创新：背调公司Checkr创建动态背调监控工具以提升Uber乘坐的安全性编者注：值得学习和参考，动态的背景调查很重要啊！国内哪家可以跟滴滴等合作起来！
目前背调都是截止调查的当天。而入职或者开始工作后的情况就很难掌握了！
现代和合规背景调查的领先提供商Checkr今天宣布了一项新技术，该技术可持续更新可能影响共乘驾驶员驾驶资格的犯罪记录。Checker Continuous Check由Uber设计，动态识别可能不合格的记录，以帮助确保驾驶员继续满足优步的安全标准。
Checkr首席执行官Daniel Yanisse表示： “ 凭借当今的按需劳动力，我们需要超越静态背景报告，进行动态筛选。通过持续检查，Checkr为共乘产业创造了新的安全标准将提供关于某人背景变化的重要见解，这可能会影响他们的工作资格。“
优步是第一家采用该技术的公司。使用涵盖大多数新刑事犯罪的数据来源，当司机参与犯罪活动时，持续检查会向优步提供通知。然后，优步可以调查任何可能不合格的信息，例如DUI的新费用和未决费用，以确定该驱动程序是否仍有资格与Uber一起驾驶。这项新技术使优步能够在每年重新进行背景调查之间持续执行其安全标准。
“ 安全对优步至关重要，我们希望确保驾驶员持续不断地达到我们的标准，”优步安全与保险副总裁Gus Fuldner说。“ 这种新的连续检查技术将加强我们的筛选过程并提高安全性。”
最初设计用于满足共乘行业的严格要求，2018年秋季将为所有Checkr客户提供持续检查。
关于Checkr
Checkr的使命是通过提高对过去的理解来建立更公平的未来。我们的平台使数以千计的客户每年能够以gig经济的速度轻松雇用数百万人。使用Checkr先进的背景调查技术，各种规模的公司都能更好地了解不断变化的员工队伍的动态，为他们的招聘带来透明度和公平性，最终为员工创造更美好的未来。
Checkr Creates Dynamic Monitoring Tool to Elevate Safety in Ridesharing
Checkr, the leading provider of modern and compliant background checks, today announced new technology that provides continuous updates about criminal records that may affect ridesharing drivers’ eligibility to drive. Checkr Continuous Check, which was designed with Uber, dynamically identifies potentially disqualifying records to help ensure drivers continue to meet Uber’s safety standards.
“With today's on-demand workforce, there's a need to move beyond static background reports to dynamic screenings," said Daniel Yanisse, CEO of Checkr. "Through Continuous Check, Checkr is creating a new standard of safety for the ridesharing industry and beyond that will provide critical insight into changes in someone's background that may affect their eligibility to work."
Uber is the first company to adopt the technology. Using data sources that cover most new criminal offenses, Continuous Check provides notifications to Uber when a driver is involved in criminal activity. Uber can then investigate any potentially disqualifying information, such as a new and pending charge for a DUI, to determine whether the driver is still eligible to drive with Uber. This new technology allows Uber to continuously enforce its safety standards between annual reruns of background checks.
“Safety is essential to Uber and we want to ensure drivers continue to meet our standards on an ongoing basis,” said Gus Fuldner, Vice President of Safety and Insurance at Uber. “This new continuous checking technology will strengthen our screening process and improve safety.”
Designed initially to meet the stringent requirements of the ridesharing industry, Continuous Check will be available to all Checkr customers in Fall 2018.
About Checkr
Checkr’s mission is to build a fairer future by improving understanding of the past. Our platform makes it easy for thousands of customers to hire millions of people every year at the speed of the gig economy. Using Checkr’s advanced background check technology, companies of all sizes can better understand the dynamics of the changing workforce, bring transparency and fairness to their hiring, and ultimately build a better future for workers. For more information please visit: www.checkr.com.
硅谷
2018年07月15日
硅谷
Human-Centered A.I. is the Future of Talent Management
Will A.I. eliminate my job?
It’s a clickbait title most of us are now familiar with.
In recent years we’ve been met with a wave of articles and soundbites — ranging from the realistic to apocalyptic — speculating as to whether A.I. will replace human jobs, take over the world, or otherwise render Us insignificant.
Tesla CEO Elon Musk has even gone so far as to suggest that the volume of jobs that will be lost due to automation will create the need for a universal basic income.
A fear of new technology, and of the impact that that technology will have upon the job market is not new.
Technological developments that arose during the Industrial Revolution created public fear of mass unemployment (a fear that ultimately proved to be unfounded given the large number of new jobs these technologies created).
