These are the jobs of the future and they’re already here

When does the future of work become the future of work is now?  Mya Systems makes a chatbot that conducts interviews. They work at the cutting edge of Natural Language Processing and are making waves in HR Tech spaces. (full disclosure: I contract with them to design chatbots). They’re also hiring for cutting edge jobs like this one: Language Annotator. It’s a contract role for a current student, ideally someone in the liberal arts!  They’re looking for a student with literature or philosophy background with strong communication skills and an understanding of machine learning. Bonus if they’ve got foreign language skills. This post touches my machine-learning-obsessed-and-liberal-arts-loving soul.

The job:

This is a hybrid job. Hybrid jobs combine soft skills with digital skills, and they are the jobs of the future. You’ll find hybrid jobs through out the job listings; popular hybrid jobs right now are product managers and data translators.

These are the jobs we need to train students and alumni for in order to prepare them for an automated workforce. The future of work is already here.

Your employer is probably spying on you

FAQ from Teramind, a software that records, logs, and monitors employees.

Corporate America enjoys spying on its workers. According to Wired, “94 percent of organizations currently monitor workers in some way.” Even worse, you likely can’t escape it. From The Creative Ways Your Boss is Spying on You:

Try to hide from this all-seeing eye of corporate America—and you might make matters worse. Even the cleverest spoofing hacks can backfire. “The more workers try to be invisible, the more managers have a hard time figuring out what’s happening, and that justifies more surveillance,” says Michel Anteby, an associate professor of organizational behavior at Boston University. He calls it the “cycle of coercive surveillance.” Translation: lose/lose.

Last year I wrote a post called, AI is going to make your asshole manager even worse. Nothing I’ve read since then has convinced me otherwise.

Is it appropriate now to inquire during the interview stage ask what technology the company uses to spy on workers? If not now, when will it be appropriate?

Also, who monitors the executives? Who monitors the monitors?

The quality of your head movements will help determine if you get hired and I’ve got nothing but questions

Yobs.io isn’t the first HR tech company to promise better candidate selection technology through AI and predictive analytics. HireVue has been using algorithms to review and assess video interviews for companies like Unilever and JP Morgan, and they’ve got $93 million in funding to do it. AI technology is rapidly changing the job search.

Yobs.io, however, positions itself as a platform that can identify a candidate’s soft skills and improve team dynamics. Their tech implements “quantiative soft skills analysis in the recruitment.” It claims its platform “determines the emotional state of your candidate which reflect the real-time soft skills that they will take to the job everyday.” Their algorithms analyze facial expressions, word choice and tone, and even head speed to predict candidate success in an organization.

I find it hilarious that employers are banging the drums about the need for employees with soft skills yet they’re increasingly willing to hand over the process of selecting people with those same skills to a machine.

I work on interview chatbots and conversational AI in my contract work. I find it fascinating. I enjoy watching the algorithm improve and seeing its limitations. However, technology that uses personality assessments and predictive analytics to make hiring decisions fills me with questions. They’re questions that I rarely see addressed in tech media or HR industry coverage. They’re questions in need of answers that aren’t marketing copy.

Just look at that engagement level! Source: Yobs.io website

Here’s the ongoing list of questions I never see answers to:

How are companies evaluating whether hires by AI are better than human-led hires? Is this technology trusted for use in all hires, including executive management? Moreover, do the AI engineers have the soft skills they’re designing algorithms for? Does it matter if they don’t? Do the managers who oversee the implementation of this technology also have the soft skills they seek?

Also…

Why should my head speed be part of my interview evaluation? How much weight is my head speed given in the algorithm? What is a quality head speed and how does it affect my ability to do a job that I’ve trained for? Who decides what interview tone is appropriate? Would a monotone AI engineer with an abnormal head speed, a high rate of neuroticism, low rate of extraversion be an acceptable hire (trick question, of course they would, they’re the most in-demand occupation)

And…

Who loses out on an opportunity during the tuning phase of the algorithm? Algorithms don’t work perfectly out of the gate. What feedback loops exist inside the organization’s that use this tech to ensure they’re not getting false negatives? How do HR tech companies who claim to reduce bias prove they actual reduce bias rather than reinforce it?

