英文阅读：（人工智能与人力资源）AI and human understanding will win the war for talent
简单讲就是AI人工智能与人力资源是一个好的结合点，尤其是招聘面试的时候，AI可以更好的帮忙搜索简历，进行人才搜寻。
同时面试的时候可以用人工智能的聊天机器人与候选人进行基础的面试管理安排以及与面试官进行协作。这块国内专注面试管理服务的优面宝已经开始这方面的工作。在前期职位分析与人才匹配阶段国内很多招聘服务机构也开始了各种的AI机器人的工作。
一切都在路上！人工智能在人力资源上的机会刚刚开始！
One of the most well known tropes in startup and tech culture is that your business is only as good as the team behind it. You can’t do anything without having a strong team, and the most important job for every manager is to hire quality talent that fits into the preexisting team dynamics. The HR and recruiting industry has dedicated itself to finding the people who are right for your company, but the process of skimming resumes and calling in highly rated candidates for an interview hasn’t changed for the past decade or so.
However, the newest trend, AI, is infiltrating all industries. While it might be a very good thing, you shouldn’t put all your hiring eggs in that AI basket. The best solution combines the strengths of HR and AI.
AI in the hiring process
We’ve all been hearing (and reading) about how AI will completely take over our lives. We’ve also been frightened into thinking it will soon replace all of us. While the job of getting people jobs will not be replaced by AI anytime soon, the tech can offer major improvements to the process.
To find the right talent, you need to have the ability to scan resumes quickly, read people immediately, and imagine the future of the applicant sitting in front of you. While some of that work can be replaced by AI, currently we are nowhere near an AI that can read people and assess their fit within the culture of the workplace. But some of the processes for finding the right people to join your company — such as immediately asking for more information, screening, and highlighting special candidates — can be done more quickly and efficiently with AI.
The integration of AI is not just about saving the company time and resources. It also saves time and uncertainty for the candidate. Getting back to top talent to set up an interview a week from now is the best way to have them move on to the next opportunity. If you can provide instantaneous feedback on every application, you get a leg up over other companies looking to snag that candidate, instead of wasting their time and missing a hire.
Onboarding with chatbots
The optimal way to maximize efficiency is combining human and technological resources. A chatbot can onboard new candidates as quickly as possible, as opposed to a form that might never get filled out. If you build a real AI chat bot, you can give candidates real-time feedback on their applications and ask questions to gather information before any interview is scheduled. The bot can even automatically analyze the candidate’s resume and information while onboarding and give them real-time responses relevant to them, making sure that the right people get called in for an interview and that the interviewer has the right information before even asking the first question.
After the chatbot has done its job and flagged the relevant candidates according to your parameters, the human element kicks in. Hiring managers don’t have to read the whole resume, supporting documents, and answers to a questionnaire because AIs can create a personalized summary of documents. The AI behind the hiring process can create a five-bullet summary of everything that’s important to know about each candidate. It can even set up the interview on its own. This means even small companies where C-level executives do the hiring don’t waste time on pre-interview screening, and interviewers have concise information about each candidate before they walk in the room.
The interview is where the human intelligence and expertise shine. Things like a candidate’s cultural fit, connection, and ability to work with others, along with the hiring manager’s overall impression of a person, are vital. Humans can focus on what they do best and automate the rest.
The future of AI in recruiting
At the end of the day, hiring a person doesn’t just hinge on facts and figures, it depends on who they are. And that’s something AIs still can’t assess. But the process of going through those facts and figures to see if someone is qualified can certainly be automated by an intelligent bot. The value is increased by the fact that you can onboard and convert candidates quickly, meaning top talent will be more likely to work for you and you’ll take less time filling important positions at your company. The combination of AI and human understanding is what hiring managers need to win the war on talent — and save a few dollars, as well as time.
Moritz Kothe is the chief executive officer of kununu, a place to find and share workplace insights.
