AI in Recruitment: Top Concerns Among HR Leaders

May 10, 2020 Leave a comment

AI in Recruitment: Top Concerns Among HR Leaders


Meta Description: AI’s use in recruitment is quickly becoming a norm across industries and geographies. Now seen as a top HR technology, it holds an immense potential.

While AI has expanded its wings across business verticals and industries, the HR domain is still far behind catching up with the disruptive change. A recent report by Spencer Stuart concluded that the potential application of AI at the workplace has instilled a fear of budget, preparedness, and human replacement in the workforce. However, the report did bring in the positive news regarding the application of AI in recruitment, which happened to be an elevated employee experience.

As per Gartner, the enterprise application of AI in the last four years has grown by 270%. Despite the surge witnessed in the use of AI across industries, many top human resource leaders still are finding themselves unprepared incorporating the disruptive technology in their business processes.

Spencer Stuart Survey Involved Fortune 500 CHROs

The findings of Spencer Stuart’s report demonstrated the reach of AI among top 500 global firms, the challenges they confronted in its application, and the key benefits they saw in using the disruptive technology.

Here are the key findings:

  • CHROs (chief human resource officers) believed that the technology will help in the personalization of employee engagement, reallocating resources to high-value projects, and retaining talent.
  • 83% found themselves unprepared for AI use and implementation. They reported the readiness gap.
  • 53% of the survey respondents (fortune 500 CHROs) said that their companies do not have budgets allocated for AI incorporation.
  • 50% found employee receptiveness as the major concern to AI application.
  • Change management was another issue that popped up in the survey results as a top roadblock.

How AI Can Be Successfully Incorporated as an Advanced HR technology?

There are ways around that can help human resource leaders to implement AI as an effective HR tech in a corporation:

Fighting the Potential Bias

According to the Spencer Stuart survey, CHROs showed their worries on AI reinforcing bias. For instance, it can help single out candidates having similar personalities and work ethics to that of an executive who had been successful in the past within the firm. However, if all successful leaders are like-minded and resemble each other’s attributes, then the said technology could result in limiting  diversity.

Safeguarding the Employees’ Interests

Employees’ fears need to be addressed when it comes to the use of AI as an hr technology. The employee concerns should be listened to and resolved before any sort of AI incorporation by the HR leaders. An informed workforce is always more productive in comparison to teams filled with anxiety and sadness within an organisation. Tell them about the assistance to be provided by the technology in terms of enhancing employee engagement and experience.

The use of AI at the workplace can smoothen the onboarding process to a large extent. A much-tailored process will emerge that will cater the regular employees as well as the remote teams. Additionally, more time will be saved that was previously being wasted in administrative tasks. Employees will be able to focus solely on strategic work and career growth.

Respecting and Recognizing the Human Touch

The gap in workforce readiness is always on the mind of a CHRO. Resistance from the workforce could be about the fear of technology replacing humans. Employees might be anticipating just that, and at this point, comes the role of a CHRO. Ensure that employees understand how the said technology will affect them and their work, and the benefits of incorporating AI at work.

How AI Will Affect Recruitment of Top Executives?

Leveraging AI will play a big part in the recruitment of top talent across industries in the near future. However, it will always be the hr people who will contemplate the effect on the human side of the things, ranging from AI’s role in enhancing organizational culture to employee experience.

 Author Bio:  Ariaa Reeds is a professional writer who curates articles for a variety of online publications. She has extensive experience writing on a diverse range of topics including business, education, finance, travel, health, and technology.

Training Module Content Development

March 2, 2020 Leave a comment


Training Module Content Development

Step 1 : Identifying competency behaviours

Level-wise competency gaps identified through ‘Development Centres’ being conducted on a regular basis.

Demonstrated behaviours required for each competency at each level identified through interviews  with high performers, HODs and on-the-job observation. These behaviours would be the deliverable  objectives of the programme.

Step 2 : Faculty identification

Explore suitable internal/external faculty for addressing selected competencies

Step 3 : Understanding the target audience

Expectation interview of sample target audience and their respective HODs.

Pre-workshop assessment of the participants, whenever required

Step 4 : Finalising programme duration

Decide the level of intensity of the programme (degree of demonstration of the identified behaviours).

