人工智能和區(qū)塊鏈的挑戰(zhàn) 淺談人力資源招聘實踐

TheChallengesofAIandBlockchainonHRRecruitingPractices

mariap.miChailiDis1

Abstract

Blockchain,artificialintelligence(AI)andothertechnologicalinnovationsareaffectingallaspectsofoursocietiesandcausingsomeprofoundchangesinhumanresource(HR)practicesinbusinessandnon-profitorganizations.Criticaltothesehightechadvancesishowtheywillaffectemploymentpatternsandthewaycompanieswillhiretheirworkforce,influencingHRpracticesandthewaytheywillmanagetheiremployees.Thispaper,afterashortintroduction,consistsofthreeparts.ThefirstdiscusseshowblockchainandAIareaffectingHRpractices.Thesecondlooksathiringpracticesatfirms,whilethethirddiscussesemploymentpatternsintheemergingageofhigh-techsuper-automation.Thereisalsoaconcludingsection,discussingtheimplicationsoftheforthcomingAIonemployment(orunemployment)andtheinevitableincomeinequalitythatisboundtodevelopandaffectoursocieties.

Keywords:blockchaintechnology,humanresourcemanagement,artificialintelligence(AI),

disruptiveinnovation

Introduction

Blockchainandartificialintelligence(AI)technologiesarebringingsomeprofoundchangestothewayhumanresource(HR)practicesareperformedinbusinessorganizations.2Criticaladvancesintheseareashavecausedoverwhelmingtransformationsofoursocietiesandhavebeguntoaffectemploymentpatternsandthewaycompanieshireandmanagetheirworkforce,influencingHRpracticestoagreatextent.Thispaper,afterashortintroduction,consistsofthreeparts.Thefirst

MariaMichaelidesisProfessor,SchoolofBusiness,DepartmentofManagementandMIS,UniversityofNicosia.

G.Wisskirchen,B.T.Biacabe,U.Bormann,A.Muntz,G.Niehaus,G.JiménezSolerandB.vonBrauchitsch,‘ArtificialIntelligenceandRoboticsandTheirImpactontheWorkplace’,IBAGlobalEmploymentInstitute(2017),availableat

https://ww

w

./Document/Default.

aspx?DocumentUid=c06aa1a3-d355-4866-beda-9a3a8779ba6eR.‘TheImpactofArtificialIntelligenceonHumanResources:AnageofExperimentation’.KerridgeandP.(2017),availableat

https://ww

w.ker

ridg

e

/blog/impact-artificial-intelligence-human-

resources-age-experimentationE.‘Top5waystouseartificialintelligence(AI)inhumanresources’,BigDataMadeSimple(2017),availableat

/5-ways-to-use-artificial-

intelligence-ai-in-human-resources/.

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discusseshowblockchainandAIareaffectingHRpractices.Thesecondlooksathiringhabits,whilethethirddiscussesemploymentpatternsintheemergingageofhigh-tech.Thereisalsoaconclusiondiscussingtheimplicationsoftheforthcomingsuper-automationinemployment(orunemployment)andtheinevitableincomeinequalitythatisboundtodevelopandaffectoursocieties.

Thereisconsiderableapprehensionandevenfearabouttheimpactofautomationonourfuturecausedbyartificialintelligence,blockchainandrelatedtechnologies.Recentresearchwaspublishedattheendof2018byForrester,3oneofthemostinfluentialresearchandadvisoryfirmsintheworld,entitledPredictions2019:AutomationandPredictions2019:ArtificialIntelligence.Itstatesthat,in2019,anestimatedtenpercentofjobsintheUSAwillbereplacedbyautomation;however,newtechnologieswilltriggerthecreationofroughlythreepercentoftoday’sjobs.Forresteralsoestimatedthatover40%ofcompanieswillemployrobotsandmachinestosubstitutehumans.4Andalthoughtheeffectsofautomationonemploymentaredebatable,cautionisrecommendedforthemanydifferentchallengesthatwillbecreatedastheunemployedmayhaveahardtimetrainingtoperformtheirnew‘digital’jobs.Forrester(2018)highlightsissuesofthe‘quality’,‘explainability’and‘transparency’ofdecision-making.TheseissueswillnotonlyencouragecompaniestoinvestininformationarchitecturebuttoalsotakeintoconsiderationthedirectivesoftheEuropeanUnion’sGeneralDataProtectionRegulation(GDPR),andForresterstatesthat‘explanationsofthedecisionsreached’isarightforthoseaffectedthatmustbeenforced,requiringorganizationstoinvestintransparency.

