The European Commission already declared 2023 as the Year of Skills. A year later, it seems that the promised skills revolution is still not very evident in practice, at least at first glance. The death of the CV and diploma requirements has been predicted often, but in daily practice, they still appear to be alive and well. However, if you look a little closer, you’ll notice that change is indeed happening. And often, A.I. plays a role in this. Not only because A.I. continuously reshapes today’s and tomorrow’s jobs but also because it enables new ways of matching and brings about a different way of thinking about roles.
In a new report, 81% of employers say they are already using skills-based hiring.
This can be seen, for instance, in a recent international report from the originally Dutch company TestGorilla. In this report, no less than 81% of employers now say they are using some form of skills-based hiring, up from 73%last year, making skills-based hiring the most important form of recruitment and selection. Especially in the tech sector, the method is gaining traction, with 88% of tech companies saying they have switched to it. This is partly because employers in the study claim that skills-based hiring has reduced their mishires by 90%.
Roles, not functions
The importance of A.I. in this is highlighted in Deloitte’s Generative AI and the Future of Work report. Traditionally, organizations structured their recruitment strategies around job titles as a way to define the skills and expertise needed for each role in their hierarchy. But according to Deloitte, thanks to A.I., this approach is increasingly unnecessary and may even hinder organizational agility and innovation. By viewing roles as a collection of shifting tasks and skills rather than a fixed job title, companies can better respond to changes—particularly the rise of A.I. in the workplace.
Deloitte’s report highlights IKEA as an example. The Swedish furniture company has implemented an A.I. customer service bot called Billie. According to IKEA, Billie has handled more than 47% of customer inquiries over the past two years, freeing up nearly 10,000 call center employees to learn new skills, including those of interior advisors who provide customers with design advice. By retraining and upskilling these employees, IKEA was able to create a new revenue stream, retain skilled workers, and foster an environment where employees can continuously learn.
Both a disruptor and a savior
This is also likely to be the case in the world of recruitment, predicts Forrester analyst Betsy Summers. “A.I. is both a major disruptor and savior of the labor market in the sense that GenAI will impact 4.5 times as many jobs as the number of jobs it replaces, while also having the potential to help manage and retrain the skills it replaces. The key is to assess which skills your organization needs to succeed and to identify how these skills might be affected by A.I. to create a reskilling plan for the future.”
“A.I. forces organizations to think more in terms of tasks than functions.”
A.I. is forcing organizations to think more in terms of tasks than functions, according to Summers. In addition to helping recruiters write job profiles, identify competing skills, assess the final job post for possible biases, provide information on interview questions, and help schedule each interview round, A.I. will increasingly play a role. “There will be tasks that A.I. can perform better than humans, tasks that still benefit from a human touch, and situations where a combination of humans and A.I. will be the best approach,” says Summers.
A great illustration of how skills-based hiring can expand your talent pool (via Textkernel)
The risk of fraud
A recent report from campus recruiter Veris Insights also predicts that skills are finally becoming the currency of the job market. This is particularly true as skills taxonomies are improving across the board, with consistent, standardized definitions, allowing jobs and candidates to be better categorized and compared. This doesn’t only affect the recruitment process, the report says. It also enables organizations to facilitate internal mobility and make build, buy or borrow decisions around talent.
“A.I. will help companies make better build, buy or borrow decisions regarding talent.”
However, as with traditional CVs and cover letters, fraud also looms here, the company’s analysts warn. Employers will increasingly ask for verifiable skills, which will, in turn, impact the rise of skills passports like the Netherlands’ SkillsCV or, in the U.S., Digital Learning and Employment Records (LERs), a type of skills wallet that has been in development since 2020 and is now recognized and usable in 19 different fields.
Growth in skills assessments
With these kinds of skills passports, which can also be found at platforms like WayTo, Credly, and MyHub, candidates can not only showcase their validated skills on platforms like LinkedIn, but they can also send them directly to employers via a link or a QR code. This could save employers and recruiters significant selection time. However, they foresee that it will lead to huge growth in the skills assessment market, from $2.3 billion globally in 2023 to $7.4 billion by 2032, with an annual growth rate of 12.6%. This will be fueled in part by A.I.
This aligns with what Jesuthasan and Boudreau write in their book Work Without Jobs and with the recent book The Skills-Powered Organization by the same Ravin Jesuthasan, now with Tanuj Kapilashrami. The authors argue that A.I. is increasingly replacing fixed job descriptions with fluid and flexible task packages supported by technology. A.I. can also enable ‘internal gig‘ platforms to drive internal mobility and bring tasks and skills closer together, helping organizations become future-proof.
Larger talent pool
In the U.S., there are signs that skills-based hiring is gaining momentum. For example, 14 states have dropped diploma requirements for state jobs. The federal government has even encouraged skills-based hiring in specialized areas like cybersecurity, affecting 100,000 jobs in the federal workforce. According to a Harvard Business School and Burning Glass Institute report, the annual number of job postings with no diploma requirement quadrupled between 2014 and 2023.
The annual number of job postings with no diploma requirement has quadrupled between 2014 and 2023.
For employers, one of the key benefits is access to a larger talent pool. This allows companies to consider more qualified candidates for certain roles (while also improving their diversity efforts). The skills revolution can also open new doors for job seekers, especially for those who have traditionally been underrepresented in certain sectors or occupations or people who have recently acquired relevant skills but don’t have a 4-year degree to show for it. HR systems, which often use diploma requirements as a filter, still screen them out today.
Challenges
Challenges remain in practice. According to the Burning Glass Institute, for every 100 vacancies where diploma requirements were dropped, fewer than 4 non-degreed workers were hired. And in San Antonio’s Ready to Work initiative, less than 50% of participants were placed in a job within 6 months, despite the intensive case management and job training involved.
But here too, A.I. comes to the rescue. By helping identify and categorize skills, better matching them to job requirements than traditional CV screening, and even powering learning platforms that help workers acquire new skills—certifying and assessing them accurately—career paths can become more fluid, with progress based more on skill acquisition than on the time spent in a particular role.
Conclusion
Conclusion: we’re far from finished with the skills revolution. In fact, we might just be at the beginning of it. But the A.I. revolution is helping it take off in several ways. On the one hand, A.I. is turning job roles into more specific sets of tasks and skills, and on the other, it is mapping out skills and making them tradable in the (internal and external) job market. And not to forget: the ability to work with A.I. itself is becoming an increasingly important skill in almost every sector and role. The only thing left is to think about how to validate that skill properly…
What is the biggest problem job seekers face? It’s not the application process, and it’s not writing a resume. No, the biggest problem that applicants still have is trying to determine whether or not they are a good fit for the job. ‘Written job descriptions are the problem. And connecting yourself to a job based on your skills, not your background or experience, is what has been missing for years,’ says the 56-year-old ‘talent whisperer’ J.T. O’Donnell, who has been advising candidates for over 20 years, amassing a following of 2.6 million on LinkedIn and 1.1 million on TikTok.
‘Connecting yourself to a job based on your skills, not your background or experience, is what has been missing for years.’
She recently explained that the required skills are often too vaguely described in job postings on the famous Chad & Cheese Podcast. Consider familiar terms like ‘good communication skills’ or ‘team player’. How does that help a job seeker? Fortunately, A.I. is to the rescue, she says. For example, the JobLeap app, which is set to launch this month, promises users a personal ‘career coach’ that will help them assess their value, including tracking what you document about your work.
