In recent times, the popularity of using AI to manage recruitment systems has grown exponentially. However, there is still scepticism when it comes to implementing automated systems to perform talent management tasks such as scheduling interviews and implementing assessments.
This means that businesses need to establish a healthy balance, utilising their human resources department when emotional intelligence and higher thinking is required and using automation systems where these skills are not required such as inputting and analysis of data.
Candidates are not products
The problem many talent managers and companies face is that they treat their candidates as if they are products rather than people. Although an algorithm may be able to gather data and determine if an individual fits that role in terms of education, experience and years in the industry, it will not be able to determine suitability to the company culture, understand their drive and establish emotional connections to make an informed hiring decision.
Support is also a human attribute which simply cannot be replaced with AI. Although an AI may be able to offer a response to questions by combing through mounds of data, there simply isn’t a replacement for human interaction.
Although automation has disrupted the recruitment scene and the processes within it, it has actually created an argument for the necessity of maintaining people within the HR department. The way the HR and talent management department is run has changed, meaning that businesses no longer say ‘we need to hire someone for this role’ but instead will look at the current and future state of business and objectives and from this determine the types of people they will need. This way they can more accurately attribute value and decide upon the skills required to support the wider business goals.
Treat employees like customers
From juniors and graduates to senior executives and board members, all employees should be considered as a commodity within your business. Imparting respect and progression plans onto all of the employees is more likely to lead to better staff retention, increase morale and company loyalty in the future.
One key piece of advice when considering your employee value proposition is to look at your treatment of employees as you would your treatment of your best customers. By understanding how you attract and retain your customers successfully, you can also better plan how to transpose this system onto your workforce and employment strategies.
Neglecting employee happiness and how you market your business to them, both externally and internally, can lead to your competitors successfully securing the best people in the industry, attracting your workforce and often, having a knock-on effect on your customers due to no motivation to do a good job.
By properly marketing the business to external and internal talent, businesses are more likely to see candidates attracted to the culture and benefits of the business which in turn makes sourcing and securing talent much easier. This may be more complex than executing an excellent marketing strategy but also will require internal changes and management of the culture, progression and development opportunities for everyone and ensuring that the company gives back to both employees and the wider community.
Companies who recognise employee contributions and reward them as such are more likely to see better staff retention and improve word of mouth, which is particularly beneficial in the modern era of social media. When considering how quickly poor reviews travel in the world of social media, retaining a happy, healthy workforce can actually generate positive word of mouth and reduce the likelihood of employees speaking poorly of their experiences online.