SHRM观点：2018年HR必须关注的6个HRTech的发展趋势AI, bots and digital twins will shape the year.
Aliah D. Wright
2018年，随着人工智能（AI），机器人，预测软件和增强现实技术的重塑，物理和数字世界将继续融合。
首先接受人工智能将塑造组织环境，特别是智能系统学会适应用户的需求。“我们不再需要学习这些软件，”位于北卡罗来纳州Raleigh的技术公司WalkMe的总裁兼联合创始人Rephael Sweary说道，“AI已经在更多地了解我们的个人角色，行为和行动，以个性化我们使用人力资源和其他商业软件。“
根据研究公司Gartner发布的2018年度十大战略技术趋势， 企业平台也将发展为提供更自然和沉浸式的互动。
Sweary说，这样的进步将使人力资源专业人员能够显着减少学习和开发预算和资源，因为采用了可以根据情况指导人们如何使用任何系统的技术。
据Gartner称，2018年影响人力资源最多的六大趋势将是：
1.区块链。这项技术对于希望更有效地验证候选人的招聘人员具有希望，并且对于想要使其组织的全球薪酬流程成本更低且更及时的薪资管理者而言。区块链使用加密的公共记录的数字分类账，将公共记录结构化为称为区块的数据集群，并分散在网络中。这是一个功能强大的工具，用户可以找到可靠且易于浏览的工具 专家预测，HR将在未来18-24个月内开始使用区块链。
2. AI基础。据Gartner报道，制造自主学习，适应和行动的系统至少将成为技术供应商的重点。人工智能将用于改善决策制定，重塑工作流程并改善客户体验。它将推动到2025年数字商业计划的投资回报。
3.智能应用和分析。公司正在使用AI实践来制作新的应用类别，例如虚拟客户助理和机器人，以提高员工绩效，销售和营销分析以及安全性。智能应用有可能改变工作的性质和工作场所的结构。Gartner表示：“在构建或购买人工智能应用程序时，请考虑其影响将在如何完成，分析或改善用户体验的过程中发挥作用。”
4.物联网（IoT）。人工智能正在推动“智能”物品的进步，例如自动驾驶汽车，机器人和无人机。它还增强了许多现有产品，包括物联网（IoT）连接的消费和工业系统。例如，在某些时候，人力资源专业人员需要雇用可以操作无人机，监视无人机安全并遵守FAA规定的人员。
5.数字双胞胎。此工具是真实世界实体或系统的数字表示。来自多个数字双胞胎的数据可以汇总为真实世界实体的综合视图。例如，未来的人类模型可以提供生物识别和医疗数据，而数字双胞胎将允许进行高级模拟，报告解释道。数字双胞胎在物联网项目的背景下可以通过帮助用户响应变化，改进运营和提高性能，显着改善企业决策。
6.会话平台。想想Alexa或Siri。在人力资源部门内部，这些计划可以通过让员工与团队成员“交谈”来改善员工的自助服务。这些工具将推动人类与数字世界交互方式的下一个大范式转变。随着技术的成熟，“极其复杂的要求将成为可能，结果会非常复杂，”该报告指出。
准备就绪，设置，实施
人力资源领导者如何应对这些技术进步？Gartner分析师建议他们：
使用AI设计业务场景以通知新业务设计。
通过会话平台和增强现实创造更自然和身临其境的用户体验。
通过开发有针对性的高价值业务案例并确定优先次序来支持物联网举措，以构建数字双胞胎并协同开发云计算和边缘计算。
采用基于风险和信任的不断调整的安全和风险战略方法。
如果你不把这些技术趋势归因于你的创新战略，你就有可能失败。“包括数据科学家，开发人员和业务流程负责人在内的多个选区需要协同工作，”副总裁兼Gartner研究员David Cearley说。
Sweary预测，2018年将是人力资源的一个分水岭年，因为节省时间的技术将释放人力资源团队作为其组织内的战略顾问。
“数字化转型始于对员工的理解，HR将在调整公司文化，人才，结构和流程方面发挥关键作用，确保企业选择合适的工具来提供最佳员工数字体验。”
一个美丽的新世界
当Gartner公司的分析师凝视他们的水晶球时，他们看到了未来的情况：
到2019年
大多数领先的数字资产和产品信息管理系统将实施功能，允许品牌自动公开标签和元数据以改善语音和视觉搜索结果。
所有主要公司和零售商中有一半将重新设计其在线网站以适应语音搜索和语音导航。招聘委员会和招聘人员可以效仿。人才搜索引擎已经开始使用工具来帮助招聘人员找到并联系候选人或特定角色，方法是允许他们提出基于语音的搜索查询。
到2020年
人工智能创造的假冒内容将超过AI检测它的能力，这可能加剧不信任和错误信息的扩散。
到2021年
铁道部企业电子超过50％会花更多的每年创造的机器人和聊天机器人比传统的移动应用程序开发。
大多数 稳定经济体的人们会消费比真实内容更多的虚假信息。
到2022年
物联网（IoT）的所有安全预算中有一半将针对“故障修复，召回和安全故障”，而不是保护。
来源： 2018年前十大技术趋势 （Gartner Inc.）。
以上由AI翻译完成，仅供你参考。HRTechChina倾情奉献，转载请注明HRTechChina
Aliah D. Wright是SHRM的前任编辑，现在负责管理SHRM Speakers Bureau。
人力资源杂志Stephan Schmitz的插图。
n 2018, the physical and digital worlds will continue to merge, as the workplace is reshaped by artificial intelligence (AI), bots, predictive software and augmented reality.
Start by accepting that AI will mold the organizational landscape, especially as intelligent systems learn to adapt to users' needs. "We'll no longer need to learn the software," says Rephael Sweary, president and co-founder of WalkMe, a technology company based in Raleigh, N.C. "AI is already learning more about our individual roles, behaviors and actions to personalize how we use HR and other business software."
Enterprise platforms will also evolve to provide more natural and immersive interactions, according to the Top 10 Strategic Technology Trends for 2018 report from the research firm Gartner.
