Technology for HR
- Aug 28, 2019
Unlike other sectors, the Human Resources area was reluctant (and much!) To invest in technology. In the beginning, the yellow pages were used by companies seeking technical professionals. Subsequently, job sites, known as job boards, were created to allocate jobs in the digital environment. There are already tools for candidate engagement, selection, and interviewing that use algorithms, Artificial Intelligence, and data to identify good technical profiles and behavioral characteristics of candidates.
One of the current trends is the use of People Analytics, which through Big Data can improve the quality of hires and the performance of teams. With advanced data analysis, you can still eliminate subjective decisions, anticipate trends, and identify ways to increase business productivity.
In addition, there are solutions for testing and evaluating professionals in real time, such as HackerRank and Codility. Others also serve to manage and automate selective processes such as Kenoby, Gupy and Recrutee. There are also options that map behavioral mapping, such as Solides.
In this scenario, there are also marketplaces, better known for bringing together companies and candidates in one space and, unlike job boards, use these tools, speeding up hiring and filtering candidates according to the profile that the company expects to interview, for example. .
While these solutions are available to help companies select the best talent, there is still some resistance from some HR professionals who believe that these technologies will eliminate human jobs. Hence the importance of changing the mindset of the industry as a whole.
We know that the hiring process can often be long and arduous, taking months before the most suitable professional is found. The longer it takes to complete, the higher the cost, causing many organizations to go over budget, lose projects, or end up hiring a person who doesn't match the job.
The use of these technologies allows for greater assertiveness and speed in the daily work, leading to more strategic decision making, accelerating the stages and, consequently, selecting candidates more aligned with the values of the brand that will represent.
In addition, through a lot of benchmarking, the head of HR can learn best practices applied to selective processes, new methodologies and at the same time be creative to customize them to the peculiarities of each business.
It is also essential to maintain a culture of always testing many alternatives that can help in this context. Not always what works very well for one company will work for the other. The speed with which technology evolves is very high and we cannot be held hostage to a single way of selecting professionals.