Talent acquisition International
The New Frontier for Talent Acquisition in the Digital Age (Graduating Headhunters into HeadTech Hunters) Current / Impending / Projected Vacancy
New frontier for talent acquisition in the
DIGITAL AGE Artificial Intelligence starts a whole new ball game for recruiters.
F
inding the right talent for the Digital Age has become increasingly critical for competitive organisations as the relevant dynamic demands keep revising the roles/skill sets that are needed to succeed in the future. The steady influx of AI-enabled entities in the workplace has been a key factor in the respective context as the notion of the ‘right talent mix’ now involves both ‘human’ and ‘non-human’ team members. Consequently, this has put significant strain on the historically cozy and secure relationship between recruiting firms, especially, in the ‘retained’ category, and their corporate clients as conventional/ unconventional recruitment approaches favouring induction of ‘human talent’ are not deemed to be in optimised congruence with the organisational imperatives of higher efficiency, faster productivity, refined timeliness, seamless manufacturing/ services, and consistently innovative offerings to remain relevant in the face of disruptive influences/ competitors. As a result, the recruiting firms are having a hard time distinguishing themselves significantly from their competitors in terms of facilitating the hiring of capable talent. Generally, astute networking/ relationship techniques and fancy tech/graphics/ analytics support are deployed to gain favour with current/potential clients to ensure a steady stream of business, and the more successful ones are generally run on the principle of ‘who they know’, rather than, ‘what they know’. However, such ‘tried and tested’ methods are increasingly being
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upstaged with the rapid induction and deployment of AI-enabled entities that marginalise ‘human talent’ considerations due to their perceived and actual benefits. Additionally, the technology being used/developed/ foreseen within the realm of talent acquisition is poised to phase out recruiting firms/headhunters/ assessment centres themselves. Examples in the respective context include the prospect of Artificial Intelligence (AI)-enabled assistants such as Alexa (Amazon), Siri (Apple), Google Assistant (Google, Cortana (Microsoft) and others becoming recruitingassistants by analysing candidate data/information on the organisation’s website, Augmented Reality (AR) providing real-time interview support, such as interviewers wearing AR glasses that can analyse human expressions/body movements to gauge the validity/truthfulness of responses, Virtual Reality (VR) headsets that create scenarios analogous to real-life situations/challenges for a particular role/ function given to candidates for gauging insights into their abilities as an alternative/replacement for timeconsuming/resource-draining /expensive/immobile assessment centres, etc. This mandates a strategic rethink of how recruiting firms can remain relevant in the Digital Age by embracing/evolving into a new form of recruiting/talent acquisition paradigm that caters to both ‘human’ and ‘non-human’ workforce. Consequently, the term ‘HeadTech Hunter’, rather than, ‘Headhunter’ is proposed in the respective context to enable compatibility with the following new process of acquiring talent in the Digital Age:
Is there a technology, especially, AI-enabled, that can economically, productively and qualitatively do the job better than a human?
I don’t know
Yes
Engage relevant assistance (internally / externally)
Acquire and train on the respective technology
No
Are there qualified / suitable internal candidates
Funtionally integrate within the organisation
No
Supervise, monitor and review performance periodically according to desired levels
Activate external talent acquisition processes / procedures
Correct / adjust / update timely to accomodate changing needs / further enhancements
Yes
Vacancy filled, relevant talent pipelines streamlined and succession plan(s) updated
Activate internal talent acquisition processes / procedures
Created and Developed by Murad Salman Mirza The aforementioned process starts with a current/ impending/projected vacancy becoming open that leads to a decision pertaining to the availability of any technology, especially AI-enabled, that can economically, productively and qualitatively do the highlighted job better than a human. There are three paths shown as a consequence of such a decision: ‘I don’t Know’, ‘Yes’ and ‘No’.
I don’t know
This path is an acknowledgement by the HR/talent acquisition/leadership function of the organisation
grappling with the current/impending/projected vacancy that they don’t have the expertise to gauge whether an alternative to hiring a human exists in the market. Consequently, it prompts the designated/assigned person to seek internal/ external assistance in terms of gaining a firm answer in the respective context. An example of internal support in the respective context is the IT function since they are normally the premier source for technological advancements for the organisation. External examples of soliciting information include, OEMs (Original Equipment Manufacturers), vendors/ resellers of relevant Tech/AI-enabled equipment, HR FUTURE · DECEMBER 2018 21
Philosophy
Tech/AI-themed shows/exhibitions/conferences and others.
Yes
best option to perform the functions of the current/ impending/projected vacancy. Consequently, it leads to seeking suitably-qualified candidates from within the organisation in the first instance by activating the relevant internal talent acquisition processes/ procedures. In case no internal candidate can meet the job specifications, the relevant external talent acquisition processes/procedures are activated to fill the respective vacancy from outside the organisation. Subsequently, the pertinent talent pipelines are streamlined and succession plan(s) updated by taking prudent measures in minimising any disturbances and associated risks.