Such advancements will allow HR professionals to significantly reduce learning and development budgets and resources, as technologies are adopted that can contextually guide people on how to use any system, Sweary says.
The six trends that will affect HR the most in 2018, according to Gartner, will be:
1. Blockchain. This technology holds promise for recruiters hoping to verify candidates more efficiently, and for payroll managers who want to make their organization's global compensation process less costly and more timely. Blockchain uses an encrypted, digital ledger of public records structured into clusters of data called blocks and dispersed over networks. It is a powerful tool that users find reliable and easy to navigate. Experts predict HR will begin using blockchain within the next 18-24 months.
2. AI foundation. Making systems that learn, adapt and act autonomously will be a major focus for technology vendors through at least 2020, Gartner reports. AI will be used to improve decision-making, reinvent work processes and revamp the customer experience. It will drive the return on investment for digital business plans through 2025.
3. Intelligent apps and analytics. Companies are using AI practices to make new app categories, such as virtual customer assistants and bots to improve employee performance, sales and marketing analysis and security. Intelligent apps have the potential to change the nature of work and the structure of the workplace. "When building or buying an AI-powered app, consider where its impact will be in the process of how things get done, analysis, or to improve a users' experience," according to Gartner.
4. Internet of Things (IoT). AI is driving advances for "smart" items such as autonomous vehicles, robots and drones. It is also enhancing many existing products, including Internet-of-things (IoT)-connected consumer and industrial systems. At some point, for instance, HR professionals will need to hire individuals who can operate drones, monitor drone safety and comply with FAA regulations.
5. Digital twins. This tool is a digital representation of a real-world entity or system. Data from multiple digital twins can be aggregated for a composite view across real-world entities. For example, future models of humans could offer biometric and medical data, and digital twins will allow for advanced simulations, the report explains. Digital twins in the context of IoT projects could significantly improve enterprise decision-making by helping users respond to changes, improving operations and enhancing performance.
6. Conversational platforms. Think Alexa or Siri. Within HR, such programs could be applied to improve employee self-service by enabling employees to "talk" to members of your team. These tools will drive the next big paradigm shift in how humans interact with the digital world. As the technology matures, "extremely complex requests will be possible, resulting in highly complex results," the report states.
