on blockchain as fledgling HR trend. "We are at a very early stage in the build-out of blockchain technology and all that the term involves," she said. "For data-heavy functions like HR, the potential may not be truly unlimited, but practical uses will be numerous."
Education verification likely the first blockchain use for HR
Because people and their backgrounds can be so complicated, using blockchain in the recruitment process has some tricky elements. For blockchain technology to work as a solid resume or unquestionable employment history, the question of who contributes and who verifies the data in each block is key. In some uses, such as education verification, the answers to those questions are relatively straightforward. So much so, that some universities are already providing these data blocks for their students. And it isn't only grades and degrees you'll find there.
"In a blockchain world, the transcripts would be tamperproof and, basically, signed by the issuing institution. We already do this for our students at the University of Calgary by allowing them to put volunteer positions on their 'cocurricular record,' which we then certify for them," explained Thomas P. Keenan, M.A., professor of Computer Science at the University of Calgary and a presenter on nonfinancial uses of the blockchain at RSA 2017 in San Francisco last week.
Time worked, goals met, and resulting pay and bonuses due and paid are useful records for both the employer and the employee, and a record of earned bonuses could be a plus for future employment opportunities, too.
The sharing of education data between institutions is potentially straightforward, too.
"Another great advantage will be cost reduction," Keenan said. "We spend time checking the credentials of applicants from foreign universities, and the universities themselves. A blockchain registry to validate institutions would go a long way to eliminating this onerous task," he said.
HR professionals, however, are likely to want this information in blockchain form as much to combat fraud as to cut costs in the verification process.
"While college transcripts usually carry a high level of authentication, I can tell you that we have seen some totally bogus ones, fabricated in faraway countries and submitted as authentic," said Keenan.
Indeed, fraudulent education claims were rampant at the height of outsourcing and still pose problems for companies operating in multiple countries where it is sometimes difficult to sync information across geographies and to equate differences in degrees and schools.
Blockchains could be helpful in establishing this information and then preserving it for companies that may need this information in the future. In addition, a blockchain has the potential to follow an employee from job to job and provide a fast and reliable means for that employee to present education credentials and get hired quicker.
Problems in documenting work history
Verifying education is one thing, documenting the nuances of employment history is quite another.
"While you can check off boxes on specific things like if the applicant has a degree, it's harder to have a definite formula for things like experience in independent consulting or a contract job, or a clear understanding of what titles for jobs mean when they can even vary from one business to another, even if it's the same industry," said Paul Ardoin, senior director of product and partner marketing at Saba Software Inc., which makes cloud-based talent management applications that rely on machine learning.
There are problems with validating historical data to contend with, as well.
"Companies or educational institutions that have gone out of business or been gobbled up in an acquisition may simply not have the information available, or it may be a challenge getting to the right person," explained Ardoin. If we attempt to document career paths retroactively, "it will cause headaches for decades for both HR departments and the people [who] they try to recruit," he said.
In short, this indicates that it is more practical to build blockchains for employment purposes from this point forward than it is to backtrack and build a complete past record. In turn, for many employees, a blockchain would only be a partial employment record.
Another thorny issue is the widespread use of applicant tracking systems, or more specifically, HR's reliance on keywords to sort applicants. While automation is helpful to HR, it's often an obstacle to applicants, who then resort to writing multiple versions of their resume to trigger specific keyword searches in various jobs. It would be unlikely that applicants could do that in the current conceptions of blockchain, and hiring companies may miss out on great talent.
HR's use of blockchain vs. legal, privacy issues
"Of course, this [long-term employee record keeping] would be something to consider in context of laws and data privacy," said Bianca McCann, vice president of HR at SAP.
Right now, for example, it's illegal in some places to ask a candidate their past wages or current age. But such information could be stored in a blockchain and, depending on how its employment-related use develops and how concepts of privacy surrounding that develop, the jobseeker's private information could potentially be accessed without his or her permission. This raises a number of questions. For example, if a hiring organization views certain information in a blockchain, is it taking a legal risk? Or, could a potential employer's access to this information pose a real risk to the employee who did not wish to indulge it?
On the other hand, blockchain becoming an HR trend in the hiring process could be win-win in certain scenarios.
"The trusted security of blockchain can additionally assist both employers and employees when it comes to international hiring scenarios where there is a need to ensure proper work permits and facilitate secure payments overseas," said Hannah Curtis, principal consultant at Keyrus, a technology and management firm that recently released blockchain connectors.
Time worked, goals met, and resulting pay and bonuses due and paid are useful records for both the employer and the employee, and a record of earned bonuses could be a plus for future employment opportunities, too.
"After candidates are hired, blockchain smart contracts could have an impact on employee wages, benefits and retirement packages, as well. As an example, any benefit contingent on another event, such as receiving a bonus based on hitting a set target goal, could be encoded and automatically triggered via a smart contract," said Curtis.
Smart contracts -- computer protocols that help to facilitate and manage the transfer of digital currents are assets -- are stored in a blockchain.
"This is particularly useful in the case of freelance and contractor positions where smart contracts could ensure payment only for completed work," she said.
"Unlike financial applications, recruiting, resumes or job histories don't have any current scenarios in which the history is currently trusted," said Saba Software's Ardoin.
What this means is that HR's use of blockchain technology will likely be confined to verifying and documenting education and training -- at least, at first.