‘Exciting technology’
‘We are working with them,’ O’Donnell explains, calling it ‘exciting technology.’ ‘They use the tools we’ve built for job seekers to create this application. It asks questions like: how do you like to work? How do you add value to your building? Job seekers go through a short bot conversation, and then the bot presents them with ten currently available jobs and tells them why they match. That helps the job seeker gain confidence in applying.’
‘I can’t wait for people to realize we haven’t addressed the candidate experience the way we should.’
This is one of the significant changes O’Donnell sees happening in the job market, which she believes can turn the traditional process of posting a job and sending a resume on its head. Another need she often hears from job seekers is verification. ‘They want assurance that an employer is who they say they are. This results from bad experiences with companies that made big promises but didn’t deliver.’ And there will be tools on the market to help job seekers with this, too, she believes. Rightfully so, in her opinion. ‘I can’t wait for people to realize that we haven’t addressed the candidate experience as we should. We’ve built it for employers, not for job seekers.’
The rise of video
And then, of course, there’s the rise of video. According to O’Donnell, recording a quick video as a job seeker and sending it directly to the hiring manager is becoming the norm. But the influence of platforms like TikTok goes even further, she says. ‘Every job seeker believes, thanks to TikTok, that the next job will just fall into their lap, that they don’t have to proactively look for it, and that these companies will align with what they’re looking for. And they have a longer wish list than we’ve ever seen before, which employers need to understand.’
‘Algorithms are now smart enough to bring things to your attention that you are interested in.’
Have we reached a point where we expect the world to give us everything we want, when we want it, and how we want it, including finding a job, as Cheesman asks? Says O’Donnell. ‘And I don’t even think asking for that is unrealistic. The algorithms are now smart enough to bring things to your attention that interest you. You don’t need to create a resume or LinkedIn profile anymore. That’s coming. But it will require authenticity from the employer.’
Also, hatred toward video
Employers will increasingly need to show themselves, O’Donnell is convinced. But expecting the same from candidates? She’s less convinced. ‘Candidates hate getting a link, being forced to answer questions, and not knowing where their information and video are going. You’ll see candidates taking control. I’ve been guiding a job app called McCoy for a year and a half. It was built by a former Disney, Tinder, and Google employee. And it’s so successfulbecause it didn’t come from the recruitment industry.’
The app uses AI matching to help recruiters find candidates. ‘And suddenly, you’ll have the right recruiters in your inbox, offering you the right jobs. That’s coming.’ According to O’Donnell, more companies should follow this example: solutions designed from the candidate’s point of view, especially for the new generation. ‘To attract Gen Z, you need to create recognition. They want to see their generation in your environment. They’ve grown up with the idea of identification. If they can’t identify themselves in a situation, they think there’s probably something wrong.’
‘Arch-enemy of job seekers’
She also has a warning. Many companies now turn to AI to make their recruitment processes more efficient. But if you forget about the job seeker in the process, you may be in for a rude awakening, O’Donnell warns. Take recruiter bots, ‘the arch-enemy of job seekers,’ as she calls them. As a candidate, you fill out everything for those bots, only to hear nothing meaningful in return. A cardinal sin, according to the ‘talent whisperer.’ ‘They are so humiliated. They will never work for that company again, and they’ll tell 15 of their friends.’
‘Understanding the job seeker will be the name of the game for the future.’
What she’s saying is: ‘That’s where people don’t think on the technical side. They’re running as fast as they can to implement AI and all these technologies to make recruiting easier, but they’re not thinking about the consequences on the other side, the job seeker’s side. That’s where I want to sound the alarm. You need to think about and understand the job seeker. Truly understanding the job seeker will be the game’s name for the future.’
What is the o1 model and how does it differ from GPT-4o?
Released in September 2024, the o1 model represents OpenAI’s latest step forward in the world of AI. While GPT-4o has been known for its wide applications—from creative writing to coding—the o1 model excels in tasks requiring complex reasoning, such as mathematics, science, and problem-solving.
This new model can produce longer “chains of thought,” leading to more accurate and logical conclusions, making it particularly suited for technical and logic-driven fields. However, it’s slower and more expensive than GPT-4o, which remains the better choice for tasks like text generation and creative brainstorming.
For recruiters, these differences are crucial. GPT-4o may still be your go-to for tasks like writing job descriptions or generating recruitment strategies, while o1 could be useful in enhancing data-driven decisions for recruitment workflows.
How o1 can help streamline recruitment
Imagine this: you’re managing complex data for recruitment campaigns or planning your hiring strategy for a highly specialized role. o1 can provide more detailed, thoughtful responses when it comes to handling intricate data, helping you work through complicated logic or patterns.
Here are some specific ways o1 could support your recruitment process:
Enhanced workflow automation: o1’s superior logic and reasoning capabilities can be leveraged to process complex recruitment data more effectively. It can assist in identifying trends from large datasets, helping you fine-tune your recruitment strategies based on historical data.
Improved interview preparation: Using AI to prepare for interviews is not new, but with o1, you can take it up a notch. The model can generate in-depth technical questions or problem-solving scenarios tailored to specific job roles, helping you streamline the preparation process without spending hours manually drafting these assessments.
Data-Driven hiring decisions: Whether you’re managing candidate pools or examining your recruiting pipeline, o1’s ability to process complex datasets can help optimize decisions. This makes it easier to plan your recruitment efforts based on patterns and insights, without needing to dive deep into technical analysis yourself.
When to use GPT-4o in recruitment
Although o1 brings new advantages, GPT-4o still holds strong when it comes to tasks that don’t require as much formal logic. As a recruiter, you often handle a wide range of activities, from crafting job ads to communicating with candidates, and this is where GPT-4o shines.
Here’s when GPT-4o is still the better choice:
Writing job descriptions and emails: Whether it’s a detailed job posting or personalized outreach to a candidate, GPT-4o’s speed and natural language capabilities make it perfect for generating content that feels human and engaging. It can help you fine-tune your tone, ensuring that your communication is both professional and approachable.
Handling creative tasks: From brainstorming interview questions to designing recruitment marketing strategies, GPT-4o’s ability to generate creative ideas will keep your processes fresh and innovative. It can assist in writing compelling job advertisements that stand out in a competitive market.
Campaign management and content generation: When it comes to recruitment marketing, GPT-4o can help you craft on-brand content for your campaigns. From email templates to social media posts, you’ll be able to automate the generation of communication materials, freeing up your time for other critical tasks.
Balancing both AI models in recruitment
So, which one should you use—o1 or GPT-4o? The answer depends on the specific task at hand. As a recruiter, you’ll likely find that GPT-4o is your go-to for day-to-day communication, while o1 will be a powerful tool for more technical planning and workflows.
To give you a clearer picture, here’s a quick breakdown:
Task
Best Model
Writing job descriptions and emails
GPT-4o
Workflow optimization and planning
o1
Recruitment data analysis
o1
Crafting creative recruitment strategies
GPT-4o
Interview preparation
o1
By integrating both models into your recruitment workflow, you can optimize how you handle different stages of the hiring process, making your recruitment efforts more efficient and effective.