Humans are flawed. But so are algorithms and even the data we use to build them. Just because it can be measured (head speed) doesn’t mean it needs to be. Asking the hard questions about new technology is important, especially in high stakes situations like job interviews and career progression.

Also, I’m parking this fab find here: Yobs.io uses the big 5 personality traits (OCEAN) to predict candidate fit. There’s a fabulous overview of the Big 5 that includes psych student videos explaining the big 5 concepts. Highly recommend watching these videos, especially when they discuss the person-situation debate.

Employees who are already living the future of work

Curious about how AI technology might change your job? The NYT offers a glimpse at how algorithms are changing traditional roles. In retail, fashion buyers who are normally tasked with making purchasing decisions, are increasingly using algorithms to do the task. These algorithms make fashion decisions and predict the next big trend, a task normally associated creative geniuses. With so much consumer data, predicting trends and stock levels is left to the machines, no intuition needed.

“Retailers adept at using algorithms and big data tend to employ fewer buyers and assign each a wider range of categories, partly because they rely less on intuition.

At Le Tote, an online rental and retail service for women’s clothing that does hundreds of millions of dollars in business each year, a six-person team handles buying for all branded apparel — dresses, tops, pants, jackets.”

The result is two-fold: the industry is using fewer buyers in the decision-making process and retailers are increasingly hiring people who can “stand between machines and customers.” The article notes that there are plenty of areas where automation can’t do the job. Negotiating with suppliers, assessing fabric transparency, and styling all need a human touch.

Instead of replacing all the humans, algorithms are changing how we work.  As a result, future roles (and managers) will demand employees who understand understand how to use algorithms to make decisions that improve the final product, while also understanding the limitations of the technology.

In the future of work (which is already here and we need a better phrase), we’re going to need a lot more of these employees.

Do employers care about your online certificate?

Recently I came across a certificate in Higher Education Administration from Northwestern. For $19,975, I can “deepen (my) understanding of the field and expand (my) networks.” Details on career outcomes or paths are notably absent. Instead the page offers the basics of college career services: “access to ongoing professional development support, one-on-one career coaching, academic advising and networking opportunities.”

The certificate reminded me of a Northwestern ad I saw last year promoting a $10,000 global mobility online certificate. The ad was marketed towards future international education professionals. As someone who has worked in international education for over a decade, I got a bit riled up. Aside from the fact that you don’t need a $10K certificate to get a job in international education, the program’s career preparation promises were lackluster at best. The lack of testimonials from employers raving about the certificate, or explaining how the certificate signaled a candidate’s competitiveness, was telling.

Despite my frustrations with certificates with lackluster career promises, I recognize the role certificates play as career paths and institutions adapt to changes in the market. Certificates are revenue generating programs which help institutions shore up revenue from diverse sources. Certificates also provide an attractive option to employees who want to upskill or change careers. They usually take under a year to complete. Certificates are frequently associated with a university brand name. While affordability varies by institution and certificate program, they’re cheaper than a full degree and they qualify for financial aid.

However, data on career outcomes from non-degree credentialing – i.e. certificate holders – is hard to come by. Employers’ attitudes towards certificate holders are difficult to pin down, which makes it hard to know if certificates hold their value in the market or even determine the ROI on a $20K certificate.

Thankfully we’re a bit closer to understanding employer attitudes to non-degree credentials thanks to a new report by Burning Glass Technologies. A recently released report, The Narrow Ladder: The Value of Industry Certifications in the Job Market, examines how employers use certifications (not certificates) in the hiring process. Using their vast database of over 700 million job postings, Burning Glass Technologies examines the types of certifications that employers value, along with the skills and salary bump employees receive post-certification. It’s well worth a read for anyone who advises students or mid-career professionals about their upskill options.

