At the recent Spring HR Technology Conference and Exposition, [Josh Bersin](https://joshbersin.com/) highlighted how dramatically the war for talent changed over the last year. Looking at job posting data, Bersin shared that demand for driver/sales workers jumped by 224 percent, heavy and tractor-trailer truck drivers by 93 percent, light truck or delivery service drivers jumped by 91 percent, and first-line supervisors of transportation and material moving workers increased by 73 percent. Other sectors saw similar growth with 46 percent more job postings for registered nurses and 24 percent more for stock clerks and order fillers. Even so, the types of roles don't always get included in high-level conversations about human resources, especially when it comes to issues of diversity, equity, inclusion, and belonging (DEIB). But why? 

The need for DEIB stretches across workplaces, and the same [business case](https://www.weforum.org/agenda/2019/04/business-case-for-diversity-in-the-workplace/) for diverse white-collar teams – better decision making, a broader range of talent, enhanced profitability, and efficiency, also applies to more blue-collar roles, like those mentioned above. That's why it's time to examine the thinking behind DEIB and expand it to all workers. Here's how we do that, starting from the recruiting process: 

- *Assess where we stand* – In his Spring HR Tech presentation, [Torin Ellis](http://torinellis.com/) emphasized, "DEIB requires descriptive and intimate connectedness to people. Humanity sites at the center of all D&I conversations and efforts." To start promoting DEIB, employers need to examine their current workforce, culture, and talent acquisition strategy first. To echo Ellis, DEIB is about humanity, and without understanding whom we employ, what they think of the experience, and how they got here, we can't advance or improve these initiatives. 
- *Listen and learn* – Talk to candidates and employees about DEIB and what it means to them. Expect that some of these conversations will be uncomfortable. There is a lot of unlearning that needs to take place in order to develop new ways of thinking. But the only way to move past "that's the way we've always done it" is to take a step in a different direction. Don't stop at race or gender. Instead, sit down with everyone. There are forms of diversity that we can't always see, and employees don't always reveal on their initial application. 
- *Put it in writing* – Tacking EEOC language onto a job description doesn't cut it anymore. For DEIB to be sustainable in the long run, it needs to be woven into the fabric of the business. Issues of bias and exclusion are systemic, which is why it can't be one person or even one department's responsibility. All too often, HR shoulders this without support from leadership and frontline managers. Define the organization's commitment to DEIB, create goals and set up a task force to ensure progress. Communicate the commitment to candidates and employees. 
- *Lean on technology* – Humans are inherently flawed. It's what makes us human. As such, biases – implicit or explicit – get in the way of DEIB, particularly during hiring. Incorporating technology can help, whether that's by leveraging artificial intelligence to standardize and streamline candidate screening or using score-based assessments to mitigate the risk of bias creeping into the interview process. Technology also works to deliver a unified experience, which, to Ellis's point, can "level the playing field immediately."  
- *Use the findings* – After doing the work to build the scaffolding around diverse hiring and DEIB efforts, we need to use what we learn. Data and analytics establish benchmarks and provide feedback, allowing businesses to see what's working and what's not on this journey to inclusive growth. The linchpin is making the findings actionable. Few, if any, organizations get DEIB right  the first time. It's not enough to have access to better information. We need to use it to make improvements over time.
- *Keep going* – Likewise, while there's any number of sayings about justice, change, or progress that we can point to as inspiration to keep going, the truth is, creating meaningful DEIB change in workplaces will be slow-going. [Big Tech learned that the hard way](https://www.cnbc.com/2020/06/12/six-years-into-diversity-reports-big-tech-has-made-little-progress.html) and they're not giving up. That's because, as Ellis shared, "D&I has no finish line." So we start with diversity recruitment. But what happens after an employee's start date? Where does DEIB fit into onboarding? Their training? Career development? What about every day on the job site? Plan for the long-term. 

Even though much of what we understand about DEIB centers on corporate settings versus other environments, that's no reason not to make this a priority for all workers. All workers deserve diverse representation and equitable treatment in inclusive workplaces that promote a sense of belonging. It's time to rethink, unlearn, and take Ellis's message to heart by practicing "Less allyship, more action."


DEIB across workplaces – and workforces 

The conversation around diversity, equity, and inclusion grew exponentially louder over the last year – and for a good reason. For too long, these efforts went unaided, with most of the work falling on the shoulders of DEI advocates and marginalized populations. As organizations woke up to the value and need for increased DEI, spurred on by increasing civil unrest and social actions, these initiatives swelled in size and scope. Employers are working to understand what DEI means in practice, starting with hiring. 

Recruiting diverse candidates represents an early but essential step on the road to diversity maturity. As such, many organizations are eager to get diversity recruitment right, which often leads to questions about where technology fits into the process. Here is where things get tricky because when it comes to supporting DEI initiatives, the relationship with certain technologies, like artificial intelligence and machine learning, is … complicated. 

While popular for automation and efficiency, research indicates that AI and ML-powered solutions sometimes come with bias baked in. As a result of this and a few high-profile incidents, many still see this as a buyer-beware market. But here’s the thing, AI and ML need diversity to overcome the possibility of bias because, by design, these technologies need data to get smarter. That’s why it’s time to set the record straight, learn what AI and ML mean for hiring, and debunk the belief that a single solution will either create – or remove – bias from recruiting. 

*How does bias happen?*

This is a bit of a loaded question. [Karen Hao for MIT Technology Review reminds us](https://www.technologyreview.com/2019/02/04/137602/this-is-how-ai-bias-really-happensand-why-its-so-hard-to-fix/), “It’s not enough just to know that this bias exists. If we want to be able to fix it, we need to understand the mechanics of how it arises in the first place.” More than that, Hao says, “We often shorthand our explanation of AI bias by blaming it on biased training data. The reality is more nuanced: bias can creep in long before the data is collected as well as at manage other stages of the deep-learning process.” 

