The startup raised $90 million in a Series D round led by Generation Investment Management. Al Gore is the chair of Generation. Ben Reuveni said in an email that the proceeds would be used to expand the presence of the company and strengthen its R&D initiatives.
There is a wide range of employee recruitment, acquisition and jobs boards products to choose from. Reuveni doesn't deny that Gloat faces stiff competition, but he sums up what he believes to be the company's differentiators. There are a number of recruiting tools that can be used to find external candidates. It requires a real understanding of transferable skills and titles that may not be obvious without deep, organization and industry specific insight.
Amichai and Danny Shteinberg were part of the founding team ofGloat. Prior to Intel's acquisition, Reuveni was a solutions architect at IBM.
Businesses and their people are being held back by the traditional approach to work, jobs and careers. An operating model that puts every employee at the helm of their own career development and gives businesses the data intelligence they need to make smarter talent is what enterprises need.
The image is called "gloat."
Last year, I reported on the sale of an artificial intelligence platform to organizations to power their jobs boards. Integrated with existing software, Gloat sources information on employees to help match them to job openings at their employers. When a worker falls short of requirements, the platform provides guidance on what they need to learn as well as part time and shadowing opportunities.
The relationships between skills, roles, candidates and companies are mapped with the help of an artificial intelligence system. Trained on CVs, professional profiles, job descriptions, academic content, economic data and compensation data, the system tries to quantify how job titles, job requirements and skill needs change. The same job title can mean different things depending on the company and that's why Gloat was designed to understand those nuances and automatically infer differences in roles across companies.
Every employee is given career path options based on their skills and interests. As job-specific requirements evolve and new roles emerge in an organization, the artificial intelligence adjusts its recommendations accordingly.
The aspiration of employees is captured by the skills they use most frequently and their professional development plans. If the data is accurate, this could provide a resource to management to deploy talent.
It's true that no algorithm is neutral. The impact can be severe. Men were being referred to open roles more often than women by the recommendations of theLinkedIn recommendation system. The MIT Technology Review notes in its report on the bug that men are more aggressive at seeking out new opportunities than women and that the algorithm ranked candidates partly on the basis of how likely they were to apply for a position or respond to a recruiters.
The data science team at Gloat uses an anti-biased dataset to tailor it to individual customers. The bias detection tools that can pick up on unwanted trends in artificial intelligence-powered recommendations can be used to mitigate them.
The image is called "gloat."
He expressed confidence in the accuracy of the system despite not directly responding to the question about bias. Through our platform, skill trends and recommendations are delivered.
The customer list of Gloat is large and includes brands like Mastercard and HSBC. Reuveni said that more than one million users in over 120 countries use the platform.
As external hiring looks poised to slow drastically again and businesses are eager to avoid repeating mistakes from the Pandemic,Gloat's customers have become beacon for the future of work movement Reuveni said that this has positioned Gloat well to weather economic challenges.
How engaged are your employees?
There has been a rise in funding for HR tech companies. According to PitchBook data, in January of this year, VCs funneled more than a billion dollars into HR tech, building on a record year in which venture capital invested in HR tech across more than 800 deals.
The latest funding round was participated in by several companies. Reuveni noted that it was Generation's first investment from the new sustainable solutions fund.
All Rights Reserved © 2024