Althoughoveralltheeffectsofnewtechnologiesonunemploymentcannotbeknown,thereislittledoubtthattheroadtowarddigitalizedandautomatedworkplaceswillnotbewithoutchallengesanddifficulties.Nonetheless,intermsoftherecruitmentprocessesofHR,Forresterforecaststhat‘in2019,AI-drivenrecruitmentwillbecomewidespread,leadingtounprecedentedjobmatchsuccessrates’.5

Evenso,Forrester(2016)predictedthatby2025,anet7%ofjobs(closeto9millionjobsintheUnitedStatesalone)willbelosttorobotsandotherintelligentmachines.Whatisnotclearishowmanynewjobswillbecreatedandwhetherornotsuchjobs(e.g.,robotspecialists,datascientists,deeplearningexperts,monitoringspecialistsand

J.P.Gownder,C.LeClair,B.Martorell,C.Gardner,G.O’Donnell,C.Condo,J.Thai,andD.Lynch,Predictions2019:Automation(Cambridge,MA:Forrester,2018),availableathttps://www.forrester.com/report/Predictions+2019+Automation/-/E-RES144739#;M.Goetz,B.Purcell,C.LeClair,

D.LoGuidice,M.Gualtieri,S.Sridharan,J.P.Gownder,E.Hoberman,Predictions2019:ArtificialIntelligence(Cambridge,MA:Forrster,2018),availableat

https://ww

w.for

/re

por

t/Predicti

ons+2019+Artificial+Intelligence/-/E-RES144617.

Gownderetal.,Predictions2019:Automation.

Ibid.

contentcurators)willcompensatefortheonesthatarelost.AsForresterforecasts,overeightmillionnewjobswillbecreatedintheUSAby2025thatcouldbeneededtosatisfythedemandforhiringinnewtechnologies.However,thismeansasmalldeclineinnewjobscreatedintheUS,butitcouldbemuchlargerinlessdevelopedcountriesthatareunlikelytobeabletofinanceandimplementnewtechnologies.Thiswouldalsotranslateintojobslosttoautomationatthesametimethatnewonesarenotcreatedinnewtechnologies,asitwouldhappeninadvancedcountries.Furthermore,theWorldEconomicForumreportsthat‘doublethenumberofjobscouldbecreatedaslostthroughtheapplicationofnewtechnologies’.6However,forthesenewkindsofprofessionstoform,itwillentailrigorousandcollaborativeeffortsbyemployers,policy-makersandgovernments.Additionally,accordingtoGratton,7thesenewjobsareexpectedtorequiredifferenttypesofskills,suchaspeople-centredones.Besides,companiesandHRteamsneedtotakeintoaccountthetimelagbetweenthesenewjobsthatarecurrentlybeingcreatedandtheonesthatwillbelost.Consequently,HRteamsshouldbeintenselyinvolvedin‘re-skilling’and‘up-skilling’employees.8

HericreportsaboutHR’snewdigitalmandates,referringtotheBainsurvey,wherethree-quartersofthe500HRexecutivesparticipated.9Theystatedthatcurrenttechnologieshavenotyetachievedthebusinessresultstheyrequireandthattheirperformancewasfarfromoptimal.Themainproblemsmentionedconcentratedaroundthelargenumberofdigitaltoolsthatexist,whicharedispersed,unintegrated,andunconnected.Furthermore,accordingtothesamereport,someofthesetoolshaveomittedcriticalfunctionsandhaveinterfacesthatarenoteasytounderstand.Thus,HRteamsarenowbeingchallengedwithintegratingthenewdigitaltechnologieswhilebeingconcernedwithhowtodealwiththecomplexitythatiscreatedbyadoptingthem,aswellasintegratingthemintotheexistingones.