Identify core deliverable objectives of the programme.

Finalise programme duration (no. of days)

Step 5 : Developing Case Studies/Exercises

Interviews with individuals demonstrating high levels of the competencies in question

Interviews with the prospective participants regarding situations requiring demonstration of the respective competencies.

Developing case studies related to similar situations.

Identifying games/exercises requiring the demonstration of the desired competencies.

Step 6 : Creating classroom presentation material

Breaking down deliverable objectives into topics and sub-topics

Deciding flow of the programme.

Creating session plan for each topic.

Preparing power point slides addressing each topic.


Step 7 : Preparing participant handouts

Research for reference material from internet/other sources pertaining to topics being addressed in the programme.

Incorporate exercises/case studies/other tools being used as a part of the programme.

Compile all reference material and tools into a booklet form in line with the flow of the programme and deliverable objectives.


Step 8 : Pilot testing

Conducting a pilot programme with a cross-functional target audience.

Taking feedback/Conducting Focussed Group Discussions with the participants post-training.

Making changes to the programme content based on feedback received.


Functional Modules

Step 1 : Functional competency understanding

Functional domain understanding by analysing R&R of job holder.

Competency analysis by interview with job holder, his HOD, process observation and interview  with functional experts.

Step 2 : Faculty identification

Explore suitable internal/external faculty for addressing selected competencies.

Approval of new external faculty by Director (HR & MS), wherever required.

Step 3 : Finalising key deliverables of the programme

Preparation of ‘approach note’ by trainer containing programme deliverables.

Discussions of trainer with functional domain experts.

Finalising programme objectives and key deliverables.

Step 4 : Developing Case Studies/Assessments

Interviews with process owners, functional experts and target audience.

On-the-job observation of process/function by trainer (in case of external).

Developing relevant case studies and assessment tools pertaining to the respective function.

Step 5 : Creating classroom presentation material

Breaking down deliverable objectives into topics and sub-topics.

Deciding flow of the programme.

Creating session plan for each topic.

Preparing power point slides addressing each topic.

Step 6 : Preparing participant handouts

Research for reference material from internet/other sources pertaining to topics being addressed in the programme.

Incorporate case studies/examples pertaining to the relevant function.

Compile all reference material into a booklet form in line with the flow of the programme and deliverable objectives.

Step 7 : Pilot testing

Conducting a pilot programme with a sample target audience.

Taking feedback/Conducting Focussed Group Discussions with the participants post-training.

Making changes to the programme content based on feedback received.

Why Are Job Descriptions Useful?

March 17, 2019 Leave a comment

Why Are Job Descriptions Useful?

job description 

► Job descriptions give you an opportunity to clearly communicate your organization’s direction and where your staff fit into the “big picture”.

Job descriptions not only enable your employees to assess the relative importance of everything they’re responsible for but also give a sense of where their jobs fit into the organization as a whole.

Whether you’re a small, mid-size or a major organization, well-written job descriptions help crystallize the organization structure for your employees. They will help you to align their activities with your goals, vision, and mission. They also clarify the interrelationship between roles – where one person’s job stops

and another one starts.


► Job descriptions lay out clearly what you expect from people.


Very often this is the first place to look if people get the feeling that they aren’t doing what you want them to do. You need to make certain that they clearly understand your expectations and this understanding starts with the job description.


►  Job descriptions help you cover all your legal bases.

You’ll want to make sure your job descriptions are accurate, complete and up-to-date in case you are ever involved in a legal dispute over someone’s job (e.g. an employee who has been terminated, feels it

was unjust, is angry and takes legal action).


►  Whether you’re recruiting new people or promoting from within, the job description tells candidates exactly what you want in the new person.

A clear job description can help you select your preferred candidate, and if necessary, respond to issues and questions raised by individuals who were not selected.


►  A well-written job description helps other staff, who will be working with the person hired, understand the scope and limits of the person’s responsibilities.

Staff who have been involved in the hiring process are more likely to support the success of the new employee or promoted co-worker. Involving them in developing or vetting job descriptions is an easy

way to help them contribute to the success of the new hire.

Need & Importance of Employee Retention

July 25, 2017 Leave a comment

Why retaining a valuable employee is essential for an organization.