This path is a resolute affirmation of the existence of an effective alternative/replacement for the human talent to perform the functions of the current/impending/projected vacancy. It provides an incentive for the organisational leadership to explore/consider/invest in the technology, especially, AI-enabled, that can provide cost-effective and highly-efficient way of achieving their strategic/ operational goals and gain a profound business edge over their competitors without falling foul of any applicable labour laws/rules/regulations. It Food for thought entails the acquisition and training on the respective The rapid intake of AI-enabled entities in the technology, especially, AI-enabled, by suitably workplace is changing the very nature of qualified personnel who will be fewer progressive organisations and how in number and with a much higher they operate in terms of remaining level of technical skill set required relevant in the Digital Age. This has for the conventional humana considerable ripple-effect on to-human engagement. It the ecosystem that facilitates will require careful functional the effective achievement of integration of the respective organisational imperatives. The steady influx of AI-enabled technology, especially, AIRecruiting firms/headhunters entities in the workplace has been enabled, with the applicable are one of the primary affected a key factor in the respective interfaces (human and nonparties and have to inculcate context as the notion of the ‘right human) to ensure a seamless timely changes within their own talent mix’ now involves both operation. ‘human’ and ‘non-human’ way of functioning that can help Subsequently, it will require the team members. them align with the evolving needs/ timely supervision and monitoring expectations of their current/potential by capable personnel to assure and clients that are no longer amenable ensure that the respective technology, to the thought of ‘hiring/inducting’ only especially AI-enabled, is delivering on human talent and would prefer working with its marketed/stipulated merit. A periodic review those partners that can provide a wider bandwidth at the senior/top management level on the of efficient/effective options for them to take efficacy of its deployment will provide additional astute decisions for safeguarding their future in the perspectives and any corrective/preventive actions Digital Age. This opens the horizon for strategic required to avoid derailment of the respective collaboration/coordination between the inventors/ investment. This will also include close coordination/ manufactures of the AI-enabled entities and the collaboration with the inventors/manufacturers to recruiting firms, thus, ushering in the era of the have additional relevant insights, for example on headtech hunter … longevity, maintenance, durability, dependability and effectiveness, among others. Murad Salman Mirza is a Committed Organisational Architect, Positive Change Driver, No Unrepentant Success Addict and a globally This path is a firm admission on the basis of published author based in the United Arab Emirates. available evidence that human talent is still the
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Understanding how people think Get comfortable for a “fireside chat” with some of the greatest minds the world has known.
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s a brand and communication strategist I am constantly asked how people think. Lately this usually focuses on Millennials (looking at a lot of what’s on social media, one is inclined to ask – do they?), but given that Aristotle made the point some time ago that there is nothing new under the sun and given that between then and now a whole raft of philosophers has been trying to answer this question (philosophy: the study of the fundamental nature of knowledge, reality and existence), I thought I’d check back on what they said. Fortunately, I found an excellent book to help: A Little History of Philosophy by Nigel Warburton. I hope he doesn’t mind that I have summarised it down to a conversation: SOCRATES (2,400 years ago): They say I started it all by asking questions. Who are “they”? PLATO (Also 2,400 years ago): They are simply a form, an idea in your mind. ARISTOTLE (Also 2,400 years ago, which tells you how much time the ancient Greeks had on their hands – sorry – minds): Whoever they are, I hope they are seeking happiness, by exploring their reality in all its intricate wonder, using their senses, not for fleeting moments of bliss, but to find character: which is the right emotion at the right time, to form relationships on the right behaviour.
Part 1
simple: seek pleasure, avoid pain. The best way to live is to keep your desires simple, because that way they will be easy to satisfy and you will have energy to enjoy the things that matter. A pleasant lifestyle is a simple lifestyle: be kind to those around you and you will be surrounded by friends. Come, sit at my table. And don’t worry about death – it’s like worrying about where you were before conception: I was not; I have been; I am not; I do not mind. ZENO (34 - 262 BC): Whatever. CICERO (106-43 BC): It’s about attitude. There’s nothing you can do about things like growing old, but if you have the right attitude you can make the most of it. SENECA (1BC - AD 65): It’s not that life is short, it’s that you mustn’t waste time. Being out of control, drifting through life without actively seeking experiences that are valuable and meaningful – that is a problem. Get a life. EPICTETUS (AD 55 - 135): Oh yes, whatever happens, be stoical: the mind can remain free even if the body is in chains. Our thoughts are up to us.
PHYRRO (365 - 270 BC): I’m sceptical. Frankly no one knows anything. I’m not even sure I’m right about that. Best not to care.
AUGUSTINE (354-430): I agree with Plato. I agree with the power of reason. There is so much that can happen, so much of it so evil that it causes one to question God. But that is wrong because whatever happens we have free will that allows us to act morally, to keep our passions under control by the power of the reason that God bestowed on us.
EPICURUS (341 - 270 BC): Come and join me in my garden, Phyrro. Let’s be a little bit practical. It’s
BOETHIUS (475 - 525): True. True happiness comes from the inside, from the things you can control. HR FUTURE · DECEMBER 2018 23