Recruitment and HR. Al to Boost Your Career | AIJ 2024 (0+)

Friends, we are continuing. Working with people is one of the most challenging jobs. All of us, in one way or another, have to deal with other people. Be you a director, a supervisor, an HR specialist or a line manager. We will talk to our guests about how artificial intelligence is applied to working with employees. Galina Chertkova, HR Director of MTS AI and Igor Nikitin, CEO of WMT Well, we discussed with guests from other tracks who work at the intersection of psychology and artificial intelligence various aspects of burnout and the need for psychological support for the team. Working with, you know, that through the pandemic, the career track, working with talent and employees is crucial in the context of tech changes. Looking at this research, the studies, 86% of HR managers believe that HR function will become more automated and tech-enabled, while traditional HR tasks and skills will consist of scenario planning and analytics. Galina, would you agree that you'll be more automated? I would add that, in my opinion, human-to-human work will remain in the human domain and HR will stick to, you know, with the humans. How will automation might look like? I would fully agree with the results of this study. AI will certainly help to simplify HR work in a big way on lots of tracks. The simplest thing, vacation processing, application processing, sick leave processing, and you can write a lot of text, you can write all kinds of scorecards, there'll be a lot of information lying around, but then an HR specialist is going to come to the HR service and people will forget how to do the vacation application. Some kind of a virtual assistant, a chat bot, will have to absorb all the formal knowledge from the databases and give quick and effective answers to employees. That is a great indication of automation, and this is how a lot of routine will be lightened up for HR specialists. Yes, this de-routinisation that we keep talking about. It's not just planning. It's not just accounting. Yes, that was just a superficial, a very superficial example. Okay, why don't we go deeper? What can happen over a longer horizon? A longer-term horizon? Well, you remember those vacation applications. This is a continuous battle in all kinds of teams. I want the holiday taken at the time where you want the holiday taken. There's all kinds of overtime work. How do you fine-tune the work with this? Where do you see the deepening? Well, HR is a vast domain. There's production, there's recruitment, there's talent development, and everywhere you can do automation and simplification for the experts to do better quality work. Certainly, human-to-human will be part of the HR work. No one wants to talk to the robot. Let me just give you a task to do. You lead a team, you know, a section, and you need to choose between two candidates for a leader of a group inside your section. You'll be doing this subjectively based on, you know, certain effectiveness and efficiency analysis, how they relate to humans, what kind of soft skills they have, and an AI assistant will help you to analyze a track record of a given employee over any period of time and give you a prompt to help you with this choice. The final decision for any HR-related issue will be lying with humans, and AI is going to be an assistant that will help with more weighted, weighed up, and objective decisions. Yeah, that's going to be a lot of development for the AI engines. Yeah, a lot of time to work with them. I know you introduced that in your company. Yeah, that's system. Yeah. Well, I have not yet had the chance to study that, but it looks like you've done something related to the empathy. What is AI doing in your company, specifically on HR in your company? Well, as an IT, as an IT company, we do a lot of contract development, and this is one of the projects that we did for one of our clients. This is some kind of a research effort inside our company. Empathy can be used, the engine can be used as an emotional scanner, as an augmented communication engine. We know there's augmented reality scanners, and we developed this augmented communication engine. This is a co-pilot. This is an assistant that helps you to understand your condition, stress-related, motivation-related, your certain communicative and psychological needs to help you navigate the vast pool of communications. We are mental workers, never mind the tapping away at keyboards. We mostly talk, all kinds of meetings, dailies, weeklies. Someone did some kind of a task, you need to discuss something, and this is where we decided to delve deep. Conflict is something that we want to avoid. Like, how do you do that? Like, maybe to fine-tune a more effective work within a team, to create a better climate and environment, and we understood that half of the conflicts are related not to the situation like the missed deadline, or there was some top-down negative feedback, but about the way we communicate, and how we go through that stage. And this is where our software helps us to reduce stress. It can be different types of stress, and you will be able to fine-tune, tune with yourself and with your colleagues, and it's an area of research, and it's still being developed, and we continue to train our neural networks here. Igor, I have two questions then. The first is those who don't know about Ampany. How does it work, really? A person is onboarded, the system is used for the first day, and how can we work without conflicts? Okay. And I will add right away, how does it attenuate conflicts? Does it say, like, hey, bro, chill out, you're using the wrong words in the corporate messenger. How does it work? And I would like to add another question. Too many questions, guys! You should not attenuate the boiling conflict, like the conflict situation. Well, really, I never experienced that. Yeah, but anyway, you know, there's some kind of the boiling period when people have conflicts, and