Ready, Set, Implement
How can HR leaders respond to these technological advancements? Gartner analysts recommend they:
Devise business scenarios using AI to inform new business designs.
Create a more natural and immersive user experience with conversational platforms and augmented reality.
Support IoT initiatives by developing and prioritizing targeted, high-value business cases to build digital twins and exploit cloud and edge computing synergistically.
Adopt a strategic approach to security and risk that continuously adapts based on risk and trust.
If you don't factor these technology trends into your innovation strategies, you risk losing ground. "Multiple constituencies, including data scientists, developers and business process owners, will need to work together," says David Cearley, vice president and Gartner Fellow.
2018 will be a watershed year for HR, Sweary predicts, because time-saving technology will free up HR teams to serve as strategic advisors within their organizations.
"Digital transformation starts with understanding your employees. HR will play a pivotal role in aligning company culture, talent, structure and processes to make sure that businesses select the right tools for delivering the best employee digital experience."
A Brave New World
When analysts at Gartner Inc. gaze into their crystal ball, here's what they see ahead:
By 2019
Most leading digital asset and product information management systems will implement features that allow brands to automatically expose tags and metadata to improve voice and visual search results.
Half of all major companies and retailers will redesign their online sites to accommodate voice searches and voice navigation. Job boards and recruiters may follow suit. Talent search engines are already working on tools to help recruiters find and contact candidates or specific roles by allowing them to pose voice-based search queries.
By 2020
AI-driven creation of fake content will outpace AI's ability to detect it, which could fuel distrust and the proliferation of misinformation.
By 2021
More than 50 percent of companies will spend more per year creating bots and chatbots than on traditional mobile app development.
Most people in stable economies will consume more false information than true content.
By 2022
Half of all security budgets for the Internet of Things (IoT) will be directed toward "fault remediation, recalls and safety failures," rather than protection.
Source: Top 10 Technology Trends for 2018 (Gartner Inc.).
Josh Bersin：人力资源在未来工作中的重要作用，比你想的更重要！“我们现在在人力资源部门所做的比我在分析师20年中所看到的更重要。人力资源在新的工作世界中扮演着重要的角色，“Bersin说。
一个新的技术世界
Bersin在这些新的工作环境中讨论了技术的巨大影响，并解释说他在职业生涯的大部分时间都在技术行业工作。他给了观众一个简短的介绍时间表，说明大多数技术在职业生涯初期失败的原因，然后与Elon Musk最近将特斯拉汽车投入太空的例子并成功地做到了这一点。
