Technology and Organizations
Airplane systems are incredibly complex, expensive, and directly affect performance. The same is true for the hiring process. Gild today announced their end-to-end “smart hiring success platform,” leveraging machine intelligence, automation, and collaboration. Just like aircraft “health” systems now save millions of dollars by collecting vast amounts of data and signaling to pilots and maintenance crews when to take action before there is a problem, Gild’s system offers a proactive on-line system using data and analytics to help the recruiting team find, recruit, and hire better candidates faster.
Recruiters Need Help
An entire field of psychology (and the 2002 Nobel prize in economics ) is devoted to helping us make good decisions --- because, left to our own devices, we often don’t. Research shows a variety of biases in hiring decisions and even in how people approach their own job search. Given that bad hiring decisions are incredibly costly, this is an area ripe for support by more data-centric approaches.
This isn’t to say that hiring decisions aren’t based on data now. They are, sometimes, it’s just that humans can only look at relatively small amounts of data. Machine systems, however, are tireless at sifting through applications, past results, and testing new approaches to learn the best way to do the task. I just received my copy of Cognitive Cooking with Chef Watson: Recipes for Innovation from IBM & the Institute of Culinary Education . It’s nothing for IBM’s Watson artificial intelligence to read and learn from 9,000 recipes in Bon Appétit magazine (or 23 million MedLine papers when supporting cancer research). We can’t say the same for our own abilities to process information.
In the case of the Gild platform, recruiting teams are supported in a hybrid approach to writing job postings, sourcing and communication with prospects, and even scheduling and interview support.
My first contact with Gild was when I read about their tools for identifying job prospects based on publicly available work and social media activity. Gild tools can reach into online sites like GitHub (a collaboration platform focused on building computer code) and StackOverflow (a popular question and answer site for programmers) to algorithmically identify the best coders. They’ve extended this ability (from their press release):
Smart sourcing: Gild’s hiring recommendation engine scours the web to compile a list of relevant prospects. Gild indicators tell recruiters which prospects are most likely to change jobs and the right time to reach out to them. Gild also applies patented technology to score tech prospects’ expertise (based on publicly available work) and demand (based on the current job market).
Adding Machine Learning to the Team
I got a glimpse of how current users are doing with Gild when I talked to co-founder and CEO, Sheeroy Desai last week. He said, “the more you use it, the smarter it gets.” The critical question for me was about how the recruiting teams adapt their work practice given Gild. Desai noted, “you need software that has the workflow [built in], but then you need the collaboration.” This isn’t about a machine taking over, it’s about evolving to better practice and outcomes. Recruiting teams learn the new tool, and the more they use it the more valuable it becomes, but I suspect they also need to reevaluate how they coordinate their work in the same way you would with any new team member.
We have a fairly mature understanding of how to support human project teams: Involve only people needed for the work (rather than for political reasons), allow the groups to stay together over multiple projects, provide feedback from the task itself, keep meetings focused on work rather than reporting, etc. However, we do not have a standard set of best practices for integrating hybrid systems into standing teams. We don’t have a clear process for helping people hand off tasks where the system will do a better job -- and perhaps more importantly -- helping people see the opportunities in their uniquely human capabilities. My book, The Plugged-In Manager: Get In Tune With Your People, Technology, and Organization To Thrive , is a start, but Watson didn’t win Jeopardy until 2011, so machine teammates didn’t make it into the discussion.
Perhaps it’s an easier transition in aviation where these systems are focused on other machines rather than people. For talent management, we may have to work harder to make the transition. We may, as I’ve had the chance to write about elsewhere, lead by letting go: We may accelerate our improvement by letting go of systems and rules built to run 20th century organizations (while still holding tight to our values, relationships, and performance standards).
How have you incorporated machine capabilities into your own workflow? What is your biggest challenge as you try? Let me know in the comments section here (or at TerriGriffith.com).
Last year, 1,896 experts responded to questions from the Pew Research Center around how artificial intelligence and robotics will affect our work and lives by 2025. The group was about evenly split on whether more jobs would be created or destroyed, but they also gave more nuanced comments on the different themes underlying their thinking. One theme tightly related to my own research is summarized as, “Technology will free us from day-to-day drudgery, and allow us to define our relationship with “work” in a more positive and socially beneficial way.” Technology will change the nature of work. Technology can also help us cope with these changes.
LinkedIn and lynda.com
Think about LinkedIn. With 107 Million users in the United States and 347 Million worldwide, many of us have already gone to the effort of providing LinkedIn’s machines with our work history. Combine this with LinkedIn's recent announcement that they will pay $1.5 Billion for professional education company lynda.com.
