Balancing Tech and the Human Touch: Using AI in Executive Recruiting

By J. James O’Malley, Andersen Alumnus, former National Director of Experience Recruiting and Jennet Douglas

Generative Artificial Intelligence (gen AI) could contribute up to $15.7 trillion to the global economy in 2030 according to a recent PwC study. This emerging technology is ready to transform the world (one can argue it already has!), and the possible implications for Executive Recruiting teams are exciting. You and your colleagues are likely already considering which systems and processes can benefit most from the integration of AI, allowing for more effective use of your name, and ultimately enhancing the customer and candidate experience.

Connection is key.

Connection is a cornerstone of our industry. It builds rapport and trust, forming a bridge between our clients, customers, and candidates. As we unleash the power of AI to streamline workflow and increase efficiency, how do we ensure that we can work smarter and faster without forsaking our most valued assets: connection and trust? How do we strike a balance and maintain the essential human elements of the recruitment process that create the true value of our customized experience?

In finding the balance between humans and tech, it’s important to note that all AI applications require some amount of human oversight. They are not perfect tools – they simply synthesize large amounts of publicly available data, and they do make mistakes. Therefore, we must review and confirm the work AI does for us. At the same time, we are also responsible for understanding and limiting programs that may remove crucial opportunities for connection and human insight – programs like chatbots/virtual assistants and video interview analysis which are some of the tools trending in talent acquisition. While they can make the recruitment process a little easier, they ignore human elements that AI cannot replace, elements that require emotional intelligence, creativity, and higher order thinking. While AI tools can (and should!) augment the work we do, only humans have the capacity for the nuanced decision-making involved in handling complex situations like assessing candidates, tailoring search strategies, understanding organizational culture, and providing customized consultation.

Gen AI is here to stay.

Search firms already take advantage of gen AI for a variety of tasks, most often third-party research (LinkedIn Recruiter), candidate assessment (Predictive Index), email blasting (Yesware), document storage (Dropbox), and communication (Zoom). Cluen released a paper last fall with data showing that Executive Search firms utilize ChatGPT more consistently than any other AI tool. Its prompt engineering can quickly provide information that could otherwise take days, or even weeks, to collect, analyze, and summarize manually. Although, a caveat exists: to illicit a thorough and accurate response, you need a strong enough prompt (think Boolean search). Developing this skill facilitates access to large amounts of data that can be used for crucial, and traditionally time-consuming, tasks such as candidate screening and sourcing, interview prep, talent pipelining, and market research.

Gen AI will change everyone’s job functions and responsibilities. It has the potential to wipe out existing roles while creating new ones. As you plan for further implementation of these applications, we advise you to identify your goal(s) and make a few key considerations. First, remember that the technology is a tool that does not replace human abilities, it only amplifies them. Discern which AI programs could remove important interactions with clients and candidates so you can maintain valuable touchpoints. Avoid negative recruiter sentiment by ensuring they have ultimate control of how the tools are used and do not feel like the tools control them. Finally, be aware of the legal and ethical implications of gen AI. It may be surprising to learn that AI programs can inadvertently perpetuate bias. This concern – along with data privacy, reliability, and job displacement – can raise questions about how to implement them effectively.

How to get started.

What are your goals? Organizations must prioritize the applications of AI that can have the greatest positive impact on their work without losing touchpoints with their contacts. This will look different from one firm to the next. Some of the tools gaining popularity in the human resources industry assist with candidate sourcing and matching, resume parsing, and predictive analytics. IBM has even developed a “predictive attrition program” that, with 95% accuracy, can identify employees who may be a flight risk and then provide tools for management to reengage them.

AI tools can also be programmed to promote diversity and inclusion, provide market trends and insights, and identify skills gaps within an organization to pinpoint the best candidates for leadership roles. T-Mobile has established its entire culture around diversity, so attracting a variety of candidates is key to maintaining their business model. They began using Tex