“It’s not that the “non-degree” credentials are rare; more than a quarter of the employed U.S. population holds a license or certification, on top of any degrees they may hold. Certifications can be precisely tuned to industry needs, and they hold the promise of reducing the need for employers to rely on imperfect proxies, like college degrees. In certain occupations, certifications outline career ladders that define industries and give employers and job seekers alike guidance about what skills are necessary to advance.
Those occupations, however, are the exception, and if the nation is to close the skills gap, perhaps they should become the norm.”

Though the report focuses on certifications, its analysis provides material for examining certificate programs as well. Most importantly, it provides a clear difference between between certifications and certificates. The report examines employer attitudes towards certifications, which are “awarded by a certifying body, often an industry association or trade group, based on an examination process assessing whether an individual has acquired the designated knowledge, skills, and abilities to perform a specific job.” This differs from certificates, which the report defines as “short-term, professionally oriented credentials awarded by an educational institution (as opposed to an industry body) based on completion of specific coursework.” 

This distinction is important since few people outside of mobility circles realize the difference. There is a critical difference between these types of upskilling. With such similar terms an employee looking to upskill could be forgiven for thinking a university certificate in higher education administration will provide the same signal to future employers and salary bump as a CISCO Cisco Certified Network Professional certification (it doesn’t). The former is a revenue generation program from a university with little focus on skill building and an unclear career trajectory. The latter is an industry-approved career training model with clearly defined career paths.

What struck me most from this report was the role that certifications played in outlining both the skills and career paths that job seekers and employers agree on. Certifications are built from industry needs. Here’s an example of the skills needed for a AMA Digital Marketing Certification:

Are university certificate programs mapping their content offerings to industry needs? Maybe but we don’t know. The report also finds that employers value certifications that improve technical skills. Do employers feel the same about certificates? Hard to know.

On top of that, the report finds that employers vastly prefer certifications over certificates.

In 2015, the demand for certifications is approximately 1.5 million job postings, whereas only about 130,000 postings ask for certificates.

Is it possible that employer demand for certificates aren’t as in-demand as universities promise? Again, we don’t know, but this stat and the lack of employee perspectives in program marketing for certificates is telling.

Among the most important takeaways from the report, however, is this nugget:

Relatively few certifications actually have market value, and there is a shortage of easy-to-find information to sort out which credentials are pathways and which are blind alleys. More transparency in the certification market can significantly improve the returns people receive on their certification investments.

Finding out which credential pathways are legitimate is difficult. I’d argue the same for certificate programs. Will a certificate in higher education administration make a candidate more desirable than a candidate with 5+ years working in higher education? Will a certificate provide a salary bump or launch a job seeker into a more senior role? Will a certificate ensure the skills learned are still relevant in the next five years? The lack of this data makes it tough to answer these questions.

Since we don’t have those answers yet, it’s up to the job seeker/future certificate student to ask the hard questions before taking on a certificate. So for job seekers thinking about getting any certificate – online or in person – ask yourself these six questions before committing:

  • Does this certificate add to or improve your technical skills?
  • Does this certificate put you on a path to a hybrid job?
  • Does this certificate map to industry needs?
  • Does this certificate frequently appear as a requirement in your future job posting?
  • Will this certificate give you a salary or title bump? 
  • Will this certificate be relevant in five years? 

If you can’t answer these questions on your own or through a Google search, ask admissions. You’re investing in a certificate; it’s perfectly fine to ask about career outcomes. Ask to speak to participants in the program (don’t rely on testimonials). Look at LinkedIn profiles of certificate holders to understand their career paths. If you don’t get a clear answer, consider other options that are either cheaper (i.e. MOOCs), bootcamps, or certificate programs that detail the results.

Employees will need to upskill throughout their career. Certifications and certificates are one of many paths to do so. To make sure they’re actually beneficial to job seekers, we need a lot more data like the recent report from Burning Glass Technologies.