Jeff Weiner, LinkedIn’s CEO is quoted in a press release:
The mission of LinkedIn and the mission of lynda.com are highly aligned. Both companies seek to help professionals be better at what they do…lynda.com’s extensive library of premium video content helps empower people to develop the skills needed to accelerate their careers. When integrated with the hundreds of millions of members and millions of jobs on LinkedIn, lynda.com can change the way in which people connect to opportunity.
Lifelong Learning Demanded by the Shrinking “Half-Life” of our Job Knowledge -- But Machines Can Help
Jobs evolve more quickly than they have in the past. For example, half the knowledge in some fields of psychology is expected to be obsolete in less than six years. For information technology professionals, the pace is even faster.
My version of the best outcome of the LinkedIn/lynda.com acquisition is that the deep integration of our LinkedIn work histories and LinkedIn’s broad perspective on available jobs, and the skills needed to do them, will help us prepare for a world where work is constantly changing and we have to race to stay current. Erik Brynjolfsson and Andrew McAfee call this racing with the machines instead of against them.
LinkedIn may be able to combine what it knows about the kinds of jobs that are available (via its recruiting services), the kinds of skills we have (via our LinkedIn profiles), and predictive analytics (data crunching focused on testing what might happen next) to direct us towards the most valuable educational opportunities offered by the lynda.com content. Ideally, we’d have enough time to prepare for the jobs of the future and stay ahead of the curve. The machine becomes our partner in career planning at exactly the time that we need it.
Do you feel like the pace of change in your work is increasing? For career success, what’s the right mix of staying up to date on factual knowledge (book learning), the technologies (tools) of your work, and your professional (human) networks?
A colleague recently shared this Washington Post article with me: This year, I resolve to ban laptops from my classroom. Yes, I have seen the studies about long-hand versus typed notes (long-hand wins). But that is comparing across one dimension -- something everyone in any of my classes or workshops knows is not what you want to do.
Your learning experience or meeting is not about lecture and taking a test... or at least it shouldn't be. It should be about the full process: The best course design or collaboration using the best tools (electronic or not), designed to work in the best way with your own skills, context, and needs.
Mixing Human, Technical, and Organizational Dimensions in Your Work
Being plugged-in is about the mix of human, technical, and organizational dimensions. If all we did were listen to lectures, take notes, and then take tests, I might suggest you keep the computer in your bag. If you simply don't have the self-control to stay off of your social streams, then too, maybe leave the computer in the bag until we need it for a specific task.
But, if the computer is giving you a way to link what we're doing in class or in a meeting to how it's going to help you at work, or how it relates to other material -- or if it's the way you're co-creating the learning experience or work product -- then I'm going to ask you to have an "internet enabled device" as part of your toolkit.
I'm just back from a conference where a colleague said he'd banned computers in the classroom. I said I'd have to drop his course. My notes, even those from that conference, are a combination of what's being said plus links back to other material. I think I even sent follow-up emails to colleagues not at the conference so we could take a related action. I'm fully engaged, both with the inflow of the information in the room, but perhaps more importantly, with how that information relates to my own work. Yes, I could create those links after the class or conference session, but few of us get the chance for that kind of reflection. I'll also admit that I may have missed a talking point while integrating a previous point with a possible action item. (Might a different session design have pauses built in to allow for this integration?)
I'm also at a loss when a meeting kicks off with a request to close the laptops or put down the tablets. There is a presumption that all the information we'll need to do our work is in our heads, that we don't have the self-control to stay focused on the topic, and/or that we couldn't be leveraging our tools to do the work of the meeting (taking group notes, getting information from others not present, starting the draft of the report while we can all be looking at the result, etc.) Rarely can I as a meeting leader guess at the best way for the session to go. I need to be confident that my colleagues are making good choices - and of course I want to provide a clear agenda in advance so they can.
Plugged-In doesn't mean always connected. It means engaging appropriately with all the human, technical, and organizational dimensions of your work and learning.
- Stop and consider the context and goals of the session, both for you and your colleagues.
- Build your approach to match these goals. Think of it as as negotiating change, even if it's just for yourself.
- Share (think out loud) with your colleagues and look for improvements to your practice. They'll appreciate you're aware of the issues and you may co-create a better overall approach for reaching your goals.
And if you are checking Facebook rather than engaging with your colleagues, realize that the camera documenting the course or meeting, is also pointed right at your screen....
I’ve kicked off 2015 thinking of the “futures of work.” Notice that I did not say the future, but rather the “futures.” No one clear future is on the horizon -- artificial intelligence in the workplace? further integration of global workforces? new technologies? -- but I am certain 2015 will be a year of discovery in each such area and more. I feel these five resolutions will help position you for the nimbleness and lighter touch that has become the hallmark of today’s manager. I welcome your suggestions for further resolutions in the comments field!
