AI Recruiting ~ For The Lotus Root
To date, the Lotus root cannot be holistically cultivated by a machine. It is true that at some point in time, machines will be able to replace humans but at this time, it is not possible. The root cannot be broken or damaged as it is extracted from the field. If it breaks it becomes contaminated.
Recruiting in concept should be similar to gathering the delicate Lotus root. They should
- Have a clear idea of what they need
- Have identified resources and complex networks to use
- Understand how to talk to people
- Understand how to work with others
- Understand ecosystems and nature
In reality, recruiting today is more like robotic fishing.
- High usage of automation
- Filtering through technical netting
- Lack of understanding of the environment and impact on harvesting
- Lack of sensitivity to the larger ecosystem
- Lack of common respect for the environment
War for Talent is a War on Talent
24. WAR IS A MERE CONTINUATION OF POLICY BY OTHER MEANS.
We see, therefore, that War is not merely a political act, but also a real political instrument, a continuation of political commerce, a carrying out of the same by other means. All beyond this which is strictly peculiar to War relates merely to the peculiar nature of the means which it uses. That the tendencies and views of policy shall not be incompatible with these means, the Art of War in general and the Commander in each particular case may demand, and this claim is truly not a trifling one. But however powerfully this may react on political views in particular cases, still it must always be regarded as only a modification of them; for the political view is the object, War is the means, and the means must always include the object in our conception. – Source: Carl von Clausewitz, On War, trans. Col. J.J. Graham. New and Revised edition with Introduction and Notes by Col. F.N. Maude, in Three Volumes (London: Kegan Paul, Trench, Trubner & C., 1918). Vol. 1. Chapter: CHAPTER I: WHAT IS WAR?
Topping the list of concerns of CIO’s is this idea that they can’t find the people they need to work on complex tasks.
Why can’t they find the people they need?
The reason they can’t find talent is because they
- don’t know what they need
- don’t know what they are looking for
- tracking a moving target
- are transforming
- are busy
- believe they they know and don’t like the choices or answers provided
This idea of war is interesting. Leaders are often driven to war and fighting concepts as opposed to peace and unification. A large contingent of these leaders have no understanding of war. The lifetime of a war-fighter is not shaped only by her knowledge or experience; it is shaped by her drive, motivation, curiosity, passion and underlying commitment to the cause. This is true but it is also true that war and war-fighters are driven by contract and cash flow “In all countries engaged in war, experience has sooner or later pointed out that contracts with private men of substance and understanding are necessary for the subsistence, covering, clothing, and moving of any Army.” ¾ Robert Morris, Superintendent of Finance, 1781
It is a subscription model of man, material and machine that has perpetuated and supported the mechanism of war for many in human history. The relationship is complex, dynamic and fluid.
The government understands this model and has used and applied it for many years. Many government civilians exchanged their military uniforms for government jobs in order to continue their service. Many contractors or consultants are also from the ranks but there were opportunities for those who could not serve or who chose not to serve. The complicated nature of this model is a high transaction expert workforce with continuity of mission, vision, purpose, scope and objective as executed by the demands of policy extended though defense and war activities. The catch? It costs a lot of money.
A subscription workforce model in the civilian world is also not a new concept. The technologies are newer along with global reach, virtual workforce and demand management exponentially.
The subscription workforce model is moving towards fast micro-transactions with a floating contingent workforce. This introduces a lack of certainty but with the demands on CIO’s to lower cost of delivery and support, this is the price companies are willing to pay.
The Grid ~ Network, Relationships and War
The “War for Talent” is a “War on Talent.”
Companies can’t find the talent they need to get the job done.
Imagine you are a chef, the phone rings and you are asked if you know how to make soup. Let us assume you have 20 years of experience including many years of soup making. You tell the recruiter that you are an experienced person and you have the ability to “hit the ground running.” The recruiter takes a 5.5 second look at your resume and determines you would be a good candidate for the job. She passes your name to the hiring manager or corporate HR person for consideration. The hiring manager looks at your resume and without discussion makes a determination that you can’t make the soup they are looking for. End of story.
In another scenario, the hiring manager says they will “talk to the person” and through discussion never asks about what the person (you) “can do” only asks what the person “does or did.” End of story.
The hiring manager or representative from the company may not even understand what the person should do. They don’t know.
The focus is on experience as listed on a resume, a lack of understanding around what is actually needed, a lack of understanding of human factors and the idea that people only matter at the particular moment that they individually represent the “most value.”
The basic foundation of success in war is “clarity.” Even the bad guys in history were consistent in their vision.
Today, it is more likely that a person will get a job through a relationship. This relationship is a token of trust that is passed on from a person to another. The burden of building trust through a document or LinkedIn or an electronic system is so high, that the likelihood of success in gaining a great resource or employment is low. Yet, companies are spending more dollars on technological systems in order to pipeline more options and perform analysis on these. All in order to find the “right fit.” What that means is an enigma. If you break the code or understand it, you could get in and/or be accepted. The result is a breakdown of trust in the market. To compensate for lack of trust, companies have to entice people with benefits or money. This has created a break down in communication and results in increased risk on delivery.
Companies can’t deliver on promises. They have to buy solutions to deliver. What they lose in consolidated cookie cutter solutions is differentiation, diversity and market position. In fact, the more companies look like one another because of these behaviors, the less attractive they become to the workforce and consumers.
The reason why companies can’t deliver or find the talent is their lost motivation to focus on trust, integrity, respect and clarity of concern for the people they are looking to serve in all directions. An H-1B visa won’t fix that and Watson, Alexa or OK Google won’t fix it. It is a core value that when damaged, creates a vacuum.
For these seven months a year men and women go to harvest the Lotus root.
The Lotus root is valued at about $3.80 USD per pound. The per dollar cost of a consumers food dollar is close to
If this were a technology market, we would automatically look to disrupt labor, after all it is the highest cost. The problem for US based companies is they have very little time to understand what is happening in this band of labor, they are just under pressure to reduce.
The outcome is simple; damage the root as it comes from the earth and the product is devalued. As you push harder to introduce new ways to extract the root, you damage the ecosystem and your brand. All this starts to feel hard and confusing, you seek easy answers. Easy is lazy and less thoughtful, it makes things worse. It starts to feel like pain. Pain turns into need and need turns to knee jerk. This continues and creates an illusion of market scarcity. Market scarcity in required labor to support and deliver creates a real need to leverage consolidated services. Brand is diminished and… you know the rest.
Let us start with honesty, build trust, show integrity and respect. Let us work on the fundamentals of basic humanity. Real change and real disruption starts with a clear effort to focus on workforce engagement. If companies are know to love, honor and respect talent, they will never have a problem finding it.