December 2024 – or, in the new chronology, Year 2 Post-GPT – marking two years since the go-live of the first version of ChatGPT. Requests like “Write a rhyming speech for my aunt Hannelore’s 60th birthday” or “Draft an outline for a whitepaper on the impact of generative AI on talent acquisition” – OpenAI’s chatbot has become an indispensable tool for many since November 2022, serving as both collaborator and colleague. Imperfect yet always available, it helps tackle writer’s block or tight deadlines. This past year, we at Zortify leaned on ChatGPT again for tasks like crafting social media posts. 

Sometimes, though, it’s not perfect, as we’ve seen. 😉 

The best posts? They came from us—straight from the heart, prompted by passion.

Hyperfocus and Hyperteams, Thanks to AI 

December 2024 also marks six years of Zortify and two years of unwavering focus on what we believe will have the greatest impact on modern HR practices: AI-driven HR diagnostics. Our goal is clear: achieve an unprecedented level of accuracy in recruiting and development. This means fewer mis-hires, more productive teams, and the right people in leadership positions. 

This focus sparked significant internal changes – some positive, some challenging. Team members left, others joined. Leveraging our own technology, which offers personality diagnostics and objective insights, we’ve built a dream team. And we’re growing. If you’re considering a career change in 2025 – especially in Sales – get in touch! 

The Bright Side of AI 

In December 2024, many businesses are still stuck in the old era – 2022 pre-GPT. While AI adoption has grown this year, it’s mainly large corporations taking advantage of the new tools: 

For many, the main obstacle remains a lack of knowledge. Clearly, we’re still in the early stages of widespread AI adoption in the economy. 

However, in social media, the story is different. Fake news and deepfakes have become so pervasive that they threaten democratic systems. It’s a stark reminder of AI’s power—unfortunately, in its darkest form. 

On the bright side, AI is also enabling remarkable things: 

Everyone wants these five colleagues* in 2024 (*or: this one AI)

While 2023 (Year 1 Post-GPT) focused on fears about job displacement, 2024 brought the realization that AI won’t replace humans in many areas; instead, it’s making human contributions more crucial than ever. Good work still hinges on collaboration – with other people and within diverse teams. It thrives on inclusion, objective analysis, and respecting individual uniqueness. 

Looking ahead to 2025, the advance of AI will make the human element indispensable. 

Why the Human Element Matters 

1. AI Makes Human Expertise Absolutely Essential 

In an age of ever-shorter innovation cycles, failing forward has become essential. Success lies in learning as we go, guided by those who are already a few steps ahead – those who’ve either learned from their mistakes or designed predictive models to avoid them. 

At Zortify, we aim to be these forward-thinkers, guides, and shock absorbers for our clients. We teach the skills needed to use AI technology effectively, enabling businesses to focus on their unique challenges. 

Incidentally, this is becoming a legal requirement in 2025. The EU AI Act mandates that employees working with AI possess adequate skills. With our certification program, we’re helping clients easily transition into this new era. 

2. Culture Development Remains a Human Task 

2024 has proved once more: culture first, AI second. Technology only succeeds within a supportive culture. Toxic work environments or outdated mindsets aren’t fixed by AI alone. 

At Zortify, fostering a respectful and inclusive culture remains a core value. For me this includes taking on seemingly trivial tasks when necessary – whether it’s organizing meals for a certification event or stepping in to fill an unexpected gap. 

At the same time, in view of our realignment and the associated changes since 2023, it was important to me to highlight and celebrate the achievements of our team. A good example of this and an absolute highlight in 2024 was our Zortify Connect Day, celebrating both our clients and our team. Hearing clients openly share their positive experiences with us was a testament to our team’s efforts and a major motivator. 

There will also be a CONNECT Day in 2025. Pre-Registration has already started.  

3. Leadership Requires Human Intuition, Clarity – and Free Calendar Time 

Good leadership remains inherently human. It’s about knowing when to guide, when to step back, and when to empower team members. AI-based diagnostics can help identify and develop leaders with these qualities but cannot replace the human touch. 

In 2024, I focused intensely on saying “no” to distractions, ensuring alignment with our priorities. This required clear communication – an area I worked to improve by preparing more thoroughly for meetings and fostering dialogue through active listening. 

In my view, active listening remains the number one leadership skill. AI can support this, for example by identifying socially desirable behavior as such and providing insights that go beyond first impressions and the obvious. However, it is no substitute for an open door and an open ear policy fostered by leaders. Personally, I have consciously taken more time for feedback and review meetings in the past year and invested in our corporate culture.   

An example of that was the implementation of “Open Calendar Time” on office days for spontaneous conversations and personal exchanges. These moments strengthened collaboration and trust within our team. 

Conclusion 

AI profoundly shaped our lives and work in 2024. In 2025, even more businesses and individuals will harness its potential. Still, collaboration will remain fundamentally human. Successful HR departments will blend deep AI expertise with the empathy and nuance that only humans can provide, using technology to elevate their impact. 

At Zortify, we’re proud of our progress in 2024 – thanks to our amazing team. As the year ends, I’m filled with gratitude and excitement for the connections we’ll forge in 2025. 

Happy Holidays! 

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13 + 1 Bias in Recruiting: How to Recognize and Overcome Them to Find Truly Suitable Candidates

Bias – unconscious thought patterns – can influence our perceptions and decisions. In the context of recruitment, bias can result in unfair evaluations of candidates, leaving potential untapped. This guide outlines common bias, their impact, and strategies to avoid them.

