In an ironic turn of events, it is likely that the increasing presence of artificial intelligence (AI) in the hire will ultimately drive the infusion of “humanity” into the resume, interview, and hiring process in a way never before seen.
We generally see AI today as a tool to match candidate skill sets to job openings and benchmark salary data, however AI has the ability to create an opportunity for tomorrow in which there is a much clearer articulation of the unique contributions and values of candidates. An environment in which candidates can be more successfully matched to organizations with shared values.
Imagine an era in which resumes not only demonstrate professional skills, the employment timeline, and education but in addition market candidate preferences for organizational values. Different from visually enhanced resumes with flashy infographics, this new resume format would include a "Values" section in which candidates indicate their social values and the type of organization they would consider working for. For example, we might see in a "Values" section with statements such as "Seeking organizations with philanthropic endeavors," "Family (or pet!) friendly culture required" and even "Preference for organizations supporting green energy initiatives." In tandem with the rise of freelancer management systems (FMS) and the gig economy, applicants are increasingly selective in their clients and employers and the current tools available in the selection process (interview, word on the street, references) fall short of guaranteeing successful selections.
The beauty of this evolved approach is that it allows for a more timely and effective analysis of "fit" during the hiring process. It is also a process that algorithms could support. While this impact is likely an unplanned one, there is tangible value to both candidates and employers.
Those along the supply chain responsible for ensuring the best available talent meets demand can take advantage of the influence of AI to shape workforce management. Some thoughts to consider:
Articulation and communication of vision and strategy - Internal stakeholders including procurement and HR must ensure that the end users responsible for selection of talent understand the value proposition for this approach.
Bias control – Stereotypes and reputations will continue to influence the selection process for those involved in the selection process including candidates. Internal and external talent stakeholders (ie staffing firms) must facilitate an objective selection process and minimize the influence of biasing factors including gender, race, and socioeconomic data.
Linking the organization's vision to its' behaviors – Candidates with strong values are looking for examples of how the vision is translated into operations. An organization with a strong commitment to diversity hiring should market the contribution of thought diversity "beyond the hire."