Translation: bias is systemic. It can appear in how your organization frames a problem, how you collect your data, and how you prepare that data – in the technologies you use and in your interactions with other humans.[ Huma Abidi, senior director AI software products and engineering at Intel, explains](https://venturebeat.com/2020/11/12/why-ai-cant-move-forward-without-diversity-equity-and-inclusion/), “Despite great intentions to build technology that works for all and serves all, if the group that’s responsible for creating the technology itself is homogenous, then it will likely only work for that particular group. Companies need to understand, that if your AI solution is not implemented in a responsible, ethical manner, then the results can cause, at best, embarrassment, but it could also lead to potentially having legal consequences if you’re not doing it the right way.”

*Supporting DEI *

The last part of Abidi’s statement is critical, especially for DEI. It acknowledges that while there is the possibility of bias in AI and ML, there are ethical solutions proactively working to support workforce diversity. “Bias is all of our responsibility,” says [Harvard Business Review (HBR)](https://hbr.org/2019/10/what-do-we-do-about-the-biases-in-ai), and leveraging AI and ML-powered tools can help fight distorted results and mistrust in business and society. Whereas there’s no easy way to eradicate or erase bias from individual humans, AI and ML are malleable, able to be revised, rewritten, and reworked overtime to deliver objective outcomes. HBR details one such advancement, known as “counterfactual fairness,” a technique that ensures an AI model’s decisions remain the same in a “counterfactual” world, wherein sensitive attributes, such as race, gender, or sexual orientation, change. 

While only one example, this speaks to the ability for AI and ML to relearn, or as [DEI Strategist Jackye Clayton says](https://www.linkedin.com/posts/hilke-schellmann-550bb721_we-need-laws-to-take-on-racism-and-sexism-activity-6777963707625566208-Kt1q), “It’s machine learning, not machine-learned.” So, what does this mean for diversity recruitment? Simply put, yes, there are critical factors to consider about how technology fits into your strategy. At the same time, there are also critical factors to consider about how humans fit into your strategy. 

HBR offers, “AI can help humans with bias — but only if humans are working together to tackle bias in AI.” To find the intersection of AI and DEI, you need to accept the truth in that statement. No one solution will fix bias if it is already ingrained in your organization’s hiring processes. Instead, look to leverage a few tools in tandem to develop a deeper understanding of what’s happening and loop humans in to review recommendations along the way. Increase your use of AI and ML to learn about candidates and collect more data. AI needs DEI – and vice versa.  


Finding the Intersection of AI and DEI

It’s no secret that the words we use are significant. Both in our life and our work, words have the power to build someone up or cut them down. Over the years, we’ve seen the language of human resources and talent acquisition change and evolve to get with the times. At one point, HR was personnel, while talent acquisition was known mainly as recruitment. Today, we have different words for those seeking employment, which despite having unique meanings, often get interchanged: job seeker, applicant, candidate, talent. Words can move HR and TA forward and sometimes – hold it back. 

There is ample evidence to show that the way job descriptions and postings are written directly corresponds with the folks who apply. This isn’t about advertising specifically for men or women, a matter that was actually forbidden by the [U.S. Supreme Court](https://gap.hks.harvard.edu/evidence-gendered-wording-job-advertisements-exists-and-sustains-gender-inequality) in Pittsburgh Press Co. vs. Pittsburgh Commission on Human Rights back in 1973. No, this is about the cues communicated through word choice and, in turn, the materials used throughout the hiring process. 

*Defining skills*

Take skills. Jobs tend to get presented in one of two camps: skilled versus unskilled. Depending on the source in question, the difference between skilled and unskilled ranges from vague at best to downright offensive at worst. 

Investopedia defines [skilled labor](https://www.investopedia.com/terms/s/skilled-labor.asp) as “a segment of the workforce that has specialized know-how, training, and experience to carry out more complex physical, or mental tasks than routine job functions. Skilled labor is more generally characterized by higher education, expertise levels attained through training and experience, and will likewise correspond with higher wages.” Note the inclusion of the following words: training, experience, education, expertise, wages – and more. 

On the flip side, this same publication explains that “Unskilled labor is used to refer to a segment of the workforce associated with a limited skill set or [minimal](https://www.investopedia.com/terms/u/unskilled-labor.asp) economic value for the work performed. Unskilled labor is generally characterized by a lower educational attainment…and typically results in smaller wages. Work that requires no specific education level or specialized experience is often available to the unskilled labor force.” Here we see words like limited, minimal, value, and lower. 

The trouble is that these explanations echo what we said at the beginning of the article: the skilled version builds up that workforce segment, while the unskilled one cuts it down.[ Indeed offers](https://www.indeed.com/career-advice/career-development/skilled-labor) better clarification, “The main difference between these two types of work is the fact that skilled labor requires specialized training whereas unskilled labor does not.” Even so, anyone who has ever held any job, from CEO to cashier, will tell you that all jobs involve specialized skills – hard and soft. In some cases, you get your training on the job. In others, you bring it with you. That’s the underlying distinction. So why are we keeping these terms in the recruiting lexicon? 

*Flipping the script*

Ultimately, it’s up to HR and TA professionals to reframe this narrative, and that starts by opening up our understanding of skills, from initial development to practical application. We have to have honest conversations with hiring managers about what’s required and what can be learned through training. We have to look at what it takes to cultivate the skills needed to do a job and figure out how to reflect that through our words – and subsequent actions. 

See, reframing the skills narrative goes beyond doing the right thing by today’s job seekers. It also works to mitigate biases in processes and support diversity, equity, inclusion, and belonging initiatives. That’s because meaningful progress in DEIB demands structural change, and dismantling antiquated and outdated concepts, such as skilled vs. unskilled, represents a small but impactful step forward. As defined above, the factors that contribute to skilled, like higher education and advanced training, often link back to the systems that perpetuate bias in our cultures and workplaces. 

Mia Character, 22, a graduate of the University of California at Berkeley, recently turned down an offer from a company she interned with, [feeling that](https://www.washingtonpost.com/business/2021/02/18/millennial-genz-workplace-diversity-equity-inclusion/) “diversity and inclusion efforts were meted out inequitably — the white-collar employees benefited, but the warehouse workers did not.” Likewise, Character explained that when it comes to interviewing for jobs, “As a Black woman in the workplace, I want to make sure I’m entering spaces I’m comfortable in.” 