然后他引用去年最受欢迎的圣诞礼物是Alexa机器人 - 突显了我们生活中不断变化的技术进步。
在与人力资源部门进行技术整合时，人们普遍感受到空气中的恐惧，但贝尔辛还有其他想法。他说：“我们听说过人工智能将如何接管我们的工作，并消除我们所做的大量工作。我们拥有的计算机和技术越多，创造的就业机会就越多。在美国，我们几乎低于4％的失业率; 很多工作已经创建 - 他们只是不同类型的工作。“
Bersin解释说，最近进行的研究研究了自2008年经济衰退以来创造的所有工作，发现其中98％是全新的工作。这些主要是替代性工作协议，可以在角色中提供更多的灵活性。
“员工不知所措。我认为生产力放缓的原因之一是因为我们被电子邮件，文本，社交媒体分心 - 这是一种认知过载。“
保留和生产力
关于创造就业的话题，Bersin表示，失业率目前处于历史最低水平，就业机会无处不在，首席执行官们也知道这一点。他说：“现在，企业的头号问题正在吸引和留住人才。”
他继续说道：“如果我们发现很难吸引和留住人才 - 为什么人力资源专业人员会让我们的生产力受到影响？”Bersin呼吁与会者更有效地使用技术，以便衡量参与度，这是任何人力资源部门最感兴趣的领域。有趣的是，Bersin分享了Glassdoor的一个事实，显示2008年（在经济衰退期间）平均参与分数是3.11，现在10年后，他们已经上升到3.2 - 这并没有太大差别，清楚地表明需要改变。
“员工不知所措。我认为生产力放缓的原因之一是因为我们被电子邮件，文本和社交媒体分心 - 这是一种认知负荷，“Bersin解释说。
然后，他开始讨论千禧一代面临的问题，以及最近的一项研究表明，三分之二的千禧一代认为自己的经济福利不会比他们的父母幸运。Bersin呼吁组织在更广泛的社会中发挥更加全面的公民角色。
Bersin表示需要开发三个人力资源领域：
技术和人工智能
人才的吸引力和保留
生产力和福利
工作的新未来
为了进入这个新的和非常多变的工作世界，Bersin建议领导们深入研究他们可以改善员工整体工作体验的五种方式：
一个新的组织结构
对于公司来说，一个巨大的问题是无法数字化运作，因为组织的结构扼杀了它。公司通常围绕不再适用的工业模式进行组织。数字公司需要拥抱并融入灵活的团队网络，这些团队是独立的，但是相互关联的团队，每个团队最多有五个团队。当人们在物理上位于同一地点时，人们倾向于团队，并且手续被拿走。身体接近创造了亲密关系和亲密关系，这将有助于提高参与度和生产力，并创造共享文化，共享领导力和潜在的新人才实践。
重塑管理
成为教练而不是老板，我们需要管理者赋予人们权力，建立团队，指导人员并收集反馈意见。因此，我们现在需要一个不同类型的领导者。如果我们认为历史上的反馈意见将在调查和评估中每年进行一次，那么我们现在（在德勤）就有一个持续的反馈过程。持续的绩效管理当然已经到来，这有助于指导，发展和识别糟糕的业绩。只有4％的高层管理人员意识到组织内部存在问题，但通过这种新技术浪潮，这些工具可以使员工提供实时反馈。
员工体验
当试图定义影响工作人员的问题时，员工的体验数据至关重要。文化是其中的重要组成部分 - 定义使命和价值观的企业随着时间的推移胜过同行8倍; 当人们融入组织的文化时，他们会对公司的评价更高。为人们提供更健康的工作体验并考虑他们的整体福利也很重要，这需要进入人力资源领域的绩效领域。例如，希望重新设计工作场所可以通过帮助包容性，公平性和业务的整体透明度产生积极影响。
职业革新
在不断变化的职业世界中，我们需要建立更好的职业模式，并考虑老龄化的劳动力队伍。我们如何找到更多高级人员的角色？技术和软技能之间的工作正在形成鲜明的对比。只需要1年的教育，人们就可以接受未来工作的再培训。这个选项可以让人们适应并获得更多技能，领导者应该抓住这个机会。
拥抱新技术
在二十一世纪初，我们经历了一次综合人才管理浪潮，之后我们出现了基于云计算且易于使用的产品（例如参与系统），但工作经验没有得到改善。我们可以聪明地工作，并使用新技术将团队带到一起; 例如，我们可以使用工具自动调查您定期发送电子邮件的人员的技能反馈，然后指导您使用这些技能 - 这些技能将由AI驱动。我们需要一个新的系统来帮助我们管理团队。作为一个人力资源团队，你应该与IT人员讨论这种基于团队的新工具，因为他们将成为未来的人力资源平台。“更多的CEO认为未来的工作是以人为中心的，吨。差不多三分之二的首席执行官认为成为数字业务的关键是拥有新技术，但事实并非如此 - 人是关键。作为首席生产力官，人力资源部门应该扮演一个新的角色，“Bersin总结道。
以上由AI翻译，HRTechChina倾情奉献。转载请注明。
英文原文：
Josh Bersin: HR's Essential Role In The New World Of Work
“What we’re doing in HR now is more important than what I’ve seen in my 20 years as an analyst. HR has an essential role in the new world of work,” Bersin said.
A new world of technology
Bersin discussed the enormous impact of technology within these new working climates, explaining that he’d been in the technology industry for most of his career. He gave the audience a brief
timeline, indicating how most technology failed to work at the beginning of his career, then juxtaposed that with the example of Elon Musk recently shooting a Tesla car into space – and doing so successfully. He then cited that the most popular Christmas present last year was the Alexa robot – highlighting the ever-changing technological advancements we are living among.