HowBlockchainandAIAreAffectingHRPractices

BlockchainisrevolutionizingthewayHRpracticesareperformed,asitsdecentralizednatureautomatestheverificationofinformation,resultinginmoreaccurateapproachestohiringemployees.Employmenthistorycannowbeplacedonpublicblockchain

WorldEconomicForum(2018)

L.Gratton,‘Davos2018:theimperativesforjobreskilling’,FoWLABBlog(2018,January),availableat/lynda-gratton-future-of-work/2018/01/davos-2018-the-imperatives-for-job-reskilling-.html.

P.Illanes,S.Lund,M.Mourshed,S.Rutherford,M.Tyreman,‘Retrainingandreskillingworkersintheageofautomation’,McKinseyGlobalInstitute(2018),availableat

https://ww

w.mc

/

featured-insights/future-of-work/retraining-and-reskilling-workers-in-the-age-of-automation.

M.Heric,‘HRnewdigitalmandate’,Bain&Company(2018,October10),availableat

https://ww

w./insights/hrs-new-digital-mandate.

containingcandidates’successesandfailures,storingdetailedperformanceindicatorssuchastransfers,promotions,layoffs,andmakingemploymentmanagementadifferentgamefortheHRteams.Thus,automatedvalidationsofCVs,recordsofcontractsandcryptocurrencyutilizationforinternationalpayrollshavealldisruptedthewayofdoingthingsinHRinatop-notchtechnologicallyadvancedHRera.AccordingtoanarticlepublishedinFutureofWork,10blockchainislikelytotransformHRpracticesinseveralways.ExamplesaregivenofBitwageandChronobank,whichfacilitateemployeepayrollsincepaymentstakeashorterandfastertimetoprocesswithoutintermediariessuchasbanks.Bitwage,whichisusedforinternationalemployeepayments,combinesmobile,cloudandblockchaintechnology.Withtheuseofbitcoin,employeesarepaidintheirlocalcurrencyandBitwagefacilitatesthecurrencyconversion.Additionally,Chronobank,facilitatespaymentsofemployeesviatheuseofblockchaintechnologywithnobankinginstitutionsinvolved.Furthermore,inthesamearticleinFutureofWork,11SmartContractsarediscussedaswellaseducationalandcareerrecordverificationsystems.ExamplesoftheseareplatformssuchasAPIIandTechnoJobs.12APIIisequippedwithan‘IntelligentProfile’,thuscarryinganemployee’sinformationsuchaseducationalbackground,vocationaltraining,workhistoryandothercareerdetails,anditisalsocapableoffacilitatingthecandidatestomaintaintheirrecordsbyupdatingthem.APIIisassistingTechnoJobs(jobsite)inbecomingtheworld’sfirstjobsitetoofferemployersCVsverifiedbyblockchain.Likewise,Jobeum,anotherblockchain-basedrecruitmentplatform,iscreatinga‘LinkedIn-likerecruitmenttool’usingthistypeoftechnology,whereasHireMatch(anemploymentcompanyspecializingintalentacquisition),whichisthefirsttoofferdecentralizedblockchain-basedHRsolutionsforrecruitmentpurposes,findstalent,interviewsandalsohirescandidates,thussignificantlycuttingcostsofitsusers.

Asnotedearlier,thestreamliningofroutineHRtasks,suchascontractsandpayroll,isawaythatblockchainimprovesHRwork.Thisdisruptivenatureofblockchainwillbemoreeffectiveandlessexpensiveinthelongrun.SeveralfactorscontributeintwowaystotheupgradedvalueofthistechnologywhenusedinHRpractices:first,byhowanemployee’semploymenthistoryisbeingkept;andsecond,byhowinformationaboutcurrentorprospectiveemployees’qualificationscanbeobtainedandmaintained.Thesetwoadvantagescomefromtheinabilitytomodifyblockchain

K.Hartog,‘HowblockchaincouldtransformthecoreofHR’,WelcometotheJungle[website](Paris:Recruiters,2018,May25),availableathttps://recruiters.welcometothejungle.co/en/articles/how-blockchain-could-transform-the-core-of-hr.