Overcoming challenges with AI in recruitment
While AI offers plenty of benefits, it’s important to be mindful of its limitations. One challenge is that o1 is slower and more expensive than GPT-4o, and with a cap of just 30 messages a week, it’s essential to use it wisely for the most critical tasks. Moreover, AI-generated insights should always be balanced with human judgment. As useful as these models are, they can’t replace your intuition and experience as a recruiter.
Another concern is the ethical implications of using AI in hiring. It’s crucial to ensure that AI-driven decisions don’t introduce bias or unfairly impact candidates. OpenAI’s models are designed to minimize bias, but recruiters should still take care when relying on AI tools to make final decisions.
Aligning your recruitment practices with the EU AI Act requires a proactive approach to data privacy, transparency, and ethical AI use. While anonymization and cautious data sharing are important steps, they may not fully satisfy the Act’s comprehensive requirements. By implementing robust data governance, enhancing transparency, and ensuring human oversight, recruiters can leverage AI tools like ChatGPT responsibly and compliantly.
Does it say something about a changing job market? Or is it mainly a well-timed publicity stunt? Pizza Hut certainly makes an eye-catching move to print job seekers’ resumes on pizza boxes. And while the wordplay ‘ResZAmes’ might seem a bit forced, the ‘John Dough’ resume certainly makes up for it.
‘Three-quarters of resumes sent are never read…’
‘Three-quarters of resumes sent are never read,’ explains the pizza chain for the campaign it organized last week in New York City. ‘But an office pizza is hard to ignore.’ With the campaign, the organizers are capitalizing on the so-called ‘September Surge,’ the annual period after the summer vacation when there is an increase in job openings and recruitment. To stand out among the piles of digital resumes, Pizza Hut offers job seekers the chance to deliver their resumes in an unmistakable way to potential employers.
Leaving a lasting impression
‘We know that finding a job can be daunting, especially during this crucial hiring season, so we wanted to give our job-seeking customers a hand and help them cut through the clutter,’ said Chief Marketing Officer Melissa Friebe. ‘By combining Pizza Hut’s iconic pizza boxes with a hot, cheesy medium cheese pizza with job seekers’ resumes, we hope to make resumes as in-demand as office pizzas and help the applicant leave a lasting impression. Who could ignore a resume delivered as a delicious pizza?’
‘Who could ignore a resume delivered as a delicious pizza?’
Last week, customers could submit a desired future employer via the special website and create their resume. If the potential employer’s office was within a Pizza Hut delivery zone, they were eligible for a custom Pizza Hut ResZAme box. The service was free, but it was a contest: not every resume ended up on a box, and only 25 lucky individuals were selected. Pizza Hut also added that they couldn’t guarantee the ‘spicy resume’ would work, but they said, ‘In the past, pizza has proven to attract attention.’
New customers
And it appears to be working. Earlier this year, 26-year-old Matthew Parkhurst, co-founder and CEO of the New York-based tech startup Antimetal shared how a $15,000 investment in pizza helped him generate more than $1 million in revenue for his company. Parkhurst delivered over 1,000 boxes to startups and venture capital firms in San Francisco and New York, targeting potential customers and tech influencers with large social media followings. The stunt earned Antimetal 75 new customers – and plenty of positive press.
The results of the Pizza Hut ResZAmes campaign are not yet known. The pizzas were only delivered to employers of the respondents’ choice this week, so it’s too early to say whether it has increased their chances of landing a job with the unique resume, which, in any case, cannot be read by any ATS.
For Pizza Hut, all the attention is coming at just the right time.
For Pizza Hut, all the attention is certainly timely. The pizza chain has been struggling with issues for a while. In July, a franchisee with more than 140 locations in the Midwest and Southern U.S. filed for bankruptcy after closing 15 stores. More job seekers, then, who could have also used the attention from their pizza box…
In 2023, data from the UNOOSA, the United Nations Office of Outer Space Affairs, revealed that only 11% of all astronauts worldwide (and beyond…) are women. Of these astronauts, only 6.6% have performed a spacewalk. In other words, of the 265 people who have walked in space so far, only 15 were women (and they came from only 10 countries). Becoming an astronaut turns out to be much more difficult for a woman than for a man.
6 women from 6 continents get the chance to go to space.
We could say it’s a gender gap as wide as the distance to the moon. To the stars and beyond. But there’s also good news: something is being done about it. The Cosmic Girls™ Foundation is launching a global competition today (October 4th) to inspire young women aged 14 to 19 to explore a career in space exploration. Through the official World Space Week website, the ‘6 Girls 6 Continents Competition’ launches, which not only aims to give 6 women the chance to go into space but also to shine as stars in a real Netflix documentary.
One small step for a woman…
The competition is in honour of the United Nations declared World Space Week and the Planetary Congress held in Noordwijk by the astronauts’ club ASE. The competition is not only for women who want to become astronauts but mainly to highlight career opportunities for young women in science, technology, engineering, and mathematics (STEM). In these STEM sectors, the shortage of women has traditionally been massive, which is why the competition has also enlisted various global partners that all, for example, offer educational programs.
‘Our mission is to inspire young women worldwide to pursue grand ambitions, such as becoming astronauts.’
The Cosmic Girls™ Foundation calls on girls worldwide to participate in this competition and connect with their international partner network. ‘Our mission is to build confidence in economically vulnerable young women worldwide and inspire them to pursue grand ambitions, like becoming astronauts. We equip them with the necessary skills, opportunities, training, and international connections to make their dreams come true,’ says Dr Mindy Howard, founder and CEO of the foundation. She is known as the first Dutch woman who (possibly) will go into space herself.
Global competition and documentary
Of all the participants in the competition, 6 finalists, one from each inhabited continent, will be selected to participate in astronaut training, which will also be featured in a Netflix documentary to be seen worldwide. The astronaut training includes a parabolic flight, mental preparation (Inner Space Training), and centrifuge training. The grand prize winner will have the chance for a real suborbital spaceflight. Mindy Howard: ‘Imagine a young girl from an underprivileged background winning this challenge. This is a personal victory and a beacon of hope and inspiration for her family, community, and country.’
It was his daughter, Mazie, who got him thinking. Ever since she was little, she dreamed of working in the film industry. From high school, she spent every summer working at film festivals, on sets, reading scripts, and assisting executives. During her studies, she worked as a barista to save money for unpaid summer film-set internships. And so, in February 2020, after graduating, Mazie Hyams moved to Los Angeles full of optimism, where a film job awaited her at least until COVID-19 derailed her plans six weeks later.
‘Feel free to tell everyone that job searching is the absolute worst!’
‘For the next two years, she worked in a coffee shop again, until she found work in the film industry – only to be sidelined again in 2023 due to the writers’ and actors’ strikes,’ Indeed CEO Chris Hyams recently shared during the Indeed FutureWorks 2024 conference in Dallas. ‘She spent months searching, applying, and waiting for responses. I shared her job search story with the Indeed team, and when I recently asked if I could share her story during a company update, her response was: “Feel free to tell everyone that it’s the absolute worst! Thanks for asking ❤️”.’
Personal Talent Agent
Hyams used his daughter’s anecdote to announce Indeed’s new product, Pathfinder, an AI-powered “first step toward providing every worker with a personal talent agent.” Hyams said it wasn’t just Mazie’s experience and struggle to find a job that inspired Indeed to develop this product. There are many like her. Often, people want to leave a particular sector but don’t know what to do next.