"The black-and-white distributed ledger approach can still be a useful model when tracking corporate and informal learning and training," Ardoin said. "We're already seeing this kind of functionality within Learning Record Stores (a form of digital education repository). Again, there are challenges -- such as supporting a new type of content, and making sure that informal learning is properly valued --but the implementation of a blockchain for learning applications is much more straightforward than dealing with the nuances of resumes and job histories."
Future of Work
2018年02月21日
Future of Work
人工智能如何改变人才获取 How Artificial Intelligence Is Changing Talent Acquisition现在大家都在关注招聘AI，并就如何改变招聘方式进行了大量的讨论。招募人工智能是下一代软件，旨在改进或自动化招聘工作流程的某些部分。
作者：Ji-A Min
人工智能对招聘的兴趣已经由三大趋势引发
经济的改善：最近的经济收益创造了一个候选人驱动型市场，这使得人才竞争比以往更加激烈。这一竞争只会继续增加 - LinkedIn调查的 56％的人才招聘领导者认为他们的招聘数量将在2017年增长。
对更好技术的需求：虽然人才招聘预计会增加，但是66％的人才招聘负责人表示他们的招聘团队将保持相同规模甚至缩小规模。这意味着时间有限的招聘人员需要更好的工具来有效地简化或自动化他们的工作流程的一部分，理想情况下用于最耗时的任务。
数据分析的进步：随着技术变得快速和成本效益足以收集和分析大量数据，人才招聘领导者越来越多地要求他们的招聘团队展示基于数据的雇佣质量指标，如新员工的表现和营业额。
人工智能在招聘中越来越受欢迎，这为招聘人员提高他们的能力提供了令人兴奋的机会，但同时也存在很多关于如何最佳利用人才的困惑。
为了帮助您理解这一切，以下是招聘人工智能最有前途的三个应用程序。
应用＃1：AI用于候选人采购
候选人采购仍然是一个主要的招聘挑战：最近的一项调查发现，46％的人才招聘领导表示他们的招聘团队正在为吸引合格的候选人而奋斗。
候选人采购人工智能技术可以搜索人们离线的数据（例如简历，专业投资组合或社交媒体档案），以找到符合您工作要求的被动候选人。
这种用于招聘的AI可以简化采购流程，因为它可以同时搜索多个候选人来源。这取代了自己手动搜索它们的需求，并可能节省每个请求的小时数。您节省采购的时间可以用来吸引，预选和面试最强大的候选人。
应用#2：人工智能进行候选人筛选
当您收到的75-88％的简历不合格时，很容易明白为什么简历筛选是招聘中最令人沮丧和耗时的部分。对于零售和客户服务等大批量招聘，大多数招聘团队没有时间手动筛选他们每个公开角色收到的数百到数千份简历。
AI筛选旨在自动执行简历筛选流程。这种智能筛选软件通过使用岗位聘用数据（例如业绩和营业额）为新申请人提供招聘建议，为ATS增添了功能。
它通过应用所学到的关于现有员工的经验，技能和其他资质的信息来自动筛选和评分新候选人，从而提出这些建议。这种类型的技术还可以通过使用关于以前的雇主和候选人的社交媒体档案的公共数据源来丰富简历。
AI进行简历筛选可实现低价值，重复性任务，并允许招聘人员将时间重点放在更高价值的优先事项上，如与候选人交谈并与其进行交流以评估他们的适合度。
应用＃3：AI用于候选人匹配
与采购相比，候选人匹配可能是一个更大的挑战：52％的招聘人员表示，他们工作中最难的部分是从大型申请人池中确定合适的人选。
用于候选人匹配的AI使用一种算法来识别打开的请求的最强匹配。匹配算法分析候选人的个性特征，技能和工资偏好等多种数据来源，根据工作要求自动评估候选人。
例如，LinkedIn求职公告通过将求职者描述中的技能与其LinkedIn个人资料中的申请人技能进行匹配来对候选人进行排名。人才市场使用匹配算法来匹配候选人社区以开放角色。这些人才市场通常迎合特定的候选技能，如软件开发或销售。
人工智能匹配用于从那些已经加入并且正在积极寻找新角色或者对新机会非常开放的人中找出最合格的候选人。这意味着招聘人员不需要浪费时间来吸引那些对新角色不感兴趣的被动应聘者。
关于人工智能的力量，让候选人与工作岗位相匹配的不同观点，请参阅“ 尽管您阅读或听取的内容，采购活动和确实如此”。
AI和招聘的未来
专家预测人工智能招聘会转变招聘人员的角色。由于低价值，耗时的招聘任务通过人工智能技术变得简化和自动化，招聘人员的角色有可能变得更具战略性。
了解AI如何提高其能力的招聘人员将通过在采购，简历筛选和候选人匹配方面节省几十个小时，从而提高效率。
人工智能招聘承诺释放招聘人员与候选人交流的时间，以确定合适人选，并确定候选人的需求并希望说服他们担任角色。它有可能授权他们与招聘经理和人才招聘领导者合作，根据未来增长和收入计划积极的招聘举措，而不是反应性回填。
了解如何最好地利用这项新技术的招聘人员将获得更高的KPI，如更高的招聘质量和更低的营业额。
以上由AI翻译完成。供参考
How Artificial Intelligence Is Changing Talent Acquisition
AI for recruiting is on everyone’s mind these days with a lot of talk on how it’s going to transform recruiting. Artificial intelligence for recruiting is the next generation of software designed to improve or automate some part of the recruiting workflow.
Interest in AI for recruiting has been sparked by three major trends:
The improving economy: The recent economic gains have created a candidate-driven market that’s made competing for talent tougher than ever. This competition will only continue to increase – 56% talent acquisition leaders surveyed by LinkedIn believe their hiring volume will grow in 2017.