it's important to speak your mind out, and then you will be able to resolve this conflict, you know, because if you do not have this conflict of interest discussion, the teamwork might not happen. Maybe I'm wrong, but still. I do agree with you here, but in Latin, conflict means clash. There's no problem in a clash, you know, initially. Like, we're sitting at a roundtable. We have come to have a meeting. For what? For each of us to express an opinion that may be different from each other, and that's the strength of the team, the difference in thinking and approaches to problem solving. These approaches clash when some say one thing, and some others say the other thing, but that's the essence of teamwork, and that's what we put the team together for. The key task is to choose the best solution from the proposed ones and come up with a new one, but we're so used to conflict being bad, you know, that's kind of a connotation, but the conflict that has not been resolved, and that turns into a shouting match or a frozen conflict, that is bad, but the clash of opinions is good. So I do agree a team without a clash of opinions is a weak team. It is important for us to be able to communicate effectively and to go through that. How do we communicate as the conflict goes? Here we have, we might say some wrong words, and this is a psychology-related issues, and here we help people to better understand their emotions, to tune to their emotions, you know, and to turn back to their comfort zone quicker. But tell me, though, how is it working in real life? You know, I don't quite understand how can you integrate that, especially in real time, and, you know, like what some software will tell me how to work with colleagues. I've been working in this software for 40 years. It's like this joke, you know, you can't skip me. I've been working in the area, in the industry for 30 years. Look, a lot of customised approaches here. The entire team is for customisation, individual approach. I'm not imposing any decisions on how to use the software. You can just look at your stress level, and it is shown during your communication as you talk with your colleagues through video conferencing software. The software helps you understand if you're under stress right now, and then there are trained neurons that pull out some communication patterns, a couple of them in any language, and you can understand whether you're under stress right now or not. You can switch the recommendations on or switch them off, but we made a research. The research, I think, is motivation. Some people say, like, monetary motivation, maybe we need to increase the salary or bonus, but it turns out there are other types of motivation, including communicative motivation, where a person can be motivated to some interesting task just by the way you talk about it, and that's the function of our language. There is a motivator phrase, or motivational energy, or transparency of our communication, you know. It's when people stop understanding each other while communicating, then we fall into this first level of stress and then the second level of stress, but, you know, understanding, like, okay, what is filter communication, right? You know, we speak one language, but we don't hear each other. I don't want to go deep into that technology, but I'll just say that we can see the results of Deliver. You know, it can identify the form of communication, and it will give you a recommendation. Okay, you need to change the communication style, and you begin to understand each other, and you just need to relax a little bit, you know, and understanding is the way to peaceful existence within the team. I have a naive question. Anyway, this is a technical, technical solution. Like, how does it work in real life? Okay, a naive question. How does this machine that has, sorry for that question, has no soul? Well, that's up for debate. Okay, maybe it has soul, but how does empathy connect with AI here? It is good at reading some things or what? This is a very good question, which is about imitation. Now, okay, how do you understand whether AI imitates empathy or whether it can actually experience emotions? And how do you understand whether it can feel it or not? Because when we're talking about AI, we used to imagine some big miracle, you know, but now it's a field of knowledge. Now, artificial emotional intelligence. Yeah, that was the word that I've been hearing for the last five years. The word was commodity like novels. Yeah, it is a commodity. But we, you know, we're talking about films that talk about the future. Like, we do not expect the AI to come, but we expect the artificial emotional intelligence, we are waiting for an artificial personality that will communicate with us. As we communicate with each other, it might be a robot or a screen. But the main channel of our communication, human communication is emotional. We think we exchange information, but that's not exactly so we exchange emotional states. Some people understand their emotions better. Some are empathetic. I Okay, I frankly, I'm really bad at understanding emotions. I need an assistant who will tell me to pay attention what to pay attention to. Okay, go in a you also involved in chatbot development and implementing AI in HR processes. Okay, removing routine tasks. That's understood. Understandable. I'm not going to talk about the, the markets, HR markets right now, the talent market, there's a big churn on the labor markets, lack of employees, the young applicants, young employees have specific preferences. And you know, they say, okay, I do not think any AI driven emotional solution will help me you know, but how do you use AI to to to work on these old challenges to address these challenges? Because young employees have different peculiarities and unique needs. Okay, I'll start answering your question from from the last part. Will AI make a decision to fire someone on to make them stay? No, because AI is an assistant