Showing posts with label pixentia. Show all posts
Showing posts with label pixentia. Show all posts

Wednesday, October 24, 2018

3 Ways AI Will Improve Your Recruiting and Hiring


3 Ways AI Will Improve Your Recruiting and Hiring

Your recruiters do more than talk with potential employees. They source and screen profiles, schedule and conduct interviews, work with hiring managers, respond to calls and emails, on-board and much more .  
In this administrative rush, your recruiters often forget to maintain timely contact with prospective candidates. Candidates see lack of communication as a sign that you are ignoring them 
This can damage the trust they are beginning to build and impact your candidate experience and employer brand. 

Automate Your Administrative Tasks and Sustain Timely Communication With AI

Effective recruiters are those who maintain timely communication and relationships with their candidates. One of the ways you can help your recruiters is by implementing AI in recruiting. 
AI can automate time-consuming, repetitive tasks such as screening resumes or scheduling interviews with candidates. AI can free up time to focus on tasks that need human intervention. 

Save Time in Hiring by Automating Resume Screening 

Recruiters should be recruiting. AI should be shuffling resumes. 
Screening applicants manually takes a lot of time. By the time you find the right candidate, the ideal candidate may be snatched away by your competitor.  
Automation can screen your prospective hires based on your requirements many times faster and with more accuracy than humans.  It can weed out 80% or more of unqualified resumes and identify the best skill matches in your candidate pool. This keeps your focus on productive tasks like building relationships with your prospective hires. 

Gain Accuracy in Your Selection Process and Improve Quality of Hire 

Machine learning can analyze video interviews to evaluate facial expressions, vocabulary, tone of voice and many other indicators that are often missed. It allows you to create a quantifiable picture of each candidate. As the amount of data grows, the predictions will become more accurate, eliminating the unconscious bias in the selection process. This will help your recruiters assess the candidates better and help you make the right hire. 

Maximize candidate engagement by reaching them 24/7 

A chatbot can act as a medium of communication and engagement. It can instantly handle many of your recruiters’ routine communications like acknowledging applications and reaching out to candidates when they need to know about their interview schedules, progress or feedback. 
The big bonus is it can help your recruiters to overcome the lapses in communications that make applicants vulnerable to being recruited away by your competitors. 
Incorporating intelligent automation into your recruiting can speed up your hiring, improve quality of hire, and save you time and money. The functionality can be embedded directly into your recruiting processes. 
Let your recruiters recruit. Let your machines handle the drudgery.
Chasma Place, is an independent source for solutions that will help you keep pace with changes in the way your people work without ripping and replacing your existing systems.
We will introduce you to our HR Software services.Please click here

 

Monday, October 8, 2018



Curated highlights captured at Workday Rising 2018. Impactful and thought provoking sessions, discussions and Insights into Enterprise Digital Transformation, Innovation, Culture & workforce development.

> Workday Usage Metrics: Optimizing Workday Through Data-Driven Decisions.
> Build Out Your Ongoing Business-Enablement Practice with Workday.
> Introduction to Audit in Workday.
> Using Advanced Reporting in Workday for Recruiting.
> Forging a New Frontier with AI and Machine Learning.

Watch Video in Youtube Click Here

Tags : #Workday #workdayrising #workdayevents  #workdayanalytics #workdayrecruiting #workdaysAI #Pixentia #workdayreporting

Visit Us @ www.pixentia.com | www.chasma.io | Contact Us @ +1 903-306-2430

Friday, October 5, 2018

Measuring the Immeasurable in People Analytics

Measuring_the_Immeasurable_in_People_Analytics.jpg
Most of the barriers to adoption of people analytics have been overcome. Modern technology platforms provide robust analytics. An entire industry has sprung up, with helpful tools to cleanse, prepare, and manage data. HR leaders understand that they need not be data scientists—they only need the expertise on the team, and it doesn’t have to be full-time help.
One barrier that remains is what Douglas W. Hubbard calls the illusion of intangibles.[1]  When we talk with people about measuring what is important to the business, they voice confusion in what to measure and how to measure it. Our answer is that we should measure what is relevant to the business. However, that doesn’t move the conversation forward until we agree on what measurement means.