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Bias – unconscious thought patterns – can influence our perceptions and decisions. In the context of recruitment, bias can result in unfair evaluations of candidates, leaving potential untapped. This guide outlines common bias, their impact, and strategies to avoid them. 

1. Confirmation Bias 

This occurs when we seek information that confirms our initial impressions. For example, during an interview, we might look for signs that affirm our positive or negative first impressions of a candidate. 

How to overcome it: 

2. Halo Effect 

A single positive trait (e.g., confidence) influences our overall impression of a candidate, making other traits seem better than they might actually be. 

How to overcome it: 

3. Similarity Bias 

We tend to favor people similar to ourselves in terms of background, values, or interests. This is often masked as “cultural fit” but can lead to unconscious discrimination. 

How to overcome it: 

4. Stereotyping 

Stereotyping occurs when we make hiring decisions based on external characteristics such as gender, origin or age. Our judgments are often based on unconscious assumptions (unconscious bias) and not on facts. 

How to overcome it: 

5. Anchoring Bias 

The anchor bias refers to the fact that first impressions or initial responses can have a disproportionately large influence on our overall assessment of a candidate. 

How to overcome it: 

6. Attribution Error 

When we succumb to the attribution error, we immediately attribute certain behaviors to a candidate’s personality instead of to external circumstances. For example: “They are disorganized” instead of “They didn’t have enough time to prepare.” 

How to overcome it: 

7. Recency Bias 

In the case of recency bias, the most recent impressions or answers of the person in front of us have a greater influence on our perception than others. We often ignore what was said earlier. 

How to overcome it: 

8. Overconfidence Bias 

Relying too heavily on personal judgment and making quick conclusions (“I can spot a great salesperson instantly”). 

How to overcome it: 

9. Horns Effect 

The opposite of the Halo Effect, where a single negative trait taints the overall perception of a candidate. 

How to overcome it: 

10. Availability Heuristic 

The availability heuristic describes how we are sometimes overly influenced by experiences or memories from the recent past. This can be, for example, conversations with other applicants that have just taken place.   

How to overcome it: 

11. Status-Quo Bias 

With a status quo bias, preference is given to candidates who align with established patterns. New approaches or unconventional profiles are often being overlooked. 

How to overcome it: 

12. Survivorship Bias 

Survivorship bias occurs when we focus on traits of successful (former) employees while neglecting the potential of other characteristics, not giving unusual or unknown profiles the chance they deserve. 

How to overcome it: 

13. Loss Aversion 

Preferring the “safe” candidate to avoid risks, even if another might better fit the company culture. 

How to overcome it: 

14. Social Desirability Bias (“Super Bias”) 

Candidates may present themselves in ways they believe are socially desirable, masking their true skills or values. 

Example: A candidate emphasizes in the interview how important teamwork is for her, although in reality she prefers to work independently. This is solely a statement to meet the interviewer’s expectations.  

The social desirability bias is so powerful because it can reinforce other bias. For example, if a candidate behaves in a particularly socially desirable way, the halo effect or the anchoring bias could be amplified. A strongly self-confident candidate could not only be noticed positively, but other skills could also be overestimated – even though they may only be faking them. 

How to overcome it: 

Conclusion 

Biases are a natural part of decision-making but can have negative effects on both organizations and candidates. Through deliberate actions, standardized processes, continuous training, and the use of AI tools, we can counteract these distortions and make better hiring decisions. Recognizing these biases is the first step, followed by developing strategies to mitigate them. When human and artificial intelligence work together, the result is fairer hiring processes and finding the right people for the right roles. 

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Companies promote flat hierarchies and a culture at eye level in order to attract skilled workers. That sounds very progressive and good for employees at first glance. But why do so many people still leave the company after a short time? Why is retention, i.e. retaining talent in the organization, still one of the major challenges? Why are there still more Stefans and Christians in German boardrooms than women? And can AI help to change things?

I think organizations need to be aware of three things:

How can AI technology make a difference here?

In order to change organizations and make them more attractive to many skilled workers (sidenote: by creating suitable conditions for parents and especially mothers, 840,000 vacancies could be filled immediately), the structure and culture in many companies must change in equally. Eliminating formal hierarchies is not the solution. It is much more important to fill leadership positions with the right people. With personalities who use their power (in the sense of influencing the actions, thoughts and development opportunities of other members of the organization) for the benefit of the people and the organization. Who lead empathetically and provide orientation and security instead of micromanaging and building up pressure.

Structures are designed to be self-perpetuating. Changing them means changing formal and informal rules, processes and communication channels. Therefore, it is not enough to say “We are committed to diversity and equal opportunities in the selection of applicants”. There needs to be an underlying operating system that defines the relevant processes in order to achieve greater diversity and equal opportunities. These could be quota regulations, regulations on leadership positions in part-time, a partially anonymized application process or new procedures for selecting talent.

Transforming the operating system

AI technology can help to change structures. It can change processes in such a way that human socialization and the accompanying biases become visible and have less impact on decision-making processes. It can make the abuse of power through informal or formal hierarchies less likely by backing up decisions with data and making them subject to objective evaluation. AI can help to break down stereotypical job classifications (women work in marketing and HR, men in IT and management). It can break down behavioral expectations (Stefan or Christian become managers and not Claudia) with the help of data. In organizational cultures that consider themselves to be “at eye level”, it can make deep-rooted biases and mechanisms that lead to discrimination or other harmful behaviour discussable and thus changeable.