Higher education should do their part by ensuring their certificate programs bring career outcomes data – or employer perspectives towards their certificate – to the forefront of their marketing and information websites. Because right now career outcomes from all these certificate programs basically look like this:

Certificate programs career outcomes page

Want job security? Become a data translator

In my last role I talked with MBA recruiters about their hiring needs on the regular. When I asked what they were looking for in a candidate the most common answer was: people that can work with data. The need for data-savvy candidates spanned industries and roles. An MBA doesn’t guarantee someone has experience working with data. At the time MBAs were still trying to upgrade their curriculum to include this skill. Yet overwhelmingly hiring managers wanted people who understood how to work with data. These conversations happened in 2016. Now the need is even greater.

Data powers modern organizations. Your ability to identify relevant data, evaluate it, work with it, and communicate what actions to take based on it, is crucial to staying relevant in the business world. And this isn’t just for MBAs – this goes for anyone working in a business organization.

Thankfully you don’t have to be a data scientist to work with data. There are plenty of data-based opportunities that aren’t as hardcore as a data scientist. Some of those opportunities are summed up nicely in this HBR post, You Don’t Have to Be a Data Scientist to Fill This Must-Have Analytics Role

Companies have widened their aperture, recognizing that success with AI and analytics requires not just data scientists but entire cross-functional, agile teams that include data engineers, data architects, data-visualization experts, and — perhaps most important — translators.

Data translators are exactly what they sound like: people who can translate data into meaning. These are the employees who bridge the “technical expertise of data engineers and data scientists with the operational expertise of marketing, supply chain, manufacturing, risk, and other frontline managers.” They’re natural communicators and collaborators. They adapt and understand business goals across teams. Data translators have major soft skills with a solid foundation in analytics. They’re are also highly employable. IBM estimates that by 2020 over 2 million analytics roles will need to be filled. Those organizations are going to need a shitton of data translators.

According to the HBR article above, the best hires come from inside the organization. This means you’ve got a chance at positioning yourself for this future-proof role.

If you’re not using data in your current job you have two options: find another role so your skills remain relevant or create your own data translator role within your department. This is a new, evolving role. Data translators may not currently exist in your organization. Or they may exist but operate under a different job title.

Prepare for the role by exploring opportunities inside your organization to work with data. Get to know your data science team (if there is one). Start a conversation with your boss about your involvement in data-driven projects. Ask about the departments goals. Ask which data is already analyzed and used to support business goals. Identify which data-driven projects exist on your team and then find a way to get involved or at least shadow the project. Create your own data viz project by watching YouTube videos about Tableau and using relevant data from your department. Present to your team about your findings. Then identify a department that you collaborate with regularly. Get to know their business goals and how they work with data to make strategic decisions. The ideal data translator works seamlessly across departments. Getting to know the people in other departments – as well as their business goals – will position you well for any data translation job. Also, you can supplement all of this with online courses. Coursera and FutureLearn have excellent options.

Your ability to work with data is a must-have skill. You need it if you want to move up. But you also need the skill to ensure your relevance in the next 5 years of workplace evolution. If you don’t have the skills and experience to work with data this is the time to start upskilling and adding data analytics to your skill collection.

Don’t trust employers with your career plans

Here are two brutal quotes from an Axios post reporting on executives’ attitudes towards general pay raises and employee retraining. There were made during a conference for CEOs titled “Technology-Enabled Disruption: Implications for Business, Labor Markets, and Monetary Policy.”

“Executives of big U.S. companies suggest that the days of most people getting a pay raise are over, and that they also plan to reduce their work forces further.”

Damn. And then:

The moderator asked the panel whether there would be broad-based wage gains again. “It’s just not going to happen,” Taylor said. The gains would go mostly to technically-skilled employees, he said. As for a general raise? “Absolutely not in my business,” he said.

The CFO of AT&T also said that he doesn’t have a need for so many call center employees or guys that install their cables.

The message is pretty clear: employers don’t need you.

