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Articles by Ben Dattner
The Legal and Ethical Minefield of A.I.-Driven Employee Surveillance
From “surveillance wages” to psychological profiling, new workplace A.I. systems are reshaping power dynamics between employers and employees. Unsplash+ When we wrote about the legal and ethical implications of A.I. in hiring in 2019, we focused on the assessment of job candidates before they had been hired or consented to an ongoing relationship with an organization.
Should you be using AI for performance reviews?
Second scenario: AI helps the company but harms employees. The same tools can quickly slide into surveillance. Algorithms now analyze workflow, communication patterns, tone of voice, and even what some vendors call “relational analytics.” A decrease in typing speed may be interpreted as disengagement. A change in Slack sentiment might flag someone as “skeptical” or “cynical.” Tracking and penalizing irregular working hours could covertly disadvantage parents or people with health issues.
¿Deberías utilizar IA para las evaluaciones de desempeño?
Durante la última década, las innovaciones digitales han generado una gama de herramientas de reclutamiento y evaluaciones de desempeño: ahora, al solicitar un empleo por primera vez, es menos probable que te juzguen los humanos y más probable que te evalúe la inteligencia artificial (IA). Antes de tener la oportunidad de impresionar a un entrevistador humano, primero deberás impresionar al algoritmo.
How to Curate Your Digital Persona
“Who am I, really?” Philosophers, psychologists, and neuroscientists – not to mention poets and artists — have been trying to answer this question for centuries. The good news for business leaders is that they don’t need to turn into armchair psychotherapists, or get an advanced degree in metaphysics, to figure it out. Nor do average employees need to dig deep into their unconscious, or unleash their inner Freud.
How to Curate Your Digital Persona
“Who am I, really?” Philosophers, psychologists, and neuroscientists – not to mention poets and artists — have been trying to answer this question for centuries. The good news for business leaders is that they don’t need to turn into armchair psychotherapists, or get an advanced degree in metaphysics, to figure it out. Nor do average employees need to dig deep into their unconscious, or unleash their inner Freud.
Building Ethical AI for Talent Management
HBR Staff/Lishakov/Unsplash Artificial intelligence has disrupted every area of our lives — from the curated shopping experiences we’ve come to expect from companies like Amazon and Alibaba to the personalized recommendations that channels like YouTube and Netflix use to market their latest content. But, when it comes to the workplace, in many ways, AI is still in its infancy. This is particularly true when we consider the ways it is beginning to change talent management.
3 Popular Goal-Setting Techniques Managers Should Avoid
In 2002, professors Edwin A. Locke and Gary P. Latham, two of the best known academic researchers on goal-setting, wrote an article in American Psychologist summarizing their 35 years of research. Among their findings: Setting specific, difficult goals consistently leads to higher performance than just urging people to do their best. High goals generate greater effort than low goals, and the highest or most difficult goals produce the greatest levels of effort and performance.
Legal, ethical implications of using artificial intelligence in hiring | Produced by Advertising Publications
May 14, 2019 at 1:24 pm Updated May 14, 2019 at 1:34 pm Digital innovations and advances in artificial intelligence have produced a range of novel talent identification and assessment tools. Many of these technologies promise to help organizations improve their ability to find the right person for the right job, and screen out the wrong people for the wrong jobs, faster and cheaper than ever before.
The Legal and Ethical Implications of Using AI in Hiring
Peter Dazeley/Getty Images Digital innovations and advances in AI have produced a range of novel talent identification and assessment tools. Many of these technologies promise to help organizations improve their ability to find the right person for the right job, and screen out the wrong people for the wrong jobs, faster and cheaper than ever before. These tools put unprecedented power in the hands of organizations to pursue data-based human capital decisions.
How to Really Listen
One morning, my wife Eleanor woke up, turned over, and said, “I am not looking forward to this day.” I asked her why. What came out is that we were at the start of the Jewish high holy day season, which means colder weather and three weeks of big social meals, long religious services, broken routines, and children out of school. Eleanor didn’t grow up with these traditions, and they can be overwhelming. Now, I run a management consulting company; problem-solving is what I do.
Make Getting Feedback Less Stressful
Much of my work as an executive coach and an instructor at Stanford’s Graduate School of Business involves helping people improve their abilities to deliver feedback more effectively. It’s a critical skill, particularly for both leaders in flat organizations where giving orders is generally counter-productive and for anyone who needs to manage up or across by influencing their bosses or peers.
The Key to Performance Reviews Is Preparation
Writing and delivering performance reviews can be one of the most challenging tasks for any manager. It’s difficult to give a review that successfully navigates the emotional and interpersonal dynamics while also balancing the complex, competing goals that are present in most performance reviews. In my work as an executive coach, one of the most frequent requests I get from clients is to provide feedback on performance reviews they’ve drafted before they deliver them.
13 Signs Your Ego Is Getting in the Way of Receiving Feedback Well
Do you get defensive while responding to negative feedback? Read this infographic to know the 13 ways you might be letting your ego get in the way of receiving constructive criticism.
