Generative AI in recruitment: what lies ahead?

Sponsored by Radancy

Have you been caught up in the whirlwind of generative AI? Even though it launched less than 18 months ago, the buzz has been deafening. Now I imagine almost every business or HR leader must be involved in Gen AI, at least on some level.

But what’s the rush? Well, this isn’t your typical technological revolution. And I’m not the only one who thinks this way.

The rapid evolution of generative AI

Staggering statistics underscore how GAI is already redefining the nature of work. For example, McKinsey estimates that AI solutions could enable the automation of 60-70% of business operations by 2030. And HR leaders say the organization’s success is at stake. In fact, 76% believe their companies will fall behind the competition if they do not adopt GAI and related solutions within 12 to 24 months. Breathtaking.

Clearly, time is of the essence. But are we moving faster than necessary? On the one hand, speed is an advantage. On the other hand, being too hasty can open the door to costly pitfalls. Think about this: While 96% of companies support some form of AI regulation, only 2% have operationalized responsible AI within their own organizations.

With GAI transforming work so quickly, proactive employers can expect powerful productivity gains. But like other disruptive technologies, GAI raises serious concerns that we cannot ignore. For example, what are the pros and cons of generative AI in recruitment? Let’s take a closer look…

A framework for generative AI in recruitment

GAI may be relatively new, but it’s clearly here to stay. Therefore, it is important that employers understand how this technology is changing HR ecosystems and prepare for its impact on recruitment and hiring processes.

Recently, human capabilities expert Dave Ulrich wrote an excellent article that identifies GAI’s potential to add value across four key human capital domains: talent, leadership, organizational capabilities, and HR. On the talent front, he suggests multiple applications for generative AI in talent recruitment and acquisition:


  • Define target skills for specific roles and individuals
  • Identify relevant sources to find high-quality candidates
  • Match candidates with job profiles
  • Develop pipeline analyzes with proposed interventions, job descriptions, administrative steps for recruitment and initial screening
  • Shorten the time-to-hire cycle, build a talent marketplace to improve internal mobility
  • Validate skills and certifications
  • Enhance the candidate experience through personalized interactions and onboarding information/interactions

These applications seem promising. But what implications should organizations consider now and in the future?

Pros and cons of generative AI in recruiting: A second look

Last May, I discussed this topic with #WorkTrends podcast guest, Todd Maycunich, SVP of Radancy Labs. Todd is the ideal resource for this conversation because he leads Radancy’s global insights team, which uses primary and secondary data to understand trends shaping the future of talent acquisition.

While the AI ​​landscape has continued to change since our conversation, I think you’ll agree that Todd’s perspectives remain highly relevant as we look to the future…


Behind the rise of generative AI

Why is interest in GAI so great now??

ChatGPT was released to the public on November 30, 2022. It wasn’t the first conversational user experience to demonstrate the ability to reason, but it was by far the most popular. In fact, it reached 100 million users faster than any other application.

These tools appeal to the imagination. People are suddenly having experiences they haven’t had with conversation bots. And they wonder if this is the beginning of the next paradigm shift in computing. So I understand the hype.

The downside of generative AI in recruitment
What are some of the risks of using these tools in HR, especially in recruiting?

As new technology emerges, new problems also arise. That’s especially true when the pace of technology is moving as fast as AI is today.

I’m not sure what we’ll be talking about in three months, let alone three years. But after studying this technology and using it in the context of a six-month hire, one of my concerns is:

We now use AI in many ways to generate content. And that content trains the AI ​​that will generate content in the future.

I think this poses more risks than opportunities. It creates a homogenization effect, making it harder to stand out. This can have negative consequences for brands, among other things.

Avoiding AI-induced “equality.”
The risk is not limited to recruitment. It affects everything, right?

A lot of energy is now being put into installing guardrails. Most companies are already thinking about how to protect their brand and voice when AI helps generate content.

The good news is that this is now top-of-mind. And companies like ours integrate it safely into the talent acquisition process, rather than being a bit fast and loose.

Implications for the recruitment process

Could this technology make candidates indistinguishable from each other by obscuring certain traits or attributes?

Yes, this is fascinating. Will it make a hiring manager’s job easier or harder? I’m torn.

For example, what happens if a candidate uses AI-based writing suggestion tools to communicate with an employer, instead of directly researching the company, the position, or even the hiring manager? Will it make suboptimal candidates appear optimal?

This is a good example of how these tools can make it difficult to see people as individuals…

Obscuring transparency in recruitment

That scares me because we have to hire people in 3D. We need transparency about candidates, hiring managers and employer brands…

Yes. What happens when this technology expands broadly to cover letters, resumes, assessments, and even remote interviews? It can lead to technological anonymity, where technology obscures certain characteristics of people, and that creates all kinds of challenges.

The first thing that comes to mind is bias. You could argue that it can accelerate biasing. But I think the biggest concern is that it can perpetuate unconscious biases.

Addressing authenticity

If GAI essentially only offers recycled views, how can we guarantee the authenticity of the employer brand?

Essentially all content is threatened. I recently saw an academic study that showed that within a few years, as much as 90% of all content on the Internet will be synthetic.

And generative AI is praised for its ability to be creative. It is exciting. But when this content is published on the web, it becomes data that will train future large-language models, such as the one ChatGPT uses.

So it’s possible that highly imaginative brands whose essence is reflected not only in what they write, but in the way they write it – those brands could be set back if they trade authenticity for speed and agility. That is worrying…

Preparing for the future

So how should talent acquisition teams approach generative AI in recruiting?

First, I think the positives outweigh the negatives, especially in the short term. This is an important opportunity, but we must reflect on what is important and what tasks need to be accomplished.

So I would say: stay results-oriented when thinking about possible applications of generative AI. And I think the most direct impact on recruitment and hiring will come from the technological anonymity that we discussed.

We need better screening and selection tools – or perhaps entirely new ways of doing so – to truly separate candidates so they don’t seem indistinguishable…

EDITOR’S NOTE: Listen to this full podcast episode to learn more about how to get the most out of generative AI in recruiting. Also for more #WorkTrends insights, check out our growing collection of episodes on Apple or Spotify and subscribe!

Source link

Leave a Comment

Your email address will not be published. Required fields are marked *

Scroll to Top