The digital transformation is one of the most current aspects of society. The economy tends for years towards a deep digitalization that bases its activity, all or a very large part, on the Internet and the computer solutions that are associated with the new information and communication technologies.
But, despite the high technological level that exists today, there are still aspects, elements and/or processes that continue to have the traditional as a fundamental basis. If we focus on the world of business, and more specifically on that of human resources, we see how there are concepts that, although there are alternatives and complements based on new technologies, continue to have a traditional approach. A clear example is a curriculum.
It is an element that little has evolved too much over time. It can indeed be presented in many forms and different formats, but the essence remains the same. That is, the curriculum is still present in practically 100% of the selection processes in the business world. No matter the sector, nor the size of the company, nor the job to be filled, there is always a list of CVs in the office of the person in charge of human resources.
Why hiring has not evolved?
The selection processes have become vital for companies. Choosing the candidate well can mean not only a benefit for the organization in terms of productivity and increased value but also a significant saving in the costs of hiring. By choosing the perfect candidate we are saving time and resources, and given that companies seek an optimization of their economic costs practically at the cent, an effective human resources department will always be great news for management.
In each selection process, recruiters have to invest a lot of time in reading experiences, studies and titles embodied in the candidates' curricula. The question that managers of talent management departments should ask is whether this investment is necessary or not.
It seems a somewhat archaic strategy that recruiters give so much weight to the CV in the selection processes. If the tendency is towards the modernization of all the procedures of the companies, why continue to depend so much on a document so impersonal, reaped and in many occasions, with false aspects? These are inefficient evaluation or screening methods since subjective aspects such as the way of being, the ability to learn or more subjective qualities of personality are not valued.
Let us give an example: a company asks its human resources department to replace a department. Recruiters place the ad and receive 150 applications from potential candidates. As what is sought is a senior profile, the experience of the people who apply for the position is quite broad, therefore, their curriculum is extensive. What does this imply? That, if the recruiter takes an average of 15 to 20 minutes to read a CV, only making the first selection among the first candidates can take more than one work week.
A more dynamic, flexible and productive solution is needed to choose the right candidate for a position.
Taking advantage of the digital transformation
Most of the curriculum data are irrelevant, age, sex, residence, for example, are information that really should not serve to assess a candidate. Companies must have a concept where candidates' skills are valued more and actively tested.
How to apply robotic automation in the HR department?
It is the time of constant learning and adaptive profile. We live in times of constant changes, the advance of digital transformation makes current technology can make a big change in a few years or even months, therefore, companies need profiles in most departments that are flexible, that is adaptable to changes and have a great capacity for learning. Education, that is, knowledge already acquired will always be important, but today, the ability to learn new concepts, many of them perhaps still non-existent, is more important.