Hiring is not an easy process:

The HR Professional shortlists few individuals from a large pool of talent, conducts preliminary interviews and eventually forwards it to the respective line managers who further grill them to judge whether they are fit for the organization or not. Recruiting the right candidate is a time consuming process.

An organization invests time and money in grooming an individual and make him ready to work and understand the corporate culture:

A new joinee is completely raw and the management really has to work hard to train him for his overall development. It is a complete wastage of time and money when an individual leaves an organization all of a sudden. The HR has to start the recruitment process all over again for the same vacancy; a mere duplication of work. Finding a right employee for an organization is a tedious job and all efforts simply go waste when the employee leaves.

When an individual resigns from his present organization, it is more likely that he would join the competitors:

In such cases, employees tend to take all the strategies, policies from the current organization to the new one. Individuals take all the important data, information and statistics to their new organization and in some cases even leak the secrets of the previous organization. To avoid such cases, it is essential that the new joinee is made to sign a document which stops him from passing on any information even if he leaves the organization. The strict policy should be made which prevents the employees to join the competitors. This is an effective way to retain the employees.

The employees working for a longer period of time are more familiar with the company’s policies, guidelines and thus they adjust better:

They perform better than individuals who change jobs frequently. Employees who spend a considerable time in an organization know the organization in and out and thus are in a position to contribute effectively.

Every individual needs time to adjust with others:

One needs time to know his team members well, be friendly with them and eventually trust them. Organizations are always benefited when the employees are compatible with each other and discuss things among themselves to come out with something beneficial for all. When a new individual replaces an existing employee, adjustment problems crop up. Individuals find it really difficult to establish a comfort level with the other person. After striking a rapport with an existing employee, it is a challenge for the employees to adjust with someone new and most importantly trust him. It is a human tendency to compare a new joinee with the previous employees and always find faults in him.

It has been observed that individuals sticking to an organization for a longer span are more loyal towards the management and the organization:

They enjoy all kinds of benefits from the organization and as a result are more attached to it. They hardly badmouth their organization and always think in favour of the management. For them the organization comes first and all other things later.

It is essential for the organization to retain the valuable employees showing potential:

Every organization needs hardworking and talented employees who can really come out with something creative and different. No organization can survive if all the top performers quit. It is essential for the organization to retain those employees who really work hard and are indispensable for the system.


The benefits of human resources certification

June 30, 2017 Leave a comment

The benefits of human resources certification


shrm 1

Many HR professionals devote hours of their own time studying for HR certification exams. Once they become certified, those HR professionals devote their own financial resources and time to continuing education so that they can maintain certification.

HR certification – Benefits to HR professionals and their organizations.


HR certification benefits for employees

The reasons individuals pursue certifications include demonstrating one’s professional achievement, fulfilling personal satisfaction, helping in career advancement, enhancing one’s understanding of the field, and earning recognition from peers.

Earning a certification may help an individual make a favorable impression during a job interview for showing potential employer about his/her knowledge and competencies and has the capability to do that job.


  • Employee’s dedication to his/her HR career and updated with latest HR trends.
  • It gives more perception of more competent, more qualified and capable of performing better.
  • It helps in group decision making among peer since certified employee may be given more consideration.
  • It boosts employee’s moral and motivation for work. It is clearly reflected in self-confidence and self-satisfaction
  • HR certification considered as receiving better opportunities and higher salary and advancement


HR certification benefits for employer


From the organization’s perspective, HR certifications are used as a selection tool to identify the best fit and qualified candidate for the position.


Certifications help organizations determine whether applicants or employees can perform at an acceptable level in his job.

Employers can also use certifications to present an image of employee respect and authority.

Certification leads to lead more consistent ways to deal with information, challenges, conflicts etc., related to HR.

Encourage employees to perform in a better way with up to date skills and competencies.


