这篇以访谈形式撰写的文章基于与Jason Richard Desentz的对话，他是东芝美洲地区首席人力资源官。Desentz在人力资源行业已有近30年经验，两年前加入东芝。本文已根据长度和清晰度进行了编辑。当我最初进入人力资源领域时，并非人人都有电脑。人们的办公桌前摆放着笔记本和纸张，但他们仍然在工作。如今人们开始问：如果AI自动化系统在筛选简历，我该如何成为一名招聘人员？
This as-told-to essay is based on a conversation with Jason Richard Desentz, Toshiba’s chief human resources officer for the Americas. Desentz has been in the HR industry for nearly 30 years and joined Toshiba more than two years ago. The essay has been edited for length and clarity. When I first got into HR, not everyone had a computer. People had notepads and paper in front of their desks, and they still worked. Now people are asking: How can I become a recruiter if an AI automation goes through the résumés?
我又该如何学会筛选候选人并晋升职业阶梯？我不把这看作一个AI故事。这是一个适应性的故事，而AI只是其中的一章。拥有AI并不意味着我不会仍然有初级员工。初级岗位的工作内容只是会有所不同，我也会以不同的方式进行招聘。对于像东芝这样的公司，初级HR可能需要面对上千份简历。我真的会逐份通读全部千份简历吗？
How am I going to learn to screen a candidate and move up the career ladder? I don’t approach this as an AI story. It’s an adaptability story, and AI is another chapter. Having AI doesn’t mean I won’t still have junior-level employees. The junior job will just be different, and I will be hiring differently, too. For a lower-level job at a company like Toshiba, a junior-level HR could face a thousand résumés. Am I actually going to go through the full thousand?
不会。如果我这样做，每天七天都要花在读简历上。通常，你会先看前50份，如果拿到10份不错的简历，你就会停下来。但这样可能会错过剩余部分中的“宝石”。我们已经开发了AI机器人，其中包括一个用于招聘的机器人。其目标是挖掘出更优秀的候选人，并让招聘人员能够腾出精力来优化招聘流程的其他环节。与其逐份阅读简历，他们可以更多地关注 intake 环节：我如何才能为经理设计更好的问题？
No. I would be here all day, seven days a week, reading résumés. Typically, you’ll go through the first 50, and if you get 10 good résumés, you’ll stop. You could be missing a gem in the rest. We’ve built AI bots, including one for recruiting. The aim is to surface stronger candidates and free recruiters to enhance other parts of the process. Instead of reading résumés one by one, they can focus more on the intake: How can I make my questions for managers better?
我也希望在入职培训和第一天的神奇体验上投入更多精力：员工走进公司时，拥有所需的一切，并接受培训。我们利用AI根据简历、职位描述和经理的 intake 表格生成面试指南。这些指南可以根据候选人进行个性化定制，帮助识别应提出更多问题的领域，同时不会排除那些具备学习潜力的人选。
I also want to put more effort into onboarding and that first-day magical experience: Employees walk in, have everything they need, and are trained. We use AI to create interview guides from a résumé, job description, and manager’s intake form. These can be personalized to the candidate, identifying areas where we should ask more questions without eliminating someone who may be able to learn.
即使在初级职位，你的工作也更像是顾问，而不是单纯的交易性工作，比如“这是一份简历”。我不会问“你能在Excel里做透视表吗？”，而是寻找真正擅长解决问题的人。你可能还没有工作经验，但可以告诉我大学时遇到过什么问题，你是如何解决的？请详细描述你的思考过程。这能让我了解你的批判性思维。你会拆解问题吗？
Even in a junior role, your job becomes more of a consultant rather than a transactional, “Here’s a résumé.”Rather than saying, “Can you build a pivot table in Excel?”I’m looking for people who are really good at problem-solving. You may not have work experience yet. Tell me about a time in college when you were presented with a problem. How did you solve it? Walk me through your mental process. That gives me insight into your critical thinking. Do you pull the problem apart?
你会尝试弄清楚问题的根源吗？我也在寻找数据素养。你是否曾在生活的其他方面使用信息来支持一个观点？然后我会问及小组项目的经历。我会接着问：“我敢打赌你团队里有人没尽责。”你是如何激发那个人的积极性？你是如何影响他们做出贡献的？无论他们是否付出努力，他们都会得到和你一样的成绩。我也看重你对模糊情况的适应能力。
Do you try to understand what’s causing it? I’m looking for data literacy, too. Have you used information in other areas of your life to defend a position? Then I’ll ask about a group project. I’ll follow up with, “I bet you had someone on your team that didn’t pull their weight.”How did you get that person motivated? How did you influence them to contribute? They’re going to get the same grade you get, whether they put in the work or not. I also look for comfort with ambiguity.
你可能准备好了演示，但有人突然给你一些信息，彻底推翻了你的方案。你会如何应对？我可能会给出这样的情景：在预算有限的情况下设计招聘流程，进行到一半时，CEO说必须削减20%。你将如何重新配置你的流程？或者我会问：你本来有足够时间完成一个项目，但你生病了，现在只有一天了。你是如何完成的？你做了哪些不同的事情？
You come in with a presentation ready, and someone gives you information that knocks it all down. How do you handle that? One scenario I might give is designing a recruitment process with a budget. Halfway through, the CEO says we have to cut 20%. How are you going to reconfigure your process? Or I’ll ask: You had time to finish a project, but you got sick. Now you only have one day. How did you get it done? What did you do differently?
我会把面试的重点转向能力，而非具体技能。生活中没有静止不变的东西，一切都是动态的。对AI的恐惧是真实存在的——害怕被落下，害怕被淘汰。作为领导者，不要轻视这种恐惧。我不说“AI不会取代你的工作”，而是说：“工作正在发生变化。我们将一起应对这一变化。”当我与团队会面开发AI机器人时，我问：“你工作中最讨厌的事情是什么？”大家都被一些简单的问题困扰着。我们先从这些容易解决的问题入手。
I shift the interview toward capabilities and away from specific skills. Nothing is static in life. Everything is dynamic. The AI fear is real: the fear of missing out and the fear of being obsolete. As a leader, don’t dismiss it. Instead of saying, “AI won’t take your job,” I would say, “The work is changing. We’re going to navigate this together.”When I met with my team to build AI bots, I asked: “What’s the No. 1 thing you don’t like about your job?”People were bogged down with simple questions. Let’s get to that low-hanging fruit first.
在东芝，我们有大约六门涵盖AI基础的课程。我们已有约500人次的课程报名和300人完成课程。你必须给人们时间去玩耍。我们尝试了大约12个用例。有些机器人仍处于初步实验阶段。我们还举办了一场小型“鲨鱼坦克”，员工们在此展示他们的机器人以及他们是如何构建这些机器人的。获胜者获得了一小笔奖金。尽情享受这个过程。犯错误没关系。你第一次骑自行车时也不会立刻学会骑行。
At Toshiba, we have about six courses covering AI basics. We’ve had about 500 course enrollments and 300 completions. You’ve got to give people time to play. We experimented with about 12 use cases. Some bots were still initial experiments. We also did a little “Shark Tank,” where employees presented their bots and how they built them. The winner got a small prize. Have fun with it. It’s OK to make mistakes. You don’t learn how to ride a bicycle the first time.