The need for better technology: Although hiring is predicted to increase, 66% of talent acquisition leaders state their recruiting teams will stay the same size or even shrink. This means time-constrained recruiters need better tools to effectively streamline or automate a part of their workflow, ideally for tasks that are the most time-consuming.
The advancements in data analytics: As technology becomes fast and cost-effective enough to collect and analyze vast quantities of data, talent acquisition leaders are increasingly asking their recruiting teams to demonstrate data-based quality of hire metrics such as new hires’ performance and turnover.
The growing popularity of AI for recruiting represents exciting opportunities for recruiters to enhance their capabilities but there’s also a lot of confusion about how to best leverage it.
To help you make sense of it all, here are the three most promising applications for AI for recruiting.
Application #1: AI for candidate sourcing
Candidate sourcing is still a major recruiting challenge: a recent survey found 46% of talent acquisition leaders say their recruiting teams struggle with attracting qualified candidates.
AI for candidate sourcing is technology that searches for data people leave online (e.g., resumes, professional portfolios, or social media profiles) to find passive candidates that match your job requirements.
This type of AI for recruiting streamlines the sourcing process because it can simultaneously search through multiple sources of candidates for you. This replaces the need to manually search them yourself and potentially saves you hours per req. The time you save sourcing can be spent attracting, pre-qualifying, and interviewing the strongest candidates instead.
Application #2: AI for candidate screening
When 75-88% of the resumes you receive are unqualified, it’s easy to see why resume screening is the most frustrating and time-consuming part of recruiting. For high-volume recruitment such as retail and customer service roles, most recruiting teams just don’t have the time to manually screen the hundreds to thousands of resumes they receive per open role.
AI for screening is designed to automate the resume screening process. This type of intelligent screening software adds functionality to the ATS by using post-hire data such as performance and turnover to make hiring recommendations for new applicants.
It makes these recommendations by applying the information it learned about existing employees’ experience, skills, and other qualifications to automatically screen and grade new candidates. This type of technology can also enrich resumes by using public data sources about previous employers and candidates’ social media profiles.
AI for resume screening automates a low-value, repetitive task and allows recruiters to re-focus their time on higher value priorities such as talking and engaging with candidates to assess their fit.
Application #3: AI for candidate matching
Candidate matching can be an even bigger challenge than sourcing: 52% of recruiters say the hardest part of their job is identifying the right candidates from a large applicant pool.
AI for candidate matching uses an algorithm to identify the strongest matches for your open req. Matching algorithms analyze multiple sources of data such as candidates’ personality traits, skills, and salary preferences to automatically assess candidates against the job requirements.
For example, a LinkedIn job posting ranks candidates by matching the skills on your job description to applicants’ skills on their LinkedIn profiles. Talent marketplaces use matching algorithms to match their community of candidates to open roles. These talent marketplaces usually cater to specific candidate skill sets such as software development or sales.
AI for matching is used to identify the most qualified candidates from those who have opted-in and are either actively looking for a new role or are very open to a new opportunity. This means recruiters don’t need to waste time trying to attract passive candidates who just aren’t interested in a new role.
在争夺最佳人才方面，员工的体验越来越重要Josh Bersin教你五大策略来最大化员工体验在争夺最佳人才方面，员工的体验越来越重要，人力资源需要关注授权，发展和吸引人才进入热门就业市场的核心优势，Josh Bersin写道。
作者：Josh Bersin
我们生活在有趣的时代。几十年来，全球经济第一次增长。失业率几乎处于30年来的最低点，薪水终于开始上涨，雇主正在积极争夺一套新的技能（“机器学习技巧”现在是LinkedIn领域最热门的工作，需求增加在过去五年中近10倍）。
但是这个地平线上有一片小小的灰色云。正如我在2000年股市崩盘时所记得的那样，在非常高的经济增长时期，就业市场变得非常困难，雇主不得不改变他们的策略。
突然之间，每个人都在争夺同样的人才（大会董事会首席执行官的研究表明，“找到并留住人才”现在已成为首席执行官的头号问题），企业开始担心人力资源战略和领导力，以及求职者开始快速跳来跳去。事实上，具有按需技能的人突然开始像电影明星一样行事，游说高薪，比较雇主，并进一步推动公司改善他们的就业品牌。
对于人力资源领导者来说，“员工体验”的整个主题突然成为一个成败的问题。如果你的公司没有得到很好的尊重，在社交媒体网站上获得高评价，并被认为是“不断增长的工作场所”，你会发现吸引人才越来越难。当然，大多数人不会经常换工作，但拥有非常独特技能的人开始走动。销售人员，工程师，产品专家甚至入门级员工开始转向增长最快的公司，使得发展缓慢的公司陷入低谷。