Conclusion

A workshop on unconscious bias and the rainbow flag on a LinkedIn profile is by no means enough. Organizations that really care about equal opportunities, diversity and thus attracting talent, and that really want to tap into the entire talent pool available, need to look deep inside the organization and critically review their operating system. AI can act as a sensor and make structural shortcomings visible. At the same time, it gives companies the opportunity to design their rules, processes and communication channels fairly, transparently and – this time for real – on an equal footing.

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AI is neither all good nor all bad. Used correctly, it can improve the lives of many people in general and working life in particular. New opportunities are opening up in HR recruitment and development in particular, without people being ” sorted out ” or replaced by technology. Let’s take a look at what is important for a fearless, constructive and responsible approach to AI in HR. 

1. Be aware that AI cannot make decisions. 

The question of whether an AI can decide about a person’s professional future becomes obsolete if we realise that the technology cannot make decisions on its own. But it can make us believe that it can. In the end, the AI accesses codified human decisions in order to carry out an action (decision). In other words: What the human doesn’t put in, the machine can’t put out. Or as the authors of ‘Power and Prediction’ put it: ‘Nobody ever lost a job to a robot. They lost a job because of the way someone decided to program a robot.’ If we are aware of this, we can develop a (self-)conscious and responsible approach to AI. 

2. Make the ‘why and what for’ the starting point for the use of AI. 

Before organisations rush into using new technologies, they should ask themselves what specific problems they want to solve with AI. It makes little sense to collect and analyse huge amounts of data if the objectives and benefits are not clear. These considerations should be based primarily on the needs of the people who are connected to the company in some way, while also taking into account the cost-benefit ratio. With regard to AI-supported personality analysis tools, companies can ask themselves: 

3. Keep working on your culture when using AI. 

Algorithms are often so complex that even developers cannot always fully understand them. In order to use the technology in a way that benefits both employees and the organisation as a whole, companies need to work more on their culture – more specifically, on a culture that promotes the ethical and responsible use of technology. Guiding questions could be:  

It should be a key part of the corporate culture to continuously reflect on existing thought patterns, behaviours and unconscious biases. Employees need time and safe spaces to be able to ask themselves and others critical questions. Open formats in which all employees can participate should be regularly offered specifically on the topic of ‘Dealing with AI’. This allows knowledge and experience to be shared and blind spots in working with AI and data to be recognised at an early stage. 

4. Learn to distinguish good data from bad data 

The type of data we use to train AI systems is crucial. If we use biased or prejudiced data, the machine will deliver results that further amplify stereotypical attributions and discrimination. We therefore need mandatory quality criteria for training data. Answers to the following questions, among others, provide guidance:  

There are many more. 

5. Be diverse. 

Diversity is more important than ever in times of AI. A diverse workforce brings different experiences and perspectives to the discussion about the ethical use of AI systems. This not only helps to improve the quality of decision-making, but also to recognise and reduce unconscious bias. 

6. Take a realistic look at the role of AI in the decision-making process. 

A fearless and constructive approach to AI technology requires that such analysis tools are only one of several factors in decision-making processes. They serve as a source of additional information that makes it easier for recruiters, for example, to make a final decision in favour of or against an applicant. It should be clear to everyone that AI predictions are never perfect. AI-based analyses are based on empirical data and scientific principles, but nothing more. In AI-supported personality analyses, as we develop them at Zortify, the error rate is realistically between two and five per cent. If we are aware of this, we can deal with it and develop suitable behaviours for the use of AI in organisations together with the employees who use the technology. 

7. Make processes transparent (not data sets). 

In personality analyses in particular, it is not only HR managers who need to understand how the AI comes to its results, but also the people affected, such as candidates. The keyword here is ‘Explainable AI’. But how can companies explain something so complex that also contains valuable information, for example for competitors? It remains uncertain what benefit applicants could derive from access to raw data or complex equations, as these are often difficult to understand and are not sufficient on their own to recognise bias in the right context.

The U.S. Association of Computing Machinery has developed a pragmatic approach. It requires that institutions using algorithmic decision-making be able to explain the underlying process of the algorithm and the resulting decisions in non-technical language. The aim is therefore not to disclose technical details in detail, but to improve transparency in two areas: the processes and the results. To do this, people need a deep understanding of how AI gets its results (as an example, take a look at our Zortify certification programme). 

The ethical design of processes in dealing with AI begins long before the AI is actually used. Think about when and who you need to involve internally in the process – from the data protection officer to the procurement team to the work council. (A corresponding ‘onboarding package’ from Zortify is in the making. If you haven’t subscribed to our newsletter yet, now would be a good time to find out more soon 😉). 

8. Create suitable team roles. 

AI technology is too important to be left to just a small group of ‘IT nerds’. Instead, an open discussion about the responsible use of algorithms and data should be initiated across the entire workforce. This requires people at the intersection of IT, business departments, HR and corporate culture who actively drive these discussions forward and document progress. Positions such as ‘AI ethicist’ or ‘human-robot relations manager’ are not abstract figures of a distant future, but are already in demand today. 

9. Allow yourself to have healthy doubts: about the AI and about yourself. 

Just as we shouldn’t blindly trust the machine, we shouldn’t blindly trust ourselves either. Humans make mistakes, carry biases, are sometimes bad-tempered or overconfident and don’t always make wise decisions. Nonetheless, we can allow ourselves to listen to our instincts and intuition.  