‘Around 30% of global job searches are blank, as if they’re saying: just show me what you’ve got.’
‘The most common search on Indeed is a blank search,’ Hyams explained. ‘That’s when a job seeker fills out the “where” field for a city or location but leaves the “what” field blank, which is for the type of job. Globally, around 30% of all searches are blank, as if to say: show me what you’ve got.’
Talent Agent
For the new product, Hyams found inspiration in the film industry, where his daughter eagerly wanted to build her career. ‘At the highest level, professional athletes, movie stars, artists – all are individually represented by a talent agent,’ he said. ‘That’s someone who knows everything about you – your skills, your preferences. They know how to position and present that to an employer. They know everything happening in the industry. And they know all the recruiters, what they need, and work tirelessly on your behalf to pursue every new opportunity.’
That talent agent model is also Indeed’s vision for the future, Hyams emphasized. ‘What if this personalized support wasn’t just for mega stars? We want every worker worldwide to have their talent agent through Indeed. A few years ago, this might have sounded like science fiction, but thanks to the power of AI, it’s now possible.’ And the new Pathfinder product is here to prove that, he said.
First Test Subjects
His daughter Mazie served as one of the first test subjects. ‘Pathfinder helps someone discover a career path – either by growing in their current career or evolving into something new. Last week, I sat down with Mazie and tried it out. She had a lot of experience in hospitality but wanted to prioritize her administrative skills, so she re-ranked them in Pathfinder.’ After entering preferences, the tool provided a detailed plan for a career in office management at a creative organization.
‘Mazie was pretty impressed – and honestly, so was I,’ Hyams said of the result. ‘Using Pathfinder, she encountered career paths she had never considered or knew existed. Soon, we’ll help her create a tailored resume, write a cover letter highlighting her transferable skills, and even help her prepare for interviews in a new field. Now, she has a whole range of new possibilities – and a helping hand along the way.’
20th Anniversary
The tool doesn’t just look at what the candidate would like to do and what they can offer; it also analyzes the many job openings on the job board to see what employers are currently seeking. It also considers earning potential and outlines a possible future career trajectory. According to Hyams, the development of the tool fits perfectly with Indeed’s transformation from a straightforward job board and search engine to ‘an AI-driven two-sided marketplace that connects job seekers and employers with simplicity and speed.’
Looking ahead to Indeed’s 20th anniversary in November, Hyams also reiterated the company’s mission, which has remained the same since its founding: ‘We help people get jobs.’ And now, they do so for around 350 million job seekers and more than 3.5 million employers monthly. ‘Around the world, 23 job seekers find a job through Indeed every minute. That’s more than one every 3 seconds.’ And with Pathfinder, the goal is to ensure those jobs are ones candidates are truly excited about. Hyams concluded: ‘Looking at the incredible opportunities ahead, it’s fair to say we’re just getting started.’
When it comes to AI tools in recruitment, ChatGPT reigns supreme. 72.9% of professionals report using the free version, while 31.8% opt for the paid version. A massive 72.9% of professionals rely on ChatGPT’s free version. In contrast, Google Gemini (formerly known as Google Bard) is used by only 15.3% of professionals despite being launched later in Europe. While both tools are often compared, they are built on different technologies. The GPT language model powers ChatGPT, trained on vast text data, whereas Google Gemini leverages LaMDA (Language Model for Dialogue Applications), which specialises in conversation-based tasks.
AI Beyond Generative Models
It’s important to note that AI in recruitment goes well beyond generative tools. AI algorithms have been part of recruitment platforms for years. For example, 34.7% of recruiters use AI within Applicant Tracking Systems, and 22.9% use it in search and match software. These tools do more than generate text—they help match candidates to jobs based on their skills and experience.
The 6 Most Popular AI Applications in Recruitment
Here’s a breakdown of the top 6 AI applications in recruitment today, with the clear leader in first place:
Job Description Writing (83.3%)
The most widely used application, where AI helps craft relevant job descriptions that also improve SEO for job listings.
Search & Match (39.3%)
AI’s ability to find and screen candidates ranks second in popularity.
Recruitment Marketing (34.5%)
AI is used to target and engage potential candidates more effectively.
Chatbots (25.6%)
More recruiters are adopting chatbots to assist candidates with queries and guide them through the application process.
Data Analytics (21.4%)
AI is used to analyze trends, enabling recruiters to make data-driven decisions.
Selection (6.0%)
Although still in its early stages, AI is starting to play a role in candidate selection.
Download the 2024 Recruitment Tech Survey
Want to know what tools Dutch recruiters are using the most? Or where the most significant investments in recruitment technology are happening in 2024? The Recruitment Tech Survey 2024 has all the answers. It’s the Netherlands’ largest independent survey of recruitment technology users, offering insights into user trends and experiences. You can download the report for free as a PDF or purchase a hard copy for your office or home.
Don’t miss Recruitment Tech Event 2024
This event, the leading event in the future of recruitment technology, will occur on November 7th. Regular tickets are available until October 24th.
It was a packed program that the organizers of the second edition of the Global Talent Intelligence Conference had put together. Two full days with the crème de la crème of this rapidly growing field from around the world, and for a sold-out audience at the headquarters of HeadFirst in Hoofddorp. There was so much content that it was sometimes difficult to discern a common thread. However, if we must highlight one, it would be: the importance of storytelling and stakeholder management. In other words, how to turn all that interesting data into a compelling narrative. And in doing so, achieve success.
This started right from the first day, when the host, HeadFirst CEO Marion van Happen, said she expected a major disruption in the next 12 months, as more companies discover the possibilities of A.I. for their HR policies and learn to improve their productivity. She immediately shared some inspirational words with the attendees: “Being inspired is great. But putting it into practice, that’s truly awesome. It’s not just about gathering data, but also about turning it into actionable strategies.”
Jack Kennedy, senior economist at Indeed, followed up with a macro-level discussion about the current situation in the labor market and the broader economy. He noted that labor market mobility has significantly slowed since the pandemic, although fortunately, the number of layoffs remains low. Interestingly, while job vacancies in the UK have dropped significantly compared to pre-pandemic levels, they have risen by more than 60% in Italy. And the good news, according to Kennedy, is that salary transparency is on the rise. However, Germany still lags far behind in this area.
‘More software needed, not less’
The audience was gradually being prepared for the core Talent Intelligence section of the conference. It began with Draup CEO Vijay Swaminathan, who once again highlighted the wonders of A.I., including the Dutch initiative GPT-NL, which is set to launch next year. “This is truly Europe’s moment to step up and make organizations future-ready,” said the CEO of the international Talent Intelligence platform.
Is this a threat to our employment as A.I. increasingly renders human work unnecessary? Absolutely not, according to Swaminathan. “A.I. is much more than task automation. It’s also about control, certainty, transparency, vigilance, and choice. With Large Language Models, humans can perform better. Lawyers and doctors who use A.I. perform significantly better than their peers who don’t. A.I. turns people into hyper-efficient individuals, making human work even more valuable. The world needs more software and automation, not less.”
Now… the practical side
Last year, it was still quite rare to find compelling real-life case studies at the conference, as the field was still so new. This year, however, more companies were able to showcase what Talent Intelligence can deliver in practice. For instance, Sarah Assinger, on behalf of Spain’s Telefónica, together with Stephan Menge from Textkernel, spoke about skills as the currency of the future and how data helps the company identify connections between these skills. “Millions of words that need to be brought together so that everyone speaks the same language,” as Assinger explained.