Actively removing skilled and unskilled from HR and TA parlance reinforces a commitment to diverse and inclusive hiring practices in the same way that crafting gender-neutral job descriptions or expanding pronoun options beyond he and she does. It shifts the focus away from a perfunctory checklist approach to one that looks at the individual job seeker, which becomes increasingly important to younger workers, like Character. Specialized skills from degrees and certifications don’t necessarily reflect transferrable experience, and HR and TA need to recognize and appreciate the value in both – and more than that, in all. 




 






What constitutes “skilled” labor?

Like it or not, manufacturing has a bit of an image problem that started almost 40 years ago. It ties to factories closing down and an unwarranted narrative around “unskilled labor” that pervades to this day. The first large-scale job loss was in the 1980s, the second in the 2000s. Sandwiched in between was the 1990s when stories about [sweatshops](https://www.thefashionlaw.com/visibility-is-central-to-a-successful-supply-chain-heres-what-brands-need-to-know/), child labor, and other issues first emerged. Overall, between 1980 and 2005, U.S. manufacturing lost more than 4.5 million jobs, or 24 percent of its employment, [according to Brookings](https://www.brookings.edu/wp-content/uploads/2016/06/06_manufacturing_job_loss.pdf). From 2007 to 2009, we saw another 2 million jobs of [these jobs disappear](https://www.cnn.com/2020/01/30/economy/us-manufacturing-job-growth/index.html) as the sector finally hit rock bottom. 

No surprise that the industry’s reputation soured during this time, marred by reports of substandard working conditions and limited opportunities for growth. Many blamed low wages and the rise of offshoring. Younger generations didn’t even consider the possibility of these jobs, with one study showing that only 32 percent of Gen Z and 18 percent of Millennials had manufacturing [suggested to them as a career](https://www.industryweek.com/talent/article/22027962/can-gen-z-save-manufacturing-from-the-silver-tsunami). As a result, [SHRM reported](https://www.shrm.org/hr-today/news/all-things-work/pages/top-talent-challenges-in-manufacturing.aspx) on a 2018 study from Deloitte and the Manufacturing Institute that estimated “as many as 2.4 million factory jobs could remain unfilled through 2028 because of a tight labor market and a lack of people with the needed skills.” 

**What’s Next**

Today, as is often the case, uncertainty abounds, and manufacturing is at a crossroads due to a global pandemic on top of a fraught few decades. [Wrote manufacturing CEO Omar Asali](https://www.cnn.com/2020/11/24/perspectives/manufacturing-jobs-skills-gap/index.html), “Our recent recruiting difficulties underscore the need to address the talent pool challenge aggressively and systemically …To be clear, this is not just about increasing compensation and benefits; this is also about replacing the stigma currently attached to manufacturing labor with the social standing and appreciation these essential workers deserve.” There’s no doubt he’s right, but the question is, how? 

A lot has changed since the 1980s, 1990s, and even the early 2000s, and yet, the challenges of image and reputation persist. Overhauling these will require more than a quirky PR campaign or two. No, to address the industry’s issues and start engaging younger candidates, manufacturing needs to look at not only how it operates but also how it communicates with and, in turn, attracts talent. 

Here are some factors to consider: 

- **Tell the Full Story**: If part of the problem is that Gen Z and Millennials don’t see manufacturing as a career, you need to initiate that conversation – and the sooner, the better. Figure out what these candidates are looking for and how to reach them. [SHRM gave the example](https://www.shrm.org/hr-today/news/all-things-work/pages/top-talent-challenges-in-manufacturing.aspx) of one company that gave student tours, sent speakers to high schools, joined a youth apprenticeship program, and played up the technology it uses. 

- **Digital Natives and the Mobile Apply Flow**: On the topic of technology, younger candidates grew up with it at their fingertips, both literally and figuratively. They are masters of this domain and expect employers to provide a candidate experience that reflects their experience. That means building out a mobile-first applicant flow, rather than a “sort of, kind of” mobile-friendly one. Show them how cutting-edge the manufacturing world is through your recruiting process. 

- **A Clear Path Forward**: Many in manufacturing fear automation, thinking it will eliminate jobs, or at least that’s what they’ve heard. It’s up to employers to assuage these concerns and offer candidates a clear path forward, one that includes the possibility of upskilling and career development should they enter into the field. That might mean job shadowing, mentoring, management training, and the like. 

- **The COVID-19 Conversation**: Given manufacturing’s role in the global supply chain, prospective candidates will likely have questions about potential employers and their response to the crisis. Building trust will be vital in rehabbing the sector, so transparency is paramount. Tell candidates what they need to know about the policies and procedures designed to keep them safe and well. 

Like the rest of the world, manufacturers are emerging from an experience that’s changed both the work they do and what this work means. It isn’t the same industry it was 10, 20, 30, or even 40 years ago, and it’s time to share a new story with new candidates. 

Asali summarized, “We must redefine the manufacturing world as one that provides its workforce with opportunity for employment and advancement and the chance to participate fully in defining our future.” Recognizing the opportunity to reinvent the space, manufacturing needs to adopt new talent practices. These strategies should put younger candidates at the center of the narrative, using mobile tech to reach them where they are and explore what’s possible in this sector. 





Don’t call it a comeback: Manufacturing, mobile, and the modern candidate

In the pre-pandemic world, the conversation around artificial intelligence was all anyone in recruiting could talk about. It was top of mind, and for many, AI seemed scary, as if somehow, we were about to enter into [The Matrix](https://www.imdb.com/title/tt0133093/). 

Then, COVID-19 showed up, and suddenly the idea of robot recruiters didn’t seem so terrifying when faced with a deadly virus. Now that we’re making progress, given the introduction of vaccines, AI is back on the scene. We’re in a different place this time, so let’s forget the rumors and cautionary tales and put those behind us. It’s time to move beyond the fear that robots are coming for recruiters. They’re not. Yes, AI is here to stay, but so are you. Here’s what you need to know: 

*Understanding what it means*

By definition, AI is intelligence demonstrated by machines (computers), something completely different from natural intelligence, which we see in humans and animals. AI is also a blanket term that accounts for several subsets, and robotics is just one example. And in the case of recruiting, much of what we call AI involves the subsets of natural language processing and machine learning. You might have noticed that word natural again. It will continue to come up, so we’ll start there. 