The idea that employees should be loyal to companies is a hold over from traditional career narratives. We’re still waiting for old school career narratives to catch up the present reality of work. But in the meantime it’s a good reminder that companies aren’t looking out for your best professional interest. Waiting for your employer to give you a raise, direct you to the next step, or reward you for your hard work – that’s not going to happen. Instead, it’s going to be up to you to figure out your next move and make sure you have the skills to get a pay upgrade. Don’t expect your employer to do it.

Your job search is becoming less human. Here’s how to adapt.

Imagine you’re a job seeker looking for work. You submit your resume to a company’s website.

Your resume is scanned by AI that evaluates your resume against the job description. Then it compares your qualifications to a database of current employees’ qualifications. The algorithm also pulls in some publicly available data about you, like your social media profiles. It scores you based on that data and your resume. Your score puts you above the competition. Your resume isn’t reviewed by a recruiter.

Next you get a text on your phone. It’s the company and they’re asking if you have time to answer a few questions. You answer a few basic questions about your professional experience and interest in the role. You realize it’s a chatbot half way through but you’re just happy to avoid the awkward phone interview.

You make the cut again. You receive an automated email with a link to an online video interview platform and instructions. You record your answer to the interview questions. It’s awkward to stare at yourself on the screen. There are no visual or verbal cues to see how your answers land. Your responses are recorded. An algorithm analyzes the video, reviewing your micro expressions and looking at 25,000 possible data points to evaluate your personality and fit within the company. Your video response is scored by the algorithm.

Then you get an email from the recruiter. You’ve passed all the steps. They’d like to invite your for a day in the life experience at their company.

The visit is the first and last opportunity you’ll have to interact with a person in your entire job search.

Back to reality. The scenario above isn’t totally hypothetical. It’s reflective of the current hiring process evolution. Companies are increasingly adopting HR tech that uses AI to automate the hiring process and make it more efficient. For example, here’s what hiring looks like at Unilever:

Candidates learn about the jobs online through outlets like Facebook or LinkedIn and submit their LinkedIn profiles — no résumé required. They then spend about 20 minutes playing 12 neuroscience-based games on the Pymetrics platform. If their results match the required profile of a certain position, they move on to an interview via HireVue, where they record responses to preset interview questions. The technology analyzes things like keywords, intonation, and body language, and makes notes on them for the hiring manager. All of this can be completed on a smartphone or tablet.

If the candidate makes it through these two steps, they are invited to a Unilever office to go through a day-in-the-life scenario. By the end of the day, a manager will decide whether they are the right fit for the job.

A fundamental shift in hiring is under way and it’s powered by machine learning. From resume screening by AI to interview chatbots to predictive analytics that determine who’s most likely to leave a job, the list of startups transforming the hiring process is long. Over half of HR tech investments in 2017 went to companies offering products and services powered by AI. Companies like Entelo, an AI recruiting platform, use machine learning to determine whether you’re a fit for an organization. Entelo’s knowledge base provides a few hints on how the AI will evaluate you:

The shift to automation is making the hiring process less human. As a job seeker it’s not always obvious when AI is used as part of the hiring process. You might not know if your professional qualifications are being evaluated by a human or an algorithm. To stay competitive as the hiring process evolves job seekers need to stay informed and adapt as new HR technology enters the market.

Here’s how to start.

Get curious about HR Tech

Explore the range of new HR technology that’s being used in the hiring process. Get curious about how these tools are used. Then experiment with new HR technology that also helps job seekers. Tools like Jobscan and VMOCK are valuable resources that use machine learning to help your improve your resume. There’s even a promise of a chatbot to help you navigate your career.

Next, research which companies are using machine learning for hiring so you can prepare accordingly. Right now big companies with large resume volumes are the ideal automation customers. Smaller businesses and startups aren’t using them as much yet. Some HR tech products list which companies use their services. Before you apply to a job, email a recruiter or ask a current employee about their hiring process so you know up front whether you’ll be engaging with a machine or a human.

600+ companies in 140 countries use HireVue.

