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Startup, Leap, is using AI to ensure tech job seekers get that interview

(BUSINESS NEWS) Two ex-googlers have created Leap and are using AI to make sure that techies are getting interviews.

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Hiring is a hard job

You are looking for that ideal job. Conversely, you may be looking for the ideal candidate for an important vacancy.

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LinkedIn, now under Microsoft, has become the default go-to resource. That status will soon face challenges from ambitious competitors.

Take a leap

Leap.ai, founded by two former Google executives, are making a bold claim: the LinkedIn model, a ubiquitous presence, can still be cumbersome. Looking to upend the antiquated “text crawler” methods that many HR departments use, they are promising a better way to match up candidates and employers— groundbreaking AI powered bots that will weigh candidate’s qualitative markers as efficiently as quantitative ones.

The result—an automated ideal match based on comprehensive aptitude and attitude variables, hitherto unheard of.

CEO Richard Liu was quoted saying, “We learned that hiring is hard. Your ability to learn, collaborate or take initiative are strong characteristics, but it is hard to get a feel for them from an interview”.

Users can sign up on the website or iOS app.

An algorithm matches candidate’s hiring criteria with available jobs, based on candidate profiles, which includes sections on self-assessment, personal values, and job preferences. “We not only send the user’s resume, but also an endorsement that explains why the candidate is a great fit for the company and role,” said Liu.

If successful, such development promises to revolutionize job hunting, significantly cutting down on hiring timeline, resources expended and the need for HR intermediaries eliminated.

But for now, the startup is only focusing on tech jobs.

Artificial Intelligence, artificial success?

Will AI powered data fare any better? Especially, when the suggestion was compiled based on data gathered from job seekers and employers? As such, the matchup is not unlike what dating apps promise—a high degree of relatability.

Future profitability will provide a more direct answer.

In its current model, the new startup makes money only when it facilitates a hire. Although the company is yet to announce profits, at least 70 per cent of their “matches” have passed the first rounds of interview.

Is that rate much higher than what LinkedIn achieves? That data seems to be missing, perhaps because the specific metrics are not being tracked.

Candidate matches are focused on five cities at present—Austin, Silicon Valley, Boulder and New York. However, since there is a lot of demand amongst Asian companies to re-acquire talents back from the America, Leap.ai has plans to expand globally. Interestingly, ZhenFund of China, a major Asian tech VC, has been the leading investor in the company.

“We’re actively seeking opportunities in China [but] we want to make sure we are well established in the U.S. before moving into China,” Liu said. “We’ve set our targets for the U.S., China and India from day one.”

The underdog

Founded under two years ago, the company has only 10 staff (half of whom were hired via their service). Their small size, however, is not stopping the startup from dreaming big. They want to build a mentorship opportunity— guiding young employees through career goals with helpful AI powered data.

Exactly how that goal would be realized remains unclear at this stage.

For now, despite boasting 50 customers including Dropbox, Uber or Chinese companies like Baidu and Didi, the company would require more seed money to become competitive.

It is perhaps ironic that the best place to get a quick background on the founders of the startup that is daring to challenge Linkedin, is in fact, Linkedin.

#Leap

Barnil is a Staff Writer at The American Genius. With a Master's Degree in International Relations, Barnil is a Research Assistant at UT, Austin. When he hikes, he falls. When he swims, he sinks. When he drives, others honk. But when he writes, people read.

Business News

Is insecurity the root of overworking in today’s workforce?

(CAREER) Why are professionals who “made it” in their field still chronically overworked? Why are people still glorifying a lack of sleep in the name of the hustle?!

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So you got that job you wanted after prepping for months, and everything seems cool and good… but you’re working way more hours than scheduled. Skipping lunch, coming in early and staying late, and picking up any project that comes your way. You’re overworked.

Getting the job was supposed to be a mark of success in itself, but now, work is your life and everyone is wondering how you can be working so much if you’re already successful.

In an article for Harvard Business Review, Laura Empson delves into what drives employees to overwork themselves. Empson is a professor of Management of Professional Service firms at the University of London, and has spend the last 25 years researching business practices.

Her recently published book Leading Professionals: Power, Politics and Prima Donnas, focuses on business organizational theory and behavior, based on 500 interviews with senior professionals in the world’s largest organizations.

Over the course of her research, Empson encountered numerous reports of people in white-collar positions pushing themselves to work exhausting hours. Decades ago, those with white-collar jobs in law firms, accountancy firms, and management consultancies worked towards senior management positions to gain partnership.

Once partnership was reached, all the hard work paid off in the form of autonomy and flexibility with scheduling and projects. Now, even entry-level employees are working overextended hours.

An HR director interviewed by Empson noted, “The rest of the firm sees the senior people working these hours and emulates them.” There’s a drive to mirror upper management, even at the cost of health.

Empson’s research indicates insecurity is the root of this behavior. Insecurity about when work is really done, how management will perceive employees, and what counts as hard work. Intangible knowledge work provokes insecurity since there’s rarely ever a way to tell when this work is complete.