Ibid.

HRTNewsDesk,‘OracleConsidersUsingBlockchaintoBoostEmployeeProductivity’.HRT.(2017,May4),availableat

https://ww

w.hrtec

/news/

hr-analytics/oracle-considers-using-blockchain-to-boost-employee-productivity/.

employmentrecordsandthefactthatallemployees’degreesandjobqualificationscanbeobtaineddirectlyfromtheInternet,usingtherightblockchainkeyprovidedbytheemployee.Moreover,suchtrustworthyinformationcanbeobtainednomatterwhereanemployeehasobtainedhis/hereducationaldegreesand/orthecountry/regionofhis/heremployment.Thismeansthateducationalandemploymentqualificationscanbetrusted,allowingobjectivecomparisonsbetweenapplicants/employees.Furthermore,thesenewtechnologiescanincreaseemployeeefficiencyandeffectivenessbybeingabletohirethemostappropriateonesforthespecificjob.Similarly,hiringpeoplebyusingadvancedAItechnologiescancontributetothedevelopmentofemployeeswhoarehighlydevotedtotheirjobandarestronglyconnectedtotheiremployer.Thisisaresultofthe‘best-fit’and‘non-fit’candidatesthatAIisabletoselectfrom,sincebest-fitcandidateswillcontributeanddevelop,andfeelconnectedandengagedwiththeirplaceofwork.Possessingbest-fitcharacteristicswillultimatelyenhancethecandidates’driveforinnovation,leadingtheircompanyforwardbyfocusingoncontinuedgrowth,andinthelongruntheywillmaintainmeaningfulandlastingrelationshipswiththeirfirm.Therefore,AIcanhelprecruitersidentifycandidateswithinefficiencies,appraisepotential,andfacilitatehiringthebest-fitmindsatoptimizedcosts.Forresterforecaststhatin2019,AI-drivenrecruitmentwillbecomewidespread,leadingtounprecedentedjobmatchsuccessrates.13

Hence,theimpactofAIonHRpracticesis‘wideranging’,withapplicationsandvirtualapplicationsolutionsallpoweredbyAI,whichhaveautomatednumerousHRprocesses,havehelpedimprovedecision-making,andhavestrengthenedemployee-employerrelationships.Companies,suchasIKEA,L’Oreal,UnileverandAmazon,thathaveusedAI-ledhiringsystemslikeRobotVera,chatbotcalledMya,HireVueAssessments,haveallhelpedintheirspecializedwaystoenhancetheircandidatesourcingstrategiesfromdiversehirestoeliminatingunqualifiedcandidates,toevaluatingpotentialrecruits,tocollectingdatafrombodylanguageandfacialexpressions.14Furthermore,AIadvocatesbelievethatthesetypesofintelligencecanenhanceemployeeselectionbyalsousingtechniquesthatareintelligentenoughtoread‘microexpressions’andtoperform‘vocalanalysis’,waystosingleouttraitsthatareequivalenttothosetraitsthatareprocessedbyexistinghigh-performingemployees.15

Gownderetal.,Predictions2019:Automation.

C.BasuMallick,‘3B2CCompaniesUsingAItoTransformtheirCandidateSourcingStrategies’.HRTechnologist(2019,January10),availableat

https://ww

w.hrtec

/articles/recruitment-

onboarding/3-companies-using-ai-to-transform-their-candidate-sourcing-strategies/.

S.Buranyi,‘“Dehumanising,impenetrable,frustrating”:thegrimrealityofjobhuntingintheageofAI’.TheGuardian(2018,March4),availableathttps://

/inequality/2018/

mar/04/dehumanising-impenetrable-frustratingthe-grim-reality-of-job-hunting-in-the-age-of-aiBuranyi.

Nonetheless,theITrevolutiondiscussedinthispaperneedstoharmonizeitscapabilitiesandfeatureswithhumanjudgement,understandingandrationality,inordertostayrealisticandbeuseful.

