Open this photo in gallery:
AI may be changing the future of work, but talent acquisition teams need to know how to use it effectively now. Here are the top five challenges we’ve heard from leaders as they get up to speed – and get their teams on board – with AI hiring technology.
Changing landscape
Increasing reliance on AI in recruiting and hiring is changing how job seekers and employers interact in the hiring process. In this new landscape, talent acquisition (TA) leaders are adapting to the challenges of rapidly evolving technology, anticipating future changes, and figuring out best practices on the fly.
During a recent Indeed U.S. Leadership Connect cohort, where like-minded TA leaders from across the United States come together to share challenges and solutions, AI technology in recruiting was top of mind. Here are five top concerns participants raised, along with expert insight for hiring better with AI from Indeed’s Senior Director of Responsible Technology, Trey Causey.
Answering your top questions on AI in recruiting
Question #1: How do hiring professionals respond to job candidates who are also using AI?
As AI adoption increases, job seekers are also using AI tools at every step of the recruitment process, from optimizing their résumés to mass-submitting applications to enhancing their interview performance with mock-interview prep and even real-time prompting through AI “copilot” technology. Many TA leaders worry about losing AI-powered efficiency gains to new hiring norms that pit bots against bots.
The solution? Don’t reproduce old hiring processes and simply let AI handle them, says Causey. Now is the time to pivot or reinvent parts of your interview process to hire better with AI.
For instance, focusing on skills and capabilities rather than traditional résumé items such as degrees or previous industry experience will enable you to evaluate candidate potential and suitability better, even when they’re using AI. Also, using AI in hiring can free up more time to dive deep into each candidate’s ability to do the job during in-person interviews – for example, by assessing their soft skills and real-time problem-solving abilities.
“We often think about things we can automate, but technological innovation enables new things to happen that you haven’t done yet,” says Causey. “The question to ask is: ‘What couldn’t we do before that we can do now with access to new tools?’ “
Question #2: How do I get buy-in from my recruiting team on new AI tools?
One of the biggest hurdles to implementing AI in talent acquisition is getting individual recruiters to use these tools consistently. As one Leadership Connect TA leader put it, “I want the race car, the Tesla. But I [need] to teach my team how to drive first. Top of mind for me is, how do I thoughtfully introduce this technology and engage my team … from a learning-curve perspective?”
To overcome this challenge, introduce AI tools gradually through pilot programs. Involve teams from the beginning and provide open channels for feedback. This way, select recruiting teams can gain confidence in employing the new technology. Encouraging AI adoption in a limited capacity can enable you to get greater internal understanding and buy-in, identify challenges, and create champions before initiating a full rollout.
Question #3: How do you balance automation with a human-centric candidate experience?
While AI can boost hiring efficiency and results, keeping a human touch is crucial for candidate satisfaction and engagement while promoting equitable hiring practices. So how do you maintain a balance?
First, think of AI as a recruiting “assistant,” acting as an initial review in the sourcing process while humans make the final decisions and interactions. In this way, AI can serve as a recruiting “superpower” that boosts productivity and results.
In addition, when using AI tools to generate external-facing content, always include human oversight to mitigate the risk of irrelevant or biased content. For example, instead of using extensive, unmodified AI-created text in your communications, customize content suggestions to your (and your company’s) unique voice and communication style. This still saves time versus starting from scratch – and remember: the more you use AI technology, the smarter it may become.
Question #4: How do I measure the impact of AI recruiting tools?
Metrics play a crucial role in evaluating the effectiveness of AI in recruiting. Despite technological advancements, the primary indicators of success in the hiring process remain the same: quality candidates, conversion rates, and candidate satisfaction.
While Causey recommends continuing to use these metrics to measure efficiency improvements, additional benchmarks may become relevant in the long term.
“It takes a while to determine how to measure the impact of new technology,” says Causey. “As AI creates new capabilities, we may discover that better candidate matching is beneficial not only for hiring but for retention and morale, for example.”
Measuring these outcomes requires a forward-thinking approach and a willingness to explore new indicators of success that may emerge as you continue to track traditional metrics.
Question #5: What are some best practices for using AI in recruiting responsibly?
Many companies today are forming AI ethics committees to define organizational AI principles, set guidelines for ethical AI use, and regularly assess the implementation of new technologies.
In addition to providing ethical guidance, offer your recruiting team members adequate education and training to leverage generative AI technology responsibly and safely in the course of their jobs. For example, one option would be providing an AI training series based on your company guidelines and implementing mandatory assessments to ensure understanding and compliance. And, if your organization has established a team or committee that oversees AI ethics, encouraging employees to engage with them for their expertise would help your work force better navigate potential bias and risks.
Disclaimer: The questions and concerns reflected in this article are from real HR and TA leaders regarding the use of AI in hiring in general and are not specific to Indeed and/or its products and services. In addition, all information featured in this article is for general informational purposes only and does not (nor is it intended to) constitute legal advice.
Advertising feature provided by Indeed. The Globe and Mail’s editorial department was not involved.