There is a feeling of widespread apprehension in the air when technology integration is addressed with HR, but Bersin has other ideas. He said: “We’ve heard about how artificial intelligence is going to take over our jobs and eliminate a lot of the work we do. The more computers and technology we have, the more jobs are created. In the US we’re almost below a 4% unemployment rate; lots of jobs have been created – they’re just different types of jobs.”
Bersin explained that there’s been recent research done that studied all jobs created since the 2008 recession, and found that 98% of them are entirely new jobs. These mainly being alternative work agreements, allowing for more flexibility within roles.
“Employees are overwhelmed. I think one of the reasons productivity is slowing down is because we are distracted by emails, texts, social media – it’s a cognitive overload.”
Retention and productivity
On the topic of job creation, Bersin stated that the unemployment rate now is at an all-time low, jobs are everywhere, and CEOs know this. He said: “Right now the number one issue in business is attracting and retaining talent.”
He continued: “If we are finding it difficult to attract and retain talent – why, as HR professionals, are we allowing productivity to suffer?” Bersin urged attendees to use technology much more effectively, allowing it to measure engagement, which is one of the biggest areas of interest to any HR function. Interestingly Bersin shared a Glassdoor fact, showing that in 2008 (during the recession) average engagement scores were 3.11 and now 10 years later, they’ve risen to 3.2 – which isn’t much of a difference, clearly showing the need for change.
“Employees are overwhelmed. I think one of the reasons productivity is slowing down is because we are distracted by emails, texts, social media – it’s a cognitive overload,” Bersin explained. He then went onto discuss the issues millennials face, and how a recent study showed that two-thirds of millennials believe their own economic wellbeing will be less fortunate than their parents. Bersin urged organisations to take a more rounded and citizenship role within wider society.
Bersin indicated that three areas of HR need to be developed:
Technology and AI
Talent attraction and retention
Productivity and wellbeing
A new future of work
To enter into this new and very changeable world of work, Bersin advised leaders to take a deeper look at five ways in which they can improve the overall working experience for employees:
A new organisational structure
A huge issue for companies is the inability to operate digitally because the organisation’s structure stifles it. Companies are often organised around an industrial model that no longer works. Digital companies need to embrace and incorporate agile networks of teams, which are independent, yet interlinked groups with an optimum number of five within each group. People gravitate towards teams when they’re physically co-located, and formalities are taken away. Physical proximity creates intimacy and relationships, which will help improve engagement and productivity and create a shared culture along with shared leadership and potentially new talent practices.
Reinventing management
Be a coach not a boss, we need managers that empower people, build teams, coach people, and collect feedback. Therefore, we now need a different type of leader. If we consider that historically feedback would be carried out once per year in surveys and appraisals, we now (at Deloitte) have a continuous feedback process. Continuous performance management has certainly arrived, which helps coach, develop and identify poor performance. Only 4% of top management is aware of issues within organisations, but with this new wave of technology these tools can enable employees to provide real-time feedback.
Employee experience
When trying to define the issues that affect people at work employee experience data is crucial. Culture is a significant part of this – companies that define a mission and values outperform peers eight-fold over time; when people fit into the organisation’s culture they will rate your company higher. It’s also important to give people a healthier working experience and consider their overall wellbeing, which needs to move into the area of performance within HR. For example, looking to redesign the workplace could have a positive impact by helping with inclusion, fairness and the overall transparency of the business.
Career overhaul
In a world of ever-changing jobs, we need to build better career models and consider the aging workforce. How can we find roles for more senior people? Jobs are becoming stark contrasts between tech and soft skills. People can be retrained for the jobs of future with only 1 years’ worth of education. This option allows people to adapt and gain more skills, and leaders should be seizing this opportunity.