AI systems can help us not to be blinded by first impressions. They can make established procedures, such as assessment centres, more objective and fair. Above all, they can make them faster and cheaper, thus creating the freedom to constantly reflect on ourselves and engage in deep interaction with others (such as applicants) so that we are ultimately able to make the best decision. 

10. Be honest with yourselves: What can AI do better? 

In the discussion about Artificial Intelligence, the potential risks are often emphasised. Without ignoring these, companies should consciously shift their focus and ask themselves when they last had an in-depth discussion about human bias and the subjectivity of recruitment decisions.  

The fact is: AI systems can perform some tasks better than humans. In the area of recruitment and employee development, technology can analyse decision-relevant information faster than an entire team ever could. It uncovers aspects that escape the human eye even on second glance, thus contributing to better decisions – better for applicants, better for HR professionals, better for the entire organisation. As a result, it can make a valuable contribution to the search for talent and equip companies to meet the complex challenges of our time. 

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How much transparency is good for people and companies? – In times of Artificial Intelligence, the question of transparency has come back into focus. While we had slowly become accustomed to moving through the analogue and digital world as “transparent people”, the question of how transparent people and processes may, should and must be takes on new relevance due to the increased use of AI. This is because AI systems are able to influence decisions that have far-reaching consequences. For example for the success of companies, but also for the working lives of many people.

Transparency = Progress

In recent years, increasing transparency in companies has been a sign of progress. Many companies have realized that it doesn’t make sense to operate in silos. And that in the face of increasingly complex challenges, it is wiser to share knowledge and collaborate across departments. The classic hierarchy pyramid no longer has a good reputation. Many young talents in particular want a working environment at eye level, and the opportunity to help shape things instead of just executing them.

In organizations of a new type, there are dynamic roles instead of fixed positions, salaries and vacation days are sometimes openly visible or negotiated in the team. Some organizations are also embracing transparency in areas that were once clearly separated from the work context, such as physical and mental health. For example, there are codes, tools and processes if the colleague cannot attend the meeting due to a panic attack or the colleague with menstrual pain is not fully productive.

The vulnerable leader

There is also a growing awareness at management level of the importance of transparency to motivate teams, build trust and make the right decisions. Managers who show themselves to be fallible also take away their colleagues’ fear of making mistakes and thus create an environment in which new things can be tried out. By openly dealing with wrong decisions and setbacks, they reduce the likelihood that they will be repeated. Ideally, they act as mentors, let their employees participate in their learning and development process. And are thus role models and compasses for their team. Those who consistently live New Leadership do not see themselves as solution providers. But first and foremost as listeners and networkers with the aspiration to connect the right personalities at the right time and to bring them into the right positions in the company.

Really understand what’s going on with AI

This is exactly where artificial intelligence comes into play and with it a new level of possible transparency in organizations. This is because AI systems enable a deep understanding of the people who are involved with the organization. Whether as applicants or employees – their behaviours, motivations and emotions.

At Zortify, we use NLP (Natural Language Processing) tools and can thus achieve a level of Active Listening that only very few people master. Instead of just looking at CVs or job titles, we use open-ended questions and let the AI listen deeply. It not only processes what is said, but also recognizes what is really meant. And it can do that on a large scale. This way, it can significantly strengthen and support human intelligence instead of replacing it. Specifically, it can help people who are making decisions about other people’s next career move to make better decisions, significantly improving the quality of their work.

Making transparent what makes us transparent

AI that uses natural language to identify the personality of candidates, analyzes their entrepreneurial capital. And can also detect whether a person has a tendency towards toxic behavior creates an unprecedented level of transparency in organizations. This helps companies to find people who are a perfect fit for them. Expensive misplacements are avoided; team spirit and innovative strength are improved.

A look at the numbers:

Applicants also benefit because they are more likely to find a position that matches their personality in a company that shares their values.

However, it is also clear that this level of transparency places high demands on the ethical handling of the systems that generate it, i.e. AI. You could also say that a technology that makes people increasingly transparent must itself be very transparent: How does it come to its conclusions? What data does it base its analysis on? Up to what point can we understand the technology’s recommendations and where does the non-transparent part begin? What does this in turn mean for human decision-making?

Humans and AI hand in hand

We believe that humans must always be the last element in the chain when it comes to life-changing decisions. We see a future in which human and artificial intelligence work hand in hand, with humans having the final say. An ethical approach to transparent information begins with the question of ‘what for’? The use of AI must never be an end in itself, but must serve a clear goal. Ideally, this should be to change the (working) lives of everyone involved for the better.

In detail:

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Dear Miriam, AI as the brain and humans as the heart of an organization – is that what a bright future in companies will look like?

That would be a misconception: Humans are both the brain and the heart of organizations, and AI supports people in their work. AI is incredibly good at answering questions, but humans are much better at selecting the right questions. And implementing things with heart.

Looking at the comment sections on LinkedIn one can`t help but think that the human part is not developing very well. Is AI, in the end, the better, more empathetic leader that shapes company culture for the better? Is it the better brain and the better heart? Or, to put it differently: Do human qualities really become more important in the face of advancing technology, or are they really more of a hindrance on the path to a joyful, appreciative, and motivating work environment?