“对于人力资源领导者来说，'员工体验'的整个主题突然成为一个决定性的问题”
人力资源的新挑战
这种情况的问题在于它对人力资源造成了全新的压力。突然间，公司突出了员工体验，生产力，参与度，留存率，福利，奖励以及诸如福利，附加福利，工作环境以及免费午餐，免费晚餐，免费洗衣等各种奇怪的事情。免费健身房和锻炼项目。在我住的硅谷，如果你不给人们美味的早餐，午餐，（经常晚餐），你根本无法吸引工程师。这种不断升级的战争利益不断增加。
在我的职业生涯中，我经历了许多这样的循环，而且我的个人经历表明，许多人只是继续耕耘，留在原地，从经济改善中受益。但高潜力和领导者可以轻松找到新工作，所以我们必须密切关注他们。大多数公司正在重新设计他们的继任管理计划，促进人才流动性，入职培训，按需学习和职业发展，因此需要做很多事情。
最糟糕的是，正如我在2001年和2008年所记得的那样，这一切最终都会崩溃。在未来的某个时候，全球增长将停止，我们都会怀疑这些昂贵的，以员工为中心的计划是否可以承受。我记得我们2008年IMPACT会议的主题是“少用少得多”。我们现在不在这里，但最终会来。
重新调整员工体验策略
人力资源是否准备好了？绝对。我一直在与世界上一些最具标志性和重要性的公司会面，他们的人力资源团队重新关注职业管理，员工体验，新奖励计划以及各种有趣的数字生产力和福利策略。
让我们都在这里享受美好时光。是的，这个热门的就业市场造成了很大的压力，但如果你专注于赋权，发展和引人入胜的核心优势 - 你就会蓬勃发展。现在云层在地平线上，让我们享受阳光吧。
“如果你不给人们美味的早餐，午餐（经常晚餐），你根本无法吸引工程师”
5个最大化新全球经济中员工体验的策略
关注就业品牌。了解并研究候选人如何看待你的公司，并将这些信息反馈给首席执行官和高级商业领袖，以便推动管理层改进文化，参与度和工作环境。
保持当前的工资和福利。现在我认为公司必须每六个月刷新一次奖励计划。每年都不够快。我曾经和那些给员工半年一次审查和加薪的公司谈过，即使这在某些情况下可能还不够。现在公布大量的薪酬信息 - 员工可以找到它，所以您应该领先于此。
重点了解员工的旅程，并关注端到端的员工体验。这意味着从候选人到新员工到第一天，第一个月，第一季度，第一年，第一次促销等等。设计思维的概念现在已经被很好地理解，因此您需要使用它们来构建一种数字化的体验，以帮助人们在职业生涯中茁壮成长。
重新设计您的L＆D战略。今年是2018年，采用微型学习策略的一年，更新您的LMS和工具，并深入了解“工作流程中的学习”的概念。我很快就会写更多内容 - 但让我提醒你，当人们觉得自己“没有学习”时，他们会离开公司。你可以解决这个问题。
通知首席执行官和高层领导。让他或她知道你的留任率，聘用的难度，以及哪些业务领域正面临人才短缺或技能差距。如果您需要聘用更多招聘人员，投资新的开发计划，或从根本上改变工作模式以适应，您需要他们的帮助才能迅速动员。在竞争激烈的时期，首席执行官希望尽其所能帮助，所以要抓住机遇。
图片来源：iStock
以上由AI自动翻译，原文请阅读：
Josh Bersin’s top 5 strategies to maximise the employee experience
The employee experience is increasingly important in the battle for the best talent, and HR needs to focus on core strengths of empowering, developing and engaging people in a hot jobs market, writes Josh Bersin
We are living in interesting times. For the first time in decades the entire global economy is growing. Unemployment rates are almost at a 30 year low, salaries are finally starting to rise, and employers are competing vigorously for a new set of skills (“machine learning skills” are now the hottest according to LinkedIn, a job that has increased in demand by almost 10 times in the last five years.)
But there is a small grey cloud over this horizon. As I remember quite well during the 2000 stock market crash, during very high growth economic times the job market becomes very difficult and employers have to shift their strategies.
Suddenly everyone is competing for the same talent (Conference Board CEO research indicates that “finding and retaining talent” is now the #1 issue on the mind of CEOs), companies start to worry about HR strategies and their leadership pipeline, and job candidates start hopping around quickly. In fact people with in-demand skills suddenly start to behave like movie stars, lobbying for high salaries, comparing employers, and further pushing companies to improve their employment brand.
For HR leaders the whole topic of the “employee experience” suddenly becomes a make or break issue. If your company is not well respected, highly rated on social media websites, and considered a “growing place to work,” you find it harder and harder to attract talent. Sure most people don’t change jobs that often, but people with very unique skills start to move around. Salespeople, engineers, products specialists, and even entry-level employees start to move to the fastest growing companies, leaving the slow growth companies in waves.
“For HR leaders the whole topic of the ’employee experience’ suddenly becomes a make or break issue”
New challenges for HR
The problem with this situation is that it creates a whole new stress on HR. Suddenly companies are focused on the employee experience, productivity, engagement, retention, benefits, rewards, and things like well-being, fringe benefits, the work environment, and all sorts of strange things like free lunch, free dinner, free laundry, and free gym and exercise programs. Here in Silicon Valley, where I live, if you don’t give people a gourmet breakfast, lunch, (and often dinner) you simply cannot attract engineers. This escalating war of benefits keeps going up.
I’ve been through many of these cycles in my career, and my personal experiences shows that many people just plow along and stay where they are, benefiting from the improved economy. But high potentials and leaders can find new jobs easily, so we have to watch them closely. And most companies are re-engineering their programs for succession management, facilitated talent mobility, onboarding, on-demand learning, and career development, so there is a lot to do.
And worst of all, as I remember in the year 2001 and 2008, this all will eventually come to a crashing end. Sometime in the future this global growth will stop, and we will all wonder if these expensive, employee-centric programs are affordable. I remember the theme of our 2008 IMPACT conference was “doing less with less.” We aren’t there now, but it will come eventually.