At Telefónica, they mapped out who will retire in the coming years and what skills gaps this will create. Then, using market data, they looked at the availability of those skills to determine whether they should be sourced externally or developed internally. “Make or buy?” This is how Talent Intelligence can be applied to increasingly strategic questions, Menge added. However, Assinger emphasized that internal communication is crucial. “Even if we have magic insights, it’s not easy to sell them internally. You really have to show that you understand the business.”
The first series of breakouts
After the keynote by Joost Heins (Randstad), it was time for the first series of breakouts. A fun twist: to allow two breakout sessions to take place in the same room simultaneously, they introduced the concept of a silent disco. Half of the audience wore green-lit headphones, while the other half had blue-lit ones. They could tune into the presentation by Lisa Simon (Revelio Labs) and Nick Dowler (NVIDIA), who discussed how A.I. can boost workforce productivity.
To gain a clear understanding of this, they dissected various jobs and role descriptions into tasks. Then they asked ChatGPT which tasks it could perform better. “But ChatGPT is a man, and a bit arrogant,” joked Simon. “Luckily, we could filter that out, allowing us to get a good overview of tasks, which we then checked with the workforce.” The analysis revealed, for instance, that account managers and marketing managers don’t have much to fear from A.I.; their roles will likely remain. However, recruiters? They use A.I. relatively little, but have much more to fear from it, Simon explained.
The rise of A.I., she said, encourages us to think less in terms of jobs and more in terms of individual tasks that add up to a role. “I don’t think A.I. will replace jobs, but it will reconfigure them. Work isn’t disappearing; we just need to be open to regrouping tasks. Automation and augmentation are our focus.” Dowler added, “My hook is: 85% of the jobs that will exist five years from now don’t exist today. Yes, that’s scary. But everything is scary. Don’t be afraid, jobs will still exist—just not in the same way they do now.”
5.7 million applicants per year
Later in the afternoon, it was time for Irmgard Naudin Ten Cate, who, as a global talent attraction and acquisition leader at EY, spoke about how the company hires around 100,000 new employees from 5.7 million applicants each year and how it strives to maintain a high-level candidate experience for everyone. Something she seems to excel at: where 10 years ago, only 75% of candidates said they had a good experience with the company, that figure has now risen to 93%.
Under the slogan ‘I love surveys‘, EY has also added surveys for hiring managers in recent years. Among other things, these show that 88% of them believe the recruiters provide an exceptional experience. ‘There’s still work to do; I want that number in the 90s,’ said Naudin Ten Cate, who also focused attention on EYQ, the A.I. platform designed to support EY employees in all their tasks. But human attention remains important, she emphasized. ‘The people they meet remain the key factor for candidates deciding whether or not to join us.’
Wizards and villains
Kim Bryan, Head of Global Insights & Talent Intelligence at AMS, also focused on practical matters, but presented them in the form of a fairy tale. For a Talent Intelligence professional, translating data into stories is key, she said. ‘Comparing apples with apples and avoiding the poisoned apple,’ as she put it. In a narrative filled with kings, princes on white horses, quests, wizards, and villains, she urged the audience to focus on data quality and data literacy. Only with that, she argued, can dragons be slain.
But once that is achieved, the ‘And they lived happily ever after’ can begin, Bryan said. Her company is now fairly adept at predicting how many applicants a particular job vacancy will receive and what the time-to-hire will be in each case. ‘What does it take? Time, money, and patience. Don’t give up, because it’s all worth it,’ she shared. ‘Our role as Talent Intelligence professionals is not to ride off into the sunset on a magic carpet but to advance this field.’
The opposite of a fairy tale
Speaking of storytelling… And then, not a fairy tale but rather the opposite. After the keynote by Ben Zweig, the last word of the day was given to IT engineer Joseph Oubelkas, whose previously flawless life turned into a nightmare on Thursday, December 23, 2004. At the age of 23, he was arrested in Morocco for drug smuggling and eventually – without a shred of evidence – sentenced to a 10-year prison sentence, an ordeal he chronicled in the book 400 Letters from My Mother.
The audience listened in rapt silence to the story of the man who kept his spirits up during his 1,637 days in prison by focusing on the things he could control, however few they might be, and by not being distracted by what he couldn’t change. Throughout it all, he felt supported by the letters from his mother, which kept him going during those years. A beautiful conclusion: ‘If A is 1, B is 2, and so on, then KNOWLEDGE equals 96, HARD WORK equals 98, and ATTITUDE equals 100!’ Do the math… It was a performance that was still being discussed during the evening program.
‘GPS for talent’
On the second day of the two-day conference, the effects of the previous evening’s program were still visible. But Kristine Mayle, Global Talent Intelligence & Insights at Vertex Pharmaceuticals, managed to inspire her audience early in the morning with a story about how she organizes a news feed for the company’s recruiters. The pharma company, which may not be widely known but now employs 5,000 people, grows by about 1,000 employees annually and currently generates around $10 billion in revenue each year.
As a Ph.D. bioengineer, she was the first at the company to focus on Talent Intelligence 3.5 years ago. But the role has since grown significantly, she explained. Thanks to roadshows, where she constantly explains that her role is like a ‘GPS for talent’, guiding recruiters using competitor analyses, talent trends, data, and tools. Her message? ‘Surround yourself with curious T-shaped people. And tell your story to as many people as possible, you never know who might be a hidden champion.’
Picnic, the ‘modern milkman’
A company that no longer needs to tell its story as much, and is no longer quite as hidden as a champion, is Picnic. The ‘modern milkman’, as recruitment lead Jeroen Klerkx calls it, now has around 3,000 electric vehicles driving around various cities, from Amersfoort to Lille. And nearly all of the recruitment for the approximately 18,000 employees and 350,000 applicants each year is handled in-house, Klerkx explained. ‘We use less than 1% from employment agencies.’
Data and technology are the building blocks of the company, he further explained. From the employee app to the technology used to improve drivers’ skills, but also in recruitment, where each applicant can select a call slot within an hour. However, the human touch remains important, and data and humanity often come together, he said. ‘For instance, I have a full-time UX expert on my team who continuously interviews applicants about their application experience. From there, we strive to improve the human aspect of our recruitment every time.’
Predicting as a challenge
If you think Picnic is a fast-growing organization, you haven’t encountered Nvidia yet, now one of the world’s largest companies by market value. Global Talent Intelligence & Attraction Manager Meta McKinney explained how the company’s growth parallels the growth of the Talent Intelligence department. She monitors internal mobility, engagement, and satisfaction of both employees and applicants. This yields many insights, but the predictive aspect of all that data remains a challenge for her.
Interestingly, she said, she has more success with these insights outside the HR department than within it. And: ‘outside HR, it’s much easier to get funding for these kinds of data projects. Inside HR, it’s always tough.’ Talent Intelligence is no longer a purely HR topic, she argued. ‘It’s a combination of HR, data science, and IT. So you need a cross-functional team.’ And, very important: senior leadership support. ‘Look at their problems. And find solutions for them. Otherwise, it will be difficult to build enthusiasm and scale quickly.’