That impression can indeed arise – precisely because people don’t take enough time to focus on collaboration and building trust. Let’s take the feeling of appreciation as an example: Talking to my colleague or superior, feeling they really listen to me, pay attention, take my issues seriously and act on it – this is something AI will never be able to authentically generate.

AI can be extremely helpful in freeing up time so that we can take the time for exactly these kinds of conversations and interactions. By taking over analytical and routine tasks, it gives people the freedom to do what they are really good at: being human.

AI systems are already capable of making objective, analytically-based decisions, providing constructive feedback, coaching, and motivating. They are available 24/7 and neither have egos nor bad moods. So why do we still need human skills in companies, and which skills are those?

There are many abilities that AI can’t replace. For example, creating a feeling of appreciation, attention or affection. Conveying real deep meaning. And because only we humans have these skills, it is vital that we train our own workforce really well in them.

Let’s take the example of salespeople in the banking sector: nobody needs a human contact person in a bank to fill out a loan comparison portal and calculate the correct interest rates anymore. But when it comes to addressing people’s fears in a credit decision, reducing complexity for them, listening to their worries and needs or even empathizing with them to find out which criteria are really important for the credit decision, people’s emotional intelligence comes into play. Companies whose employees do not have these skills will have a very difficult time in the future.

How will recruiting and employee development change in the coming years?

Two trends are emerging: On the one hand, we are observing the ‘War for Talent’ on the labor market and. On the other, the trend towards a ‘Great Resignation’. Over the past two years, it has become clear that it is an employee market and no longer an employer market – the pool of talent has thinned. Companies that hide behind employer brand campaigns are quickly exposed if there is no corresponding corporate culture behind them. The expensively recruited candidates know their market value, take advantage of the oversupply of jobs and are more likely to resign.

When it comes to active sourcing, many recruiters are now approaching employees from other companies. It is therefore all the more important that there is a cultural fit so that employees are committed to the employer in the long term. To clear up a misunderstanding: this does not mean that employers have to do everything that employees demand. Rather, the aim is to create an attractive and modern working environment in order to retain employees. It has become more important to recognise the value of existing employees. Despite transformation changes, their wealth of knowledge and the experience they have gained within the company are precious.

With the help of employee development, existing employees can be supported in the process of transformation. Studies show that 80% of transformation projects usually fail because of the people, not the project itself. It is therefore important to involve employees in the process and not present them with a fait accompli.

At DeepSkill, you work with AI systems to promote the emotional skills of employees in organizations. How do you do that?

We call them ‘Deep Skills’, as our company name says. This is an overarching term for all skills that involve emotional and social competences. Skills such as emotion regulation, communication skills, changing perspectives and team development. Skills that employees need to be able to operate effectively in the modern, hybrid world of work. We have clustered these skills in our DeepSkill competency model. Allowing us to quickly and easily configure tailored coaching and training programmes.

AI helps us in different ways to make learning and the return on investment (ROI) of employee development significantly better. Firstly, AI enables the full personalization of learning materials, increasing the relevance of learning content for our learners and making learning much more effective. Secondly, we synchronize the company’s strategic goals with optimal learning paths, allowing for real behavioral change. This is also where Zortify comes into play: AI-supported diagnostics allow us to tailor learning content, formats, and intensity to each individual based on precise assessments. Off-the-shelf training is a thing of the past. Every learner receives exactly the right content and can develop in a targeted way based on their assessment results.

Employee diagnostics and personnel development are seen as the new super duo. They only work well if they go hand in hand. Would you agree to that?

Diagnostics makes it possible to identify employees’ areas of development and show in detail where their strengths lie. Which potential is still untapped and in which areas it is worth investing in further development. Personnel development is then the decisive lever for unlocking this potential. Without personnel development, the recognised areas of development cannot be fully exploited and the expected return on investment does not come about. At the same time, personnel development without prior diagnostics runs the risk of implementing measures in the dark and not addressing the relevant development needs. By combining diagnostics and personnel development, companies benefit in two ways: development needs are addressed in a targeted manner and potential is optimally utilized.

For more information about Deepskill check out their website and/or their LinkedIn account.

Did you know that DeepSkill received 1.5 million Euro funding last year? – Read more about the financing round and how DeepSkill is investing in innovative employee development technology in “Personalwirtschaft” magazine.

Prefer audio? – Then we recommend the interview with Miriam in SAATKORN‘s podcast.

You enjoyed the insight into the very practical use of AI in HR? You want more inspiration and hands-on tipps on how to start? – Check out the interview with Tom Ritsch, Co-Founder of AOAIO, and the interview with Dr. Hans W. Hagemann of Munich Leadership Group.

A good leader – is that something you are or is that something you become? – Let me put it this way: you are one if you are willing to become one. In other words, leadership requires a willingness to develop. Leading always means learning to lead. It is an ongoing process that is never finished, especially in the fast-paced world we live in. 

I consider three spheres to be important in which leaders should continuously train themselves: 

These spheres do not necessarily build on each other. Rather, I am constantly moving between them, sometimes more in one, sometimes more in the other. 

Leadership starts with myself

Let’s start with the first sphere, my own current state. Dealing with this usually becomes more urgent when things are not going well. When I notice that I keep falling into certain counterproductive behaviors, for example. Recently, a very interesting article was published in DIE ZEIT. It deals with the question of whether and how you can change your own personality or certain characteristics. The author refers to findings from psychotherapy research and thus to four essential steps for making changes to oneself: 

The common thread in this sphere is self-reflection. Knowing and leading yourself is the starting point for leading others well. 