Embrace new technology
In the early 2000s, we went through an integrated talent management wave, after which we had the emergence of products that were cloud-based and easy-to-use (e.g. systems of engagement), but the work experience hasn’t improved. We can be smart with our working and use new technology to bring teams together; for instance, we can use tools to automatically survey people you email on regular basis to feedback on skills and then coach you on those skills – which will be driven by AI. We need a new breed of system to help us manage teams. As an HR team, you should talk to IT about this new breed of team-based tools, as they will become the HR platforms of the future.“More CEOs understand the job of the future is people-centric, but a lot don’t. Almost two-thirds of CEOs think that the key to becoming a digital business is to have new technology, but this isn’t so – people are the key. HR should have a new role, as Chief Productivity Officer,” Bersin concluded.
Adecco集团以1亿美元左右的价格收购美国招聘创业公司Vettery总部位于瑞士的全球人力资源服务公司Adecco集团今天宣布已收购Vettery。
财务条款没有披露，但知情人士告诉我们，价格略高于1亿美元。
我们已经与Adecco集团联系确认，如果我们收到回复，我们会更新。（更新：一位发言人回应说，该公司没有分享财务细节。）Vettery发言人拒绝发表评论。
Vettery于2014年推出。不久之后，联合创始人Brett Adcock和Adam Goldstein 告诉我，他们希望重塑传统的招聘流程。他们创造了一个市场，在这个市场中，求职者浏览优惠信息，安排与感兴趣的雇主面谈，并在他们找工作时获得Vettery的签名奖金 - 所有这些都由在职员工的“人才高管”提供。
该公司表示，它现在与超过4000名雇主合作填补IT，销售和财务方面的职位。它从Greycroft和Raine Ventures等投资者总共筹集到了1190万美元。
根据Adecco的说法，Adcock和Goldstein将继续领导Vettery团队。
“收购Vettery加快了Adecco集团数字化战略的发展，将我们的产品扩展到快速增长的数字永久性招聘市场，并补充了我们的专业招聘业务，”Adecco集团首席执行官Alain Dehaze在收购发布会上表示。“数字化创新有可能改变招聘行业，而Adecco集团正在率先推出。”
最近Adecco收购的公司包括生命科学人员配备公司BioBridges和职业转型公司Mullin。
Josh Bersin 对此发表评价：Adecco acquisition of vettery for $100M shows tremendous opportunity for "private job marketplaces," a very different model from traditional job boards and advertising.
原文来自：https://techcrunch.com/2018/02/20/adecco-acquires-vettery/
以上由AI翻译完成。
Adecco Group acquires recruiting startup Vettery for $100M
The Adecco Group, a global HR services firm headquartered in Switzerland, announced today that it has acquired Vettery.
The financial terms were not disclosed, but a source with knowledge of the deal told us that the price was a little over $100 million. (It’s not clear how much of that is cash versus stock.)
We’ve reached out to the Adecco Group for confirmation and will update if we hear back. (Update: A spokesperson responded that the company isn’t sharing financial details.) A Vettery spokesperson declined to comment.
Vettery was launched in 2014. Shortly after that, co-founders Brett Adcock and Adam Goldstein told me they were hoping to reinvent the traditional recruiting process. They created a marketplace where job candidates browse offers, schedule interviews with the employers that interest them and receive a signing bonus from Vettery when they take a job — all assisted by an on-staff “talent executive.”
The company says it now works with more than 4,000 employers to fill positions in IT, sales and finance. It’s raised a total of $11.9 million from investors, including Greycroft and Raine Ventures.
According to Adecco, Adcock and Goldstein will continue to lead the Vettery team.
“The acquisition of Vettery accelerates the development of the Adecco Group’s digital strategy, broadening our offering into the fast-growing digital permanent recruitment market and complementing our professional recruitment businesses,” said Adecco Group CEO Alain Dehaze in the acquisition release. “Digital innovations have the potential to transform the recruitment industry and the Adecco Group is taking the lead.”
Recent Adecco acquisitions include life sciences staffing company BioBridges and career transition firm Mullin.
