Marketing and Human Resources operate on separate layers in organizations but one function has blended. They share the goal in identifying users’ personal preferences concerning group affiliations, countries visited, debt, property ownership - cars and houses - and so much more. Also, both want relational data as the who, what and where of your entire strata of human engagement - but - only for the past 10 years! And they both go about assessing people according to behaviors; meaning, labeling people as data, with enterprise software applications. Hidden beneath that top application layer there is software discovering personal data. Marketing aggregators and uncountable digital business operators such as Facebook and Google invisibly record our web life as the internet’s profile interrogation systems. Business is doing exactly the same thing with employees. How has the HR process blended into this system? The answer: HR software apps increasingly profile job candidates like Marketing. They are mutually expressing human values categorically psychological, neurological and sociological. Businesses are relying on HR to find predictable employees taking unstructured data and structuring it.
We often read articles about how worried CEO’s and CIO’s are over finding skilled workers. The trouble is job candidates' lives are interrogated from past to present and then predicted using metrics based on behavioral sciences. Culture.me is more important every day for the use of biometrics and benchmarks, assessments, tests, analytics and algorithms lead to a software-selected workforce. The trend may support Marketing goals but is counter to forming a workplace with diversity. The HR layer is eliminating quality candidates by practicing profile discrimination; layers of profiling software functioning as science. The US can’t compete globally with these functions compromised by theoretical social sciences.