Talent News Round-Up: Boolean and GAI, Internal Talent Marketplaces, and Psychological Safety
Staying updated on the latest workforce trends is crucial for TA leaders and HR professionals. This week, we delve into three significant developments shaping the talent landscape and get SocialTalent CEO, Johnny Campell’s first-hand takes on these pieces.
1. First, we look at a truly insightful piece from the renowned Glen Cathey that was posted on LinkedIn. Described by Johnny as his go-to “Yoda of sourcing“, this article digs into Boolean search in the age of AI.
2. This article from Fast Company is a must read for anyone looking to learn more about Internal Talent Marketplaces, or ITMs. A must-have essential for organizations, or are there more pressing concerns to tackle first?
3. Finally, HBR delivered this fascinating deep dive to the impact of psychological safety on new hires, specifically looking at how quickly it erodes and what organizations and leaders must do to keep it thriving.
Join us as we explore these pivotal insights and their implications for the future of work.
1. Why GAI and Boolean Search Is a Winning Approach to Sourcing
Source: LinkedIn
According to Glen Cathey, despite advancements in AI, Boolean search remains essential in recruiting. AI and large language models (LLMs) allow natural language queries, reducing the need for Boolean search. However, Boolean skills remain vital for sourcing candidates where LLMs are unavailable. Critical thinking is key to effective search, requiring an understanding of job requirements and resume variations. Successful sourcing involves effective human-computer interaction (HCI) and crafting precise prompts for LLMs. Core skills include critical thinking and communication, ensuring comprehensive and inclusive searches for top talent.
Johnny Campbell’s take on this:
“Glen has always been my Yoda when it comes to sourcing and his wisdom should be heeded when it comes to AI and Sourcing. Critical thinking is such an important skill. This is a must read for any sourcers or leaders with a sourcing team!“
2. Four Reasons Why Your Organization Should be Using Internal Talent Marketplaces
Source: Fast Company
Internal talent marketplaces (ITMs) are AI-driven platforms that match employees to learning and development opportunities based on their skills and experiences. Organizations are increasingly adopting ITMs for strategic workforce planning, succession planning, learning and development, and internal mobility. ITMs provide data-driven insights into skills availability, help identify and develop future leaders, offer personalized learning experiences, and enhance employee engagement by providing growth opportunities. Effective implementation of ITMs involves careful planning, stakeholder engagement, and continuous progress tracking to maximize their value.
Johnny Campbell’s take on this:
“I’m a huge fan of ITMs (if not the overuse of initialisms in HR!) and this article is full of great stats to help you build a business case for one. However, never forget that the software alone is unlikely to solve your problems. Some of the biggest challenges around internal mobility and learning are down to poorly thought out processes, cultural and historical norms, and lack of awareness. I’d tackle these before worrying about implementing an ITM!“
3. Psychological Safety Erodes Quickly
Source: HBR
Delta Air Lines CEO Ed Bastian highlighted a workforce shift post-Covid, where many experienced employees retired, offering opportunities for younger staff. However, training new hires has been challenging due to the complexity of airline jobs. This issue is prevalent across various industries, where swift upskilling is crucial. Psychological safety is essential for effective learning, yet new hires often lose it quickly. Leaders can mitigate this by fostering supportive environments, emphasizing the importance of risk-taking, and responding appreciatively to new hires’ contributions.
Johnny Campbell’s take on this:
“What I loved most about this is the contrast between teams that already had very high levels of safety vs those that were on the low end. The psychological safety of new hires only rose over time in strong teams but severely dipped in low safety teams. With all of the data pointing to massive productivity and innovation gains associated with psychological safety, every leader should care about how to better protect it!.”