Use light-weight experiments rather than all-or-nothing approaches to change in your organization. Taking small steps in organizational change is more important than ever these days given the pace of the world around us. In 2015, go to the next level by finding fast, cheap ways to test the leap-of-faith assumptions underlying the adjustments you want to make. Use a crowdfunding campaign to test the market for a new product, for instance, or have half your teams try one form of flexible work scheduling and the other half another -- learn from both. Steer clear of surveys, you don’t want to base your change on someone giving you an answer they think you want to hear. Instead, measure behaviors like prepayments, performance, or repeat business.
Take advantage of the on-demand global workforce for addressing your temporary, cyclical, or even long-term needs. In March, two of the most visible online freelance job markets merged to become Elance-oDesk. They offer managers everything from on-demand software development to virtual receptionists and business card design. The combined company has grown to 9.3M freelancers worldwide -- a big move from the Kelly Girls of the 1940s.
Combine the growing trend of “wearable computers,” with personal responsibility for productivity (and perhaps light-weight experiments) to create a more healthy, productive workplace. Smart watches, fitness trackers, and the like can serve as more than just gizmos for your employees in their personal time. The US Centers for Disease Control notes that workplace health programs can increase productivity . Consider a contest in which your employees conduct experiments showing the effects of walking meetings, or short walking breaks on performance. The most effective experiment can become a permanent fixture of the workplace. I hope to do this myself: I’d like to connect my fitness tracker data to number of quality articles written and my students’ engagement in class. If I walk more before class, do they learn more from our sessions together?
Move away from once a year or once a quarter performance reviews and instead focus on feedback tied to projects and “check-in” style peer review. With the infusion of millennials into the workplace, demand has grown for managers to shorten the distance between goal-setting, feedback, and coaching. Similar to a Facebook post, managers who use Salesforce.com’s Work.com tool can post feedback when it’s most useful -- right after (or even during) a project.
Consider making IBM’s Watson (the artificial intelligence that won Jeopardy!) your next employee. If your business is health care, finance, retail, or the public sector, subscribing to this AI technology could be a great addition to your team. Watson can play a role in customer interactions, the management of big data, or accelerating research. My colleague Christine Isakson and I are just starting to look into the issues of whether we should think of artificial intelligence as a full-on member of the team, a consultant, or a tool. No doubt Watson will be covering more industries soon and I hope he will soon help us with our research. Another technology that I predict you’ll be finding ways to integrate in the near future: drones. Unmanned vehicles (drones) in the air, on the land, or in the water have the potential to conduct mission-critical tasks including photography, surveying, environmental research, package delivery, security, and cell tower and road inspections. Perhaps a drone crew will loom large in your 2015 future!
If you are not reading this on TerriGriffith.com, please click here to provide your comments. I would love to hear about your own futures of work.
Many thanks to Deborah Lohse. She asked me if I had ideas for managers looking forward in the new year and kept me on the straight and narrow through the development, including helping see the connection to drones!
"Futures of work" image care of CoolText.com
Jacob Morgan has written a great overview of the future of work: The Future of Work: Attract New Talent, Build Better Leaders, and Create a Competitive Organization. I've been writing and speaking on similar topics for a while and he's hit on all of mine and rounded out the topic with additional depth and examples. The images, many from his organization, Chess Media Group, provide clear summaries of the material and no doubt will be showing up in my classes.
The Future Employee
The Future of Work is self-contained in that it opens with the basic forces at play: Generations, social media, globalization, mobility, etc. Chapter Three lays out "7 Principles of The Future Employee":
- Has a Flexible Work Environment
- Can Customize Own Work
- Shares Information
- Uses New Ways to Communicate and Collaborate
- Can Become a Leader
- Shifts from Knowledge Worker to Learning Worker
- Learns and Teaches at Will
He then provides the background on the organizational and management shifts that intertwine with the needs and skills of these future employees. Appropriately pushing the envelope are discussions around freelancing and managerless approaches (examples provided by Zappos, Morning Star, Valve and more). If you follow these issues, you're likely aware of these examples, but Morgan does a nice job of talking about the tensions as well as the opportunities. I was interested to see the push back from some employees around how these programs have been described in the press.
The Future Organization
Chapter Nine offers 14 Principles of the Future Organization and is the best summary of the topic I've seen. Some are dynamics my colleagues and I have been studying for a while (e.g., globally distributed teams, connected workforce, innovation anywhere, intrapreneurial). Others are areas we're just getting a hold on (e.g., adapts to change faster, operates like a small company, democratizes learning, flatter structure), and some are on the edge (e.g., focuses on "want" instead of "need," runs in the cloud, more women in senior management roles, tells stories). All in all, Figure 14 is a great roadmap for organization science and the future organization in general.