Refocusing strategies on the employee experience
Is HR ready for this? Absolutely. I have been traveling around meeting with some of the most iconic and important companies in the world, and their HR teams are refocusing on career management, the employee experience, new rewards programs, and all sorts of interesting digital productivity and wellbeing strategies.
Let’s all enjoy the good times while they’re here. Yes, this hot job market creates a lot of stress, but if you focus on your core strengths of empowering, developing, and engaging people – you will thrive. The clouds are out on the horizon for now, let’s enjoy the sun.
“If you don’t give people a gourmet breakfast, lunch, (and often dinner) you simply cannot attract engineers”
5 strategies for maximising the employee experience in the new global economy
Focus on employment brand. Understand and study how candidates view your company, and bring this information back to your CEO and top business leaders so you can push your management to improve culture, engagement, and the work environment.
Keep salaries and benefits current. Right now I believe companies have to refresh their rewards programs every six months. Annually is just no fast enough. I’ve talked with companies that give employees reviews and raises semi-annually and even this may not be enough in some cases. A tremendous amount of compensation information is now public – employees can find it so you should get ahead of this.
Focus on understanding the employee journey, and focus on the end-to-end employee experience. This means everything from candidate to new hire to first day, first month, first quarter, first year, first promotion, and on. The concepts of design thinking are well understood now, so you need to use them to build a digital-enabled experience that helps people thrive throughout their career.
Re-engineer your L&D strategy. This year, 2018, is the year to adopt a micro-learning strategy, refresh your LMS and tools, and get behind the concepts of “learning in the flow of work.” I’ll be writing a lot more on this soon – but let me remind you, people leave companies when they feel they are “not learning.” You can fix this.
Keep the CEO and senior leadership informed. Let him or her know your retention rate, how hard it is to hire, and what areas of the business are suffering from talent shortages or skills gaps. You will need their help to mobilise quickly if you need to hire more recruiters, invest in a new development program, or radically change job models to adapt. In times of competitive growth CEOs want to do everything they can to help, so take advantage of the opportunity.
Image source: iStock
Future of Work
2018年02月17日
Future of Work
如何成为招聘营销人员?How to Become a Recruitment Marketer
对招聘营销和雇主品牌有兴趣，但不知道如何推动你在这个方向上的职业生涯？不要再看！我们采访了三位专业人士，他们成功创造了明亮的招聘营销职业，以了解他们如何登上他们的第一场演出，以及你如何也能成功。
由 Kaitlyn Holbein 撰写
以下是我们的受访者以及他们成为招聘营销人员的三大秘诀：
Lane Sutton是RallyRM导师和招聘营销超级巨星。Lane 于2015年在Sprinklr发现了招聘营销。今天，Lane 在完成学位的同时支持迪士尼的招聘营销计划。Lane负责内容策划，战略以及人才市场调查。Lane也是一位备受追捧并备受推崇的演讲者，他在众多的营销和人才招聘会议上分享了他的见解。
提示＃1 - 营销人员，马上进入！
Lane的职业生涯最初始于市场营销。他的第一次实习是在HubSpot，在那里Lane提高了他的社交精明度。在Sprinklr，该团队热衷于让Lane将他的社交媒体营销技巧应用于他们的招聘需求。
“我起初对此犹豫不决，”莱恩承认道。“我不知道关于人力资源的事情。然而，我决定跳进去，很快就被抓住了。招聘营销基本上都是将你已经知道的营销策略和策略应用于候选人而不是客户。如果你来自营销背景，转型并不难。“
提示＃2 - 开始联网
“接触已经在太空工作的人，”Lane建议道。“许多人愿意和你谈谈他们的角色，职业生涯和他们工作的公司。您将获得有价值的信息并建立您的网络，这样人们就可以开始为您的团队未来的机会考虑您。“
制定招聘营销链接并获得一些知情人士的一种方法是申请RallyRM导师计划。免费课程将希望培养其招聘营销技巧的人员与像Lane这样的导师进行匹配，他们帮助他人发展事业并自信地引导新策略。
提示＃3 - 将招聘营销工作融入您当前的角色
Lane说：“越来越多的入门级招聘营销工作变得可用。“如果你的公司还没有人在做招聘营销，那么这是你的机会！开始接受项目建立一个案例在你的组织中发挥这样的角色。
“例如，如果您是招聘人员或招聘协调员，您可以询问您的经理是否可以尝试解决并改善特定的候选人体验问题。如果你在营销部门，你可以联系Talent Acquisition，看看你能否帮助他们改进他们的职业生涯内容战略。“
莱恩说，能够显示领导力，从你的工作中获得的收获可能会导致创建你的梦想职位 - 或者至少它会帮助你建立可转移的经验，在申请招聘营销职位时可以给你一个优势另一个组织。
Delaney Rader是Vanguard的招聘营销专家，她负责管理招聘博客，定义战略，采购和创建精彩内容。Delaney在加入Vanguard之前出席了亚利桑那大学。在亚利桑那大学期间，Delaney曾担任校园娱乐部的营销助理，同时还在Vanguard的雇主品牌和招聘营销团队实习。
德莱尼的重要提示：
提示＃1 - 您可能隐藏了招聘营销经验
考虑到她在Vanguard之前的日子，Delaney意识到她在成为招聘营销人员之前拥有招聘营销经验。
“在大学期间，我是商业联盟的一员，”Delaney解释道。“我帮助制作和发行传单，每年招聘新成员。我会鼓励任何想要在招聘营销中开始职业生涯的人去思考他们是否有经验可以为自己打开一扇门。“
