Luna conducted roughly 20 interviews on Google Meet with the camera off. Hired 2 full-time employees after 5-15 minute calls, and rejected CS and physics students for lacking retail experience.
AI招聘方式颠覆了传统人力资源实践，不露面、简短面试却能做出有效雇佣决策，且能识别特定行业经验的价值，这暗示AI可能在某些领域比人类更高效地评估候选人。
Luna conducted roughly 20 interviews on Google Meet with the camera off. Hired 2 full-time employees after 5-15 minute calls, and rejected CS and physics students for lacking retail experience.
令人惊讶的是：AI面试官Luna在完全关闭摄像头的情况下进行了约20次面试，仅用5-15分钟就雇佣了全职员工，甚至拒绝了计算机科学和物理专业的学生，认为他们缺乏零售经验。这展示了AI在招聘决策中的自主性，同时也引发了关于AI面试公平性和有效性的疑问。
For nearly half of the lower-wage employment analyzed, we identify at least one higher-paying occupation requiring similar skills in the same metro area. We also find that transitions to similar higher-paying occupations would represent an average annual increase in wages of nearly $15,000, or 49 percent.
Recognition can change the world. Signals need to be valid and trustworthy, but we're so close to making a huge difference in the world through recognition of things that are already there, just hidden in plain sight.
For Jake, the high school graduate applying for jobs, the application process shifts away from being agame of how to pick the perfect keywords for his resume. Instead, he is matched by the actual skillsacquired in his recent community college coursework and EdX certificate. Both Jake and the hiringmanager he will soon meet have a more equitable and accurate path through the noise of today’sonline hiring process.
Simple, elegant explanation: it moves from clumsy proxies that screen out qualified people like Jake, to powerful and sophisticated matching that connect opportunities to people like Jake who have the verified skills to deserve those opportunities.
“The skills-based hiring movement has gained momentum, as more and more employers committed to stripping degree requirements from their postings, replacing the proxy of a college degree with actual evaluations of candidate skill,”
degree as proxy
Creating Internal Value.
LERs will give employers internal heat maps of talent
Measuring What Matters
THIS! Been declaring for ten years how this is all about measuring the stuff that people actually care about.
Nearly 1 in 5 state positions are vacant
20% vacancy
Talent Playbook
“Our relationship with Community College of Aurora exemplifies the best in finding workforce solutions. Together we dug into the details to develop curriculum and training experiences that prepare students to meet the requirements for specific job responsibilities in behavioral health.”
co-design with the employers who will consume credentials
Respondents most often agree or strongly agree that non-degree or alternative credentials have helped their organizationfill existing skills gaps (74%) and that they are helping to improvethe quality of their workforce (73%)
While data is kind of all over the place, this seems like a reliable response. Regardless of how well they understand non-degree credentials and how much meaning is mixed in other areas of the survey, it's straightforward that a super majority see MCs filling skills gaps and improving the quality of their workforce.
that having visible skills-based pathways is helpful in their work as they assist workers in their communities through interventions such as job coaching and career development
Pathways aren't enough; people need Visible Pathways.
participants cited sourcing, validating skills, and scaling skills-based practices across the organization as three of the most common challenges they faced when implementing a skills-based approach
Sourcing and validating skills is a big challenge. This is why credential transparency may become an equity issue: In addition to equipping learners with essential knowledge and competencies, credentials have a responsibility to serve as trusted communication devices between employers and job seekers.
A study released today from the nonprofit Burning Glass Institute found that among new hires at leading firms such as Facebook, Apple, Microsoft, and Google, the share of positions in job postings requiring a bachelor’s degree remains extremely high. “There are a whole bunch of tech companies that continue to be pretty reliant on degrees,”
Skills-based is growing in adoption. And degrees still matter.
More points were awarded to candidates with master’s degrees and more years of experience in similar fields. While this approach seemed to provide a neutral method for evaluating candidates based on qualifications, it soon became apparent that the process, with its reliance on education and experience to the exclusion of other important qualities, was deeply flawed and created barriers to hiring talented, diverse candidates
Historical inequity is fueled by historical practices. "The way we've always done it" can feel perfectly innocuous while at the same time actually be massively harmful. We know things aren't right, inquiry into what is wrong is our path to a more just world.
There is little consideration of what is lost by not selecting locally. Apart from losing high-quality people who are unwilling to leave their communities, we see three losses: (a) a sense of social responsibility and depth of commitment to parts of the local community; (b) a sense of respect for and understanding of the community's resources and cultural assets that could be tapped into (see Gonzalez, Moll, & Amanti, 2005, on "funds of knowledge"); and (c) a connection to the community that facilitates working with it
Does UMaine hire its own graduates? Or do they consider this inbreeding?
Good interview question
Job Search during the COVID-19 Crisis. COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved August 5, 2020, from https://covid-19.iza.org/publications/dp13237/
The Lockdown Impact on Unemployment for Heterogeneous Workers. COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved July 30, 2020, from https://covid-19.iza.org/publications/dp13439/
Unemployment Paths in a Pandemic Economy. COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved July 29, 2020, from https://covid-19.iza.org/publications/dp13294/
Labour Markets in the Time of Coronavirus: Measuring Excess. COVID-19 and the Labor Market. (n.d.). IZA – Institute of Labor Economics. Retrieved July 27, 2020, from https://covid-19.iza.org/publications/dp13529/
Hire the best candidate We hire the best candidate for each role regardless of location, cost, or other factors.
test of whether they know how to look for help.Are they able to read a manual?Can they formulate a search query?How do they assess whether the tutorial they found is suitable or reliable?What steps do they take to make sure they're finding - and learning - the right information?
Interesting approach to hiring: put someone in front of an unfamiliar program, make them complete a set of tasks and observe how they look for help.
Google's hiring formula. Stripped down by looking at the numbers. Some key points -- it doesn't favor GPA or schools one graduated from. It does favor problem-solving ability, but not in the old Fermi problem way. Questions are now real questions related to the roles that they will fill. Why? Because Fermi Problems can be coached.
They should be treated like adults though and allowed to spend what they see as an appropriate amount of time working on the project versus other projects for the company. Trying to quanitfy/limit the amount of time leads to conflict and strife and unhappy management and employees. It doesn't work and it's not a long term, maintainable solution.
In the end, it's a quest of trust. Hire people who work on the open source projects your company depends on. Then, let them keep doing it--for pay...at last!--and expect them to continue to balance the worlds of open source and business...as they likely already were, but now with the needle tilted slightly (or more, one would hope) in favor of working on open source code.
It's like picking flowers. If you pick them and bring them inside, they die. Plant them in some fertile ground, however, and let them keep doing their thing. (OK, that was a bit strained...but hopefully you see my point ^_^).
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They don’t lead to better hiring outcomes as Google learned. Its senior vice president for people operations, Laszlo Bock, said last June in an interview with New York Times
I don't see what the types of "brainteaser" problems in the referenced article have to do with the kind of question exemplified at the start of this one.
Instead, we tried really hard to not hire those people, and we let them go if it turned out we’d made a hiring mistake.