Once upon a time, ATS systems stored millions of stale resumes of any candidate that happened to cross its path. When new roles opened and well-meaning human beings attempted to apply or refer, these systems would mostly say, “Resume already exists in database.” If one were lucky, the ATS would say, “Hey! New resume. Let me replace the old one” and if luck had truly run out, it would save two versions leaving the poor recruiter confounded. Then suddenly, GDPR happened.
Future of Work
Growing up we are taught (and throughout life we observe) what is frequently referred to as the Golden Rule. For many of us it started as (and maybe still is) the phrase "do unto others as you would have them do unto you”, and while the exact wording is flexible the central message is common to all.
In principle, the concept champions a two-way, reciprocal and mutual relationship between two or more parties.
This indeed is a very admirable idea, but it has a fundamental flaw that is amplified when brought into the workplace.
It was the best of times, it was the worst of times
The jobs market is flooded with embellished CVs, fake references and dirty data. 86% of employers have uncovered lies or misrepresentations on a resume, and the other 14% presumably don’t look hard enough. Candidate verification is expensive and slow for the recruiter, and off-putting for the candidate – hence why we are witnessing an upsurge in movements like Hiring Without Whiteboards, and a disdain for HR and recruiters in general.
It’s another milestone in the race to artificial superintelligence:
A study conducted by legal AI platform LawGeex in consultation with law professors from Stanford University, Duke University School of Law, and the University of Southern California, pitted twenty experienced lawyers against an AI trained to evaluate legal contracts. Their 40-page report details how AI has overtaken top lawyers in accurately spotting risks in everyday business contracts.
Have you ever responded negatively to a text or a written message?
Nine times out of ten I’m able to stop myself from responding.
But then there is that odd time where I do respond. I ‘flash’ and although it feels good for about ten seconds I almost always regret it.
Why do we do this?
Professor Steve Peters explained why we do this in ‘The Chimp Paradox’ where he explained about the three parts of the brain.
As a follow-up from my last article - where I shared thoughts on one of the key differentiators for the businesses of tomorrow being the ability for people to make data-driven decisions within an environment of emerging, fast-paced transformation - this month I dig a little deeper into how sensing your market and making sense of your data are crucial in remaining a competitive and viable business, enabling you to continuously change faster than the competition.
When the world began tinkering with artificial intelligence and machine learning, they were hardly a threat. Then Deep Blue and AlphaGo came along. The world began to realize that it is possible that under certain defined situations, AI could be smarter than human beings are. Then AlphaGo Zero came along and nightmares of world dominance re-emerged.
I can't recall who said it, or where I heard it, but it has resonated with me for a while now, providing the inspiration for the first article in this series - "uncertainty is the only certainty in business". Never has this been more relevant than in today's world of rapid change, where organisations are continuously challenged to disrupt or be disrupted.