An Email From Elon Musk Reveals Why Managers Are Always a Bad idea
By Chuck Blakeman Founder, Crankset Group @ChuckBlakeman
Survey.com's annual "Wasting Time at Work" report revealed that if you eliminate managers completely, you remove 75 percent of the reasons someone will leave your company. There is a simple reason for that. They're in the way, literally. Elon Musk knows that, and isn't alone.
Before Elon Musk, There Was Gore
Bill Gore, co-inventor of Gore-Tex and founder of the $3.3 billion company W. L. Gore, understood the idea implicitly and built his entire company around self-managed teams and the absence of managers of any kind. In 1976, he published a simple paper called "The Lattice Organization" that described how a company of any size (Gore has 10,200 staff) could run much better without managers. He expressed the simplicity of an organization designed around the Lattice concept in the following illustration.
The message: collaborate with whomever you need to, whenever you need to, without ever going through a manager to get to anyone.
This brilliantly simple illustration of an organization built around efficient and effective communications makes it very clear that if you need something from someone else in the organization, you go to that person. If your team needs something from another team, you go to that team. In the Lattice Organization, there are no managers, or inboxes and outboxes at multiple levels, or politics and departmental fiefdoms to wade through. Today, there are nearly a hundred very large companies like W. L. Gore that operate this way and thousands of smaller ones.
An Enduring Truth
The Lattice Organization continues to spread. An internal email, revealed only recently, from Elon Musk to all Tesla staff shows that Musk intuitively understands that managers add no value in pushing great ideas forward, but instead are more likely to slow down innovation, communications, and production. It's the Lattice concept clearly articulated once again, 40 years later by a business leader of the next generation:
From: Elon Musk
To: All Tesla Staff
Subject: Communication Within Tesla
There are two schools of thought about how information should flow. By far the most common way is chain of command, which means that you always flow communication through your manager. The problem with this approach is that, while it enhances the power of the manager, it fails to serve the company.
To solve a problem quickly, two people in different depts should simply talk and make the right thing happen. Instead, people are forced to talk to their manager, who talks to their manager, who talks to the manager in the other dept, who talks to someone on his team. Then the info has to flow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon find themselves working at another company. No kidding.
Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the benefit of the whole company.
You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is to ensure that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility.
One final point is that managers should work hard to ensure that they are not creating silos within the company that create an "us vs. them" mentality, or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves, or see their success as relative within the company instead of collective?
We are all in the same boat. Always view yourself as working for the good of the company and never your dept.
Thanks, Elon
W. L. Gore never had to send such an email, and if Musk is serious about keeping managers from being obstructionists, he would do well to eliminate them altogether as Gore and many other companies have done. But clearly Musk gets that they don't naturally add value to the communications and innovations chains. To the contrary, their natural obstructionism must be mitigated against as a firing offense.
Loyalty to the Hierarchy
Is your company addicted to serving hierarchies or getting things done? Musk warned that managers will get fired for even allowing communications to go through them. In almost all companies, people get fired for going directly to the source of an answer instead of paying homage and worshiping at the feet of the hierarchy. In companies with managers, Dilbert reigns, and the only solution is an email from the top of the pyramid demanding that managers stay out of the way.
As Musk says and Gore illustrates, this is all incredibly dumb. Yet most companies continue to allow managers to exist, slow things down, and gum up the works with power struggles and politics, in the face of simple logic that says they don't add value. Musk warns that people should get fired for getting in the middle of collaboration, yet that is at the very core of a manager's job -- to get in the middle of everything.
Unencumbered Communications
Do you want yours to be a great company with 100 percent engagement where everyone works for the company, instead of some incredibly dumb, departmental fiefdom? Eliminating the requirement to communicate through managers is a great step in that direction. A hundred large companies and thousands of smaller ones have already figured that out.
It's your turn.
原文链接：https://www.inc.com/chuck-blakeman/an-email-from-elon-musk-reveals-why-managers-are-always-a-bad-idea.html
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