Difference between HR certifications

The differences between the four designations are the amount of relevant work experience and level of training. The SHRM-CP and PHR are basic certifications and on a similar level of experience, while the SHRM-SCP and SPHR are both senior-level certifications. Candidates need to meet certain requirements for each type of certification. Here is a typical profile for each:


SHRM-CP Candidate

  • Serves as a point of contact for staff and stakeholders
  • Delivers HR services
  • Performs operational HR functions
  • Implements policies and strategies
  • Requires at least three years of experience in an HR-related role if the candidate has obtained less than a Bachelor’s degree
  • Professionals with a Bachelor’s degree in an HR-related field require at least one year of experience in an HR role
  • Professionals with a Graduate degree require one year of experience in an HR role, unless their degree is HR-related
  • Understands SHRM’s Body of Competency & Knowledge (BoCK)

SHRM-SCP Candidate

  • Develops HR strategies
  • Leads HR functions
  • Analyzes performance metrics
  • Aligns HR strategies to organizational goals
  • Has three-to-seven years of HR-related experience
  • Has an understanding of SHRM’s new Body of Competency & Knowledge (BoCK)

PHR Candidate

  • Focuses on program implementation
  • Has tactical/logistical orientation
  • Has accountability to another HR professional within the organization
  • Has two to four years of exempt-level generalist HR work experience, but because of career length may lack the breadth and depth of a more senior-level generalist
  • Has not had progressive HR work experience by virtue of career length
  • Focuses his or her impact on the organization within the HR department rather than organization wide
  • Commands respect through the credibility of knowledge and the use of policies and guidelines to make decisions

SPHR Candidate

  • Designs and plans rather than implements
  • Focuses on the “big picture”
  • Has ultimate accountability in the HR department
  • Has six to eight years of progressive HR experience
  • Has breadth and depth of HR generalist knowledge
  • Uses judgment obtained with time and application of knowledge
  • Has generalist role within the organization
  • Understands the effect of decisions made within and outside of the organization
  • Understands the business, not just the HR function
  • Manages relationships; has influence within the overall organization
  • Commands credibility within the organization, community, and field by experience
  • Possesses excellent negotiation skills

Certified individuals are usually issued a certificate attesting that they have met the standards of the credentialing organization and are entitled to make the public aware of their credentialed status, usually through the use of initials (i.e., SHRM-SCP or SPHR) after their names.

Your HR Career Success Depends Upon New Skills and Certification

To be an effective HR professional, candidates not only need to understand concepts such as strategic management, workforce planning, HR development and organizational management, but they also require practical skills to implement these concepts.

Online Master Certificate in Human Resource Management program is an ideal way to gain critical skills and prepare for the SHRM-CP and SHRM-SCP certifications.