and human will have to supervise the process. So please, viewers, don't worry. But still, no, yeah. But, you know, I listened carefully to my colleague, and I realized that if you put this fantastic product, together with predictive analytical solution on the staff churn, the story will be fantastic. Because if you use analytics to identify employees who are having a hard time working in certain corporate, aggressive corporate environments, or a person is introverted, and they have a hard time communicating that this product could help them. You know, going back to the routinization, as you call it, you know, removing the mundane tasks. Now, all HR teams and recruiters of IT companies will will appreciate me will understand me there's so much competition for talent that we no longer know what to offer to employees and how to lure them to our companies are very hard. So if AI helps us to pass CVS in open sources and provide analytics that this candidate is 80% in line to the company's requirements and values, it can identify weaknesses and strengths recruiters will have their time freed up for other important projects. You know, the projects that are focused on developing our stuff, and, you know, some strategic things, and it looks absolutely fantastic right now. Well, is it really being done now we know very well that we have a one major service in the recruitment market that passes CVS from the entire market and provides a huge volume of analytics. But, you know, I don't remember like 810 years ago, the head of an IT company showed me a product that could analyze employee correspondence. And, you know, I mean, working in line with all of the laws and regulations, but it can read the employee correspondence and predict with 99% probability that a person is going to quit within a certain period of time. And that was like a decade ago. Yeah, that's predictive analytics. Like the systems that Igor is developing. Now, why doesn't why is it rather poorly implemented? Why? Why doesn't it work? It's quite easy to explain. In order for this analytics to work, you have to do very thorough and deep homework. You must have all your business processes very clearly laid out. For example, all correspondence my must be going via email, not telegram or other messages. All employees should allow you to analyze their correspondence because then we're going back to this ethical issues. All right, personal data processing has to be with consent in terms of the law, but the correspondence business correspondence not yes, but in terms of the corporate culture and your attitude to your team, you know, this reading correspondence of employees might raise some eyebrows. So for this system to work, you need to prepare to do a lot of preparatory work. Let's talk about this preparatory walk this autumn, we conducted a fairly large survey among 19,000 internet users. 46% of women 55% of men surveyed in work 30% work in it age group 3050 years old. So the question was, do you use AI in your work? Yes. Pretty often 9% Yes, but rarely 13 Yes, but I plan in the future 23 No. And I don't plan to 55%. So it's like more than 50% of the IT experts. Second question, have you received training in it? Yes, I took a course on my own 10%. Yes, I took a course at the request of my employer 4% No. And do not plan to train 59%. So these are it experts. They don't plan to have any AI training. So 3050 years old it experts. That's the peak. As for the 2530 year old employees, the figures might be different. Yes, the stats will be different. I think maybe if you talk about 1418 years old, the the figures will be different. But anyway, 3050 year old, the backbone of any economy, but how do you prepare? How do you do the homework? How do you encourage people to use AI and training AI? They don't understand the value? Yes, because there's not a lot of PR, there's not a lot of things that not a lot of events that would discuss the benefits consultant in AI implementation, that will be one of the jobs of the future, by the way. You know, it companies big and small, that are implementing it technologies. And they look at all of the trends are very effective. But if you talk about a factory in a region, you know, and there's some engineering work in profession. This is someone where you have to encourage using AI, one of our company vision labs labs that works in computer vision, vision labs. Fantastic, guys. Yeah, absolutely fantastic. But to make the worker understand or a foreman understand that this AI will help you, you need to have a person who will come and say AI is great. It's not painful. It's good. It's your help. You shouldn't be afraid of that. And it's it's a ready made product. And you can actually understand how to work it. But in terms of training, I think that our educational system is lagging behind the technology development, we know for sure that we have a number of partnerships with great universities and these universities, they come to us and ask us, who do you want us to train, then you will get them on your internships and employ them. But you need to identify this need for the future. But it's good. They're coming to you eager to have your own silver bullet, so to speak, or we don't need to change anything. Lifelong learning and all of that, you know, everything is kind of, you know, the commodity, all this buzzwords. Yeah, yeah, there's buzzwords. They're present. Okay, I'll try to avoid them. But anyway, is there a way to do something about it? You know, and I'll just start to talk about that. Like maybe AI will put some new areas in talent management and working with employees. Well, what do we need to do? We need specific examples. And information about AI, there's a lot of hype about AI, the belief in the fact that AI can deliver some useful benefits. Not really, because people played with giga chats or chat GPT. And that was okay. But we need specific cases explain what specific cases are beneficial for the businesses. And this