Resisting the temptation of linear thinking

The second sphere comprises my own development process as a leader in the sense of “leadership by doing”. Just like personal development, this process is also ongoing. It’s about consciously “taking the lead” again and again when the situation requires it. And, before and after that, moving within the organization and the outside world with a questioning and curious attitude: 

To do this, it is helpful to keep broadening my perspective, to move in new contexts, to surround myself with people who do completely different things than me or the organization I work for. 

I also train myself to recognize trends and patterns and am careful not to think too quickly in simple cause-and-effect relationships. Because the world is complex. And the flood of information and data sometimes doesn’t make it any easier. What helps is a systemic way of thinking that makes it possible to recognize the interplay of different dynamics and resist the temptation to think too linearly (X is the cause of Y and that’s it). This includes the willingness to realign myself in this system (what to keep doing, what to start doing, what to stop doing), to look at the system and my role in it from the outside and to search for new ways to make it work. 

People and data skills

This in turn requires me to remain open to change. But also to take along those who have a completely different mindset than me. For me personally, the latter is one of the most challenging parts of leadership: actively engaging not only with those who are similar to me. But also and above all with employees who think and work very differently and have very different challenges than me. Good, unbiased data, generated with the help of artificial intelligence, can help here. This comes with another important leadership skill, though: Data competence. I.e. the ability to analytically and critically engage with data and derive the right conclusions from it. For example with regard to the individual potential and development of my employees. Which brings us to the third sphere: “actual leadership” in the sense of my leadership role in direct interaction with the people in the organization.

Leading and letting others lead

I keep asking myself when I, in my executive role, should actively take the lead and when it is better to let others take the lead. For me, this is the core of modern leadership. In which leadership is not based on a formal position, but rather unfolds situationally. In the face of the complex interplay of people, markets and global developments, the knowledge and experience of all employees is valuable for making good decisions.

Everyone can do or knows something that someone else cannot do or does not know. So anyone who wants to take responsibility for solving certain tasks and take the lead must be given the opportunity to do so. Decision-making power can vary depending on the task and project. It is no longer linked to the position, but to the competence for the current task to be solved. For example, a new employee can lead a project if he or she has the necessary know-how. While the senior manager only assists in this project. 

Leadership Culture

This requires a leadership culture in which people have the confidence to take the lead if, for example, they notice negative developments in the organization or a project is set up that requires their expertise. Such a culture is created above all by an empathetic, well-informed leader who is capable of reflection (see spheres 1 and 2). Their goal should be to make themselves as dispensable as possible in day-to-day operations. This requires employees to know the framework in which they operate and the degree of freedom for situational leadership within this framework. As a leader, I need to decide where to define hard criteria that give employees guidance when making decisions. And where it is possible to leave decisions open so that employees can negotiate things with each other and individual team members can take the lead themselves. 

Thank you, unsympathetic filter.

Stimulating and supporting these processes is also important in order to bring up a new generation of leaders who can develop further in the three spheres mentioned. Employees who are particularly well suited to executive roles due to their personality traits can be identified during the application process with the help of smart AI technology. At the same time, AI generated data helps to ensure that people with toxic behaviors, who according to my experience are neither interested in self-reflection nor have great empathy or special interest in the strengths, wishes and abilities of their colleagues, fall off the grid at an early stage. Technology with a built-in “unsympathetic filter” for sure will not make the perfect executive team by magic. But it does make a significant contribution to ensuring that the right people can start to become leaders at the right time. 

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Personality first – this is one of the most important trends in dealing with talent.

Why? 

The so-called “hard” skills that companies need are changing faster than ever before. Today’s expert skills will be yesterday’s news tomorrow. What remains are the supposedly “soft” skills and people’s personalities. The better companies know their employees, the better they can assess who they should invest in in terms of professional and personal development.

Bye Bye Bachelor

But an engineer still needs to be familiar with physical principles; an architect needs to know material features, how to use drawing programs and what regulations to take into account. – That is true. Expert knowledge is essential in some professions. For many jobs, however, a different trend has been emerging for a long time. While German HR departments cling surprisingly persistently to university degrees in their job postings, companies in other countries have long since abandoned them. According to a study published in the Harvard Business Review in 2022, US companies reduced the requirement for a university degree by 31 percent when advertising positions with a high level of qualifications, including management positions.

The British branches of Ernst & Young announced ten years ago that a university degree would be completely removed from the job profile. This is in line with numerous studies that were recently listed in a very interesting article on t3n. It clearly shows that soft skills will be much more important in the future. And that goes for engineers and architects too, by the way. After all, they are also involved in an increasingly complex environment that is subject to constant change. And in project work that is carried out by multidisciplinary teams. And in companies that are under increasing pressure to transform their structures from the ground up while day-to-day business must continue.

Transformation needs personality

These companies (and sooner or later it will affect almost all businesses) need employees who are willing to develop with them. It is becoming increasingly important to entrust people with the right role in the company at the right time, in which they can access and contribute their full potential. Certain character traits are even more important in that regard than professional qualifications or a formal degree.

Why?

Because transformation means that the traditional hierarchy is increasingly dissolving. And with it the logic of the commander and the recipient of orders. This leads to consequences:

1. Without top-down instructions, interaction between employees who are on the same organizational level becomes the most important steering element in companies. In the book “The Humanization of the Organization”, the authors write in this context: “This brings with it all kinds of annoyances – self-promotion, refusal to make a statement due to stage fright, tactful agreement to nonsense, (…). Anyone who frequently has to endure fruitless meetings that largely serve the self-promotional needs of some of the participants (…) knows the problem.”