人工智能如何改变人才获取 How Artificial Intelligence Is Changing Talent Acquisition现在大家都在关注招聘AI，并就如何改变招聘方式进行了大量的讨论。招募人工智能是下一代软件，旨在改进或自动化招聘工作流程的某些部分。
作者：Ji-A Min
人工智能对招聘的兴趣已经由三大趋势引发
经济的改善：最近的经济收益创造了一个候选人驱动型市场，这使得人才竞争比以往更加激烈。这一竞争只会继续增加 - LinkedIn调查的 56％的人才招聘领导者认为他们的招聘数量将在2017年增长。
对更好技术的需求：虽然人才招聘预计会增加，但是66％的人才招聘负责人表示他们的招聘团队将保持相同规模甚至缩小规模。这意味着时间有限的招聘人员需要更好的工具来有效地简化或自动化他们的工作流程的一部分，理想情况下用于最耗时的任务。
数据分析的进步：随着技术变得快速和成本效益足以收集和分析大量数据，人才招聘领导者越来越多地要求他们的招聘团队展示基于数据的雇佣质量指标，如新员工的表现和营业额。
人工智能在招聘中越来越受欢迎，这为招聘人员提高他们的能力提供了令人兴奋的机会，但同时也存在很多关于如何最佳利用人才的困惑。
为了帮助您理解这一切，以下是招聘人工智能最有前途的三个应用程序。
应用＃1：AI用于候选人采购
候选人采购仍然是一个主要的招聘挑战：最近的一项调查发现，46％的人才招聘领导表示他们的招聘团队正在为吸引合格的候选人而奋斗。
候选人采购人工智能技术可以搜索人们离线的数据（例如简历，专业投资组合或社交媒体档案），以找到符合您工作要求的被动候选人。
这种用于招聘的AI可以简化采购流程，因为它可以同时搜索多个候选人来源。这取代了自己手动搜索它们的需求，并可能节省每个请求的小时数。您节省采购的时间可以用来吸引，预选和面试最强大的候选人。
应用#2：人工智能进行候选人筛选
当您收到的75-88％的简历不合格时，很容易明白为什么简历筛选是招聘中最令人沮丧和耗时的部分。对于零售和客户服务等大批量招聘，大多数招聘团队没有时间手动筛选他们每个公开角色收到的数百到数千份简历。
AI筛选旨在自动执行简历筛选流程。这种智能筛选软件通过使用岗位聘用数据（例如业绩和营业额）为新申请人提供招聘建议，为ATS增添了功能。
它通过应用所学到的关于现有员工的经验，技能和其他资质的信息来自动筛选和评分新候选人，从而提出这些建议。这种类型的技术还可以通过使用关于以前的雇主和候选人的社交媒体档案的公共数据源来丰富简历。
AI进行简历筛选可实现低价值，重复性任务，并允许招聘人员将时间重点放在更高价值的优先事项上，如与候选人交谈并与其进行交流以评估他们的适合度。
应用＃3：AI用于候选人匹配
与采购相比，候选人匹配可能是一个更大的挑战：52％的招聘人员表示，他们工作中最难的部分是从大型申请人池中确定合适的人选。
用于候选人匹配的AI使用一种算法来识别打开的请求的最强匹配。匹配算法分析候选人的个性特征，技能和工资偏好等多种数据来源，根据工作要求自动评估候选人。
例如，LinkedIn求职公告通过将求职者描述中的技能与其LinkedIn个人资料中的申请人技能进行匹配来对候选人进行排名。人才市场使用匹配算法来匹配候选人社区以开放角色。这些人才市场通常迎合特定的候选技能，如软件开发或销售。
人工智能匹配用于从那些已经加入并且正在积极寻找新角色或者对新机会非常开放的人中找出最合格的候选人。这意味着招聘人员不需要浪费时间来吸引那些对新角色不感兴趣的被动应聘者。
关于人工智能的力量，让候选人与工作岗位相匹配的不同观点，请参阅“ 尽管您阅读或听取的内容，采购活动和确实如此”。
AI和招聘的未来
专家预测人工智能招聘会转变招聘人员的角色。由于低价值，耗时的招聘任务通过人工智能技术变得简化和自动化，招聘人员的角色有可能变得更具战略性。
了解AI如何提高其能力的招聘人员将通过在采购，简历筛选和候选人匹配方面节省几十个小时，从而提高效率。
人工智能招聘承诺释放招聘人员与候选人交流的时间，以确定合适人选，并确定候选人的需求并希望说服他们担任角色。它有可能授权他们与招聘经理和人才招聘领导者合作，根据未来增长和收入计划积极的招聘举措，而不是反应性回填。
了解如何最好地利用这项新技术的招聘人员将获得更高的KPI，如更高的招聘质量和更低的营业额。
以上由AI翻译完成。供参考
How Artificial Intelligence Is Changing Talent Acquisition
AI for recruiting is on everyone’s mind these days with a lot of talk on how it’s going to transform recruiting. Artificial intelligence for recruiting is the next generation of software designed to improve or automate some part of the recruiting workflow.