HiringPracticesintheSocialMediaEra

Attractingsufficientnumbersoftherighttalentthathavethemostappropriatecredentialsinatimelymanner,andthenhiringtherightpersonfromthatpoolisoneofthemostcrucialHRtasks.Thisistheessenceofrecruitment.Suchrecruitment,asdiscussedearlierinthispaper,isbeingreinventedandreshapedbyAItechnologies.WhereAIisbeingusedfornumerousaspectsofHR,forinstanceinidentifyingjobcandidatesandacquiringtalent,interviewingandtesting,blockchainisbeingusedinsourcingverifiedcandidateprofiles,hiringpre-verifiedcontractworkers,creatingsmart(tamper-proof)contracts,andinsecuringfasterpayments.Therefore,thisincreasedemphasisonautomationisdramaticallyalteringthewaycompaniesthinkaboutbusinessprocessesingeneral,forexamplescheduling,dataentry,resourcemanagement,ITsupport,andHRprocesses,suchasselectingandrecruitingtalent,whichcertainlyalltranslatetobusinessgrowth.Inexaminingthe‘a(chǎn)utomationofthings’,wecannothelpbutlookathowHRprocesses,specificallyrecruitment,wereperformedinthepast.Peopleinchargehavebeenrecruitingemployeeseversincetherewasaneedforadditionalhelp.Theonlythingsthathavechangedbetweenthenandnowisthespeedandaccuracy,whicharethemainreasonstoinvestinautomationassuggestedbytheBainsurvey.16WhendiditallchangeandwhatshallbeexpectedinthefutureisactuallywhatexcitesandchallengesHRteams.

Recruitmentwasnotaseasy,asfastandasaccurateasitisnow.Itisafactthatsuccessfulrecruitingisdependentuponfindingtherightcandidate,thebest‘fit’amongtherightpeople,attherighttime.Forthisapproachtowork,thebestpossiblejobcandidatesmustbeidentifiedquicklyandefficiently,irrespectiveofwheretheyareintheworld.Thus,aCurriculumVitaecanbedeliveredtotheprospectiveemployerinamatterofsecondstoday,anditcanalsobescreenedandverifiedveryquickly;however,nottoolongago,ithadtobeprintedoutandsentbypostwiththehopethatitwouldarrivebeforethedeadline.CandidatesusedtobeinvitedtotheHR/Personnelmanager’sofficeforaface-to-facerecruitmentinterview.Candidateswerescreenedfortheir‘jobfit’byin-personcommunicationandtakingteststhatwereadministeredbyindividualsinHRwhocouldpossiblybebiasedandholdstereotypes.Oncehired,allapplicanttrackingsystemsandnewemployeerecordsweremanuallyupdated,tasksthattooktimetoperform,andwerevulnerabletooccasionalhumanerrors.

Heric,‘HRnewdigitalmandate’.

AccordingtoareportbyPwC17onAIinHRanditsreferenceresearchconductedontheuseofAIininternationalcompanies,40percentofHRfunctionsofinternationalcompaniesarecurrentlyusingAIapplications,makingtheworkofHRmoreefficientandeffective.OneoftheseapplicationsisRoboticProcessAutomation(RPAtechnology)byMarutiTechLabs,18whichusesAItoautomatebusinessprocessestohuman-likeefficacy.RPAutilizesbotstoreplicatetimeconsumingtasksandhumanactivities,allowinguserstoorganizebotstocommunicatewithotherbusinesssystems,tocollectdataandtoalsogivepromptresponses.Thus,HRfunctionshavebeentransformedviaautomationtobecomefasterandshorter.Additionally,RPAusesmarketingrecruitmentcampaignswhichreliablycommunicateandengagewithpassiveandactivecandidatesandprospectiveemployeesinanautomatedway,byusingjobpostingsandstrongtalenthuntingmethods.Furthermore,RPAssupporttheHRteamandthecandidateswithinterviewscheduling.Whenorganizationsutilizeavideointerviewingplatform,automatedemailswithinstructionsonhowtocompletethevideointerviewaresentbybots.ThentheHRteamcanreviewinterviewsandselectthe‘right’candidatesforthecontinuationoftherecruitmentprocess.