Natural language processing (NLP) is what gives computers the ability to recognize human language. Pretty simple, right? More than that, [as Investopedia wrote](https://www.investopedia.com/terms/n/natural-language-processing-nlp.asp), “NLP combines computational linguistics and computer science to process human or natural languages and speech.” NLP helps computers break down language until it understands and then converts what it learned into a response. Chatbots, or conversational AI, represent a frequent use case for recruiting, engaging candidates, and gathering information relevant to their application.

Machine learning, on the other hand, is broader and deals primarily with algorithms. The [MIT Technology Review](https://www.technologyreview.com/2018/11/17/103781/what-is-machine-learning-we-drew-you-another-flowchart/) said, “Machine-learning algorithms use statistics to find patterns in massive amounts of data. And data, here, encompasses a lot of things – numbers, words, images, clicks, what have you.” The more you rely on machine learning, the smarter it gets, able to learn which candidates you’re looking for and where you can find them, helping speed things up and make your search more efficient. 

For recruiting, this is where AI excels. However, what AI can’t do is forge connections with candidates or intuit the emotion behind an exchange. But recruiters can do both, which is why hiring remains deeply human.

*Owning your domain*

The [Deloitte 2021 Global Human Capital Trends report](https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html/) explained, “artificial intelligence technologies … can guide people in making decisions, technologies integrated with humans on teams can enable those teams to pursue new and better outcomes at greater speed and scale.” Once again, you’ll notice they included the words people and humans repeatedly. That’s right, you, the recruiter, remain in control of the AI. It is yours to use as you see fit, not the other way around. 

As a whole, we need to make peace with AI technologies and embrace it. Sure, what AI means for recruiting and where it fits in the talent acquisition lifecycle is likely to change in the coming years. That’s part of what you do, too. You evolve and adapt with every candidate interaction and each new hire. AI is just another layer, not some supreme ruler that we need to follow. AI allows recruiters to get ahead and stay ahead. 

If you trust AI in its purpose, it becomes possible to reap the rewards. Much of that purpose involves automation and facilitation of otherwise administrative tasks, streamlining the overall process and giving you time back in your day. If you don’t trust the technology or continue to avoid it due to irrational fears, you miss out on the potential to create new value, and new value is what will be needed, post-pandemic. 

Deloitte shared that its 2021 report survey showed, “Executives are shifting their focus away from work optimization and redesign towards work reimagination, with 61% saying that they would focus on reimagining work going forward as opposed to 29% before the pandemic. But to move from optimization and redesign to reimagination, organizations must also change the way they’re leveraging technology in work … Humans and technology together can unlock organizational potential and achieve greater results together than either humans or machines could achieve on their own.” 

This isn’t an us versus them story anymore. There is no man versus machine. There are humans, and there are machines, and what you’re able to accomplish depends on how well you work together, with recruiters calling the shots and technology supporting the strategy. 



Accept no substitutes: Why robots won’t replace recruiters 

At the outset of this series, [we called into question](https://blog.emilabs.ai/article/understanding-and-unlocking-the-value-of-%22blue-collar%22-workers) the overwhelming focus on “white collar” or office workers in most HR and recruiting resources. We made the case for “blue-collar” workers as a valuable part of the overall workforce, encouraging talent acquisition teams to craft strategies specific to this segment. [We looked at meeting these workers where they are](https://recruitingdaily.com/meeting-workers-where-they-are/) and using recruiting technology to [bridge gaps in processes](https://blog.emilabs.ai/article/removing-barriers-to-entry-and-rethinking-recruiting-tech).  But what we haven’t talked about are the intricacies of this workforce, who they are beyond their job type. 

The truth is, every job seeker is unique in both their background and path in life, which contributes directly to their experience as candidates. That said, at a time when diversity is top of mind for many employers, including those seeking to hire for operational and otherwise “blue-collar” positions, you can’t make the distinction between workforce segments without acknowledging other key differentiators. For instance, of the world’s 7.5 billion inhabitants, only [1.5 billion speak English](https://www.babbel.com/en/magazine/how-many-people-speak-english-and-where-is-it-spoken) – that’s only 20 percent. What about the other 80? English might be the de facto language for the business world, but that’s not necessarily the case on “blue-collar” job sites. Relying on Google Translate to communicate with non-English speaking candidates won’t necessarily result in a positive experience. We need to dig deeper and consider the role that language and cultural differences play in creating more inclusive employer brands – and recruiting. Here’s where to start: 

*Leverage insights to learn *
If connecting with job seekers and workers, on a more personal level, is important to your organization, you will need to examine current hiring processes and subsequent outcomes. No one wants to believe that they or their company has biases, but it does happen. Being honest about shortcomings can help identify what needs to change if you’re willing to admit where the faults lie. Improvements rarely happen overnight, so begin with what you know about the organization first and use this information to your advantage. 

Workforce insights prompt movement, [explained Deloitte](https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html), in describing the diversity, equity, and inclusion advancement of Edison International and its subsidiary, Southern California Edison. As a regulated utility, SCE falls mostly in the “blue-collar” space, providing 15 million people with electricity across a service territory of 50,000 square miles in Southern California. To reinforce its commitment, the company launched listening tours to understand the experiences of employees, completed a gender-focused study on pay, announced a series of actions to advance social and economic equity in its local communities, and started to publish data on representation to its website. 

Assess your existing workforce and recruiting methods to get a sense of what’s happening now. Find out what languages your workers speak at home and on the job, learn more about the communities they live in and their cultural backgrounds, knowing all of these factors impact the work they do. Think about how this info relates to recruiting practices, from referral programs to technologies, to see if and where there are discrepancies to fix. 

