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1) 2) For the exclusive use ot Y. Sherhan, 2018 A R V A R D I BUSINESS 9-418-020

ID: 330600 • Letter: 1

Question

1) 2) For the exclusive use ot Y. Sherhan, 2018 A R V A R D I BUSINESS 9-418-020 PAUL YARAS ROW: Using Artificial Intelligence to S uman Intelligence Global shiro Pukuhara, founder and CBO of Tokyo-based people analytics startutp be d veyk a break from poring over data to question how it would bCROW quickly, and the wide variety of ways clients used it simultlancously excited ana Institution for a best be tesed. In the rowkFukara had founded ICS, its solution to evaluate job candidates concerned him. y excited and him. GROW Cobw, an KOS and Android app (Eshibit 1), consisted of two proprietary ow employed a GROW peer-fodh smet and a personality assessment. To assess competencies, Centensive soc science k tool to reveal 25 specific competencies which ICS had chosen based orn research (Exhibit 2). To assess personality, GROW employed a gamified versio bat individuals Ass ation Test (IAT), an established assessment of hidden bias in social psychology could novel, what play on mobile devices (Exhibit 3). While neither component was particularly lyze every speck its ROW did with them was: it used artificial intelligence (Al) learning algorithms to an of assessment data from both the candidates and the evaluators, looking for patterns to abili " GROW ve, and "intuition, ty to accurately screen candidates over time (Exhibit 4). In place of human used "big-data" -disparate data points across many people-to develop a scientific, obective constantly-improving engine to recruit, screen and develop human capital. So far, it seemed to work. For example, in a test of GROW, one client had both its HR and GROW evaluate the same 200 students. GROW not only surfaced nearly the same top candidates (the two lists of 50 were statistically indifferentiable), but more importantly it did so w specific data-based, competency-based justifications. th As of June 2017, GROW had 74,000 users, including students at both prestigious and lesser-known universities. Clients included Mitsubishi Corporation, All-Nippon Airways (ANA), Septeni, DeNA, Rakuten, AXA, and many others. Even government entities like Japan's Ministry of Economy, Trade, & Industry (METI) and the UAE were getting involved. The widespread interest in GROW was both an opportunity and a challenge. On the one hand, it 1 Pukuhara with a growing base of users, data, and institutional support. On the other hand, Fukuhara wondered if he should play a stronger role in strategically focusing the use of GROW where it was likely to have the most meaningful (and least potentially misleading) impact. Seior Lecturer Paul MeKinnon, and Paul YarabedMBA 2018, prepared this case with die amalance of NbuoSuto Lecturer Professor Etbhan Bemoteis, Naoko Jinjo, Yukan T ilmini ol dus case was provided by Harvardhan-shool and not bythe corpeyHBScam an dvelped serve as endonements, sosurces of primary d or he dala, or illustrations of effective or solely as the hasis for class dincusion Cases are not intended to w ineflective management wile Harvard Business School Publishing,Boston. MA 02i6t or go lo wwnws.hbap.harvard.edu. This publication may not or otherwise reproduoed, posted, or transmited without the peemission of Harvard Business School. Copyright O 2017 Psident and Fellows of Harvard Collage. To onder copies or nequest prmissiont photocopied, Labanow, CUNY-Baruch College from January 2018. ent in authoriand lor use only by Youset Stherthan in Service Operations aT 3121) laght by Cory Labanow, CUNY

Explanation / Answer

Question:- the uses of the GROW tool illustrate some of the ways in which humans can be augmented by and work in collaboration with AI

Answer:- True

Reason:- GROW provides a platform which can be utilized by the companies to combine both the AI and the human intelligence to perform a certain activity.

Question:- your company wants to launch and oversee the GROW tool as a part of the organization’s recruitment process. What would be part of your plan?

Answer:- The correct options are:-

Identifying the parts of the process where the AI tool is just as reliable as human judgment       to enable cost saving

Getting hiring manager comfortable with the structure and quality of data

Ensuring process does not create a workforce without diversity

Reason:- For having the effective implementation of AI, it should be as reliable as human intelligence and by replacing human with AI, the cost saving can be accomplished. It is also equally important that managers are comfortable with the structure and the data quality so that they can use the model with confidence and ease. The recruitment process must ensure the diversity of the manpower so that the company can enjoy the same level of diverse manpower.

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