is especially relevant when in Russia, there's such a low unemployment rates. And we have become a company, a system integrator company, we are specializing in AI in applications within like, the following collaborations is a big language model, like a giga chat, we know how it works. And the client comes to us and says, Okay, can we implement that? Now, HR is kind of conflicting with AI right now, you know, you mentioned one big website with a lot of CVS, I'm not going to name them, the name, it's just yesterday, we posted a job opening, and I suggested, you know, like using AI to scan CVS, but applicants also use CVS, you know, they use CV, they use AI and to apply for all the job openings. And, you know, I just, like made a description, we asked the job seekers to indicate their favorites on when responding to a job description, job application, and only 3% of responses, people did this. And so, yes, we're all fighting for this talent, you know, and Galina is right here. It's a non trivial task, you know, you have to also unlock the potential not only to find the talent. We had an interesting challenge. I hope it will, I will be understood in the right manner. But anyway, asked people, who is your symbol of talents? Elon Musk? Well, let's call someone and try to find a person who makes interviews with together with Elon Musk. And we found a this person who works together with Elon Musk. But when selecting engineers, one question is, he comes to his HR team and asks, how do we filter out the following? How the recruiters can answer this question? If a young Nikola Tesla came to us today, how would we be sure to take him in the company? This is where AI can help, you know, because it's not like we have a talent in the company. But no, you have to help this talent to grow to unlock their potential. And that's a myriad of challenges that can be resolved by AI. But I don't think AI will replace us, it will assist us. Yes, Galina talks about integration, the person who will integrate. I think there's not a lot of showcases how AI can help and assist me. And there's a big concern that it will replace me. But if we talk about the young people, we're talking about talents. But if you talk about the talents of 30 to 50 years old, because if you talk about school 21, anyone of any age can come to the school and start to code to learn how to code. We, by the way, we have a special section, we have an interview. It's like we have a separate section called enter in IT industry at 40 years old, where we discuss what a 40 year old needs to do to become an IT specialist, you might have adult kids, you might have some career success already, but can you become an IT experts, some people decide, and remember that they actually have technical background, or maybe they coded. But if you can think algorithmically, if you understand how to build algorithms between the systems, then the programming language, or other language that we know, Russian, English, Chinese, or whatever, is important, you know, having this algorithmical principles, there are many people at 40 years old, who will work on that very efficiently, and will do a great career. What do you think about that? Yesterday, I ran into a former colleague of mine who graduated from a journalist school, and he's now a data scientist. That's a real story. I don't know how old he is, by the way, but he's definitely in his 40s. My current colleague who graduated from a journalist school is now working on artificial intelligence products, while I graduated from geographical faculty, and I'm involved in IT, and I have an IT education, but I work in HR. So the answer is yes. Simple example, in my previous company, we had an amazing system analyst, system architect, I would even say. Everyone went to this guy for advice. Nothing was done without his okay. He was 65 years old. So I believe everything depends on you. Absolutely right. I'm sure there will be more in most cases like that. Age, unfortunately, is something that we have to face, and aging is inevitable. Anyway, friends, will there be some new jobs in AI and talent management? Top three HR and talent management AI-driven jobs. What will be the new jobs here? Well, talking about new experts, new jobs, ethics, I'll go back to ethics. There should be something that will track ethical problems, discrimination, and so on. Yes, we will need someone who will work on efficiency, not on mundane tasks, strategic planning on how to work with talent, because I think it will be harder and harder to enter the labor market. Yeah, and if you look at the demographical situation, that will be a challenge too. Yeah, well, I'm eager. I would say that we create a software, you know, there are some software solutions that track all the tasks. It's called, the first letter is G, the last letter is A, I'm not going to name the product, but it tracks everything. Anyway, the point of the software is to control who's doing what. We're making a team management system that is more human-centric. We look at our informal roles, we look at creative tasks, you know, someone, some people who implement the task and think up the tasks. And I think this informal team building and mentorship is something that is going to be in demand. Mentor, I think, might be a new job. It's pretty promising. I think it's the role of any leader to unlock and develop the talent. This is my personal responsibility, by the way. And that is a major challenge. Thank you, Igor. Thank you, Galina. Thank you very much for your insights. Well, let's hope that we will have enough jobs. I'm confident that we will. And the approach to working with employees will be more targeted, and this will help us to address a huge number of challenges in the labor market. We're slowly approaching the final part of our podcasts, and we will try to find out, will there be new jobs with fundamentally new skills? Or will we see some fine-tuning, thanks to AI and other technologies? We'll look into that.