*Create fair experiences for all*
Deloitte wrote, “Understanding the workforce is the first step to aligning their behavior with organizational objectives in ways that recognize workers’ needs, develop their capabilities, and respect their values and those of the organization.” Once you have a baseline in place, adjust hiring accordingly. “Blue-collar” recruiting is sometimes associated with high volume practices, but that is no excuse to sacrifice the individual experience. As many organizations hire for both “blue-collar” and “white-collar” roles, address any issues with resource expenditure upfront to ensure candidates receive the same treatment and respect. 

Then, look at [representative population recruiting](https://recruitingdaily.com/what-is-representative-population-recruiting/) and similar strategies, taking a page from corporate America where needed, to create fairer experiences. Remove unintentionally biased wording from job descriptions and advertisements to invite more candidates to apply. If English is a second language for the population you’re hiring, get all recruiting and employment materials translated. Explain your process to candidates clearly and concisely. Include people with diverse backgrounds on the recruiting team. Use technology with native multi-language support to ensure seamless engagements with applicants from start to finish.

And finally, craft culture and processes around the people that work for you, rather than the other way around. In 2020, [many U.S. companies](https://www.cnn.com/2020/06/11/business/nike-juneteenth-holiday-trnd/index.html) added Juneteenth, a day recognizing the emancipation of those enslaved, to their official paid holiday schedules. Nike remarked that the observation presented the opportunity “to better commemorate and celebrate Black history and culture.” No matter the space or industry, organizations can do better by being better during every candidate and worker interaction. That means being intentional, translating values into action, and using the insights gathered to deliver experiences that represent the organization


Building a multicultural candidate experience

In a recent [discussion of "blue-collar" workers](https://blog.emilabs.ai/article/understanding-and-unlocking-the-value-of-%22blue-collar%22-workers), we considered the value this segment offers employers and explored how to better understand these job seekers. It made a case for the role HR plays, pointing to recruiting as one possible avenue of improvement and giving a few straightforward recommendations. Of course, more than can be done to develop and implement talent acquisition strategies tailored to this workforce. That starts by removing the barriers to entry often seen in traditional processes and rethinking the use of recruiting tech along the path from application to offer. Here's how: 

*Striking a new balance*

There's a reason this work falls on the organization's proverbial shoulders – it's your outcomes at stake. Take this example from the life insurance industry. Recognizing that it was in desperate need of innovation, life insurers turned to predictive analytics, including artificial intelligence and machine learning, to improve modeling. Within two years, these companies saw a 60 percent reduction in the time spent by humans on repetitive tasks. [Willis Towers Watson wrote](https://www.willistowerswatson.com/en-US/Insights/2019/07/the-financial-rationale-for-predictive-analytics), "Over two-thirds report that predictive analytics have helped reduce issue/underwriting expenses, while 60 percent credit the additional insights for increases in sales and profitability." 

Imagine if recruiting took the same leap? The words "we've always done it that way" have become the kiss of death for talent acquisition, especially when engaging modern workers for operational and often-essential roles. Just because an organization has always relied on the same methods doesn't mean that these candidates can – or will – respond accordingly. 

For instance, while a detailed resume and LinkedIn profile might be expected of a logistics and distribution manager, that probably isn't the case for a package handler. In some countries and locales, even an email address or stable internet connection might not be a non-starter for candidates, which means you can't force every candidate into an ATS.  

By making an identical ask of candidate pools, recruiters inadvertently alienate job seekers who might otherwise be qualified were not for the untenable requests without considering the demographic itself. That's why, at a base level, recruiting teams need to ditch the old mindset and embrace the fact that hiring is changing (yet again). It's no longer organization-centric, and every role deserves explicit attention when it comes to what's really needed – from the applicants and, in turn, the employees (robots notwithstanding). 

*Bridging the gaps*

In breaking down the walls and removing the barriers to entry, there is the potential that some solutions, like the aforementioned ATS, may not work all the time. If and when this happens, recruiters will still need to source and attract "blue-collar" workers, just not how they've "always done it." That marks the shift into "candidate-centric" territory, where the job seekers' availability, experience, and resources dictate the terms of the process, not the other way around. 

The [2021 Deloitte Global Human Capital Hiring Trends](https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html) report found, " … It's not just a matter of using technology to perform parts of the work ... The thoughtful use of technology makes it possible to change the nature of work so that it makes the most of people's distinctly human capabilities." This is the type of thinking that recruiting needs, particularly to source, engage and hire "blue-collar" workers. Thinking that recognizes the distinctly human quality of these candidates and then bridges the gaps through technology (without creating additional work for either side). 

To successfully reach candidates, recruiters must revisit their approach and then re-configure. When email and internet aren't viable, physical events, supplemented with targeted advertising and outreach, become the primary means of attracting applicants, even under COVID-19 conditions. Rather than the usual table at a job fair, tech-powered information and application kiosks might take the place of onsite recruiters.

Mobile represents the strongest area of opportunity, with some 96 percent of Americans owning a cell phone of some kind, [according to Pew Research](https://www.pewresearch.org/internet/fact-sheet/mobile/). That figure remains still substantially higher than the number with broadband, meaning many potential candidates only have access to online activities through their mobile devices. Chat, text and SMS are becoming a more effective means of outreach, including QR code job ads at those in-person events or onsite facilities and text-to-apply options. Augmenting the creativity of talent teams, recruiting tech can facilitate and speed up everything from the initial candidate engagement, vetting their qualifications and availability, to interview scheduling by ensuring calendars align.

*Getting on the same page*

The experience of 2020 presented organizations the opportunity to embody human qualities with the support of technology. Nowhere is that truer than in the realm of "blue-collar" work, where even the most operational roles have become indispensable to the world around us. Recruiting can use these learnings to adapt and transform, moving from a function that gets by with a set way of doing things to one that understands and celebrates the unique candidates it works with and elevates their overall experience.

Removing barriers to entry and rethinking recruiting tech

There are countless HR and recruiting resources available, fueled by a growing technology market and increasing need on the part of organizations looking for ways to manage the workforce. While the overall breadth of resources is mostly positive, there’s just one problem: the bulk focus on those traditionally referred to as “white collar” or office workers. The challenge with this approach is that these roles account for less than 20 percent of the overall workforce in some countries. 