What is Measurement?

What do you think of when we ask what measurement is? If you are like most people we talk to, you think of exact numbers: using a tape measure, computing values, or collecting scores. If that were all there is to measurement, we wouldn’t be able to measure much of anything in business.
Think about these examples:
  • Scientists can conclude with high certainty that a planet or moon exists by changes in the orbits of nearby objects. Not only that, they can deduce its size, mass, and orbit.
  • Your CFO makes or recommends investment decisions based on the probability of a favorable rate of return.
  • Your Marketing Department predicts the behavior of customers by surveying a tiny sample of buyers.
Business leaders are mostly risk-averse. If you can reduce the uncertainty that a business initiative will fail, you are providing a valuable service. Likewise, if you can show them that by spending $40,000 on a talent management initiative that has a 95% certainty of improving business results by $2,000,000 over five years, you are likely to get approval. You don’t need analytics to give you absolute measurements to make decisions. You only need to reduce the risk.
Measurement. A quantitatively expressed reduction of uncertainty based on one or more observations.
-     Douglas W. Hubbard, How to Measure Anything
We express the certainty of future events as a probability. Statistics can tell us what happened, how, where, when, and why. Probability says with a degree of certainty what will happen.

Defining What to Measure

One failure in people analytics is the billions of dollars spent trying to measure and improve employee engagement. There have been successes, and correlation analysis show us that companies with high engagement also have high profitability. However, in the aggregate, most of the investment has been wasted.
If you are asking in a survey how people feel about the workplace, are you getting actionable information? Do good feelings cause better performance?
If you ask instead what people and their managers do, you get useful information. Gallup reported in 2015 that managers account for 70% of the variance in employee engagement. We can show that specific behaviors affect employee productivity and retention.
So, it might be better to measure employee development. No, you say. It’s too “fuzzy.”
Stop and think what activities and behaviors make up employee development. We can track coaching sessions, feedback, learning opportunities, and participation in learning. We can use these measures to understand the probability that improving managers’ ability to coach and develop their employees will have an impact on retaining productive people.

How to Measure

The perception of difficulty in measurement can create significant barriers to action. We can overcome them by taking a systematic approach to a decision. Hubbard recommends asking these questions:
  • What is the decision the measurement will support?
  • What is being measured and how does it matter to the decision?
  • How much do you know about it now?
  • How does uncertainty about the variable create risk for the decision?
  • What is the value of additional information?
At that point, the decision comes down to whether the value exceeds the cost, but there are many ways to control costs.
  • A small sample can tell us a lot about a large population. A valid sample of 370 will give you 95% confidence of an attribute of a population of 10,000 with a 5% confidence margin.
  • We can use inference to estimate characteristics of an unseen population. For decades, customer service centers have been using small samples of observations to improve the skills and behaviors of their representatives.
  • People often give up when measurement involves unknown or uncontrolled variables. Using statistical techniques, your data scientist can determine that a coaching program caused an increase in revenue per employee and not the economy or pricing.
  • You can measure seemingly intangible preferences by how much time, money, or other things people would give up. For example, you can gauge how much employees value a shared-cost benefits program by how much a random sample of employees stands ready to contribute.

Conclusion

The purpose of analytics is to reduce uncertainty in business decisions. Benchmarking, “best practices,” and gut instinct informed by experience can lead you to a decision. When you are embarking on important initiatives that affect your entire organization, it pays to understand the risks and to reduce them as much as possible.
Let’s form your team and get started.
References:
1. Hubbard, Douglas W. How to Measure Anything: Finding the Value of “INTANGIBLES” in Business. John Wiley & Sons, Inc. 2014.
2.  Hubbard.
Pixentia is a full-service technology company dedicated to helping clients solve business problems, improve the capability of their people, and achieve better results.