Be prepared to go beyond resumes

The resume isn’t going away any time soon but the application process is evolving to evaluate you on more than your resume. Instead of submitting a resume, candidates are taking part in hiring assessments like Pymetrics, a collection of that neuroscience games that “collect millions of data points, objectively measuring cognitive and personality traits.” Tools like Entelo assess your social media data as part of the application process:

AI Recruiting on Entelo

Creating professional content so the HR bots can find and evaluate you could make you a more competitive candidate than a resume alone. Start by producing small bits of content online. Create a personal website, show off a portfolio online, write short blog posts, or share articles on Twitter related to your professional interests to be seen by the bots.

Ask hard questions about AI and HR technology 

There are plenty of ethical questions we need to ask about AI and reinforcing bias in recruiting. Job seekers can contribute by asking hard questions too. Sometimes it’s as simple as asking how.

How do algorithms score candidates? How are candidates screened out of the process? How do candidates rank if they don’t have online profiles or publicly available data for algorithms to find? How would a candidate beat the AI system? How much do hiring managers trust their AI recommendations and scoring? How do these platforms reinforce existing bias?

Then ask yourself the hard questions: Are you getting all the information you need in the hiring process – company culture, opportunity for growth, management styles – to make an informed decision? Does an automated candidate experience make you more or less likely to want to work for a new company?

Become an actor

One question they get frequently, said Lindsey Zuloaga, director of data science at HireVue, is if an applicant is able to trick the A.I. Her answer: “If you can game being excited about and interested in the job, yes, you could game that with a person as well,” she said. “You’re not going to game it without being a very good actor.”

Employers seek candidates with strong soft skills. As more employers delegate emotional intelligence screening to automated tools you need to ensure you’re expressing that emotional intelligence. Start by recording yourself so you know how you look, talk, and express yourself on screen. Pay attention to your tone, body language, and facial expressions. Learn how to build your soft skills to improve your emotional intelligence. Spend more time interacting with people to improve your communication skills outside of digital environments. You might even want to take some acting or improv lessons to get comfortable showing those necessary emotions.

Cultivate those professional relationships

Will recruiters eschew a recommendation from a human in favor of their AI scoring system? Do AI hiring platforms incorporate internal recommendations into their scoring model? We don’t know. So for now we can assume that internal referrals via professional relationships might be a way to beat the algorithms (or at least, get around it). More importantly those professional relationships take on greater importance the more automated the hiring process becomes. Conversations with people inside of companies give you valuable insights. Discussions with current employers also give you a feel for company culture and management style, making up for the insights you lose in an automated process.

Sharpen your persuasion skills 

We’re not in a fully automated hiring process (yet). Job seekers still have a chance to engage with humans during their search. But the hiring process is evolving and making some career advice outdated. When you finally get in front of an employer it might not be what you expected (i.e. those behavioral interview questions you memorized might not be as relevant in the future). But one thing won’t change: once you engage with a human you still have to persuade them that you’re the best person for the job. Your job search has always been an act of persuasion. That much hasn’t changed. After you learn the new automated systems focus on building your persuasion skills. Reflect on what the companies needs and how you meet that need. Learn how to tell an engaging professional story that connects your interests to your future team’s needs. Show employers your intellectual curiosity and passion as you ask questions about the role. Seek out new conversational opportunities so you get better at engaging with people from different backgrounds.

We all need to pay attention to the way hiring is changing. With millennials looking at a lifetime of job hopping, we’re going to have adapt fast to new hiring processes. The traditional way of doing things won’t always work. As this article so cleverly points out:

“those first impressions so carefully emphasized by career coaches are now being outsourced to artificial intelligence.”

More career advice like this please

There’s a lot of bad career advice masquerading as good advice. Much of it stems from outdated notions about careers. Advice like “stick with a job at least two years” and “don’t job hop, it’ll hurt your resume!” is meant for old school careers where companies invested in employees. It was meant for a time when people stayed with companies 5, 10, even 15 (!) years.

