“How do we spend less time in front of our computers doing those manual tasks, and instead get in front of candidates and clients, which is where people really like to spend their time?” asked Catie Brand, SVP of HR global RPO & recruitment solutions at LHH. It’s a question Brand is working to answer at her organization, amid rising application volumes in recent years that have forced recruiting teams to do more with the same or fewer resources.

Between increased volume, fake applicants, and the manual demands of the end-to-end recruiting process, teams are looking for ways to improve their efficiency without sacrificing the human aspects of recruiting. This was the topic of an executive panel at From Day One’s NYC half-day talent acquisition conference, moderated by HR Brew senior reporter Courtney Vinopal.

The introduction of AI is helping to reshape recruiting workflows, improving efficiency and productivity while reducing the manual task load. There are an overwhelming number of AI solutions on the market—how can leaders choose the best option for their company?

Smaller organizations with smaller budgets need to carefully assess their needs, says Jean-Luc Charles, VP of people & culture for EILEEN FISHER. They can also start with free tools and incremental upgrades rather than large enterprise projects. Eileen Fisher’s approach is “really thinking about the use, and how we’re going to connect that to a return on investment.”

Brand encourages a focus on the business problem to avoid piloting incompatible platforms. She also suggests prioritizing tools that elevate the candidate experience. “We really try to focus on how we can leverage AI to provide an excellent candidate experience—surface the real human beings, and then really care for them throughout the process whether they’re hired or not.”

Noting that ROI in this space can be hard to quantify, Brand says that with the use of AI tools, her team’s client interaction and market trend tracking KPIs “have all gone up because they’re spending less time on things that are really manual.” 

IBM reduced the scope of repetitive HR tasks by implementing an internal AI assistant. Carl Bernadotte, global head of executive search and talent acquisition leader for IBM, shared that while there was initially dissatisfaction from employees and recruiters, “over time as adoption [increased] and the models got smarter, those employee engagement scores started to go back up. It drastically allowed us to reduce our footprint, but increased our efficiency.” 

AI tools can bring unintended bias into the hiring process. Charles suggests working with vendor partners to understand details like source training data, known algorithmic bias, and model behavior. “I think that in our capacity with talent, we have a real responsibility, you know, to kick the tires, to lift up the hood, to ask the hard questions,” he said.

This potential bias can also impact early talent candidates, making it crucial for them to find ways to differentiate themselves. Fathima Jaffer, VP & head of early talent at TD, advises these individuals to show intentionality as they pursue new roles. Rather than using the “spray and pray” resume approach, attending information sessions, networking with recruiters, and following up after career fairs can help offset some of the common obstacles in today’s market.

Charles also suggests that candidates differentiate themselves through self-awareness, authenticity, and genuine connection. “We want to encourage people to think about what's particular to you. How can you offer your story? And that’s a lot about getting to know yourself.”

While AI can accelerate processes and create efficiency for hiring teams, especially when faced with massive application volumes, some industries have strict regulations, and it’s important not to sacrifice the candidate experience. 

TD treats AI as augmentation rather than automation, says Jaffer, by starting with low-risk efficiency implementations at a safe pace. The company still relies on resume reviews conducted by humans, especially for early talent. 

“We are finding, what is that right balance between human and technology and the efficiency that that technology will bring?” she said. “We need that efficiency, but [need to do] it in a way that does not erode that candidate experience.”

Bernadotte also advocates for a balance between AI experimentation and human interaction. “At the very core of every experience, we have to focus on the things that are uniquely human that we can do, and where do we add value?”

Companies should focus on places where person-to-person contact is required, such as talent pipeline development, candidate conversations, and consultation with hiring managers, he says, saving AI tools for tasks that support productivity and scale.

It’s clear that there is a place for AI in the TA process, but trends among panelist companies show that human involvement continues to be an integral part of the recruiting and hiring process.

Charles tells his team that, with their capabilities for self-awareness, insight, and authentic human connection, they themselves are the tool. “As talent professionals, we need to continually upskill, not just in the technical aspects, but in the strategic—in our own connection with ourselves.”

Jessica Swenson is a freelance writer and proofreader based in the Midwest. Learn more about her at jmswensonllc.com.