Thought Leadership

The Power of AI in Recruitment and Culture Adoption

Humantelligence, The Culture Solution


Recruiters lose an average of 14 hours per week to manually sourcing and screening candidates. -G2 Tech Marketplace  
This part of a series that can be viewed in full at on our Youtube channel, HERE. ]   There is a better way, but it’s not as simple as pushing a button to automate every system involved in candidate sourcing and screening. With the ever-growing need to remain relevant, and also attract top talent, now more than ever businesses are hyper-focused on utilizing automation to outpace competitors. Gone are the days where IT organizations were the only business sector innovating processes and planning for the next 10 years’ trends. Now, every organization is expected to provide a culture that attracts and retains top talent, processes that flow seamlessly between departments and products that anticipate both consumers’ and competitors’ reactions. But none of this can be done, or at least done well, without the power of automation, and a thriving culture that embraces the new technology.   What is AI anyway? Artificial Intelligence or Machine Intelligence is simply the computational way to achieve similar outcomes as if they were performed by a human. In recent years we’ve expanded this definition to include automation of nearly any task that was once done by a human. So, while not every task utilizes true A I, many have been automated on some level. A good example of rudimentary AI being utilized includes the popular chatbots you see when entering a website. They have streamlined the process of finding what you need, by using human-programmed commands. So while you won’t interact with a human directly in most instances, you are still receiving the benefit of human experience through AI.   How do we use it? Specifically, in Human Resources, AI and automation have become the go-to for providing faster service to employees, as well as receiving instant feedback. Because software systems are able to collect and process data faster, they can obtain results, but it’s up to the human to interpret those results in meaningful ways. As seen in our culture software, humans take the assessment, AI, programmed by humans, shifts the data into a readable format and then provide feedback for your implementation. Not only does this save organizations time reading through profiles or collecting data points to build meaningful results, but this also gives the employee or candidate actionable feedback moving forward. It would take weeks to months for one employee to receive a valuable level of feedback that we provide in 12 minutes.   Automation adoption requires a culture of embracing change In order to improve processes, become more agile, and build camaraderie, teams need to be prepared to transform. This improved cultural mindset is created through:
  1. Cultural willingness
  2. Infrastructure readiness
  3. Determining skillsets & motivators
  Cultural Willingness: Often when a transformative tool is introduced, it can cause a backlash. In an effort to mitigate this, leadership should start implementing new tools slowly, and in recognizable ways. For example, before the Humantelligence software is rolled out to an entire team, we encourage business leaders to try the tool; first for themselves, then with a small subgroup of people. And if you don’t believe your culture is ready and willing to adopt the tools that will build success, it’s time to rethink and reevaluate the culture that exists. Infrastructure Readiness: Is agility built into your workforce? Like any undertaking, successful automation projects need to align with the overall company culture and values. The power of technology should be viewed as merely a streamlined medium for meeting goals. It’s irresponsible to assume AI will eliminate every organizational challenge but it can quickly advance progress so long as it provides value on a deep, individual level.  This starts with championing people, empowering them through understanding how they work best, providing them with those responsibilities, and continuing to nurture these activities. Determining Skillsets & Motivators: By understanding what drives teams, leadership is enabled to better support them in achieving company-wide goals. Where employees are heard and acknowledged, success follows naturally. This is arguably the most important factor in implementing new technology because uncovering hidden strengths is incredibly effective in giving teams the ability to pivot quickly and adapt to change. Take JP Morgan Chase & Co, as an example. They recently invested over 350 Million dollars into advancing their people’s skills. They saw a huge gap in the roles they couldn’t fill and knew they needed to steer teams toward managing automated processes. To start, they determined what skills were most in-demand, then conducted preliminary testing to ensure the skills needed to match the employees interested in the restructuring program. Not only did this program provide JP Morgan Chase & Co the opportunity to implement new tech, but they were also able to repurpose their own teams by exploring hidden talents through assessment. This emphasizes the concept that mission-oriented alignment starts at the top, but actual adoption starts with the individual. Leaders need a deep understanding of their people, prior to implementing new technology. The main focus should be surrounding gaining insight into what motivates the team, developing those talents through appropriate, specific motivation, and using this information to prioritize projects. We know that 42% of employees say learning and development is the most important benefit when deciding where to work. (Udemy) Give them the training they need to be successful, based on what actually drives them to produce. In turn, you’ll not only see speedy implementations, leading to better products overall, but you’ll also boost employee morale.  


During automation and transitional periods, organizations must leverage team strengths to build a permanent solution. Organizations’ expectations surrounding success should take into account the current level of employee satisfaction and cultural alignment. Assuming employees are prepared for change will lead to confusion and misalignment. The best strategy for a smooth implementation includes understanding the state of the culture, determining the preparedness from those results, and pivoting to accommodate skillsets and motivators. Just as leadership needs their team to be flexible, so too must leaders be agile in their approach to each individual.

Remember: One-third of job seekers would pass up the perfect job if the corporate culture was a bad fit.

Ignoring the human side of automation and change is a quick path to failure. Embrace what makes your individuals unique, and the results will speak for themselves.

  To learn more about our insights for the future of culture, download our most recent article HERE. And to see more of the products we offer to automate and accelerate your recruitment process and culture performance, see our offerings HERE.   This part of a series that can be viewed in its entirety, HERE.

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