How to Hire for Emotional Intelligence
We know from research (and common sense) that people who understand and manage their own and others’ emotions make better leaders. They are able to deal with stress, overcome obstacles, and inspire others to work toward collective goals. They manage conflict with less fallout and build stronger teams. And they are generally happier at work, too. But far too many managers lack basic self-awareness and social skills. They don’t recognize the impact of their own feelings and moods.
How to Avoid Hiring a Toxic Employee
Nothing is more costly to an organization’s culture than a toxic employee. Research shows that rudeness is like the common cold — it’s contagious, spreads quickly, and anyone can be a carrier.
How to Avoid Hiring a Toxic Employee
Nothing is more costly to an organization’s culture than a toxic employee. Research shows that rudeness is like the common cold — it’s contagious, spreads quickly, and anyone can be a carrier.
A Scorecard for Making Better Hiring Decisions
Given that most organizations spend roughly 70% of their operating budgets on workforce expenses, it is noteworthy how rare it is for organizations to measure the success of hiring managers in their ability to select the right candidates. It is also rare for individuals to hold themselves accountable for becoming better interviewers over time.
When Coaching Finds That an Executive Isn’t in the Right Role
Sometimes, executive coaching reveals that the person being coached is in the wrong role. When this becomes clear, bosses too often prematurely conclude that they have to fire the person or that the coaching was a waste. However, instead of seeing this outcome as some kind of failure, a boss and an organization can instead frame the result of the coaching as indicating a different, but still successful, path.
How to Turn an Interim Role into a Permanent Job
Congratulations! Your organization has just informed you that you have been appointed to a new interim role, and that if you are successful the actual job will be yours. You immediately experience feelings that are powerful but mixed: Getting this interim role is a meaningful validation of your contributions, talent, and potential, but why the trial period? Couldn’t they have given you the job without it being “interim?” Is the actual job yours to win or yours to lose?
Structured Debate vs. Groupthink
Editor’s note: One of the biggest reasons boards and other decision-making teams fail to properly recognize obvious risks is the Groupthink phenomenon that occurs when group members share perspectives that are too similar: a tendency to form consensus without properly recognizing dissent or innovation.
Why You Should Interview People Who Turn Down a Job with Your Company
Successfully competing for top talent involves both selling jobs to the best candidates and retaining the highest performing incumbents. In order to be seen as an employer of choice with a compelling value proposition for employees, many companies measure turnover and conduct exit interviews with departing employees to gather feedback about the experiences people had working there and the reasons why they’re leaving.
The Key to Performance Reviews Is Preparation
Writing and delivering performance reviews can be one of the most challenging tasks for any manager. It’s difficult to give a review that successfully navigates the emotional and interpersonal dynamics while also balancing the complex, competing goals that are present in most performance reviews. In my work as an executive coach, one of the most frequent requests I get from clients is to provide feedback on performance reviews they’ve drafted before they deliver them.
A Scorecard for Making Better Hiring Decisions
Given that most organizations spend roughly 70% of their operating budgets on workforce expenses, it is noteworthy how rare it is for organizations to measure the success of hiring managers in their ability to select the right candidates. It is also rare for individuals to hold themselves accountable for becoming better interviewers over time.
How Structured Debate Helps Your Team Grow
Many of us are familiar with the hazards of Groupthink - when teams or organizations operate on autopilot and feel a general false sense of invulnerability. They wind up maintaining course without appropriately considering emerging risks, debating alternative scenarios, or exploring new courses of action.
How to Plan a Team Offsite That Actually Works
All around the world, teams large and small assemble at offsite locations to take a step away from their day-to-day work and build team spirit. Unfortunately, many team building offsites turn out to be ineffective, or worse. Sometimes, it’s because the sense of unity and cohesion that gets created when everyone is together having “fun” outside of the office doesn’t last long once everyone gets back to work.
Harvard Business Review
How to Participate in Your Employee’s Coaching Once upon a time, executive coaching was viewed as a remedial intervention for executives and managers who needed to be “fixed” in some way. Managers were not expected to be particularly involved in the coachee’s exploration or journey. Coaching was even sometimes viewed as “outsourcing” the management of a difficult employee.
Most Work Conflicts Aren’t Due to Personality
Conflict happens everywhere, including in the workplace. When it does, it’s tempting to blame it on personalities. But more often than not, the real underlying cause of workplace strife is the situation itself, rather than the people involved. So, why do we automatically blame our coworkers? Chalk it up to psychology and organizational politics, which cause us to oversimplify and to draw incorrect or incomplete conclusions.
How to Use Psychometric Testing in Hiring
Roughly 18% of companies currently use personality tests in the hiring process, according to a survey conducted by the Society for Human Resource Management. This number is growing at a rate of 10-15% a year according to many industrial and organizational psychologists, as well as the Association for Test Publishers. When used correctly, cognitive and personality tests can increase the chances that new employees will succeed.
Give Credit Where It’s Due
You might remember the FedEx commercial “Stolen Idea”. A boss asks his team for cost-cutting ideas and a young staffer suggests opening a FedEx.com account. Everyone is silent. The boss then repeats the suggestion, without crediting the staffer, and the rest of the team congratulates him on his brilliance. The commercial is funny because it reveals an all-too-common dynamic in team meetings: misallocation of credit (or blame).
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