AI’s Impact on Five Key Talent Attraction, Retention Processes

Talking about deploying a new technology in the workplace is extremely controversial because we also think about how this will affect our relatives, friends, colleagues, and ourselves. How many jobs are going to be destroyed? What will happen to them? The negative consequences are the first to come to our mind, including fear of the future and its implications and impact.

We’ve heard many stories of how hundreds of thousands of jobs no longer exist due to technological change, but few talk about the creation of new jobs and how technology has introduced improvements in working conditions. There is also increased demand for more specialized skills and knowledge, and this should accelerate more than ever.

The competition in the market and everyone’s consumption habits, rather than technology, are determining which products and services disappear and which are created. Our impatience to grow and develop, and to seek more opportunities at different times and instantly feel value, has also changed the way human talent is identified and cared for.

If we think about a company's key processes to attract and retain talent, artificial intelligence  and data analysis tools can proactively help to predict and prevent employee turnover in organizations, which remains  a crucial challenge in the field of human resources.

Employees in an organization now provide information when they interact with its systems, through their work habits, when they consume information from internal communication channels, the way they interact in virtual meeting rooms, their progress, and their use of training. This data is available to analyze and can be used to determine, in addition to their productivity, the degree of commitment, and their loyalty measured against the probability that they will quit. 

In the past, commitment and loyalty were measured by years of seniority in the company, in the same position or hierarchical level. The more time that had passed the greater the commitment. Today, that idea is less accepted as an indicator.

Right now, we are improving the experience of candidates and recruiters with AI in five main processes:

1. Positions based on information and data.

Instantly building, publishing and intuitively requisitioning a database of profiles, organizational and grade alignment, local and global business goals, culture guidelines, and market position comparison, where the specific position requirements can be corrected and aligned.

2. Time optimization.

Facilitating specific searches, booking appointments, preparing tests and profiles, releasing instant match information, and performing routine and automated work, all on demand during non-working hours for both sides without human intervention.

3. Feedback.

Helping recruiters improve their skills in identifying human language and behavior has become challenging; advice, practice and instant feedback with best practices help significantly improve performance without the problem of feeling intimidated by a colleague or leader when explaining how to do things.

4. Improving Candidate Experience.

Providing an interactive experience to candidates that simulates real conversations, allowing them to experience a dynamic and realistic preview of their future roles, the new technology contributes to processing data and natural language intuitively to get better talent fit and greater retention, ensuring associates integrate more smoothly and with clear expectations about their work.

5. Automation and efficiency of the onboarding process.

Solving data and file management during the onboarding process, uploading, capturing, validating information, and providing follow-up Automation completes these tasks that are so annoying and tedious for both sides.

What has happened so far already represents a great change in the way we work, but what will come in the next few years will further impact the attraction and recruitment process in even more advanced and transformational  ways. The two possible areas of greatest impact that I foresee will be:

Autonomy

Autonomous Agents: They will continuously learn and adapt, improving their accuracy over time. They will identify hiring needs in anticipation of demand, identify internal talent, and help them proactively manage their development to improve talent retention. These agents will also publish job offers, evaluate candidates, conduct interviews, and make hiring decisions without human intervention.

Advanced Cognitive Assessment

Neural Interfaces: Using interfaces linked to the brain to assess expertise, experience, potential, cognitive abilities, emotions, and even try to assess the cultural fit of candidates would allow a much deeper understanding of the skills, competencies, and potential of individuals rather than  just knowing whether they are telling the truth or not.

AI is making its way into every human resources process, from employee attraction to employee retirement. Hybrid work environments with AI are becoming the starting point for collaboration between humans and AI systems. AI already helps manage projects, facilitates communication, and coordinates global teams, optimizing the creation of innovation. Those who take advantage of its potential in real time will be able to develop their careers with continuous and personalized help, regardless of the position they currently occupy.

The use of technology and AI has an impact on people, not only allowing them to evolve in the degree of mastery of skills but also intensifying their use for the benefit of themselves and their clients.

The challenges for the future include how we can interact with an eye on ethics and respect for rights.

It is the end of the world as we know it, and we need to feel fine.