Check online certification program here


Employee Engagement & Retention Strategies

November 30, 2014 Leave a comment
Employee Engagement & Retention
Employee engagement illustrates the commitment and energy that employees bring to work and is a key indicator of their involvement and dedication to the organization. Employees who are engaged are more productive, content and more likely to be loyal to an organization. When organizations put sound HR practices in place, they are more likely to discover that employees feel satisfied, safe and will work to their full potential…and that means they are more likely to stay put.
HR Responsibility How it relates to employee engagement
Strategic HR Planning People are the main resource that organizations have for delivering services
Strategic HR planning links HR management directly to an organization’s strategic plan and that means that staff will have meaningful roles tied to the strategic direction of the organization
Strategically planning how your organization will meet its current and future HR needs and how people will be supported and nurtured within your organization is critical for success
Operational HR Planning At an operational level, organizations put in place HR management practices to support management and staff in achieving their day-to-day goals
Whether it’s determining how many employees are needed to deliver services over the next year or how performance will be monitored, the HR management practices and activities need to be planned to answer the question: “Where is our organization going and how will it get there?”
An operational plan ensures that employees are properly supported
Compensation and Benefits Though usually not ranked the most important, compensation is an important factor in job satisfaction
An employee who feels adequately compensated monetarily is more likely to stay with your organization
Developing HR Policies Policies and procedures both communicate the values of your organization and provide everyone with a consistent process to follow
Policies and procedures provide your employees with a process to follow and that knowledge can help them confidently approach situations, particularly difficult situations
Employment Legislation and Standards Provincial/territorial and federal governments outline the minimum requirements to ensure a safe and equitable work environment for employees
Job Descriptions Job descriptions are basic HR management tools that can help to increase individual and organizational effectiveness
A well-written job description sets an employee up for success by outlining their responsibilities and the parameters of their position
Job descriptions also show how an employee’s position contributes to the mission, goals and objectives of the organization
Performance Management Performance management is an ongoing process where the manager/supervisor and employee work together to plan, monitor and review an employee’s work objectives or goals and overall contribution to the organization
Motivates employees to do their best
Establishes clear communication between the manager and the employee about what s/he is expected to accomplish
Provides on-going, constructive feedback on performance
Establishes plans for improving performance, as necessary
Identifies the skills and abilities of each employee so that work assignments build on and reflect an employee’s strengths
Identifies individual employees for more challenging work
Assists and supports staff in achieving their work and career goals by identifying training needs and development opportunities
Contributes to the succession management plan so that employee skills are developed and employers develop the skills they need to fill an potential HR gap in the future
Learning, Training and Development Investing in training programs helps employees develop personally and professionally
Workplace Diversity Creating an environment where people feel welcome and safe from harassment and discrimination motives staff to perform
Absenteeism and performance problems decrease while productivity, morale and employee retention increases
Work Teams and Group Dynamics When you develop and support effective teams, you enhance the power and feeling of satisfaction of individuals working on the team
When a team works well, it means that staff trust one another and that leads to better sharing of knowledge and understanding
Conflict Resolution In a healthy workplace, there will be conflict
Having a conflict resolution policy and a process will mean that conflict is constructive and not destructive
Workplace Wellness Initiatives A healthy workplace means more than just warding off colds and the flu
It is more holistic and takes into consideration the physical, spiritual, environmental, intellectual, emotional, occupational and mental health of employees
Wellness promotion doesn’t just benefit the employee — an organization filled with healthy, balanced and fulfilled employees is a productive workplace that retains its employees
Employee Recognition Giving employees a sense of shared values and purpose by creating a relationship with them is important
When you thank employees you value them and that, in turn, is motivating
Updating staff on organizational issues through internal communications like e-mail updates and newsletters builds the sense of team and their value to the team
Staff-volunteer relations Develop a sense of team with staff and volunteers contributing to the organization’s mission

Succession Planning and Management

November 24, 2014 Leave a comment

Succession Planning and Management Five-Step Process

Succession planning and management is an essential component of the broader human resources planning process. It involves an integrated, systematic approach for identifying, developing, and retaining capable and skilled employees in line with current and projected business objectives.

Succesion Planning and Management Five-Step Process - Text version under image

Textual version

STEP 1. Identify Key Areas and Positions

Key areas and positions are those that are critical to the organization’s operational activities and strategic objectives.

  • Identify which positions, if left vacant, would make it very difficult to achieve current and future business goals
  • Identify which positions, if left vacant, would be detrimental to the health, safety, or security of the Canadian public

STEP 2. Identify Capabilities for Key Areas and Positions

To establish selection criteria, focus employee development efforts, and set performance expectations, you need to determine the capabilities required for the key areas and positions identified in Step 1.

  • Identify the relevant knowledge, skills (including language), abilities, and competencies needed to achievebusiness goals
  • Use the Key Leadership Competencies profile
  • Inform employees about key areas and positions and required capabilities

STEP 3. Identify Interested Employees and Assess Them Against Capabilities

Determine who is interested in and has the potential to fill key areas and positions.

  • Discuss career plans and interests with employees
  • Identify the key areas and positions that are vulnerable and the candidates who are ready to advance or whose skills and competencies could be developed within the required time frame
  • Ensure that a sufficient number of bilingual candidates and members of designated groups are in feeder groups for key areas and positions

STEP 4. Develop and Implement Succession and Knowledge Transfer Plans

Incorporate strategies for learning, training, development, and the transfer of corporate knowledge into your succession planning and management.

  • Define the learning, training, and development experiences that your organization requires for leadership positions and other key areas and positions
  • Link employees’ learning plans to the knowledge, skills (including language), and abilities required for current and future roles
  • Discuss with employees how they can pass on their corporate knowledge

STEP 5. Evaluate Effectiveness

Evaluate and monitor your succession planning and management efforts to ensure the following:

  • Succession plans for all key areas and positions are developed;
  • Key positions are filled quickly;
  • New employees in key positions perform effectively; and
  • Members of designated groups are adequately represented in feeder groups for key areas and positions
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