The Story of the Elephant
From another large company, the software supplier Amdocs, which now has 30,000 employees, we learned how success in Talent Intelligence depends on connecting the dots. Meghna Gupta and Kumar Vaibhav shared the story of an elephant in a dark room. The first person to enter the room felt the trunk and thought they were dealing with a snake. The next person felt its ears and thought it was a leaf. Another felt its leg and thought it was a tree trunk. In the end, no one sensed the elephant. And according to them, that’s exactly the challenge in their field.
‘If you work in silos, you’ll never see the elephant,’ said Gupta (left). Therefore, Amdocs’ Talent Intelligence department, with a $5 billion revenue, focuses on creating synergy with other internal departments. Their analysis revealed a direct correlation between unwanted turnover and the number of external job vacancies. From this, they developed a predictive model that now estimates when someone shows a flight risk and whether it’s worth intervening. ‘Low turnover can also be a signal of little innovation,’ Vaibhav noted.
What is your serviceable obtainable market?
Anastasiia Kolos, speaking on behalf of Nexperia, discussed what Talent Intelligence can learn from sales and marketing. According to her, this involves thinking in funnels, but also understanding your serviceable obtainable market. ‘This aligns well with how we talk about talent acquisition in our field. Sometimes, we talk about all the software engineers in the world, but what’s more interesting is: which part of the market fits your needs, and what can you realistically access?’ According to her, it’s essential to map out this segment of the market.
Another lesson is thinking from the customer’s perspective. ‘In this field, we are often real data nerds. But we sometimes forget about our customers. Let’s look more at what frustrates them and how we can help. Are we doing enough of what the customer wants and needs? Do we know their pain points? And are we providing the right solutions?’
(No) Amazon on Instagram and TikTok
Good questions. But some things also happen more or less by chance, as we learned from Lucy Scott. Since graduating six years ago, she has been working as a recruiter at Amazon, but over time she noticed that the company was increasingly failing to engage Gen Z. Not surprising, when you consider that Amazon was entirely absent as an employer on TikTok and Instagram. ‘When we wanted to reach 21-year-olds, we were still cold-calling them out of the blue. But that didn’t work at all,’ she explained. ‘They just wouldn’t pick up.’
In addition to her work as a recruiter, she then started a research project, sending a survey to 5,000 graduates and writing a paper on the results. This brought her into contact for the first time with Amazon’s already established Talent Intelligence department, led by Toby Culshaw, where she had the opportunity to work for three months. Upon returning to her department, she applied the lessons learned and managed to increase the number of applications in Germany by 240%, and website traffic by 632%.
Her message? Don’t start at the top with directors; start with the recruiters. ‘That’s where the problems are. If you can help them with data-driven insights, you can quickly make recruitment 100% better. Remember: without data, you’re just someone with an opinion. And your opinion is no more valid than that of any hiring manager. But once you have the data, your work becomes much more valuable. And don’t forget: we’re called recruitment consultants for a reason. We need to live up to that role and show that Talent Intelligence makes the best recruiters.’
Insights into the extended workforce
More large organizations took the stage… Maarten Hansson and Ralf Zoetekouw, representing Workforce Insights, presented a case on the company Novartis, which has 78,000 internal employees and 44,000 external workers. But would you think that such a company has a complete overview of all those people? You might be sorely mistaken, they said. Over the past year, they have mapped out the extended workforce as much as possible from the perspectives of cost, talent, and risk. ‘Do you know where everyone is? And do you know what everyone is doing? Because the longer a freelancer stays, the bigger the risks become.’
Those risks can include security issues, like when departed external workers still have access to company accounts or retain a company laptop. But there are also financial risks, such as when you pay external workers a Swiss salary while they work from India, or intermediaries charge excessive margins. Even ChatGPT can help with this, Zoetekouw explained. ‘We used it to create a good prompt to gain insight. It wasn’t 100% accurate, but it was 95% accurate. And that was often enough to determine whether to hire internally or externally.’
What? So what? And: now what?
For Stuart McGown, the next keynote speaker from Philips, Talent Intelligence revolves around three questions. What? In other words, what is happening? So what? What is the relevance? And finally, now what? What should we do about it? ‘Around 70% of the time in our field is spent on the what? and only 30% on the other two. That’s a bit out of balance, in my opinion.’
He also returned to the theme of the day: interestingly, it’s not so much about A.I., but about topics like stakeholder management, persuasion, storytelling, and advisory skills. ‘I’ve too often seen people working on their data until just a few hours before their presentation,’ McGown observed. ‘But I believe they should focus on the end of the value chain. As talent intelligence experts, we are also needed to translate the data, to advance the organization in terms of data literacy, and not to justify decisions that have already been made.’
Performance doesn’t follow a normal distribution
And so we arrived at the final speaker of the two packed days: the always impactful Rina Joosten-Rabou, who, on behalf of her company Pera, provided a great summary of the conference by stating that Talent Intelligence could well become the driving force behind increased labor productivity in the coming years. She then illustrated this with some fascinating, counterintuitive research findings, such as the fact that managers aren’t very good at evaluating employee performance. And that performance among employees doesn’t follow a normal distribution but rather a Power Law distribution.
How can we overcome these counterintuitive findings? By using A.I. to compensate for our bias, she explained. ‘A.I. can detect patterns infinitely faster than humans and correct the human bias. We need to change our mindset. We can no longer identify talent the way we always have if we want to improve our organization’s performance. That’s my main message: we’re not promoting the best people because we overestimate our ability to assess them correctly. If we manage to change that, big new things are possible.’
Conclusion: looking ahead to 2025
And with that, Joosten-Rabou beautifully brought it back to what this conference was all about: making better decisions regarding talent through data and research. And in doing so, helping organizations and economies move forward. Away from gut feelings, and towards the science of what truly works and what doesn’t. And it turns out that this is not only an inspiring journey full of great stories but also a very enjoyable one, as evidenced by a conference like this, where all the professionals come together. So, looking forward to the 2025 edition?
Autonomous agents, powered by advanced artificial intelligence and machine learning algorithms, are intelligent software programs designed to perform tasks with minimal human intervention. In the context of recruitment, these agents are becoming invaluable allies for HR/Recruitment professionals, streamlining processes and freeing up time for more strategic, high-value activities.
Autonomous agents enhance recruitment efficiency
Automated screening and shortlisting: Autonomous agents can quickly scan through hundreds of resumes, identifying top candidates based on predefined criteria. This process, which might take a human recruiter days, can be completed in minutes, ensuring that no potential star candidate slips through the cracks. I heard first hand of a case in the UK that to sift though a million resumes per year with only 3 recruiters. (OMG)
Intelligent scheduling: Say goodbye to the back-and-forth emails trying to find a suitable interview time. Autonomous agents can access calendars, propose time slots, and confirm appointments with candidates, saving recruiters countless hours.
Personalized communication at scale: While it might seem counterintuitive, AI can actually help make communication more personal. Autonomous agents can draft customized emails, send timely follow-ups, and even answer frequently asked questions, ensuring that every candidate receives prompt and relevant information.
Data-driven insights: By analyzing vast amounts of data from various sources, autonomous agents can provide recruiters with valuable insights into market trends, salary expectations, and candidate preferences, enabling more informed decision-making.