Interest in AI for recruiting has been sparked by three major trends:
The improving economy: The recent economic gains have created a candidate-driven market that’s made competing for talent tougher than ever. This competition will only continue to increase – 56% talent acquisition leaders surveyed by LinkedIn believe their hiring volume will grow in 2017.
The need for better technology: Although hiring is predicted to increase, 66% of talent acquisition leaders state their recruiting teams will stay the same size or even shrink. This means time-constrained recruiters need better tools to effectively streamline or automate a part of their workflow, ideally for tasks that are the most time-consuming.
The advancements in data analytics: As technology becomes fast and cost-effective enough to collect and analyze vast quantities of data, talent acquisition leaders are increasingly asking their recruiting teams to demonstrate data-based quality of hire metrics such as new hires’ performance and turnover.
The growing popularity of AI for recruiting represents exciting opportunities for recruiters to enhance their capabilities but there’s also a lot of confusion about how to best leverage it.
To help you make sense of it all, here are the three most promising applications for AI for recruiting.
Application #1: AI for candidate sourcing
Candidate sourcing is still a major recruiting challenge: a recent survey found 46% of talent acquisition leaders say their recruiting teams struggle with attracting qualified candidates.
AI for candidate sourcing is technology that searches for data people leave online (e.g., resumes, professional portfolios, or social media profiles) to find passive candidates that match your job requirements.
This type of AI for recruiting streamlines the sourcing process because it can simultaneously search through multiple sources of candidates for you. This replaces the need to manually search them yourself and potentially saves you hours per req. The time you save sourcing can be spent attracting, pre-qualifying, and interviewing the strongest candidates instead.
Application #2: AI for candidate screening
When 75-88% of the resumes you receive are unqualified, it’s easy to see why resume screening is the most frustrating and time-consuming part of recruiting. For high-volume recruitment such as retail and customer service roles, most recruiting teams just don’t have the time to manually screen the hundreds to thousands of resumes they receive per open role.
AI for screening is designed to automate the resume screening process. This type of intelligent screening software adds functionality to the ATS by using post-hire data such as performance and turnover to make hiring recommendations for new applicants.
It makes these recommendations by applying the information it learned about existing employees’ experience, skills, and other qualifications to automatically screen and grade new candidates. This type of technology can also enrich resumes by using public data sources about previous employers and candidates’ social media profiles.
AI for resume screening automates a low-value, repetitive task and allows recruiters to re-focus their time on higher value priorities such as talking and engaging with candidates to assess their fit.
Application #3: AI for candidate matching
Candidate matching can be an even bigger challenge than sourcing: 52% of recruiters say the hardest part of their job is identifying the right candidates from a large applicant pool.
AI for candidate matching uses an algorithm to identify the strongest matches for your open req. Matching algorithms analyze multiple sources of data such as candidates’ personality traits, skills, and salary preferences to automatically assess candidates against the job requirements.
For example, a LinkedIn job posting ranks candidates by matching the skills on your job description to applicants’ skills on their LinkedIn profiles. Talent marketplaces use matching algorithms to match their community of candidates to open roles. These talent marketplaces usually cater to specific candidate skill sets such as software development or sales.
AI for matching is used to identify the most qualified candidates from those who have opted-in and are either actively looking for a new role or are very open to a new opportunity. This means recruiters don’t need to waste time trying to attract passive candidates who just aren’t interested in a new role.
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