2. In structures where individuals have more responsibility and cannot refer to their superiors every time they have a dispute with a colleague, the ability to deal with conflict and self-control are essential. The ability to win others over and mediate between subjective realities takes the place of punishment and reward or right and wrong.

3. Having the freedom to shape things in your own way also means making decisions under uncertainty. This requires a stable personality and at the same time the right instinct for situations and the ability to get the right people on board.

The best basis for coping with these new conditions are employees who have certain personality traits (or: who do not have them – see excessive tendency towards self-promotion) and with them certain soft skills at a high level. At the very least, however, personality is a good starting point for acquiring these skills. Sebastian Klein writes in the magazine Neue Narrative (issue #19): “People who resist any kind of personal development and reject personal responsibility cannot play a leading role in an organization that is fundamentally changing its operating system.”

More automation – more soft skills

An operating system that must change not only in view of the demands of a new generation of employees, but also in view of increasing automation. Many jobs will change, moving away from purely mechanical activities towards mediating, translating and explaining work at the interface of machines and interdisciplinary teams. Personality and soft skills will be the decisive factors in workforce planning and in the design of individual learning and development programs.

So which character traits are the most important? Which soft skills will be even more important in the future? – There are various rankings on this, such as LinkedIn’s Top Skills 2024, which also clearly shows that the supposedly soft factors are gaining in importance.

The “Inner Development Goals” framework is also worth a look. This has derived various dimensions from the question of how we can create a sustainable and liveable future and assigned the essential skills and attitudes to them.

If you put the various rankings and frameworks side by side, including the models we use at Zortify to analyse the personality of employees and applicants, a very clear picture emerges of where the journey is heading, even if individual nuances will vary from organization to organization.

Our top 3 personality traits…

… and the corresponding soft skills are:

1. High level of open-mindedness
People with a high degree of openness are generally curious, tend to question the status quo and enjoy exploring new ideas and opportunities.
Corresponding soft skills: listening, exploring new topics, taking initiative

2. Moderate agreeableness combined with moderate competitiveness
Individuals obtaining moderate scores on the Agreeableness – Competitiveness scale oscillate between yielding and adapting to other people’s needs but also remaining firm in their own beliefs and points of view. 
Corresponding soft skills: empathy, listening, communication 

3. High adaptability (agility mindset)
Agility Mindset is a personality dimension developed by Zortify. A high level is characterized by dynamism and flexibility as well as the strong will to shape and initiate the omnipresent change.
Corresponding soft skills: creativity, resilience, ability to prioritize

These skills already made the difference between good and outstanding companies in the past. Today they are simply essential. And they will continue to be a must for organizations tomorrow and the day after tomorrow. They are the qualities and skills that can never be fully automated. At the same time, new technology can be the key to finding them with little effort and without bias in candidates and existing employees.

“It is not the strongest or most intelligent who will survive but those who can best manage change.” 
(Charles Darwin)

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Measuring the GenZ: Lost in translation is so 2003

“Too leisure-oriented? – We’re just hard-working in a different way.” was the headline of the brandeins magazine in September 2020, using many examples to draw a picture of a Generation Z that is changing the world of work practically “on the job”. The new generation of employees is neither lazy nor inherently less well educated than previous generations, , even if they are repeatedly accused of being so.

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“Too leisure-oriented? – We’re just hard-working in a different way.” was the headline of the brandeins magazine in September 2020, using many examples to draw a picture of a Generation Z that is changing the world of work practically “on the job”.

The new generation of employees is neither lazy nor inherently less well educated than previous generations. Even if they are repeatedly accused of being so. Rather, they were born into a world that is becoming more complex and confusing with each year. A world in which static knowledge is becoming less important. And they are constantly challenged to acquire new information and new skills for themselves. DIY in a continuous loop. Against this backdrop, GenZers take a skeptical view of what has long been considered normal and desirable: a job for life, for example, or climbing the traditional career ladder. 

Left and right is the new up

Today, many young employees appreciate flat hierarchies and an open environment in which “upwards” is only one of many possible directions. Rather than being above others, it is much more important for them to be connected with their colleagues. To work on eye-level towards a common goal with the support of competent and empathetic leaders. And to develop individually in the process. These are the key factors for employee retention. 

A study from the US came to the conclusion that employees who are promoted horizontally or professionally within the first three years in the company, for example (temporarily) taking on a new role with greater responsibility in another department or leading a new project, are 62% more likely to stay with the company. With a “vertical” career move, such as a promotion to a management level, the figure is only slightly higher (70%). Without the opportunity to try out other areas of responsibility outside of the routine, however, the probability of talent staying falls to less than 50%.

Young high potentials in particular are being headhunted and tend to be more willing to change jobs than older employees. What can a company offer to counter the growing “market of opportunities” from outside? – A diverse internal market of opportunities, for example, that allows employees to constantly realign their work, reinvent themselves, try things out, take on new roles, take on more responsibility – and all within the organization in which they are already active and rooted. This is not wishful thinking, but now a clear expectation of GenZ: according to Deloitte (2021), 70% of GenZ employees expect their employer to help them achieve their personal and professional goals.

The transparent generation?

