Human beings are experiencing an era of algorithm supremacy. Artificial intelligence data augmentation algorithm is one of the hottest new industries at present. Different from the previous industrial automation technology, intelligent algorithm technology has not only impacted the labor-based labor market, but also gradually affected the white-collar market dominated by brain power.
In order to keep up with the most cutting-edge technology and quickly gain competitive advantage, human resources companies have studied intelligent algorithms based on talent resume, trying to "brush" the right candidates faster and more accurately. I put quotation marks on the word "screening" here because both brushing and selection must meet a premise, that is, the resume of the candidate to be selected must be true and complete.
Large enterprise talent pools and talent websites keep a large number of talent resumes. Isn't this resource just for intelligent screening? So, can high-end talents really be calculated by the algorithm?
The answer is, No. I believe many HR or headhunters who have operated intelligent search feel the same way. Most of the categories selected through intelligent screening are not accurate, and there are often various problems that are inconsistent with the employer. The contradiction is that the "dead resume" can not replace the judgment of experienced living people, and various man-made problems such as the fiction, lack, modification and obsolescence of personal experience can not be distinguished by non-human ways.
除了人為問題，數據庫里面的信息不能完全反映一個人的實際情況。 生產管理類人才可以簡單判定為“勝任同行業同工種的工作”，但能管理舊公司的人不代表能管理好新公司的人，這是領導學和人際關系學的問題。 財務類人才也可以簡單判定為“勝任同行業同工種的工作”，但同樣無法肯定其溝通交流能力和抗壓能力。 營銷類人才就更難，無論過往的業績多么的耀眼，都不代表未來能再造輝煌，能影響銷售成果的因素太多，企業的銷售戰略、產品定位、產品質量和價格、市場的競爭、國家政策、甚至病*封城都可能影響業績。過去不好不代表未來不行，過去很好也不代表未來就肯定行。甄別銷售人才的方式就是考察他的思*方式和做事風格，這恰恰不是人工智能可以在數據層面判斷的。
In addition to human problems, the information in the database can not fully reflect a person's actual situation. Production management talents can be simply judged as "competent for the work of the same industry and type of work", but those who can manage the old company do not mean those who can manage the new company well. This is a problem of leadership and interpersonal relationship. Financial talents can also be simply judged as "competent for the work of the same industry and type of work", but they are also unable to confirm their communication ability and pressure resistance. Marketing talents are even more difficult. No matter how dazzling the past performance is, it does not mean that they can rebuild brilliance in the future. There are too many factors that can affect the sales results. The enterprise's sales strategy, product positioning, product quality and price, market competition, national policies, and even disease * closure may affect the performance. A good past does not mean a bad future. A good past does not mean a sure future. The only way to identify sales talents is to examine their thinking style and work style, which is precisely not what artificial intelligence can judge at the data level.
In addition to high-quality candidates, it is more important to match with enterprises and positions. No matter how good people are placed in a mismatched place, they will not play a role. On the contrary, even if there are deficiencies in all aspects, using the right people and accumulating strength bit by bit will eventually precipitate a real competitive advantage.
The essence of strategy is not the pursuit of a blockbuster, but the rational allocation of resources to make today's situation better than yesterday. The essence of employment is not to "figure out" which is the best person, but a companion who is suitable for the enterprise and can grow together.
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