提示＃2 - 与团队见面并挑选他们的大脑
“如果你为一个拥有完整的招聘营销团队的组织工作，或者甚至是一个管理招聘营销的人，看看你是否可以与他们见面，提出问题并开始学习。把自己放在他们的雷达上，让他们知道你对他们在做什么感兴趣。激情有很长的路要走，他们可能会想你下一次开放！“
提示＃3 - 发展你的技能，让你的脚在你身上
Delaney指出：“招聘营销人员需要的一些关键技能可以通过很多方式进行开发。“考虑如何提高你的沟通技巧，以及如何获得任何营销经验。如果你属于一个俱乐部或团队，你可以为他们管理社交饲料吗？你能帮助网站或自愿组织一个活动吗？这些都是非常棒的技能和丰富的经验，可以帮助您逐渐成长为理想的招聘营销人选。“
Ted Nehrbas是汤森路透的人才品牌营销专家。在他目前的职位上，特德执行了一系列战略，以吸引汤森路透品牌的人才，包括管理公司所有关注职业的社交媒体账户。在Thomson Reuters工作之前，Ted曾是SmashFly的招聘营销专家。他第一次真正进入招聘营销是在2015 年，一家名为Happie的创业公司成为招聘营销实习生。
特德的重要提示：
提示＃1 - 招聘人员也可以成为招聘营销人员
有很多职业路径可以导致招聘营销。实践招聘经验也是非常好的。
“在Happie实习期间，我花时间积极招聘，”Ted解释道。“这种招聘经验为我后来的招聘营销职位提供了一些最有价值的见解。我学会了候选人如何思考，他们的痛点是什么以及如何在我的组织中出售它们。这些都是我今天工作的所有领域。“
提示＃2 - 继续发展自己的品牌和社交媒体
“接受Twitter，LinkedIn和Instagram，并开始积极主动，”Ted建议道。“你从0到300名追随者获得的技能与你在社交媒体营销中用于招聘的技能类型相同。
“我也建议你逐渐熟悉，如免费工具Canva [图形设计]，Crowdfire [社会战略]，和股票照片网站，如Picjumbo和Stockvault。这些工具将帮助您制作内容营销资产，如博客和社交帖子，这些对于招聘营销策略来说越来越有价值。内容营销吸引候选人并传达他们为什么应考虑加入贵公司。“
提示＃3 - 在申请工作时记住自己的候选人经历
“考虑激起你对公司兴趣的第一件事。注意那些让你对应用程序感到恼火的东西。如果你开始有意识地考虑自己的候选人经历，那么你会想出很多伟大的想法，你可以用它们来面试或为招聘营销角色定位。“
底线是有很多方法可以获得经验并成为招聘营销人员！来自任何专业或学术背景的人都可以在招聘营销方面有出色表现，如果他们花时间在社交媒体和内容营销方面发展相关技能，与业内人士建立联系并寻找导师，并发展他们的个人品牌。
最后，感谢所有受访者的时间和提示！我们希望这种洞察力对您有所帮助，我们很高兴您正在考虑成为一名招聘营销人员。这是一个令人兴奋的新职业，我们拥有的人才越多，我们就越能够向前发展并积极影响人才招聘行业！
以上有AI自动翻译。HRTechChina倾情呈现。
Interested in Recruitment Marketing and Employer Branding, but not sure how to drive your career in that direction? Look no further! We interviewed three professionals who have successfully created bright Recruitment Marketing careers to find out how they landed their first gig and how you can too.
Here are our interviewees and each of their top three tips to become a Recruitment Marketer:
Lane Sutton is a RallyRM Mentor and a Recruitment Marketing superstar. Lane discovered Recruitment Marketing at Sprinklr in 2015. Today, Lane supports Recruitment Marketing initiatives for Disney while finishing his degree. Lane works on content planning, strategy, as well as talent market research. Lane’s also a sought-after and highly regarded speaker, who has shared his insights at numerous Marketing and Talent Acquisition conferences.
Tip #1 – Marketers, jump right in!
Lane’s career initially started out in Marketing. His first internship was with HubSpot, where Lane boosted his social savvy. At Sprinklr, the team was keen to have Lane apply his social media marketing skills to their recruitment needs.
“I was hesitant about this at first,” admits Lane. “I didn’t know a thing about HR. However, I decided to jump in and caught on really quickly. Recruitment Marketing is basically all about applying the marketing tactics and strategies you already know to candidates instead of customers. If you come from a Marketing background, the transition isn’t hard.”
Tip #2 – Start networking
“Reach out to people already working in the space,” advises Lane. “Many will be willing to speak with you about their role, their career journey and the company they work for. You’ll get valuable info and build your network so people can start to think about you for future opportunities on their teams.”
One way to make a Recruitment Marketing connection and gain some insider intel is to apply to the RallyRM Mentor Program. The free program matches people who want to develop their Recruitment Marketing skills with mentors like Lane, who help others to grow their careers and confidently lead new strategies.
Tip #3 – Weave Recruitment Marketing work into your current role
“There are more and more entry level Recruitment Marketing jobs becoming available,” Lane says. “If your company doesn’t have someone doing Recruitment Marketing yet, this is your opportunity! Start taking on projects to build a case for developing a role like this at your organization.
“For instance, if you’re a Recruiter or Recruitment Coordinator, you could ask your manager if you could try addressing and improving a particular candidate experience issue. If you’re in Marketing, you could connect with Talent Acquisition to see if you can help them improve their Careers content strategy.”