Yet the narratives have never felt quite so existential before this moment.
So what is different about A.I. that has so captured the public interest, and it seems, fear?
It seems to lie in the idea that intelligent machines will not seek to supplement aspects of our existence, but rather, replace us entirely.
Computer Scientist Subhash Kak advocates for this idea with respect to the job market in his think piece for NBC News (a piece, it is worth noting, entitled “Will robots take your job?”). The reason A.I presents a greater threat to society as we know it, he argues, is “today’s A.I. technology aims to replacethe human mind,” not simply to make industries more efficient (my emphasis).
It would be naive to ignore the reality of Kak’s argument with respect to tasks requiring learning and judgement. A.I. is already replacing human decision-making in industries such as transportation and manufacturing.
But are all applications of A.I. really aiming to replace the human mind in the workplace? And should they?
There are other views — and other technological frameworks — to be had here.
“Human-Centered A.I.”
In opposition to A.I.’s “takeover” rhetoric exists a school of thought that explicitly acknowledges the benefit of partnership between humans and intelligent machines.
Fei-Fei Li, director of the Stanford Artificial Intelligence Lab, calls this approach “human-centered A.I.” — a framework for guiding the development of intelligent machines by human concerns.
At a high level, the goals of human-centered A.I. are as follows:
A.I. should aim to enhance human thought rather than replace it
A.I. should encompass the more nuanced and contextual aspects of human intellect, aided by outside fields such as psychology and sociology
The development of A.I. technology should be guided by a concern for its effect on humans
There are a number of cross-industry applications of A.I. that can be viewed within this partnership framework.
Take, for example, the development of robots used to reduce costs, time, and human-error during surgery, allowing doctors to focus on the more nuanced aspects of the surgical process. Or, developments of A.I. in agriculture, such as Blue River Technology’s “see and spray” technique for applying herbicide only where needed, saving farmers money on herbicide and delivering a more sustainable product to consumers.
But perhaps even more in contrast to the fear of a robot taking one’s job, is the increasing extent to which A.I. is being applied the field of talent management.
That is to say, A.I. is being used to actually improve the workplace and the worker experience, rather than replace the worker.
A.I. as a Tool for Improving the Workplace
In the past several years, we have seen an emergence of companies applying A.I. to problems in talent management. From Paradox.AI’s Olivia, to Beameryand Textio, its fair to say that A.I. is on HR’s radar in a way that it wasn’t 5 years ago.
What’s interesting about this trend is that unlike other industries with a stronghold in A.I., talent management has until recently been viewed almost exclusively as a “fuzzier” aspect of the business. It is an industry built on relationships, human connections, and emotional intelligence, and yet, it is being improved with A.I.
To be fair, up until now a majority of A.I. solutions for talent management have focused on the more tedious and error-prone tasks around candidate sourcing and evaluation (tedious + error-prone = a perfect opportunity for automation).
But there are also opportunities for A.I. to improve the post-hire aspects of the employee experience, and human-centric A.I. is the key.
As the marketing world has known for years, A.I. provides a unique opportunity for scaling a personalized experience. Why would you show me the same thing as everyone else, when I’m more likely to convert if you show me exactly what I want?
The same principles can be applied to the post-hire employee experience.
Employees have different skills sets and motivators. If my employer places me in an environment that is optimized for my skills and motivators, I’ll stay. If not, I’ll move on.
As the progression towards a digital workplace continues, companies also have more data about their human capital than ever before — who they are talking to, what they eat, when they’re online every day. WeWork is basing their business model around this data.
Human-centered A.I. can unleash this data to help talent leaders create a more personalized employee experience. It is in “fuzzier” domains like talent management where human-centered A.I. shines, not just for ethical reasons, but because it provides the best user experience.
At Cultivate, for example, we apply human-centered A.I. to personalize the leadership development experience for managers. Using digital communication data as a proxy for leadership behavior, we analyze and predict how managers’ actions are affecting their team, and offer suggestions for how to improve.
At no point do we attempt to stand in as a replacement for a manager, or a talent leader. Rather, like a real-life leadership coach, Cultivate offers tips and suggestions that a manager can choose to take, or not.
This is the kind of personal experience employees expect from their talent leaders, scaled with A.I. And it doesn’t need to stop at learning and development. A.I. also has high-potential to impact other aspects of the employee experience, from interviewing and on-boarding to performance reviews and off-boarding.
Looking Forward
There is no doubt that A.I. is changing the world — and the job market — as we know it.
Industries will be disrupted. Jobs will be lost, new jobs will be created, some jobs will never be replaced.
Ethical dilemmas will be raised. They already are.