It’s time to reframe the narrative and start showing “blue-collar” workers the same level of respect, recognizing the difference each segment presents, especially when it comes to hiring. Here’s what you need to know: 

*White versus blue *

First things first, let’s consider the idea of white and blue in today’s context. Says [Investopedia](https://www.investopedia.com/terms/b/bluecollar.asp), “blue-collar” refers to a type of employment. These jobs typically involve manual labor and compensation by hourly wage, whereas “white collar” workers in salaried positions perform non-manual work in an office setting. 

The U.S. Bureau of Labor Statistics breaks the workforce down into [five broad categories](https://www.bls.gov/cps/cpsaat11b.htm): 

- Management, professional, and related occupations 
- Service occupations
- Sales and office occupations 
- Natural, resources, construction, and maintenance occupations 
- Production, transportation, and material moving occupations

Those seen as “white collar” fit primarily into two of the buckets: management, professional, and related, and sales and office. Everyone else falls under “blue-collar,” filling in positions that range from packers and packagers to food preparation and servers – and that’s just scratching the surface. These workers are responsible for the production and operation of vital infrastructure and handling of frontline work, the importance of which cannot be understated as the world reels from the COVID-19 pandemic. 


*What’s happened*

When [The Conference Board released](https://www.conference-board.org/topics/labor-shortages) its findings about the “blue-collar” workforce in early 2020, it noted substantial labor shortages due to shrinking supply amid soaring demand. But why? How did we get to this juncture? To that end, there is a myriad of possibilities. For one, underlying factors, reinforced by the positioning mentioned in the introduction, have caused debate over [“skilled” versus “unskilled” labor](https://www.indeed.com/career-advice/career-development/skilled-labor), to the resentment of many “blue-collar” workers who might be seen as the latter. Harvard University professor and political philosopher [Michael Sandel also called into question](https://www.theguardian.com/books/2020/sep/06/michael-sandel-the-populist-backlash-has-been-a-revolt-against-the-tyranny-of-merit) the impact of higher education on what he denotes as the “working class.”  

The Conference Board research validated this thinking, explaining that over a period of several years, the number of active workers in the “blue-collar” talent pool decreased at a high-level because millions of Baby Boomers began to retire as younger generations pursued college instead of trades, leading to dismal growth in the working-age population. Further complicating matters, a slowdown in productivity created more demand for human workers, while a boom in manufacturing and e-commerce led to a veritable hiring frenzy. And then there’s the reason “blue-collar” appears here inside quotation marks, as some believe [the term](https://www.industryweek.com/talent/article/22027706/is-the-term-blue-collar-outdated) itself created distrust and an image issue that alienated younger candidates, though the suggested alternative “industrial artisans” doesn’t quite do the sector justice either.

No surprise, the confusion, and resulting shortages are directly impacting employers – and it’s up to HR and recruiting to help solve the problem.

*Understanding and unlocking value*

That’s because, as The Conference Board confirmed, tactical changes to the recruitment process represents the biggest area of opportunity and difference between the companies most and least affected by the shortages. The first step in making that a reality is understanding and unlocking the value “blue-collar” workers offer back to the organization.

Who are they, and what do they do? Given the sheer size and scope of this workforce, one size can’t fit all when you’re dealing with everyone from machinists to bus drivers. Or as Sandel puts it, “This is a moment to begin a debate about the dignity of work; about the rewards of work both in terms of pay but also in terms of esteem. We call them key workers, and yet these are oftentimes not the best paid or the most honored workers.”

Everything from the way workers communicate to the work that they produce is different, and recruiting teams need to acknowledge that and develop dedicated strategies that celebrate and support these workers. In practice, that might mean rewriting job descriptions with this demographic in mind, rethinking the application methodology to facilitate faster processing, and using automation to streamline the recruiting lifecycle. It could likewise include expanded sourcing, targeted job advertising, enhanced referral programs, or an increased emphasis on retention. Compensation and benefits are another consideration to make, as are re-skilling and up-skilling. The exact “how” of recruiting these workers should correspond with your organization’s exact hiring needs.

If the research is right, “blue-collar” shortages are apt to last until 2030 – at a minimum. That’s a decade-plus of trials and tribulations, all because we haven’t put enough thought into how we engage upwards of half the workforce. 

**Learn how Emi Labs can help you unlock your essential workforce with AI.**




Understanding – and unlocking – the value of “blue-collar” workers

Resumes are an important tool in the recruiting process. They synthesize candidates’ career paths, highlighting their level of education, skills, and work experiences in just 1 or 2 pages, and are used by HR recruiters to evaluate and shortlist candidate applications.

However, for some roles and in many contexts, resumes have some limitations, which makes us wonder whether they are still relevant in the job market nowadays.

Firstly, resumes don’t necessarily show candidates’ interests, skills, or real motivations behind a job search, which sometimes can be more important than previous job titles or their highest degree.

Also, they tend to be outdated or incomplete. As candidates need to spend a considerable amount of time to keep their resumes up to date, they sometimes fail or forget to include their most recent jobs or latest courses, or their new phone number. So recruiters may be shortlisting candidates based on outdated information, which isn’t ideal.

***Most recruiters find the task of screening resumes very tedious and time-consuming.***

Recruiters waste hours per week reaching out to candidates, sometimes to only find out that the email or phone number mentioned is mistaken or unavailable. And when they do reach candidates, they first need to validate certain information that wasn’t in the resume or was unclear, before moving on to what they wanted to evaluate in that exchange.

On top of that, going through hundreds or thousands of resumes is physically impossible for them, so a large number of candidates are usually left out of consideration. This likely means good candidates may be discarded before the get-go, a situation that hurts the recruitment process and is also unfair to applicants.

*To solve these problems and evaluate candidates in a more efficient way, many companies are turning towards a new way of screening candidates:*

**Chat screening**

![daria-nepriakhina-198549-unsplash.jpg](https://emi-blog.s3.amazonaws.com/daria_nepriakhina_198549_unsplash_8829e676cf.jpg)


With this method backed by AI technology, candidates can chat in real-time from their phones on the most common channel nowadays: texting apps. Immediately after showing interest in a job posting, they start to chat on WhatsApp, Messenger, or SMS, at any time and from anywhere: on public transport on their way to college or work, or even at 2 am on a Saturday.

