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Embracing technology is important for standing out from the competition and streamlining processes. One of the latest trends is AI hiring, which can make the recruitment process much easier and effective.
Tariq Shaban, senior assessment consultant at HireVue APAC, outlined four key areas where artificial intelligence (AI) hiring can assist in the business:
1. Time saving: “Recruiters equipped with video interviewing and AI assessment tools can unlock, swiftly pinpoint and engage with the top talent. These tools can take charge of mundane tasks, liberating recruiters to focus on high-stake strategic decision making while also optimising the candidate experience. By streamlining assessments and taking advantage of more data-rich forms of candidate interaction, AI-powered solutions can save precious time, sparing candidates from lengthy and monotonous evaluations.”
2. Reducing bias: “Imagine a hiring process where biases take a backseat and every candidate has a truly equal shot at success. That’s where AI algorithms can play a pivotal role. These smart systems are auditable, giving recruiters the power to detect and tackle biases head-on. When utilised correctly, AI audits can identify potential biases which exist in the hiring process and can then be used to mitigate the issue moving forward. By doing so, it paves the way for more inclusive hiring and ensures that everyone gets a fair chance.”
3. Improving the quality of hires: “We now have access to more information than ever, which means we have access to more opportunities. When we have so much data to hand, it means we can be much more targeted in hiring. Harnessing the power of advanced analytics and data-driven insights helps organisations to uncover candidates who possess the right blend of skills, abilities, and personal qualities for the job at hand. With AI, only the most qualified individuals progress through the recruitment process, thereby raising the quality of hires.”
4. Improving candidate experience: “AI-powered tools, such as chatbots or conversational AI, can provide personalised and timely communication with candidates by addressing their inquiries, scheduling interviews, and providing status updates. This enhances the overall candidate experience and reflects positively on the employer brand.”
While there are some clear advantages in implementing these systems, as with any aspect of business, there are also challenges.
Bias is one of these areas, and while AI can certainly reduce unconscious bias in hiring, Mr Shaban noted that there are still chances for biases to emerge.
“Most of the challenges with AI lie in ethical and fairness considerations that can erode trust in the technology. AI systems rely heavily on training data to learn patterns and make predictions. If the training data used to develop AI algorithms is not diverse or representative of different demographic groups, it can result in biased outcomes,” Mr Shaban said.
“Potential errors in the training phase can perpetuate existing disparities and ultimately lead to a lack of diversity in candidate pools.”
However, Mr Shaban noted that while this is a possibility, the reduction of bias that AI brings far outweighs the concerns.
He continued: “AI is not a cause of bias but rather a solution to it. But only when paired with ongoing measurement and oversight. The use of comprehensive and audited datasets to include a more diverse candidate pool can ensure fairness and representation.”
“What’s more, AI algorithms can identify and mitigate biases in the selection process by analysing patterns and correlations in the data to flag potential biases in candidate evaluation.”
This is where the human element enters. While these systems are a great addition to an organisation, they still need to be maintained. If an employer introduces AI hiring and then forgets about it, issues can arise.
Mr Shaban commented: “Publishers of AI tools used for candidate selection should regularly audit and evaluate the performance of their AI algorithms to identify and address potential biases. AI systems should be designed to be transparent and explainable. Candidates and stakeholders should be able to understand how the AI algorithms work. It is crucial to be open and honest about the technology being developed and how it should be used so that people can understand it.”
For those curious as to how to introduce AI into the hiring process, Mr Shaban said it’s important to first understand what it is you’re trying to achieve. This could be improved time to hire, candidate experience, or diversity, equity and inclusion (DEI).
“Hiring managers should evaluate the various AI tools that are available and assess how they align with these objectives,” Mr Shaban said.
“An AI tech stack can span across video interviewing, skills assessments, conversational AI, interview builders and scheduling systems, so selecting the tools that best align with your strategy is key.”
“However, effective implementation thereafter relies on a proactive approach. Employers and hiring managers should regularly assess the performance of the AI system to ensure it remains accurate, fair, and aligned with their hiring objectives.”
RELATED TERMS
The experience of job candidates throughout the hiring process is known as the candidate experience. This is crucial for gauging the organisation's marketing as a desirable employer and for analysing abandonment rates (the percentage of applications that are started but never finished).
The practice of actively seeking, locating, and employing people for a certain position or career in a corporation is known as recruitment.
Jack Campbell
Jack is the editor at HR Leader.
