Artificial intelligence + recruiter = “increased” recruiter
Recruiters are beginning to adopt new technologies to better recruit.
Indeed, this trend remains timid: while 39% of recruiters say they want to take advantage of artificial intelligence to find talent, only 14% actually do so. Moreover, during the last professional recruitment, the “augmented” tools (Data, algorithms, machine learning, etc.) were only used up to 30% when they were available.
Nevertheless, it can be said that artificial intelligence does indeed change the profession of executive recruiters, which is gradually becoming an “augmented recruiter”. The purpose of the AI is to enable this recruitment professional to facilitate and automate some of his actions, to carry them out on a larger scale. This technology capitalizes here on human skills to allow the executive recruiter to save time, be more efficient and be able to refocus on missions with higher added value (interviews with candidates, etc.)
But how does artificial intelligence change the recruiting profession? That’s what we suggest you see right away.
Artificial intelligence: a more efficient executive recruiter thanks to new intelligent tools
As mentioned above, the new technologies have been designed to help and relieve the executive recruiter in the exercise of his profession. Which they seem to be doing pretty well! In particular, they make it possible to:
1. Facilitate sourcing
Identifying and pre-selecting candidates takes time, which is sometimes lacking for the recruiter.
To gain time and efficiency, he can then use artificial intelligence to set up “autonomous sourcing”.
This is what predictive professional recruitment software allows, in particular. In practice, they identify and analyze thousands of CVs contained in databases (such as LinkedIn). Before selecting the profiles they consider really interesting for the company.
These programs are based on filtering algorithms. Most often, these are “common trends” identified among employees who “succeed”.
Dedicated to the recruitment of developers, it uses artificial intelligence to scan the Web, looking for profiles to submit to companies. It compares the information collected to reconstruct a person’s history. This then allows him to find profiles that can meet the expectations of companies.
Another example: the “Vera” software used by large groups (such as Ikea or Pepsi) makes it possible to select, from 5 sites dedicated to professional recruitment, 10% of the profiles most likely to meet the company’s criteria.
2. Identify the talents in adequacy with the position / company
It is sometimes complicated, if not impossible, for a recruiter, who receives a large number of CVs, to sort them all by hand. In these cases, automation can become a relevant solution!
Moreover, according to a Harvard Business Review study, a recruiter who follows an algorithm, rather than his instinct, to recruit would increase his chances of choosing the right candidate by 25%. Here are some of the existing solutions in this field:
Algorithms, or matching tools to sort CVs (written, video) and profiles of candidates. This step, which follows the sourcing phase, makes it possible to go further and calculate, among the pre-selected CVs, the ones which closely match an advertisement on the basis of keywords concerning the candidate’s skills, personality, interests, etc. Some algorithms are even able to “calculate” the candidate’s adequacy with the company’s culture.
Chatbots or conversational agents. These softwares, programmed to simulate a conversation in natural language, offer an analysis of the candidates with whom they “chat” online. To detect those who would be most suitable for a given position.
Eg: Randstad (HR consulting firm) uses the chatbot “Randy”. The latter relies on the written exchanges he may have with candidates to deduce and calculate the “matching rate” between profiles and job offers.
3. Manage internal mobility:
Often, human resources have information in their possession about the skills, assets and aspirations of employees. But they do not always know how to take advantage of it, particularly to identify employees who show a desire for internal mobility. And who would have the appropriate skills or potential.
The AI can help the executive recruiter in this regard. Software solutions, many of which work on matching systems, bring together, through algorithms, profiles with specific skills and aspirations for internal mobility, with offers to be filled and skills required internally.
Recruitment: a profession that remains above all human
While it provides real support to executive recruiters in the exercise of their profession, AI remains a support. And do not replace the profession of recruiter itself.
The recent scandals related to the use of new technologies in professional recruitment remind us of this. Recently, for example, Amazon stopped using predictive software for its recruitment when it realized that it discriminated against women. Why? Why? The keywords studied were used more by men. More of them also sent their CVs to the company.
Thus, these AI-based tools are not free of “adverse effects” and risks such as:
Cloning and Discrimination;
Biased predictions: unreliable recruitment predictions;
Missing the Soft Skills of candidates. In this way, companies would miss out some non-typical profiles that have real potential.
Given this, the recruiter does not have to worry about the rise of new technologies. These certainly facilitate the exercise of his profession but will not replace him.
These will remain tools. Quite simply because a large part of HR actions require 2 qualities that are inherent to recruitment professionals: intuition and emotion. Their added value is also not to remain on simple intuitions, but to “dig”, to exchange with the candidate.
Indeed, unlike robots or algorithms, recruiters are able to detect in a candidate, a personality, a potential, know-how, etc. Ultimately, this is essential to the proper functioning of a company, which is based on interpersonal relationships and interactions.
In addition, the recruiter remains and will remain an important figure, guaranteeing values, to ensure that the candidate experience, particularly during recruitment interviews, is the best possible. In this particular case, its role is to ensure that the technologies used to recruit remain ethical. And that all candidates benefit from real equality of opportunity.
In conclusion, artificial intelligence is an asset for recruiters to effectively carry out their jobs, but it will never replace the figure of the recruiter.
Indeed, the use of too much AI goes against the very definition of “human resources”, which implies less relationality and less contact with candidates. The role of the recruiter then takes on its full meaning here, as a human being, endowed with values essential to the exercise of his profession.
But it cannot be denied that artificial intelligence has somewhat reshaped the profession of recruiter, which is able, thanks to this, to relieve itself of more time-consuming tasks in order to refocus on actions with “higher added value”. Such as exchanges with candidates during recruitment interviews.