個案總覽

In the era of artificial intelligence (AI), data and algorithms have been increasingly incorporated into organizations’ talent management in general and recruitment processes in particular. The case discusses the experience of the China-based technology giant Baidu Inc. (Baidu) during its implementation and incorporation of AI in its recruitment process. It introduces the new trend of intelligent recruitment, addressing the transformation toward it, its technical functions, and the operational model and value creation it enables. It also explores the challenges and future opportunities in the use of AI for talent management.

On January 5, 2015, the chief executive officer of the Beijing Aircraft Maintenance and Engineering Corporation (Ameco) was busy reviewing the company’s annual report. Overall, the company’s performance in 2014 had been good: eight foreign airlines had become new customers of the company, which meant that more than 70 international customers had signed contracts for airline maintenance-related business. The growth trend in labour costs had been contained to a certain extent, thanks in part to the implementation of the Direct Control of Personnel Cost monthly performance evaluation program. Over the previous four years, the implementation of this program had generated many positive influences on Ameco. However, new challenges created by changes in the external environment resulted in sharp conflict among departments, raising questions such as how could Ameco set up indicators to motivate the employees and keep talented personnel in the company; minimize the impact of external factors; and avoid the phenomenon of “unmerited” workers being rewarded. How could Ameco use performance appraisals to increase the overall performance of the company?

On January 5, 2015, the chief executive officer of the Beijing Aircraft Maintenance and Engineering Corporation (Ameco) was busy reviewing the company's annual report. Overall, the company's performance in 2014 had been good: eight foreign airlines had become new customers of the company, which meant that more than 70 international customers had signed contracts for airline maintenance-related business. The growth trend in labour costs had been contained to a certain extent, thanks in part to the implementation of the Direct Control of Personnel Cost monthly performance evaluation program. Over the previous four years, the implementation of this program had generated many positive influences on Ameco. However, new challenges created by changes in the external environment resulted in sharp conflict among departments, raising questions such as how could Ameco set up indicators to motivate the employees and keep talented personnel in the company; minimize the impact of external factors; and avoid the phenomenon of "unmerited" workers being rewarded. How could Ameco use performance appraisals to increase the overall performance of the company?