New Frontier for Talent Acquisition in the Digital Age

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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


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