GROW: Using Artificial Intelligence to Screen Human Intelligence
Homework questions:
What are the pros and cons of the company's approaches to using people analytics for talent acquisition
and development?
As the cas
...
GROW: Using Artificial Intelligence to Screen Human Intelligence
Homework questions:
What are the pros and cons of the company's approaches to using people analytics for talent acquisition
and development?
As the case study shows, there are several advantages of adopting AI for human
resources processes. However, many drawbacks to this new technology can be found as
well.
As for pros, the first thing that I would like to highlight is the advantage related to the
generation of applicants. Since many people have changed their attitudes in response
to the disruption, having a user-friendly app to apply for different companies could be a
plus for the younger generation. Second, there is a great benefit that all three
companies analyzed in the case have in common. AI application helps companies to
enhance their candidate’s pool. It is shown in the case of how AI application allows
companies to go beyond their traditional pool by finding hidden promising talents who
were screened too early in the selection process often due to the limited number of
internal resources and the tremendous number of applicants. Also, there is the benefit
of overcoming geographical limits. As the example of Septeni Holding shows, using AI
they were able to reach people outside the company’s location. As a consequence,
there is an aspect related to the increase in employer branding among students who
start recognizing companies’ value. Then, it is also underlined how using artificial
intelligence companies can collect several applicants’ data (previously collected during
in-person or group interviews). Mitsubishi Corporation’s example shows another
advantage of using AI for recruiting. They created an “ideal” candidate for the company
using the GROW database matches. This case shows how through AI a company can
reach high potential people who otherwise had not discovered it. Finally, when
candidates are too many the process becomes complex to keep up, so the quality of
new hires suffers as a consequence. Thus, automatized processes help in keeping the
quality constant over time.
As for cons, first, there is the important loss in the value of human interaction; while one
the one hand, it is true that using AI the candidate’s experience might improve, the
drawback related to the missing of human interaction and the intimidating nature of the
technology could be seen as an issue. Moreover, the assessment remains at a shallow
level, there isn’t the opportunity to investigate deeply on a specific individual’s
dimension with follow-up questions. From a company perspective, there is an issue
related to finding the key competencies and abilities and making them into valid
questions able to predict future performance. From the candidate’s perspective, while it
is shown how they are comfortable and willing to use apps to apply for a company, it is
also true that in this way the hiring process becomes more structured. It doesn’t exist
people subjectivity anymore, every step is standardized, and the applicant’s answers
are rated and evaluated mechanically. For this reason, while it is true that there is the
benefit of overcoming geographical issues, for someone the process might be too
demanding and even demotivating.
Should Fukuhara turn on the most advanced part of the AI engine, allowing GROW not just to provide
recommendations to clients about whom they should hire, but also (based on performance and attribute
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