Lane says being able to show leadership the takeaways from your work could lead to the creation of your dream role – or at the very least it will help you to build up transferable experience that can give you an advantage when applying for a Recruitment Marketing role at another organization.
Delaney Rader is a Recruitment Marketing Specialist at Vanguard, where she manages the Careers blog by defining strategy, and sourcing and creating great content. Delaney attended the University of Arizona before joining Vanguard. During her time at the University of Arizona, Delaney worked as a Marketing Assistant for the Campus Recreation Department, while also interning with Vanguard’s Employer Brand & Recruitment Marketing team.
Delaney’s top tips:
Tip #1 – You might have hidden Recruitment Marketing experience
Reflecting back on her pre-Vanguard days, Delaney realizes that she had Recruitment Marketing experience before becoming a Recruitment Marketer.
“During college, I was part of a business fraternity,” explains Delaney. “I helped create and distribute flyers to recruit new members every year. I would encourage anyone who’s looking to start a career in Recruitment Marketing to think if they might have experience they could leverage to open a door for themselves.”
Tip #2 – Meet the team and pick their brains
“If you work for an organization that has a full Recruitment Marketing team or even one person who manages Recruitment Marketing, see if you can meet with them to ask questions and start learning. Put yourself on their radar so they know you’re interested in what they’re doing. Passion goes a long way, and they may think of you for their next opening!”
Tip #3 – Develop your skills and get your feet wet where you are
“Some of the key skills Recruitment Marketers need can be developed in a ton of ways,” points out Delaney. “Consider how you can improve your communication skills, as well as how you can gain any marketing experience. If you belong to a club or team, could you manage a social feed for them? Could you help with the website or volunteer to organize an event? These are all great skills and solid experience that can add up to help you evolve into an ideal Recruitment Marketing candidate over time.”
Ted Nehrbas is a Talent Brand Marketing Specialist with Thomson Reuters. In his current role, Ted executes on a range of strategies to attract talent to the Thomson Reuters brand, including managing all of the company’s careers-focused social media accounts. Prior to working at Thomson Reuters, Ted was a Recruitment Marketing Specialist with SmashFly. His first real foray into Recruitment Marketing was with a startup called Happie as a Recruitment Marketing Intern in 2015.
Ted’s top tips:
Tip #1 – Recruiters can also become Recruitment Marketers
There are many career paths that can lead to Recruitment Marketing. Hands-on recruiting experience is also excellent to have.
“During my internship at Happie, I spent time actively recruiting,” explains Ted. “That recruitment experience provided some of the most valuable insights for my later Recruitment Marketing roles. I learned how candidates think, what their pain points are, and how to sell them on my organization. These are all areas that inform my work today too.”
Tip #2 – Grow your own brand and social media following
“Get on Twitter, LinkedIn and Instagram, and start being active,” suggests Ted. “The skills you learn that take you from 0 to 300 followers are the same types of skills you’ll use in social media marketing for recruitment purposes.
“I’d also recommend getting familiar with free tools like Canva [for graphic design], Crowdfire [for social strategy], and stock photo sites like Picjumbo and Stockvault. These tools will help you produce content marketing assets, like blogs and social posts, which are becoming increasingly valuable for Recruitment Marketing strategy. Content marketing attracts candidates and communicates why they should consider joining your company.”
Tip #3 – Remember your own candidate experience when applying for jobs
“Consider the first thing that piqued your interest about a company. Note the things that irritated you about the application. If you start to consciously consider your own candidate experience, you’ll come up with tons of great ideas that you can use to get ahead when interviewing or positioning yourself for Recruitment Marketing roles.”
The bottom line is that there are many ways to gain experience and become a Recruitment Marketer! People from just about any professional or academic background can be great in Recruitment Marketing if they dedicate time to developing relevant skills in social media and content marketing, networking with people in the industry and finding a mentor, and developing their personal brand.
Lastly, thanks to all of our interviewees for their time and tips! We hope the insight is helpful and we’re excited that you’re considering becoming a Recruitment Marketer. This is an exciting new profession and the more amazing talent we have, the more we can Rally forward and positively impact the Talent Acquisition industry!