Today’srecruitingismostlydonethroughsocialnetworking,whichhasinfactbecomebusinessnetworking.ManyjobopeningscanbefoundonFacebookandLinkedIn,whichhasover450millionregisteredmembers,withthousandsofnewjoboffersmadeeverysingleday.Nowbusinesses‘hunt’people’ssocialprofilesinordertorecruit.Traditionalface-to-facecommunicationhasbeentransformedtoonline,virtualconferencecallsandrecruitmentinterviewsthroughthelikesofSkype,whichhaverevolutionizedthewaypeopleinteractbyabolishingphysicalspaceandconservingtimeandspeed.Alltheseindicatethat,inthefuture,itwillbeeveneasierandfastertorecruitemployees,andsimilarlytofindajob.Whatremainscertainisthatthebusinessesthatadapttotheneweraofdigitalizationandtechnologywillbetheonesthathaveacompetitiveadvantage.

EmploymentNeedsandPatterns

Currently,HRiswitnessingadramaticchangeinworkpatterns.Today’semployeesarenotreadytosettleintoajobforever.Instead,theyareeagerforgrowth-orientedroles,canmovetonewopportunitieswithintwotofiveyears,andarecontinuallylookingfor‘somethingbetter’.Remoteworkers,freelanceoperatives,andotherformsofconsultativeworkersareredoingrecruitmentforgood.HRisnowstarting

PricewaterhouseCoopers,‘ArtificialIntelligenceinHR:aNo-brainer’,PwC(2017),availableat

https://ww

w.pwc

.at/de/publikationen/verschiedenes/artificial-intelligence-in-hr-a-no-brainer.pdf

.

MarutiTechLabs,‘WhatisRoboticProcessAutomation?HowisRPADifferentfromTraditionalAutomation?’,M(2019),availableat

https://ww

w.mar

/robotic-process-

automation-vs-traditional-automation.

tosearchfortalentamongtheGenerationZprospectiveemployees.Thesearethenewjobcandidatescharacterizedasthe‘Digital’,the‘Independent’,the‘Unafraid’,the‘Global’,thecohortthatisalsoknownasiGeneration(iGen),GenTech,GenWii,NetGen,DigitalNativesandPlurals.Certainly,HRismovingtoacognitiveerausingAI,blockchain,augmentedreality,experimentationandcognitivethinking.GenerationZneedstobechallengedenoughtocreate,toinnovate,andtosucceed.

AstudybyF19referstothegigeconomy’s10highestpaidjobs,startingwithDeeplearning/AI,blockchainarchitecture,Robotics,Ethicalhacking,CryptocurrencyandendingwithInstagrammarketing,asthejobsthatareindemandtoday.Thus,HRtechnologyhastransformedtheemployeeexperience;however,blockchaintechnologywilltakethisexperienceevenfurther,byacceleratingtheriseofthegigeconomy.HRistestifyingonthetrendoffromrecruitmenttotalentacquisition,andontheurgentneedtoadjustfromintuitiontointellectviaArtificialIntelligenceandblockchainwhicharetheacceleratorsforthesemajorchanges.

InexaminingblockchainandHR,JasonCassidy,theco-founderandpresidentofBlockchainTV,commentedthat“Thetalentrecruitmentindustryisoneofthemostopportuneforpositivedisruptionviablockchaintechnology”.RecentlytheypartneredwithHireMatch,thefirstvendortoofferadecentralizedblockchain-basedsolutionforrecruitingpurposes,usinganERC20tokencallediHIREi.Blockchainhasthepotentialtotransformrecruitmentbymanagingcosts,reducingthecostoffinding,interviewing,andhiringnewemployees,removingunnecessaryimpediments,andcreatingstreamlinedandefficientrecordsresistanttomodification.