In return, employees who want to develop further are the best thing that can happen to a company. It is important to find the “sweet zone” where the goals of the company and the many individual purposes and personalities of the employees overlap. The more precisely organizations design their Learning & Development programmes, the better it is for them. After all, employees who thrive in their new role are the key to companies being productive and innovative.

AI technology can provide valuable support in growing alongside each other. Especially with regard to employees of a generation that is used to using digital technologies and generating data about themselves. From mindfulness apps to fitness trackers, many young people naturally use data-based tools to better understand themselves. And navigate through a world that demands a lot from them. So it’s only logical that their employer should also use smart technology to help them find their place in the organization – and do so continuously.

AI-based personality diagnostics can help GenZ:

Strengthening strengths 

Instead of working on deficits, companies should focus on the potential of their employees. Further development based on the principle of “strengthening strengths” is not only more rewarding. But also saves time and money and increases the chances of employees fulfilling their role well. The AI-based personality analysis can help to find out which basic character traits qualify employees for certain roles in the organization. And in which areas they can still work on themselves in order to be capable of performing a task in all its facets. 

Personality first, skills second

Studies on requirements in job advertisements also show that the focus on personality and the associated strengths is becoming more important. According to the study, “frustration tolerance” was mentioned 71 percent more frequently in job advertisements in 2021 than in 2018. Empathy was requested 39 percent more frequently. At the same time, the need for existing language skills, among other things, fell by almost a quarter.

Personality first – this means that AI-based personality diagnostics are also gaining massively in importance. This is because it enables companies to reliably measure the key characteristics of (potential) employees.

The benefits of AI-based personality analysis:

And it works particularly well for GenZ employees. That is because: 

And: they are hard-working. Just in a different way 😉

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How much “humanity” is good for organizations would be answered very differently by people from different philosophies. On the one hand, there are those who say that we can only do good work if we are allowed to be ourselves in a professional context. With the full range of our characteristics, feelings and needs. This view has become very popular with the New Work movement. In his book “Reinventing Organizations”, Frederic Laloux talks about the principle of “wholeness”: we can only do good work if we can be ourselves and don’t have to spend energy on wearing a professional mask.

Many of the things we see in organizations today are based on this way of thinking. The dress code has been abolished in many industries. Employees bring their dogs to work and, especially in young companies, it is no longer a stigma to cry or talk about fears in the work environment.

At the same time, there are many voices (and my perception is that they are becoming increasingly louder) that say it is important to differentiate between people and members of an organization. In this context, the authors of the book “The Humanization of the Organization” speak of a necessary “barrier” between people and companies that protects both sides. As long as the individual character traits and needs of a person do not clash with the manners and behavior associated with a role in the company, they are none of the employer’s business. In this context, the authors speak of “role expectations”.

The bright side of power  

These role expectations raise questions in the face of a fundamentally changing world of work. Examples include the following:

One thing is clear: the values of the next generation and therefore also the expectations of how people work together in companies often differ from those of the baby boomer generation. Whose representatives still hold many important positions in organizations. Especially when it comes to leadership behavior, the ideas diverge.

For a long time, character traits that we would describe as toxic today were beneficial for climbing the corporate ladder. Above-average manifestations of counterproductive behavioral tendencies (self-centeredness, impulsive, strategic manipulation) are still strongly represented among managers today. This is increasingly becoming a problem for companies. Young employees in particular expect their managers not only to set goals and make decisions. But also to motivate, listen and respond empathetically to their needs. According to a LinkedIn study, 41% of employees with up to two years’ work experience would like managers to show more empathy. Among trainees and students, the figure is as high as 60 percent.

More than four colors

However, such soft factors are difficult to read from a CV or documented performance. This is where modern measurement methods based on AI offer new possibilities. AI systems can help HR managers to develop an in-depth understanding of employees’ individual strengths and development potential. Technology makes it possible to take a nuanced look at people and not make hasty judgments. This is important because it should be clear to every HR manager by now that human personality cannot be broken down into four color types. At the same time, the many nuances cannot be captured by an interview or coaching session alone. Especially as all those involved are not free from bias. AI can set new standards here and shine a light on characteristics that have often been overlooked. But are essential for the functioning of an organization.

What does AI measure?

There are different AI models that target different spheres of personality. The goal behind the use of AI systems for HR is basically always the same:

In the area of “Learning & Development”, the focus is on characteristics that are accessible for further development. It is important to emphasize that the aim is not to “turn people around” so that they fit into the organization. This is neither possible nor desirable. Rather, the aim is to use the insights gained with the help of AI to strengthen employees so that they can grow in their professional role. For example, the finance colleague who tends to be overly pessimistic learns to consciously adopt a different perspective. Or the HR colleague learns how to be empathetic. Coaching, mentoring and other formats make this possible.

Outlook

There are different views on how much humanity is good for an organization. Whichever perspective you follow, the key ultimately is whether a person’s behavior and the expectations of the role they perform match. It is less important whether it is authentic behavior or a “professional mask” that employees put on at the office door. What is more important is that their actions are rooted in character traits that consider good and productive cooperation to be desirable for the benefit of the organization and its members.

Behavioral expectations and thus also desirable traits are subject to change. To which companies must respond if they want to attract and retain employees of the new generation. The latest AI models make these character traits, which are essential for the functioning of an organization, measurable and presentable. The technology thus enables both each individual employee and the organization as a whole to develop in the best possible way and shape a desirable future.

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