Has GenAI made a big difference to our outcomes as an industry?

This is something I considered recently after a client’s over-reliance on GenAI led to them missing out on candidates who did not fit the algorithmic mould – yet I’d argue possessed unique qualities worthy of consideration.

It is also prompted by the fact the recruitment market remains stagnant, meaning we could conclude this AI ‘efficiency’ is mostly driven by a desire to get bums on seats quickly, rather than using it as a strategic hiring tool when used collaboration with trained human skills.

I’m not saying AI’s impact has not been massive in terms of the day-to-day. Automating repetitive tasks, analysing vast amounts of data and providing predictive analytics – all get a big tick.

For scaling tech businesses, which is our bread and butter at ISL Talent, GenAI can seem particularly beneficial. These companies often experience rapid growth and need to fill positions quickly to sustain momentum, and so many lean into the advantages GenAI provides.

But it’s essential we recognise now that AI alone won’t resolve the underlying issues being faced: a challenging economy, or the need to improve the recruitment industry’s reputation to gain more traction in creating hiring solutions.

Given these limitations, coupled with the fundamental changes it is making in recruitment, we cannot afford to be passive users or observers.

It’s essential we recognise now that AI alone won’t resolve the underlying issues being faced

Take one of the primary concerns – potential for bias and the fact AI systems are only as good as the data they are trained on. If this data contains biases, the AI will likely perpetuate them, leading to unfair hiring practices over the long term – and potentially leading to serious productivity issues for the economy.

These problems exist. A study by the Massachusetts Institute of Technology (MIT) found that facial recognition systems, a type of AI, had error rates of up to 34.7% for darker-skinned women compared to 0.8% for lighter-skinned men.

GenAI also carries the risk of diminishing the experience for clients and candidates if not implemented thoughtfully.

And now, more so than ever I feel, a critical question arises: could tech prevail over recruitment completely in this evolving landscape?

I think striking a balance is paramount but to harness its potential while safeguarding the industry’s reputation, there are three things to take action on as ‘hygiene factors’:

• Augmentation – review and refine AI-driven and human-led processes to align with best practices and ethical standards
• Soft skills development – invest in developing human empathy, communication and critical thinking
• Continuous learning – as a leader, stay informed and lead by example in integrating AI responsibly.

But more than this, as business leaders we need to keep our eyes on the horizon, on our deeper benefit to the economy and enabling productivity and growth. A good recruiter has a real chance to shine in this setting, to get more joy out of advising on the nuances of human behaviour, cultural fit and how businesses can harness these elements.

Maybe this is about believing in ourselves more – because seeing how some recruiters (and in-house teams) are currently deploying AI, the bar could get set so low that we write ourselves out of a job.

Alan Furley is CEO, ISL Talent