Can Tech, Workers, and Burgers Co-Exist?

One purpose of technology is to make labor more efficient. This was not news to the inventor of the first wheel or the latest and fastest micro-chip. Western society has been pretty comfortable with this because it really makes things go faster and has eliminated some very physically demanding jobs. Of course, tech also creates higher paying jobs (though not as many) than the ones that get replaced. But, where do customers draw the line?

This article describes the effect that tech is having on McDonalds. Note that this is the only description of the issue I’ve seen online, so I’m a bit skeptical of the premise that this is the reason people are quitting work at McDonalds at higher rates than before, especially considering the low unemployment rate. There are those who think that this kind of automation is being driven (or at least accelerated) by local minimum wage increases. However, automation has always been designed to reduce labor, so that’s not a big surprise.

Yet, Walmart is appearing to be having the opposite experience with tech in its stores. I think the big difference is that the impact of the technology there is to allow employees to focus on what they already do well rather than leading to a change in necessary skill sets.

New tech always has growing pains and I am sure that fast-food chains will get this figured out pretty quickly. The bigger questions to me are:

1) Whether they will understand that they have changed the cognitive complexity of the jobs, and therefore need to change their hiring practices.

2) If service is really part of the equation for fast food customers.

When you change tech in any job, you need to change organizational behavior to adapt. Part of this equation is training, but the other half is ensuring that your selection systems are still valid. This change has led to an increase in behaviors such as quickly shifting between ways people can order while maintaining attention to detail. This requires a somewhat different skill set than handling one order at a time using one process. The tech won’t work as well if you do not have the people who can run it correctly.

As for the second question, the U.S. economy is filled with examples of service employees going away. Whether it was the transition away from pumping your own gas to checking out your own groceries, we are pretty good at serving ourselves. This leads me to believe that the increasingly automated fast food restaurant will be here more quickly than you think.

Should HR Use Social Media Blinders?

Every couple of weeks I come across some sort of article or opinion piece about whether or not HR departments should use social media sites when recruiting or selecting candidates. The articles usually fall into one of two categories:

  • Of course you should, dummy! Any data is good data. How can you pass this up?
  • Using social media data is a one-way ticket to court and is immoral! Every bias companies have is out there and you’ll be discriminating against people, whether you want to or not.

The latest one that caught my eye was definitely in the second category. Not surprisingly, the author uncovered research data that showed that certain information found on social media would bias employers. Sort of like everything we know about how information about race, age, gender, religion, etc in resumes and interviews leads to bias. No surprises here.

People who think all social media information should be ignored seem to have this idea that HR departments spend a lot of time snooping candidates’ social media. Maybe some do, even if to check work history on LinkedIn, but that attitude strikes me as paranoid.

We do know that social media activity does correlate with personality traits which are predictive of job performance, so there is likely some valid data out there. My biggest issue with using social media to recruit or make selections is the self-selection bias. Not everyone uses social media or uses it in the same way. So, while there might be predictive information within a sample of candidates (those active on social media), it is less reliable for the population of candidates (everyone you may be interested in, whether or not they are active on social media).

As with any selection tool, you’ll want to make the playing field level. If you want to read about candidates’ business history, let them know that you’ll be taking a look at their profiles, connections, etc on LinkedIn (where they’ll have their “professional” face on). If I’m hiring for a programmer, you can bet that I would be interested in the open source code contributions they have made.

We’re at the tip of the iceberg as to what valid information can be gleaned from social media. By the time we find out, the platforms we use now are likely to be obsolete (what, we can soon use more than 140 characters on Twitter?). But, the “rules” for using social media information should be the same as any other selection tool:

  • Is what you are looking for job related?
  • Is the information gathered reliable, or just one person’s opinion about what it means?
  • Would the information potentially have adverse impact against protected groups?
  • Is this really the best way to learn whether the person possesses that knowledge, skill, ability, or personal characteristic?

What, if anything are you doing to evaluate candidates online?

For more information about valid selection methods, contact Warren Bobrow.

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