The degree of difference between aspects of human intellect and intelligent machines will become smaller.
However, with careful consideration for A.I. design that creates a sense of partnership between humans and intelligent machines, A.I. isn’t a force to be feared in the workplace, but embraced.
作者：玛格丽特托马兹祖克
About Cultivate
Cultivate helps companies leverage their digital communication data with A.I. to extract important organizational learning and unleash leadership potential.
For more information on what we are doing at Cultivate, check out our website.
英文也比较简单理解，就不翻译了~
不一样的角度来看待科技的发展：I was wrong. Too much tech is ruining lives作者：Vivek Wadhwa
Distinguished Fellow at Carnegie Mellon University College of Enginee
Just four years ago I was a cheerleader. Social media was supposed to be the great hope for democracy. I know because I told the world so. I said in 2014 that no-one could predict where this revolution would take us. My conclusion was dusted with optimism: a better connected human race would find a way to better itself.
I was only half right: nobody could indeed have predicted where we have ended up. Yet my optimistic prognosis was utterly misguided. Social media has led to less human interaction, not more. It has suppressed human development, not stimulated it. As Big Tech has marched onward, we have regressed.
Look at the evidence. Research shows that social media may well be making many of us unhappy, jealous and – paradoxically – antisocial. Even Facebook gets it. An academic study that Facebook cited in its corporate blog post revealed that when people spend a lot of time passively consuming information they wind up feeling worse. Just ten minutes on Facebook is enough to depress – clicking and liking a multitude of posts and links seems to have a negative effect on mental health.
Meantime, the green-eyed monster thrives on the social network: reading rosy stories and/or carefully controlled images about the social- and love-lives of others leads to poor comparisons with one’s own existence. Getting out in the warts-and-all real world and having proper conversations would provide a powerful antidote. Some chance! Humans have convinced themselves that ‘catching up’ online is a viable alternative to in-person socializing.
And what of consumer choice? Don’t book your next city break via Google. Research shows that a typical search for a family vacation begins with “the best hotels in…” or the “top ten hotels in…”. Yet these searches return paid-for links from big identikit hotel companies and well-funded broker websites. Local bloggers, like the guy in Jaipur or the girl in Paris who make it their job to suggest the most interesting stays, don’t appear until search page ten (AKA nowhere). Discovering real places, recommended by locals and run by real people, got a lot harder in the internet age. Guidebooks used to do the job, but few buy them anymore.
We are becoming unthinkingly reliant – addicted – to ease-of-use at the expense of quality. We are walking dumpsters for internet content that we don’t need and which might actively damage our brains.
The technology industry also uses another technique to keep us hooked: feeding us a bottomless pit of information.
This phenomenon’ is the effect Netflix has when it auto-plays the next episode of a show after a cliffhanger and you continue watching, thinking, “I can make up the sleep over the weekend.” The cliffhanger is, of course, always replaced by another cliffhanger. The 13-part season is followed by another one, and yet another. We spend longer in front of the television yet we feel no more satiated. When Facebook, Instagram and Twitter tack on their scrolling pages and update their news feeds, causing each article to roll into the next, the effect manifests itself again.
Perhaps we should go back to our smartphones and, instead of playing Netflix or sending texts on WhatsApp, use their core function. Call up our friends and family and have a chat or – better – arrange to meet them.
Meanwhile, Big Tech could carve an opportunity from a crisis. What about offering a subscription to an ad-free Google? In return for a monthly fee, searches would be based on quality of content rather than product placement. I would pay for that. The time-savings alone when booking a trip would be worth it.
Apple pioneered the Do Not Disturb function which stopped messages and calls waking us from sleep, unless a set of emergency-criteria were met by the caller. How about a Focus Mode that turned off all notifications and hid our apps from our home screen, to ease the temptation to play with our phones when we should be concentrating on our work, or talking to our spouses, friends and colleagues?
In the 1980s, the BBC in Britain ran a successful children’s series called Why Don’t You? that implored viewers to “turn off their TV set and go out and do something less boring instead”, suggesting sociable activities that did not involve a screen. It was wise before its time. The TV seems like a puny adversary compared to the deadening digital army we face today.
This is based on my forthcoming book, Your Happiness Was Hacked, which will show you how you can take control and live a more balanced technology life.
You can pre-order the book, coauthored with Alex Salkever: https://www.amazon.com/Your-Happiness-Was-Hacked-Brain/dp/1523095849
硅谷
硅谷
硅谷
硅谷
硅谷
硅谷
硅谷
硅谷
硅谷
硅谷
扫一扫 加微信
hrtechchina
