Algorithms are a threat to jobs in health care. How do human resources anticipate on these radical changes?

Technology changes the labor market rapidly. Robotization, big data and artificial intelligence lead to radical changes at work, also in health care. For example, Google and endless start-ups who are already actively participating within health care. The radical consequences of recruiting and binding of staff approach us. With what strategies do human resources prepare for this futuristic image?

People are redundant due to algorithms
If you would like to know what the influence is of technology on the labor market, you should have a close look at Uber. A handful of people with clever algorithms make sure millions of cap drivers are employed. Because of the development of autonomous cars of Tesla and Google, it is more likely that drivers will not be necessary anymore. Jobs will radically change or even vanish due to developments surrounding us.

The labor market changes radically due to algorithms, big data and robotization. We see that, according to scientific calculations, 50% of jobs in OECD are being replaced by algorithms before 2030. Soon telemarketers, cashiers and legal assistants will be redundant. Is it possible that I as a recruiter will be replaced within five to ten years by robots or a technical code? Or you?

Or are we witnesses of the future around us already? Our assumptions are overtaken by fast changes. For example, Google is developing the Baseline Study, a massive database of health data. Diagnoses, healing and prevention are increasingly carried out by algorithms without human intervention.

IBM’s supercomputer Watson can diagnose flawlessly. Diagnosis of doctors are checked or replaced by smart algorithms when it comes to cancer. Locating that disease is personalized to treat each individual patient precisely. As regards diabetes, sensors alert the patient as soon as a dangerous level is recognized. The patient only needs to use an app on a smartphone to activate the insulin pump to avert the danger.

Changes will also apply to recruiters and HR managers. In their role, they bear the responsibility to decide which type of employee is needed to grow or prevent the business from growing sustainably in order to fall behind with competition. Attracting talent should go hand in hand with the application of high tech and big data. Each company retains the right to exist by ensuring staff in line with the new reality. To come into contact with and to activate the appropriate candidates at the right time is essential

Traditional versus personal

I myself support HR from pharmaceutical multinationals for over a decade. I am convinced that each candidate is unique and has capabilities that algorithms will never add to an organization. In particular, human skills such as empathy, interpersonal contact and genuine attention.

Nevertheless, I see that traditional recruitment methods are failing. Time goes on, but recruiters are stagnated. I believe that we need to develop the way we approach candidates at the same speed and intensity. By making recruitment personal instead of sliding boxes and simply ticking off criteria and working conditions.

If individual patients in our sector are treated precisely and personalized, why don’t we continue to take that approach in recruiting our ideal candidate? For me personally, this is the great example of Personalized Recruitment the assumption of Karin She distinguished herself between twenty other candidates during our gamification workshop. Despite that she was thirty weeks pregnant and unorthodox curriculum vitae, we trustfully chose her for the job. She’s more than repaid that with above-average performance in her team. The employer had attracted her 60 percent faster and at 52 percent lower costs. A traditional procedure could never have approached these results.

Enchant candidate persona

Diagnosing diseases is easier than filling a vacancy. Why? Ticking off requirements plus a market-based salary plus corporate mission statement described by management in the job description will not enchant the latent job seeker. You can see the generic job reports passing by on your LinkedIn timeline, in newspapers and magazines. This traditional approach does not provide for the solution. Of course, search-algorithms will match sought hard criteria to candidate profiles, but are unable to empathize with employee motivations, or let job seekers entice against their own expectations in responding anyway.

To stimulate success, you will have to bring your motive for working to the surface per individual, especially for your company. Otherwise, a custom- made profile of the desired employee is simply not able to set up. Start by taking stock of existing roles of the vacant position, and then analyse which competencies are missing to achieve short- and medium-term objectives. By designing a seduction model with proven marketing techniques, you activate human capital and retain your talent for your organization. This ensures your business of permanent attractiveness and automatically installs a sustainable talent pipeline.

So to be seen, it is quite ironic that the most adequate answer to the new reality, manually or with the computer, requires the same solution. Or: formulate and express a unique message of value to each candidate-persona.

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