HR Departments Turn to AI-Enabled Recruiting in Race for Talent
HR Departments Turn to AI-Enabled Recruiting in
Race for Talent
As the battle for talent becomes more competitive,
companies are turning toward artificial intelligence to help with recruiting
and other human resources tasks
By Sara Castellanos March 14, 2019 5:54 p.m.
ET
Artificial intelligence is helping companies across industries
answer human resources-related questions, automate some HR tasks and suggest
jobs to prospective candidates. In the future, the technology will become even
more common in hiring and recruiting, executives say.
“It’s pervasive in all aspects of how we think about people,
getting the right people on the right projects and building careers,” said Jeff
Wong, chief innovation officer for Ernst & Young, which brands itself as
EY.
EY in 2017 launched an AI-powered chatbot named “Goldie” that
has answered more than 2.2 million questions for employees across 138 countries
to date. Now, the company, which hires about 65,000 people annually, is
considering ways to use artificial intelligence to help human resources staff
select qualified candidates. “We’re trying to be particularly thoughtful about
how we apply AI in this particular circumstance,” Mr. Wong said. Emphasis on
diversity, inclusion and fairness are requirements for such an AI system, he
said.
Eventually, AI could offer personalized recommendations for training programs
that could be useful for career development, Mr. Wong said. It could also
suggest which employees should be assigned to specific teams, in order to get
the highest-performing teams possible, he said.
About 23% of organizations using some artificial intelligence
said they were doing so in the human resources and recruiting domain, according
to a 2018 Gartner Inc. study
of about 850 respondents in the U.S. and Canada.
The use of AI in human resources is
becoming more important as companies across all sectors compete against each
other for talent, executives say. By 2030, there will be an estimated global
talent shortage of more than 85.2 million people, which could result in $8.45
trillion worth of unrealized annual revenue, according to a 2018 study by
executive-search firm Korn Ferry.
LinkedIn Corp., owned by Microsoft Corp.,
offers AI-based services for business clients including one that launched last
fall for companies looking to make strategic business decisions that involve
hiring.
For example, the software can show
how competitive the technology talent pool is in a specific location where a
company is considering opening an office.
The data used to develop its AI algorithms comes from profiles
of its more than 610 million members and tens of thousands of skills and
titles. LinkedIn also uses behavioral data, such as specific jobs that a
candidate applies for, to learn about their interests.
But its AI capabilities aren’t meant to replace human staff,
said John Jersin, vice president of product management at LinkedIn Talent
Solutions.
“There should
always be a human in the loop when there’s important decisions about hiring
being made,” Mr. Jersin said. Computers might be able to get to an answer
faster, with less effort or cost, he said. “But it’s not necessarily going to
be the best or fair answer,” he said. The company works to address fairness in
its AI services, he said. For example, its recruiting software contains a
feature in which each page of candidate search results accurately reflects the
gender distribution for that specific job and location.
Citizens Bank NA, a subsidiary of Citizens Financial Group, launched an
AI-powered career coach for about 1,500 employees named “Myca” in a pilot
program last year. Myca, short for “my career,” suggests new jobs, training,
videos to watch and periodicals to read based on employees’ career interests.
The chatbot, developed with International Business
Machines Corp., is being tested partly as a
way to fill training gaps and match employees with open positions they aspire
to, said Kristi Robinson, executive vice president and head of talent
acquisition at the bank.
Myca is expected to launch to about 18,000 employees at the end
of this year or early next. “AI is absolutely reinventing recruiting in a very
exciting type of way,” said Ms. Robinson, who has been in the recruiting
industry for 20 years. “It’s the biggest game-changer I’ve seen in a long
time.”
IBM is using its own artificial intelligence platform tailored
for human resources functions, called Watson Candidate Assistant, to infer
specific skill-sets from the roles on a candidate’s resume. If a resume lists
work on an advertising campaign over the past year, Watson can infer that the
work involved digital marketing skills, for example. The technology then
presents the candidate with several job opportunities that they might be
qualified for based on their skills. “It gives you the opportunity to apply for
jobs that you’ve probably never thought of,” said Amy Wright, managing partner
of IBM Talent & Transformation.
The use of artificial intelligence in the human resources
division has been growing over the past five years at IBM, she said. “It’s
really infiltrated every function in HR,” she said.
Watson learns from the 3 million job applications IBM receives
annually. The technology knows the specifics of IBM’s jobs in 170 countries,
understands the skills needed for each job and maps that to the data coming in
from job applicants, according to a spokeswoman for the company.
Another AI-based tool, Watson Recruitment, helps prioritize
resumes for recruiters without considering personal details like age or gender.
The technology frees up recruiters to spend more time with
candidates and chasing down referrals, Ms. Wright said. “The bottom-line
business results are strengthened,” she said.
Even more powerful in the future, Ms. Wright said, is the
combination of AI and blockchain, a ledger system where data could be encrypted
and unchangeable. Blockchain could ensure that a candidate’s job history is
pre-confirmed, and an AI system could find and offer jobs to the right
candidates without their applying, she said.
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