Through dynamic and natural conversations, in only a few minutes candidates can explain in detail their past work experiences, the tasks they performed, what they enjoyed the most, or what soft skills they developed in those jobs. They can also ask questions about the company or role they’re applying to, and get updated about their application status in an instant. And, by doing all these in writing or through voice messages, candidates are more confident and open, performing better.

**For recruiters and companies, this practice has many advantages:**

With chat screening, companies can evaluate 100% of received applications and do so objectively, leaving aside the natural human bias. So all candidates get to be evaluated, and those who rank higher will move forward in the process, regardless if they applied at the last minute!

Another benefit is that recruiters no longer have to spend hours of their days reviewing an endless pile of resumes, they can finally forget about that tedious task. Candidates are screened the moment they apply to a job, and those who match the role’s requirements can be invited to an interview the very next day! So companies’ time-to-hire reduces significantly and recruiters’ tasks become more strategic.

Not to mention that during this conversation candidates are most likely to provide their current contact details and their preferred contact means, so they’ll be more predisposed to answer notifications, making it easier for recruiters to reach them. And, as the role’s basic requirements have already been evaluated with the help of technology, these interviews can focus only on deep-diving on specific points, being more valuable and effective for recruiters!

> Chat screening done right can help companies attract and engage with candidates. But not investing in smart technology with complex natural language understanding, will damage the candidates’ experience!

All in all, resumes are still useful in many circumstances and for specific roles, like management roles, which require a lot of experience or seniority in certain fields, and where recruiters need to thoroughly understand candidates’ career paths and expertise at first glance to shortlist applicants.

But in other contexts, for example operational roles like cashiers, drivers, or warehouse operators, resumes don’t necessarily serve their purpose. Criteria to be assessed at the beginning of their recruiting processes can include understanding candidates’ time availability — a piece of information not often covered in resumes. In such cases, adopting chat as a means to screen candidates would be a better plan, and is more likely to succeed.

For this kind of roles, resumes are indeed becoming obsolete, giving way to AI-powered screening: a recruiting tool that has proved to increase recruiters’ efficiency while also improving candidates' experience.

***Want to know more? You can contact May at may@emilabs.ai***




Are resumes becoming obsolete? Why does AI-powered recruitment work?

Is chat screening replacing resumes?

*We’re thrilled to announce that, following a successful pilot with the leading food company in the Mexican city of Monterrey, we’ll be expanding operations nationwide to transform Sigma’s recruitment processes at scale.*

Sigma is a global leader in the food industry, thanks to its broad portfolio of +50 brands in the categories of dairy and packaged meats, including San Rafael, La Villita, Campofrío, and Bar-S.

The company, which owns 210 distribution centers and 70 plants, employs over 45.000 people worldwide and operates in 18 countries across Latin America, Europe, and the US.

![1_jxF4JbyegmlSZU8XYSoEIg.jpeg](https://emi-blog.s3.amazonaws.com/1_jx_F4_Jbyegml_SZU_8_XY_So_E_Ig_45c6038cda.jpeg)


The main objectives we’re addressing in our collaboration deal are the following:

1. Reduce Sigma’s time-to-hire

2. Reduce the plant staffs’ early turnover

3. Increase candidates’ satisfaction

4. Digitize Sigma’s recruitment, providing KPIs and streamlining processes to allow recruiters to focus on high value-added tasks.


**After a successful 3-month pilot in Monterrey’s plants and distribution centers, on which we managed to save +1000 hours of Sigma’s HR team and process +3600 candidates, we’ll roll-out operations nationwide, implementing Emi in all their Mexican operative facilities with a headcount above 100.**

The roll-out will be carried out progressively by geographic regions, expecting Sigma’s 35 recruiters to be fully onboard and using Emi by the end of the year.

To accomplish the goals mentioned above, we’re carrying out these initiatives:

- Implementation of Emi on Sigma’s highest volume roles: plant operators and store salespersons.

- In-plant QR codes to digitalize offline applications on the spot.

- Links to social media to offer multi-channel candidate engagement.

- Automatic candidate screening and filtering vía chat interface, enabling candidates to apply to a job posting at their moment of choice.

- Candidates’ smart plant allocation based on their geolocalization, commuting times, and distance to each plant.

- Automated interview scheduling with shortlisted candidates, with tips and reminders for candidates prior to the interviews.

- Candidate communication and outreach, keeping candidates informed about their application status during the recruitment process.

- Conduct satisfaction surveys with hired candidates to measure their experience.


**We’re excited to take up this challenge and keep transforming Sigma’s recruiting processes!**





Sigma, the multinational food company, joins Emi

COVID-19 is changing the world. From the way we live, to how we travel and how we communicate. All industries are facing uncertainty for the future and wonder about the “new normal”, and recruiting is no different.
Let’s deep dive into the main HR trends powered by the COVID-19 pandemic that are here to stay:

 **Remote workers are on the rise:**

Remote work became a necessity when the pandemic stroke. Switching to working remotely was the only way for most organizations to keep their businesses running, among lockdown and social distancing.

Even though remote work may have only been on candidate and employee wish lists long before COVID-19, many companies are now also finding it beneficial and are planning to stay 100% remote after COVID-19.

Many other companies will most likely adopt a mixed scheme, organizing their workforces to split between remote work and in-office work to ensure social distance in the workspace.

![1_ywv1S3QqwGHLunKIj6PCdQ.jpeg](https://emi-blog.s3.amazonaws.com/1_ywv1_S3_Qqw_GH_Lun_K_Ij6_P_Cd_Q_11823ebdae.jpeg) 
*As most companies had to shut down temporarily, remote work enabled them to keep their operations running.*

In either case, *remote work is becoming the new normal and is changing candidate expectations*, becoming a decisive factor for some candidates when applying to a job. Companies that don’t embrace remote work will most likely be in a disadvantageous position when attracting new talent.

With all this in mind, companies’ recruitment strategies will need to have a hiring process in place for remote workers, and companies will need to have a dedicated budget for investing in technology to support this, which takes us to the second major trend: investing in HR technologies.