Colleagues turn into competitors, and suddenly working outside of your regular hours becomes seen as normal if you want to keep up with the competition. You want to stand out from the crowd, so staying late a few days a week starts to feel normal.

This can turn into a slippery slope, and when being overworked feels like the norm, you may not notice taking on even more extra hours and responsibilities to feel like you’re contributing efficiently to the company.

During her research, Empson found that some recruiters admitted to hiring “insecure overachievers” for their firms.

Insecure overachievers are incredibly ambitious and motivated, but driven by feelings of inadequacy. Financial insecurity and disproportionately tying self-worth to productivity are just a few contributing factors to their self-doubt.

As a result, these kind of people are amazingly self-disciplined, and likely to pursue elite positions with professional organizations. Fear of being exposed as inadequate drives insecure employees to work long hours to prove themselves

Even upper level management is subject to this same insecurity.

Organizational pressures can make even the most established leader overwork themselves.

Empson notes, “Working hard can be rewarding and exhilarating. But consider how you are living. Recognize when you are driving yourself and your staff too hard, and learn how to help yourself and your colleagues to step back from the brink.“

Analyze your organization’s conscious and unconscious messaging about achievement, and make sure you’re setting and enforcing realistic expectations for your team.

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Business News

How employers should react to the new age discrimination court ruling

(BUSINESS NEWS) A court case that could likely land in the Supreme Court is one that all employers should react to and prepare for.

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In January, the 7th Circuit Court of Appeals determined that then 58-year-old Dale Kleber did not get protection against age discrimination from CareFusion as a job applicant.

For employers, there are some important takeaways. Namely, that Kleber v CareFusion does not give employers open season to only hire young workers.

The Age Discrimination in Employment Act (ADEA) protects employees against age discrimination. There are also protections against disparate treatment under ADEA.

Basically, employers cannot intentionally discriminate against aged applicants. When posting a job, that means you should never advertise for someone under the age of 40 when posting job descriptions.

While Federal law may not apply to older applicants, the Texas Labor Code,  for example prohibits discrimination against people over 40 years of age. Employers should be very aware of inequity throughout the hiring process, whether you’re looking at internal or external candidates. You do not want to be a test case for age discrimination.

How can you avoid violating ADEA and other applicable laws?

First, you should work with your legal counsel and HR department to make sure you are following the law. If you are accused of age discrimination, you should talk to your lawyer before responding. It’s a serious complaint that you shouldn’t try to answer on your own.

Next, go through your job postings to make them age-neutral unless there is a reason for hiring someone under the age of 40. The legal term for this is Bona Fide Occupational Definition. The qualifications can’t be arbitrary. There must be industry standards that determine a definable group of employees cannot perform the job safely.  

Words in applications matter. Don’t ask for GPA or SAT scores. Avoid things like “digital native,” “high-energy,” or “overqualified.” These terms indicate that you’re looking for someone young.  

You should also update application forms that request birthdays or graduation dates. According to the Society for Human Resource Management, you should structure interviews around skill sets, not personal information.

Train those responsible for hiring about the current laws in your state.

Make your managers aware of bias, both conscious and unconscious. It’s not age discrimination that runs afoul of the law, and you must be prepared to confront any situation where it occurs.

Talk about age bias and discrimination in your workplace. Don’t assume that older workers aren’t tech savvy or that they don’t want to keep their skills current. Instead of putting generations against each other, have a multigeneration workplace.

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Business News

Cities are fighting back against the motorized scooter companies

(BUSINESS NEWS) The scooter wars are on, and major cities are filled with them – residents and government are finally fighting back.

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When the scooter-pocalypse began, it seemed to come out of nowhere. One day, the most annoying thing in downtown traffic was maybe a pedicab, and then the next: a swarm of zippy electric razor scooters.

This sudden arrival was by design: companies like Lime and Uber’s JUMP simply just began offering their services. There was no negotiation with the city, no opportunity even for residents to say whether or not the scooter pick-up stations could be located in front of their houses—just a sudden horde of scooters (for the record, this do-it-first and then ask permission approach was replicated in all major cities across the United States).

Was this illegal? Nope. There was nothing on the law books about the rental scooter technology so there was technically nothing wrong with the companies just assuming that they could do what they wanted. (Some scooterists have since come to think the same thing, committing crimes and breaking rules.)

Now, enough time has passed for cities to have the opportunity to fight back, as a new year of legislative sessions has begun. San Francisco is one such community, which determined that only permitted companies could operate within the city limits—and, surprise, many of the don’t-ask-permission companies were not given these permits.

Lime, blocked from operating, filed a suit against the city saying that they had been discriminated against based on their … rude … arrival.

A judge has since ruled that there was no bias in the city’s review of the permit applications that were later not awarded to Lime.

As the legislation and the lawsuits play out over the next year, it will be interesting to see if the scooter company’s attitudes toward the cities they operate in change.

If, as they have said all along, they desire to be the next major innovation in urban infrastructure, then they need to be prepared to work with and grow alongside the communities that they inhabit.

It would be a wise move, then, to partner with local governments to ensure that both organizations are working in the best interest of the populations that they serve. 

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