Josh Bersin：2018年人力资源技术：比以往更加智能化 HR Technology for 2018 - More Intelligent than Ever
几乎每一位与我交谈的人力资源供应商都声称拥有基于人工智能（AI）的解决方案，预测分析，聊天机器人或其他形式的算法解决方案，以使HR更好。
正如我所了解的所有这些产品，并开始看到他们的行动，让我给你什么寻找提示。
在招聘市场上，数据确实在推动我们的未来。由于社交网络的无处不在以及数十种智能采购和评估工具，我们的研究表明，人工智能正在创造巨大的价值。在您寻找新的招聘工具（采购，候选人评估，智能聊天机器人和移动招聘平台）时，请供应商向您展示其AI如何工作。询问如何作出决定，以及它可能适用于您的例子。这些供应商远远领先于学习曲线，价值将变得清晰。
在面试管理中，也越来愈多的工具开始提供候选人与面试官的协调沟通，自助服务等，比如优面宝，通过自动化的协调沟通机制安排好候选人的面试时间等。
在学习和发展市场上，现在很多学习管理系统（LMS）平台，学习体验平台和微型学习平台都使用人工智能和算法解决方案来推荐内容，策划内容，并通过最合适的内容来指导学习者学习。这些供应商中的许多都有丰富的经验分析通过内容的最佳路径，正确的时间来查看下一个内容，甚至正确的学习模块来查看您的信心，你的理解的主题。学习活动数据现在可以通过体验API或xAPI（一种记录和跟踪学习过程中点击的所有内容的方式）获得，因此所有这些供应商都变得“聪明”。
在员工敬业度和调查市场，同样的AI波即将到来。一系列供应商的产品开始作为参与和脉搏调查工具，现在提供文本分析，情感分析，词云和员工情绪的智能评估。他们中的一些人可以测量信任网络，并使用组织网络分析来识别网络中的可信任人员，甚至指出可能存在欺诈或不良行为的领域。虽然这些软件都不是完美的，但它比单独阅读每条评论要好，可以让管理者更好地了解他们如何与同行进行对比。
在绩效管理市场中，持续绩效管理软件现在通过查看您在工作中获得的反馈模式，提供活动流，公共和私人评论以及组织网络分析。到时候，这些平台会向管理人员推荐学习和辅导，有些已经这样做了。
在员工自助服务和案例管理方面，平台也变得更加智能。您现在不仅可以在线（或通过您的消息系统）与您的员工系统进行聊天，还可以发送消息（“星期五预订我的休假日”），系统将执行交易。很快，它会向你推荐什么课程，如何放慢和放松以及其他员工福利。
我可以继续下去。市场上大多数人力资源工具都包含“人工智能”和“智能”这两个词，越来越多的人开始工作。
虽然这一切都是积极的，而且肯定会让我们的工作更轻松，但是让我也给你一个警告：AI不是魔法; 它只是高度精炼的统计和数学模型，试图根据大量数据预测和推荐行动。如果你没有足够的数据，AI可能没有那么有用。所以听起来很令人兴奋，我建议你让供应商给你一个真实世界的演示，并尽可能多的参考。
在我看来，AI，预测分析，情感分析，视觉识别和自然语言界面的成熟速度比我们预期的要快得多。所有这些都将影响我们的人力资源技术。只要确保你买的东西确实符合你的需求，并且你所实施的“智能”在你的组织需要的领域是聪明的。
Josh Bersin是德勤咨询（Deloitte Consulting LLP）Bersin™的负责人和创始人。本文件中使用的“Deloitte”是Deloitte LLP的子公司Deloitte Consulting LLP。请参阅www.deloitte.com/us/about，了解我们法律结构的详细说明。根据公共会计规则和条例，某些服务可能无法向证明客户提供。
以上由AI翻译，下面是英文原文：
Almost every HR vendor I talk with claims to have artificial intelligence (AI)-based solutions, predictive analytics, chatbots or some other form of algorithmic solution to make HR better. As I've learned about all these products and started to see them in action, let me give you tips on what to look for.
In the recruitment market, data is really driving our future. Thanks to the ubiquitous nature of social networks and dozens of intelligent sourcing and assessment tools, our research shows, AI is creating significant value. As you search for new recruiting tools (sourcing, candidate assessment, intelligent chatbots and mobile recruiting platforms), ask the vendor to show you how its AI works. Ask to see how decisions are made and for examples of where it might apply to you. These vendors are well ahead of the learning curve, and the value will become clear to you.
In the learning and development market, many learning management system (LMS) platforms, learning experience platforms, and micro-learning platforms now use AI and an algorithmic solution to recommend content, curate content and guide learners through the most appropriate content to learn. Many of these vendors have extensive experience analyzing the best path through content, the right time to view the next content and even the right learning module to view based on your confidence in your understanding of the subject matter. Learning activity data is now available through the Experience API, or xAPI (a way to record and track everything you click on while learning), so all these vendors are becoming "intelligent."
In the employee engagement and survey market, the same AI wave is coming. A flurry of vendors whose products started as engagement and pulse survey tools now provide text analytics, sentiment analysis, word clouds and intelligent assessment of employee sentiment. Several of them can measure trust networks and use organizational network analysis to identify trusted people in your network and even point out areas of potential fraud or bad behavior. While none of this software is perfect, it's better than trying to read every comment individually and can certainly give managers a better idea of how they stack up against their peers.
In the performance management market, software for continuous performance management now provides activity streams, public and private comments, and organizational network analysis by looking at the patterns of feedback you get on the job. In time, these platforms will recommend learning and coaching to managers, and some do this already.
In the area of employee self-service and case management, the platforms are also getting smarter. Not only can you now chat with your employee system online (or through your messaging system), you can send it messages ("Book my vacation day on Friday") and the system will perform a transaction. Soon, it will actually make recommendations to you on what courses to take, how to slow down and relax, and other employee benefits.
I could go on and on. It feels like the words "AI" and "intelligent" have been included on most HR tools in the market, and more and more of this is starting to work.
While all this is positive and definitely making our work lives easier, let me also give you a warning: AI is not magic; it is simply highly refined statistics and mathematical models that try to predict and recommend action based on a mass amount of data. If you don't have enough data, the AI may not be as useful. So as exciting as it sounds, I recommend you ask the vendor to give you a real-world demo and talk with as many references as you can.
There's no question in my mind that AI, predictive analytics, sentiment analytics, visual recognition and natural language interfaces are maturing far faster than we expected. All of this will impact our HR technologies. Just make sure that whatever you buy really fits your needs and that the "intelligence" you implement is intelligent in the areas of need for your organization.
Josh Bersin is principal and founder, Bersin™, Deloitte Consulting LLP. As used in this document, "Deloitte" means Deloitte Consulting LLP, a subsidiary of Deloitte LLP. Please see www.deloitte.com/us/about for a detailed description of our legal structure. Certain services may not be available to attest clients under the rules and regulations of public accounting.
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