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> For instance, the system spotted one software engineer who hadn’t been promoted at the same rate as three female peers who all came from the same top universi
by ramblerman 8y ago
> For instance, the system spotted one software engineer who hadn’t been promoted at the same rate as three female peers who all came from the same top university computer science program. The women had all been at IBM for four years, but worked in different parts of the sprawling company. While her manager didn’t know she was comparing herself to these women, the engineer was all too aware her former classmates had been promoted and she hadn’t, Gherson said. After the risk was flagged, she was given more mentoring and stretch assignments and remains at IBM.
There is no evidence she was planning to leave in the first place. I'd like to see a proper experiment that shows higher retention in a double blind, this sounds like marketing BS.
- weego 8y agoIt also sounds more like it's a sales pitch to implement personal development like the Valentine's Day approach to relationships. Make an effort once a year and hope it's enough. Why would it take so called AI to do what her line management should be implementing as standard across the board for anyone, let alone top university grads?
- wjossey 8y agoYep, completely agree. You'd also have to convince me that this doesn't have unintended consequences as well if HR suddenly reaches out to you with a message around them being concerned you'd leave, but you have no idea why. "Wait... Why should I want to leave? Is there something I'm missing out on that I'm not aware of?" There's also an immediate extension of this where they do begin to snoop on email and communications between employees to try to measure this. While IBM clarifies that they don't do this today, it's in people operation's incentives to begin to do this if it improves the metrics they're assessed against.