**HR tech plays a crucial role:**

To support a remote work environment, companies need to invest in agile technologies, especially when it comes to HR. As more of the workforce is working from home indefinitely, HR is relying heavily on new practices such as video interviewing, which leads them to reevaluate or leverage the technology they are using, to be able to keep working efficiently and effectively on the long run.

**Recruitment technology has never been more essential than it is today. **Since in-person interviews aren’t an option today, processes are shifting toward digital recruitment approaches as a go-to method to keep hiring processes moving while also protecting recruiters and candidates.

Because of this, companies nowadays are finding themselves more willing to invest in technology. In a way, the pandemic has accelerated the digital transformation. Technology is becoming a must-have, instead of a “nice to have” or a long term company project.

This applies especially to industries that were most affected by COVID-19, like restaurants and auto parts manufacturing. These companies will eventually need to rehire at scale and with speed to rebuild their workforces, and the only way to accomplish their hiring needs will be by relying on technology and automation.

Implementing technology-based HR solutions like Emi provides transparency and KPIs to the recruitment process, enabling companies not only to keep their operations running but also to seize opportunities to streamline their recruiting processes. It’s been proved that the first steps of the hiring process can easily be carried out remotely (leaving in-person interviews with candidates for last), which allows companies to reduce their time to hire and recruiting costs.

Ultimately, companies who fail to adopt technology will be left behind and will see their employer brand impacted, as candidates are now expecting a certain level of experience when applying to a job and appreciate tech-savvy organizations. This leads us to the third and final point:

**Investing in employer branding is more important than ever:**

Companies need to develop and maintain a strong employer brand these days. Being empathetic is especially critical today because candidates will remember how companies responded during this time of crisis, which may influence their decisions when choosing their next employer.


![1_FeFLWdzcbb6z1nCvEzNqxQ.jpeg](https://emi-blog.s3.amazonaws.com/1_Fe_FL_Wdzcbb6z1n_Cv_Ez_Nqx_Q_892ecdfd74.jpeg) 
*Candidates are prioritizing values like stability and flexibility when looking for a job*

On top of that, we’re already seeing a shift in candidates’ mindsets and behaviors. Candidates look for companies that align with their values, and these have been shifting with the strike of COVID-19. Stability and work flexibility are becoming candidates’ priorities over other aspects when looking for a job.
 
*Companies that take this time to respond correctly to the crisis and act towards promoting those values, not to mention open up on diversity in the workplace, will be more likely to succeed.*

And creating meaningful relationships and connections with candidates today will result in a competitive advantage, especially for those companies that will need to rehire quickly and at scale once the pandemic ends.

**Get ready now for the post-COVID-19 recruitment**

In the end, the organizations that will come out stronger are the ones able to pivot quickly. It’s the perfect time for companies to plan and get ready for the market’s recovery. Automation, speed, and a strong employer brand will be vital at this point.

But before investing in new tools or redesigning your whole recruitment strategy, it’s important to examine COVID-19’s impact on each industry and each company’s reality.

Asking yourself these questions is a good way to start:

1. How’s COVID-19 impacting your industry?

2. How’s it impacting your business? Will you need to hire a high number of people in a short time? Will you need to handle your recruitment with a small team of recruiters?

3. Has your company shifted towards remote work during the pandemic? Is remote work meant to stay or is it only a temporary solution for your company?

Many companies are already embracing the change, investing in HR technologies, and transforming their recruiting processes.

The future is uncertain, nobody knows exactly how the “new normal” will look like, but these trends are here to stay. So move fast, question and adapt your recruiting processes, and get ready for what’s to come!

**If you’re interested in investing in HR tech and need a piece of advice about what solution would work for your company, let’s have a chat! Email me at may@emilabs.ai.**


![emi-logo-nt.svg](https://emi-blog.s3.amazonaws.com/emi_logo_nt_53ae9fc29e.svg)

HR trends powered by the pandemic

How COVID-19 is changing recruiting

***Thanks to our recent collaboration deal with Iconn, the owner of 7-Eleven convenience stores in Mexico, we’ll be implementing Emi in all their workplace centers and transforming their recruitment process.***

**Iconn** is the holding company for 7-Eleven Mexico, Petro-Seven gas stations and MercaDía stores, and provides logistics support and retail-wholesale through MAS Bodega y Logística. Iconn has become not only a benchmark in the retail industry in the northeastern region of Mexico but also a national leader for generating more than 22,000 jobs with presence in 17 States of Mexico.


![1_DqdVTYkLbe-PCIDlvknY6w.jpeg](https://emi-blog.s3.amazonaws.com/1_Dqd_VT_Yk_Lbe_PCI_Dlvkn_Y6w_9ae0e4293e.jpeg)


**The main goal will be to structure Iconn’s recruitment process, providing organization and efficiency along with real-time analytics to a complex and results-driven hiring process (+30k annual hires). Apart from that, we’ll be focusing on reducing the time-to-hire and increasing the staff occupation rates, improving candidates’ experience throughout the process, and enhancing Iconn’s employer brand.**


As part of the project, we’ll assist both the Hiring Managers and HR Recruiters to carry out their daily recruiting tasks, starting with the workplace centers located in Nuevo Leon.

This includes:

1. **Candidate screening:** Emi will chat with all the candidates interested in working at Iconn and explain the job positions, and will then shortlist candidates for each position based on their profiles.

2.**Candidate geolocalization:**Emi will assign candidates to their optimal Iconn workplace centers, taking into account not only their address, distance, and commuting times, but also the staff needs in each workplace center and their turnover. This will give priority to critical workplace centers to fill their vacancies.

3.  **In-person interview scheduling:** Emi will coordinate interviews with shortlisted candidates, keeping Hiring Managers informed. As a result, Hiring Managers will be able to minimize the amount of time they dedicate to scheduling and carrying out interviews, tasks that are not core to their mission.

4. **Candidates communication and outreach:** Emi will keep candidates informed of their application status and will answer FAQs about the position or company, through friendly and personalized communication.


We’re very excited about the challenge and we’re thankful to Iconn for their trust!

Request a demo.