Maintaining the human connection
Despite the efficiency gains, the fear of losing the “human connection” in recruitment is a common concern. However, when implemented correctly, autonomous agents actually enable recruiters to be more personal and attentive to candidates. Here’s how:
More time for meaningful interactions: By handling routine tasks, autonomous agents free up recruiters to focus on building relationships with candidates. This extra time can be used for in-depth interviews, detailed feedback sessions, or simply getting to know candidates better.
Consistent and timely communication: Autonomous agents ensure that no candidate is left in the dark about their application status. Regular updates and prompt responses help create a positive candidate experience, reflecting well on the company’s brand.
Personalization at every stage: From tailored job recommendations to customized onboarding plans, autonomous agents can help create a unique journey for each candidate, making them feel valued throughout the process.
Eliminating bias: Properly designed autonomous agents can help reduce unconscious bias in the recruitment process, ensuring a more diverse and inclusive candidate pool.
Real-World success stories
Companies across various industries are already reaping the benefits of autonomous agents in their recruitment processes. Here are some statistics and success stories:
Hilton reduced their time-to-fill ratio by 90% and improved their hiring rate by 40% using AI-powered recruitment tools to evaluate candidates.
AI recruiting assistants have been proven to improve scheduled interview show rates by 20%.
Candidates sourced using AI tools were found to be 18% more likely to accept a job offer.
AI recruitment tools have been proven to increase overall employee retention by 20% by helping businesses hire better-fit candidates.
Alorica, a chatbot software company, saw one client save 1,200 hours of recruiter time over 3 months by integrating a recruiter chatbot in their hiring process.
The impact of AI on recruitment efficiency
Recent studies have shown the significant impact of AI on recruitment efficiency:
57% of recruiters who took LinkedIn’s Future of Recruiting Survey (2024) said AI makes writing job descriptions easier and faster.
45% of recruiters say AI helps automate tasks so they can spend their time on more fulfilling work, and 42% say it helps remove daily mundane tasks.
44% of recruiters and 76% of hiring decision-makers say time-saving is the main benefit of implementing AI in their hiring processes.
Hiring companies can conduct more than three times the number of candidate interviews using recruitment chatbots versus managing interviews manually.
AI and diversity in recruitment
AI is also playing a crucial role in promoting diversity, equity, and inclusion (DEI) in recruitment:
68% of recruiters think introducing AI into recruitment processes will help combat unintentional human bias.
When AI was used to screen resumes in a study by Berkeley University, it reduced gender bias by 6% compared to human screeners.
44% of candidates are comfortable with the idea of AI deciding if they’re hired for a role or not, as long as there is some human recruiter presence involved.
The future of recruitment
As autonomous agents continue to evolve, we can expect even more innovative applications in the recruitment field. Recent projections and trends include:
The global AI market is expected to reach $1.81 trillion by 2030, with the AI recruitment market forecasted to reach $942.3 million by 2030.
The number of recruiters and hiring managers who added AI skills to their LinkedIn profiles jumped 14% in 2023 — in 2024, this number is likely to be even higher.
However, it’s crucial to remember that these tools are meant to augment human recruiters, not replace them. The ideal recruitment process of the future will be a harmonious blend of human expertise and AI efficiency. Autonomous agents will handle the time-consuming, repetitive tasks, allowing recruiters to focus on what they do best – building relationships, assessing cultural fit, and making the final hiring decisions.
It’s an old joke: ‘You innovate in the United States, replicate in China, and regulate in Europe.’ But that joke contains an essential grain of truth, as shown by a very concerned letter, which was sent today to European policymakers, as well as to the Dutch Parliament and various newspapers like the Financial Times and Le Monde. ‘Compared to other regions, Europe has become less competitive and less innovative and now risks falling further behind in the A.I. era due to inconsistent decision-making in regulation,’ the authors wrote.
‘Europe risks falling further behind in the A.I. era due to inconsistent decision-making.’
The open letter was signed by Mark Zuckerberg (Meta), Daniel Ek (from Sweden’s Spotify), Ericsson CEO Börje Ekholm, SAP CEO Christian Klein, and many researchers and institutions in this field. 8vance CEO Han Stoffels is probably the most notable signatory in the Netherlands. The company, which develops A.I. to match job seekers with vacancies based on skills, is deeply concerned about current developments.
Can we no longer train and fine-tune?
‘European privacy regulators are currently blocking the training of A.I. models with European personal data,’ explains Laurens Waling, evangelist at 8vance. ‘This affects Meta, X, and also us. Overly strict privacy interpretations from the Dutch Data Protection Authority make it difficult, for example, to develop technology that helps job seekers connect to new jobs. The AP requires consent, but in practice, that’s not feasible. Consent can always be withdrawn, but once A.I. is trained with data, you can’t remove that data. The European Commission has previously reprimanded the AP for this but to no avail.’
‘Privacy regulators are currently blocking the training of A.I. models with European personal data.’
By the end of the year, the European Data Protection Board (EDPB) must take a central position that will form the framework for using personal data in A.I. model training and fine-tuning in the coming years, he continues. ‘The problem is that this position is being established without third-party consultation or input. If the EDPB decides that “consent” is required in all cases, it will mean that no one in the EU will be able to train proper A.I. models, meet the high standards of the AI Act, or adequately localize models (such as speaking Dutch or Frisian, or matching people to jobs, like at 8vance).’
Brake on Open A.I.
According to the letter’s authors, Europe is especially at risk of missing out on two “pillars of A.I. innovation.” ‘The first is the development of free, open models that are available for public use, modification, and expansion, delivering measurable socio-economic benefits. Open A.I. models enhance sovereignty and control, allowing organizations to download and adjust models because they need to comply with the necessity to transfer data to third parties.’
‘The difference between purely textual and multimodal models is like the difference between having just 1 sense versus all 5.’
The second pillar the letter addresses is the latest multimodal models that process text, images, and speech. ‘It’s the next step in artificial intelligence development, boosting the economy’s competitiveness, improving public service efficiency, and supporting technologies for people with disabilities. The difference between purely textual and multimodal models is like having just one sense versus all 5.’
‘Saving hundreds of billions’
We could significantly increase productivity and support scientific research if the European economy were more open to modern, comprehensive, textual, or multimodal models. According to the letter’s authors, this could yield the European economy ‘hundreds of billions of euros.’ ‘Public institutions and research centres use such models to accelerate medical research or contribute to the preservation of languages.’
‘Generative A.I. could increase global GDP by 10% over the next 10 years.’
On the other hand, such open and multimodal models can offer established companies and young start-ups access to tools they could never acquire or create on their own. Without them, A.I. development would take place elsewhere, and Europeans would be deprived of the possibility of technological advancement, which would occur in the U.S., China, and India instead. The letter said that Generative AI could increase global GDP by an estimated 10% over the next 10 years. EU citizens must not be denied the right to these benefits.
‘Regulation is too unpredictable’
For the development of generative A.I., many billions are required. The companies and institutions signing the letter are willing to invest but find the current regulation too ‘fragmented and unpredictable.’ Recent European Data Protection Authorities (like our AP) interventions have further increased uncertainty about which data can be used to train A.I. models. ‘This means that new open-source AI models, like all the products and services based on them, will not practically understand or consider European culture or languages.’
‘Europe faces a choice whose effects will be felt for decades.’