Blockchain’sdatabaseoffersahostofbenefitswhichinclude:transparency,sincenumerouscomputerscanhostspecificinformationsimultaneously,thusanyoneontheinternetcanaccessthedataitholds;immutable-hackproofsincethenetworkofablockchainexistsataplaceofconsensusandisself-auditing.Changingeventhesmallestpartofthisblockchainwouldtakeanenormousamountofcomputerpowertotakeoveranentirenetwork.Additionally,blockchainusageiskeyintherecruitmentindustrysinceitcanbeusedforverificationofeducationalbackground,thusfraudulentclaimsofeducationcouldbeathingofthepast.Todayseveralhighereducationinstitutionsarecreatingblockchaindatabasesfortheirstudents.Theissuingofsuchcertificatesishardtotamperwithandso,veryeasytovalidate.Thistoolsavestime,moneyandeffortofsearchingthroughcandidates’credentials.

Blockchaincangatherdataandthenstoreit.Consequently,itcantrackapersonfromonejobtoanother,providingdataonthecandidate’sexperienceandskillstorecruitersandHRpersonnel.Otherkeyrecordsincludelengthofemploymentof

H.Kanapi,‘10highestpaidGigeconomyjobsin2018’.FitSmallB(2018,February22),availableat/gig-economy-jobs/.

pastjobs,wages,bonusesandsetgoalstheyhaveachievedforformeremployers.Blockchainscancontainspecificcomputerprotocolstocontrolthedistributionofdigitalcontracts.Allthesefeaturescaninfluencebenefits,wages,retirementpackagesandbonuses.Atthesametime,theremustbesomesafeguardsofhowthedataisobtainedtoavoidnegativeconsequencesofinfringingonone’sprivacy.20

Conclusions

TheimpactofartificialintelligenceandblockchainadoptiononbusinessandHRpractices,particularlytheemploymentrecruitingindustry,isclear.Asbothevolve,theirvaluewillonlygrowasHRprofessionalsfindmorewaystousetheminordertosavemoney,time,andeffort,whileimmenselyimprovingthequalityofthecandidatesbeingchosen.Today,AIishelpingtoimprovetheselectionofadiversifiedpoolofcandidatesthroughanalgorithmicassessmentplatform,whichcanbesetuptoreducebiasesandmaximizeobjectivity.Withtheuseofpredictiveanalyticsandneurosciencetools(EmotionRecognitionsoftwarelikeAffectiva,EmotionalIntelligenceandTruthfulnessHelp),HRisassistedintheremovalofhumanbiases,consciousandunconsciousbias,withtheidentificationofemotionaltraits,softskillsandcognitivetraitstobeabletoselectthe‘bestfit’candidates.AIisincreasinglybecomingmorevaluableinautomatingrepetitiverecruitingtaskssuchassourcingresumes,schedulinginterviewsandprovidingfeedback.Furthermore,itcanevaluatethecurrentworkforceandhelptheHRteamtomakebetterdecisionsonwhotohire.CareerBuildercompany,ascitedbyBiro,21developedAItechnologythatcancreateaCVorajobdescriptioninlessthanaminute.TheCEOofCareerBuilder,IrinaNovoselsky,commentedthat‘OurresearchshowsthatmorethanhalfofHRmanagersfeelAIwillbecomearegularpartofHRwithinfiveyears’,andalso‘Whatisexcitingisthatwe’rejustatthecuspofwhatthistechnologycando’.

Asdiscussed,automationisoneofthemostpopularemergingtechnologiescurrentlybeingdeployedinbusinessthatmakeitpossibletoenhancethehumanexperienceforboththeorganizationandtheemploymentcandidate.Technology,especiallyAIandblockchain,arecertainlytransformingthehumanresourcetask.Althoughitappearsexpensive,thebenefits,whichincludesavingtime,faroutweighthecost.Eventhoughitishardtofindtheright-fitcandidate,theHRteams’targetsonqualityandefficiencyarenotaboutsacrificingmeaningfulrelationshipsand

M.Cerrone,‘TheEvolutionoftheBackgroundVerificationIndustryIntheGigEra’.HRTechnologist(2018,October26),availableathtt

ps://w

ww.hr

/articles/background-verification/the-

evolution-of-the-verification-industry-in-the-age-of-the-gigworker/?utm_source=editors_pick.

M.M.Biro,‘FiveWaysTechnologyisChangingtheFaceofHR’.T