ECSSA questions about how much Artificial Intelligence impacts on the search & selection process and whether it will replace the human factor.
Let’s face it: Artificial Intelligence (AI) has already carved out a place in the recruitment world.
It has been years since software is able to sort out profiles out of thousands of resumes, just in a few seconds, through typing the key words.
CV scanners are quick at spotting relevant information in the resumes, analyzing the data and finally suggesting whether the candidate might have the right experience or technical skills.
As for the behavior skills, on-line tests do exist, leading to soft skills profiling. Those who believe that on-line test results are reliable will certainly come to the conclusion that a robot can do a proper selection job after all.
But what about the communication skills and emotional intelligence, whose evaluation normally requires a face-to-face interview?
There again, technology seems to be able to do the job Tim Roth is so good at in “Lie to me”.
Candidates can be video-recorded, and a tool is now able to analyze hesitations, modulation of the voice, micro-expressions and many more, leading to valuable information enriching their profile.
So, is it the end of recruitment consulting at least on the assessment side? Surely not.
At the end, the complexity of the decision making will always require human contribution because we know that a successful recruitment is a question of compromise. Compromise between the demonstrated and required skills (it never matches perfectly), taking into account motivations and values of the candidate, those two probably the most difficult features to assess.
More on tools?
pomato.com - “scans all the resumes and provides a ranking report, showing which candidates best match your job requirements (not just keywords)”
hirevue.com - “gather and analyze predictive performance data without the lengthy process of
Along with Personality Profiles, assessments of verbal and numerical applied intelligence have long been included in the armoury of those making decisions about who to choose when filling key vacancies. Although the subject prompts hearty debate amongst both supporters and detractors of such techniques, there is plenty of research based evidence which supports the inclusion of these practices. At CFR UK, we have found that an assessment of personality and critical reasoning i.e. the speed and accuracy of problem-solving in both numerical and verbal contexts, are valuable additions to other recruitment techniques.
A relatively new kid on the block and attracting more interest is EQ or Emotional Intelligence. This is perhaps the missing link which explains the strange anomaly that people with average critical reasoning scores outperform those with the highest scores 70% of the time. EQ has been described as “the something” in each of us which is intangible.
“The rules for work are changing. We are being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other”.
How we handle ourselves and how well we handle other people is at the heart of the EQ concept of. There is heightened awareness for this measure, which is particularly relevant to the modern working environment and it has a profound impact on the judged effectiveness of our work performance. The main emphasis is no longer on what we know, our specialist skills or how well we can solve complex critical problems. These are still important but they count for little in many organisations if the individual has difficulty adjusting to the pace of change and can’t interact effectively with others in the organisation.
EQ has various applications e.g. in performance development and coaching as well as in team development however, its value in selection should not be underestimated. Using trained practitioners, CFR UK is able to assess and compare candidates’ EQ as part of the selection process. It is intended as a “value add” rather than a “stand alone” measure, particularly given that selection decisions should always be taken in the context of the broader job demands. Also, the more techniques included in a selection process, the greater the likelihood of an excellent selection decision.
Like IQ, personality can’t be used to predict EQ and like IQ, personality really doesn’t change much through life although of course learnt behaviour can. Personality, IQ and EQ each cover unique ground and help to explain what “makes a person tick”. Although some people are more emotionally intelligent than others, it is possible to develop higher EQ even if you aren’t born with it.
By offering our clients detail under all three categories, we can provide vital knowledge about a shortlist - not to make a decision for the client but to provide excellent information which the hiring manager can use in making the best choice.
Director of a New Growth Equity Fund (m/f)
Slovenia – growth equity opportunities
Our client is a well-respected Slovenian asset Management Company which is in the process of establishing a new Growth Equity Fund. Slovenia has a population of over 2 million people and has a number of fast growing emerging companies in various segments like: pharma, automotive, bio technologies, as well as IT (Outfit 7 ‘Talking Tom’ founded in Slovenia and sold for over 1 billion EUR). In the last 3 years Slovenia finalised and completed one of its last privatisation processes and recapitalised its banking system. It is currently one of the strongest-growing EU economies, with a healthy export sector.
The Slovenian growth equity market is not yet in the spotlight of the international funds, nor are there many local specialists active in this field. Growth equity investing in Slovenia comes with restrictions in terms of investment size, but due to a limited competition and our client’s in-depth-knowledge of this region, it will offer a number of substantial opportunities to invest in successful local companies in Slovenia and other countries across South Eastern Europe.
We are looking for an ambitious and experienced person who can be the leader of this new venture as a senior member of the team in Ljubljana, Slovenia. Your mission is to set up and lead a small team of investment professionals, with the goal to build a successful SME growth equity fund. In addition, the candidate will be responsible for coordinating and facilitating the work flow with a diverse group of external parties, including consultants, directors, executive boards, supervisory boards, attorneys, general partners and other constituents. As a newcomer in this segment you will get full support from the management board.
This position is a unique opportunity for someone who can think and work as an entrepreneur, and wants to step out of the lime-light of his or her current superior. This position is for a person eager and motivated to make difference and impact in financing South Eastern European companies and helping to accelerate their growth path.
We are looking for a leader – not just a specialist. If you are a person who has comparable experience in institutional private equity, growth eqity or venture capitalinvestment management, is self-motivated, has entrepreneurial and leadership skills, is dedicated and has the ability to analyse investment opportunities and evaluate their risks, and is able to defend investment cases to an investment board or board of directors.
Please send your CV and motivation letter under the code 5444 to firstname.lastname@example.org, or call +386 41 786 828 for more info.
Information will be confidential.