Technology to strengthen the recruitment process

James Brook, Founder and CEO of TalentPredix, Explores How Technology Can Strengthen The Recruitment Process To Attract More Diverse Talent

There is still work to be done to mitigate unconscious bias in the recruiting process.

With a shortage of key talent, the Great Resignation and over a million vacancies in the UK, it is a market of job seekers. Organizations face difficult challenges in standing out and attracting new talent. As the first point of contact with potential employees, the interview format and the approach to recruiting play a key role in setting expectations and attracting candidates. If this experience fails, it can not only mean that you are losing talented candidates, but it can also hurt your employer brand, as candidates share their perceptions with friends, family and peers. Recruiting can be time consuming, but technology and automation can create efficiencies.

These can also help eliminate unconscious bias, which could restrict the nomination of cognitively and demographically diverse candidates. However, if not used effectively, there is a risk that some approaches fail to uncover candidates’ unique mix of talents and fail to allow them to show their potential. So how can companies intensify their selection processes to attract, recruit and retain top talent?

Adapt recruitment strategies to increase diversity in technologies

This article will explore how technology organizations can tailor their hiring strategies to increase levels of diversity in the workforce. Read here

Create a strategy to review and improve your recruiting process

One of the biggest mistakes businesses make is buying the latest candidate tracking system, video interview app, AI-based candidate selection tool, or other recruiting technology without having to ‘first understood the basics. It’s crucial to start by looking at the gaps in your current process, what you would like the future process to look like, and your specific recruiting technology needs. Key insights to consider include internal stakeholder and candidate feedback, statistics on time to hire, cost per hire, retention rates, internal progression rates, new hire performance, and DCI data (diversity, equity and inclusion). It’s only after you’ve created a strategy to achieve the desired future state and defined your sourcing criteria that you need to proceed with building your technology stack to improve recruitment and retention.

Clarify what good performance looks like

Too many organizations use highly subjective, rather than scientifically based, approaches to job design and recruitment. They create generic job descriptions and skill standards, but do little to gather evidence to support the talents, skills, and motivations needed to be successful in a particular role, career path, and team.

Without clarity on the success factors being measured, hiring managers and recruiters resort to subjective and unreliable methods to assess candidates, any automated process will screen out quality potential candidates because they do not meet pre-determined criteria. They also exacerbate unconscious biases and undermine diversity and inclusion. Yet, through data collection, team surveys, and performance analysis, technology can help HR teams understand the skills and behaviors needed to be successful.

Three employer branding strategies that every recruiter must adopt

This article explores how recruiters can improve their employer brand to attract the best possible candidates for positions. Read here

Think beyond experience and training requirements

Qualities that predict effective job performance generally fall into one of three areas: abilities, motivation, and socio-emotional skills. Most companies still overstate the importance of education, experience and analytical reasoning. This inherent bias is often built into recruiting processes, including machine learning applications and other technologies used to screen, assess and select candidates. This overlooks the importance of other critical success factors, including ability to learn, social and emotional skills, and persistence. However, a growing body of research shows that the latter are just as important, arguably even more so, especially for managerial positions.

Use work samples and skill assessments

Many organizations still rely heavily on highly subjective and unstructured interviews to hire and select talent. Yet studies show this approach to be unreliable and imprecise. It is subject to many biases, including the pervasive ‘similar to me’ bias, where interviewers decide about someone in the first few minutes of the interview based on factors such as personal ‘chemistry’. and common interests. Standardized assessment tests – including aptitude and personality tests – can provide more unbiased data to inform the final hiring decision. This is a promising trend, especially to promote diversity. However, many assessments are outdated, cumbersome to complete, and applied by those who are not properly trained to use them professionally and ethically.

Fortunately, traditional assessments are giving way to new, candidate-friendly ways to assess and predict performance and potential. The focus has shifted from behavioral indicators, such as conducting a survey, to measuring representative samples of task performance using work samples and simulations. Work samples of this nature are the best indicator of job performance, but can be expensive and time consuming to design and implement. However, innovative technologies such as virtual reality, augmented reality and gamification reduce costs and improve the investment case for such approaches.

Q&A: How Speechmatics is leading the way in tackling AI bias and improving inclusion

In this Q&A, David Keene, Marketing Director at Speechmatics, discusses the importance of diversity and inclusion in tackling AI bias and the value of speech recognition technology. Read here

Prioritize candidate experiences when using the latest technologies

Rapid technological advancements mean that the range of HR and recruiting technology solutions on offer is growing faster than ever. Yet the adoption of new technologies such as AI-enabled screening, video interviews, and gamified ability and personality assessments often fail to deliver the improvements businesses are looking for. There are several reasons for this. We’ve already discussed the pitfalls of buying a shiny new app without considering how it will be used to enable what is essentially a very human process.

The other trap companies fall into is that they don’t put the candidate’s experience first when implementing new technologies. For example, introducing AI-based filtering without considering the impact on applicants who are rejected due to a very flawed or overly simplistic algorithm that introduces a bias, could be too much confidence in the level. studies and proven experience. This can leave unsuccessful applicants extremely unhappy and disparage the company on social media.

Harness the power of data analytics

Rapid advancements in sophisticated analytics tools and platforms allow organizations to track and analyze the success of their recruitment and retention strategies through key metrics. This data needs to be pulled, analyzed and shared by recruiters and HR on an ongoing basis to inform continuous improvements. This will help ensure that recruitment and retention strategies meet current and future business needs.

It is important for recruiters and business leaders to remember that recruiting is fundamentally a human process involving the hearts and minds of people. Applicants should therefore be treated with the utmost respect, dignity and fairness at all times. Emerging technologies such as machine learning, video filtering, gamification, predictive scoring, and data analytics can all activate and improve your strategy and processes, but they need to be researched, implemented, and evaluated in a way. robust and thoughtful that prioritizes the candidate’s experience. .

Written by James Brook, Founder and CEO of TalentPredix