And that could hurt a lot, the authors say. ‘Europe faces a choice whose effects will be felt for decades. We can choose harmonization in a consistent regulatory framework, like the GDPR, and propose a new version of these rules that respects the underlying values. Then we can continue A.I. innovation on the same scale and pace as elsewhere. Or we can reject progress, deny the idea of the internal market, and passively watch as the rest of the world grows thanks to technologies to which Europeans no longer have access.’
‘Urgent decisions needed’
Europe cannot afford this, they state. According to them, we urgently need to harmonize, be consistent, clear, and efficiently make decisions within the framework of EU data usage regulations so that European data can be used to train A.I. models for the benefit of all Europeans. Strong action is needed to unleash creativity, ingenuity, and entrepreneurship. These bring prosperity, development, and a place at the forefront of modern technologies.’
‘Strong action is needed to unleash creativity, ingenuity, and entrepreneurship.’
According to Waling, the future of a well-functioning labour market also depends on it. Responsible matching will also become increasingly complex if A.I. models can no longer be trained with European data. ‘It seems crucial to me that not only technical know-how but also social and economic aspects play a role in the upcoming decision of the European Data Protection Board, and that there is, therefore, a clear signal from politicians to the regulators.’
During his nearly 20-year career at ABN AMRO, Patrick Coolen held various senior HR roles. More then half of this, time his focus was on HR and data as Global Head of HR Advanced Analytics, Workforce Management, HR Dashboards and Survey Management. “Back then, we started with modeling, using statistics and machine learning to better understand which HR factors impact business goals. Eventually we added the reporting landscape and things like survey management, continuous employee listening programs and strategic workforce management. Basically all the products and services that HR works with that have something to do with data and insights. At KennedyFitch, I advise organizations on how to integrate these tools in their HR practices.”
Pursuing a PhD
Patrick became so taken with HR and People Analytics that he wanted to delve deeper into the subject. “That led to my PhD research at Tilburg University, in which I study the adoption and institutionalization of advanced people analytics within larger companies. I want to understand what factors cause an organization to succeed in implementing people analytics into their HR practices. In my presentation, I’ll share insights from my research combined with my extensive practical experience. Among other things, I will discuss where we are now in the field of people analytics and talent intelligence and where I think it should be heading.”
Talent intelligence: a necessity
Patrick is adamant that larger organizations can’t afford to delay implementing talent intelligence. “As an organization, why not do everything possible to understand your workforce, how your people feel, what their ambitions are, how to better assemble teams, what leadership styles are out there, what their influence is on sales? Who wouldn’t want to know that? It allows you to make faster and better decisions. People analytics provides insights that help you hire people with the right skillset and influence goals like sales, client growth and market growth, but it also helps with things like fraud detection and increasing engagement. Ultimately, people analytics is not just about organizational goals, but also about the well-being of employees, about their optimal place within the bigger picture.”
ROI guaranteed
“The good news,” Patrick adds, “is that you don’t need to invest heavily to get started with people analytics or talent intelligence. All you need is a data scientist and HR data to link together. If you hit the mark even once, you’ll have repaid the entire department’s investment for ten years! The important thing is to start one step at a time. It’s not about who has the best AI tools or the most data. Your organization needs to grow with the process. Make sure you have the right skills and that what you are exploring is relevant to your organization. Think of it as a roadmap, where you gradually improve in applying talent intelligence. In my presentation, I’ll focus on how to practically implement talent intelligence, step by step.”
Join the Global Talent Intelligence Conference
Patrick Coolen will share his insights at the upcoming Global Talent Intelligence Conference held in Amsterdam from September 23 to September 25. For those interested in staying ahead in the competitive talent landscape, this conference is a must-attend. Sign up now to gain invaluable insights from leading experts in the field and discover how Talent Intelligence can revolutionise your organisation’s approach to human capital management. The tickets are almost sold out.
They say history repeats itself, and in the world of executive hiring, this can be a powerful tool. Past job performance is often the best indicator of future success. But it’s not just about the roles they’ve held or the companies they’ve worked for. It’s about digging deeper into the impact they’ve had.
Think of a candidate who turned around a struggling department, increasing revenue by 50% in two years. This achievement isn’t just a bullet point on a resume; it’s a testament to their strategic thinking, leadership, and ability to drive results.
Look beyond titles and tenures. Investigate the specific projects and initiatives they’ve led. What challenges did they face? How did they overcome them? Understanding the context of their successes can provide invaluable insights into their potential fit for your organization.
Aptitude: the hidden gem
Aptitude goes beyond experience and education. It’s about the candidate’s ability to learn and adapt. In today’s rapidly changing business environment, this trait is more critical than ever. Aptitude testing can reveal a candidate’s capacity for critical thinking, problem-solving, and innovative thinking.
Consider a scenario where a candidate demonstrated exceptional adaptability by successfully transitioning from a traditional industry to a tech-driven startup, bringing fresh perspectives and innovative strategies that propelled the company forward.
Aptitude isn’t just about intelligence; it’s about how quickly and effectively someone can learn new skills and adapt to new situations. This can be particularly valuable in a C-level role where they’ll need to navigate uncharted territories and drive the company through transformation.
Behaviors: the cultural catalyst
Behavioral traits are often overlooked but are crucial for predicting a candidate’s success, especially in leadership roles. Traits like resilience, emotional intelligence, and the ability to inspire and motivate teams can make or break a leader’s effectiveness.
A candidate who consistently demonstrates high emotional intelligence will likely excel in managing diverse teams, fostering a positive work environment, and navigating the complex interpersonal dynamics at the executive level.
Use behavioral interviews and psychometric tests to assess these traits. Ask candidates about specific situations where they had to demonstrate resilience, manage conflict, or motivate a team under pressure. Their responses can provide a window into their behavioral tendencies and how they align with your company’s culture.
Or even better, do a 360° reference check. A 360-degree reference check takes the reference check a step further by gathering feedback from a broader range of individuals who have interacted with the candidate in various capacities.
Reach out to a diverse set of references, including subordinates, peers, clients, and even suppliers or partners and ask targeted questions that delve into the candidate’s leadership qualities, interpersonal skills, and ability to drive results. Look for patterns and consistencies in the feedback to build a comprehensive profile of the candidate’s strengths and areas for improvement. It will provide you with a well-rounded view of the candidate’s professional behavior and competencies and uncover hidden aspects of the candidate’s performance that might not be evident in traditional references.
Hiring the right C-level executive is more than a strategic decision; it’s an investment in your company’s future. By focusing on past job performance, aptitude, and behaviors, you can uncover deeper insights that go beyond the surface-level qualifications. Remember, the goal is not just to fill a position but to find a leader who can drive your company to new heights.
So, next time you’re faced with the daunting task of hiring a C-level executive, look beyond the resume. Dive deep into their past achievements, assess their aptitude for learning and adaptation, and understand their behavioral traits. These predictors of success can help you make a more informed, confident decision, and ultimately, secure the right leader for your organization’s growth and prosperity.
Conclusion: we’re far from finished with the skills revolution. In fact, we might just be at the beginning of it. But the A.I. revolution is helping it take off in several ways. On the one hand, A.I. is turning job roles into more specific sets of tasks and skills, and on the other, it is mapping out skills and making them tradable in the (internal and external) job market. And not to forget: the ability to work with A.I. itself is becoming an increasingly important skill in almost every sector and role. The only thing left is to think about how to validate that skill properly…
