Talents with High Aptitude to Learn New Things Stand to Benefit the Most with AI

“Agility” is the buzzword that frequently run through the varied discussions and meetings of CEOs, global mobility managers, and their human resource colleagues. Its importance is probably second only to “disruption.”

Still, both terms are like a call to arms to these leaders, triggering in them the need to move, adjust, and flow with the changing times, or risk being obsolete. The sad thing is, not many workers feel that they can be agile.

According to The Help Guide,  a frequent cause of workplace stress comes from that feeling of inadequacy and the uncertainty over the future that it brings.

Employees, gig economy workers, freelancers, and assignees alike are concerned that they might be laid off because they cannot meet with the speedy changes happening in their industries. They lose sleep at the possibility that cost-cutting measures can endanger their job. Worse, they keep comparing themselves to the next artificial intelligence (AI) model who might fill in their reluctant shoes.

One thing that they do have to contend with — along with their leaders — is that AI is evolving right now, to the point that it can assess each staffer or assignee’s ability to be agile. That just might increase the pressure on them even more, but to business owners, executives, recruiters, and global mobility managers, AI’s screening ability just might be the tool they need to win in their particular business environment.

All of us are familiar by now that AI can get tons of minute data, and come up with patterns that they have been programmed to find. It depends on the algorithm that its IT and tech masters will put into it, and the parameters that they are looking for.

For example, AI can easily and quickly match the particular requirements of a job vacancy to that of the most suitable candidate. That capability, which is data-driven, focuses on the key elements that the recruiter is looking for. It also discards the other flawed and irrelevant aspects that human recruiters can input into their own search. For example, AI is not saddled by the subtle yet all-too-real biases and prejudices that human recruiters and global mobility managers can bring to the screening process.

What AI is now capable of doing is discovering which candidate or assignee has the most ability and potential to be agile. As Forbes explains it, it can sift through an assignee’s years of experience, his behavioral patterns, and his entire employment performance to see how fast he can reinvent himself should the need arise. Actually, the article digs even deeper; it points out that AI can evaluate which candidate has the most aptitude to learn new things and discard old knowledge and skills that are irrelevant and useless.

Here is what makes its assessment valuable and intimidating at the same time: AI can also show which assignee has that precious chameleonic skill of reshaping themselves and upgrading their skills, probably at pace with the current technological transformation that is surrounding them.

How can global mobility managers adapt to this piece of news?

First, welcome AI as an ally, and not regard it as an enemy. As Jobsoid says, AI can significantly whittle down the amount of time a  global mobility manager spends in finding the right candidate.

Given one report that about 75 percent of resumes are finally deemed irrelevant or unqualified, AI can quickly come up with a list that the global mobility manager can sift through, with a higher level of confidence.

Second, the global mobility manager must acquaint themselves with how AI works, and learn how to integrate it into their everyday workflow. This goes beyond automating job ads or organizing a more efficient job match because of it.

The global mobility manager must have a more than cursory knowledge of what AI is capable of. They can then infuse into it all the knowledge and learnings they keep acquiring, in order to refine the organization’s own search for qualified candidates.

Beyond that, as Forbes reports, they can also correlate the kind of assignees they will need in the future who will become a valuable support to the company’s plans for expansion.

Third, the global mobility manager must themselves become a chameleon. Agility must become a middle name if they are to require this quality from their candidates. Think of this as something to look forward to, instead of something to cringe from. The world is becoming more unpredictable.

Industries are being disrupted, continents and their structures are unraveling, and new services and economies are emerging. It is the mandate, after all, of global mobility managers not just to ride these changes, but to master them. As the tech geniuses of Silicon Valley have found out, having a window into the future can be an exciting, rewarding ride, especially if you have developed the agility for it.