This advice is dead wrong.

It keeps people in miserable jobs.

And there’s no need for it in the new world of work.

This perspective was most expertly summed up in the tweet thread below:

If you’ve got a bad manager or work in a toxic environment, leave. I don’t care if you’re two months into a new job, if you have the means to leave, gtfo. Don’t waste your time because it’ll look bad on your resume. Don’t stick with it to tough it out. It’s not worth your time or sanity, especially if you’re earlier in your career. It’s totally ok to make a mistake. (Note: not everyone has the means to escape; this is advice for those who do)

Instead, put all your energy into leaving asap. Build a story that explains the honest reasons why you left (bad work culture is a perfectly ok reason to leave). Build relationships with people inside companies that are known for having good work cultures. Learn what you like in a manager. Ask people what their managers are like during careful informational interviewing. Read Glassdoor reviews.

But don’t stay at shitty jobs just because of the fear of being perceived as a job hopper. With the number of workers who work in the gig economy, the increase of job seekers with side hustles, a tight labor market, new job types, there’s a lot more fluidity in your career. Employers can work with job hoppers. It’s not worth it to stay.

So hey, if you’re in this position, start plotting your escape.

How much should this AI Chatbot Writer job pay?

Hybrid jobs are all the rage currently and are some of the top paying jobs in the market right now. If you’ve got soft skills, business acumen, and technical skills, you’ve got the ticket to a high paying job.

Hybrid roles are super interesting to follow because they are so new. Their descriptions and responsibilities differ from one organization to another. This is particularly the case with AI interaction designers, a emerging job category I’m paying a lot of attention to lately (in part because I’m slightly obsessed with chatbot design as of late.) Diane Kim, who designs the friendly virtual assistant bot at x.ai, summed up this emerging field in her interview with Wendy and Wade, a career advising chatbot:

“The fact that AI Interaction Design is so new gives me the freedom to be experimental. I also have the unique opportunity to be part of defining an entirely new field. This is actually both what is most exciting and most challenging about my job…But it’s challenging because none of us really know what this is yet — we’re all figuring it out together. It’s really different from, say, being a recent grad in your typical UX role for a visual interface, with decades of research and best practices to follow. We don’t have the same industry standards or guidelines yet for conversational design, but the fun part is figuring them out as we go.”

So it’s within that context that I examined this AI chatbot writer role from JustAnswers.

Chatbotjob Chatbotjob

The skill requirements on this role are massive. Let’s break it down.

  • You need quantitiatve and qualitative skills
  • You need to be a seriously good at writing (perfect tone!)
  • You need to understand Sales (identify (and contribute to?) revenue opps!)
  • You need be an experimenter – test and retest
  • You need mad research skills
  • You need the collaboration skills to work with diverse teams
  • You need to understand user experience
  • You need to dive into professional fields that requires years AND be required to anticipate which quesitons users would ask AND write the answers.

This is one hell of a robust skill set. That last ask – expert with diving into deep professional fields like medicine and law – really threw me off. Who is this person? And will you pay them a shit ton of money for this expertise and skill set?

It’s likely this job is like most job postings: crammed with all the ideal things. There is probably flexibility – an applicant doesn’t have to have all those things.

I’m curious about how much this role pays because writing is an underpaid profession. Some managers who don’t write assume it’s easy – after all they write emails and reports! Copy is everywhere and people assume it’s easy to produce. Thoughtful copy – the kind that strikes the perfect tone! – takes time and creativity to produce. People in quantitative fields tend to overlook that.

But bad writing, especially in AI conversation design, leads to awkward interactions with the product. For example this was my recent convo with a new recruiting bot Robo Recruiter:

If writing is underpaid but AI is a hot hot hot field, how much should we be paying our AI chatbot writers?

I’m crowdsourcing your answers below in the comments: how much do you think this job pays? Do you think it pays as much as a machine learning engineer? As a product manager?

Write your answer below.

Then see what Paysa pegs the going salary rate in San Francisco.