The Use of AI in Recruitment

Artificial Intelligence (AI) is transforming the world of work in many industries and in a number of functions, enhancing organizational productivity and profits and impacting employees and customers alike. We’ve already seen the introduction of AI in the military, moving into dangerous territory to safeguard the lives of soldiers in high-risk situations; into healthcare for remote patient monitoring as well as in surgery; and more. According to a PwC study a total of 62 percent of large companies were already utilizing AI technology in 2018. Now, AI has entered into our world of work before we even get the job. Organizations who are in the enviable position of having candidates flood their online or physical portals are using AI as a screening tool to maximize their time and available resources. Using an algorithm to efficiently sort through the video-based candidate interviews, candidates are screened out for a specific position based on characteristics, behaviors, verbal responses identified as a poor fit/match for the job. Herein lies the problem for both candidates and employers and the reason why a local news radio station reached out to me recently to ask my opinion on the use of AI in the candidate selection process.

Problem #1 – Throwing Out the Wrong Fish: The purpose of any screening tool is to weed out the candidates to focus on the top talent. With any screening tool or method used in the selection process, the risk of passing over and throwing out a top candidate is real. Without the opportunity of a human interaction (phone call or in-person) to compare with the result of the impersonal videotaped AI program, you’re gambling that this candidate is not top talent pool worthy. The risk is this: if the candidate is a top talent contender and simply freezes on video, how would you feel if this top talent candidate ended up instead with your competitor?

Problem #2 - Organizational Liability: Just as personal interviews are fraught with problems such as rater error and bias, so, too is AI. Intentionally or unintentionally gaining the same type of (nonverbal or verbal) discriminatory information with the use of AI from a videotaped interview to make employment decisions at any point in the candidate’s selection process is no different than asking questions or making personal observations that have no relevance to the job in a live, personal interview. Both situations are fertile ground for claims of discrimination.

Best Practices, Tips, and Recommendations: To mitigate the risk of throwing out the good with the bad in an initial screen, identify the “kick out” questions that are most critical to the job. If the candidates cannot meet these essential criteria for job success, they’re out whether the screen was implemented by AI or a live person. For example, does the position require a minimum of three years of experience? Does the position require an educational minimum of high school completion?

Use AI to reduce the rater errors of bias and discrimination associated with candidate interviews. Instead of using AI from videotaped candidate interviews, use AI to make its selection from audiotaped candidate interviews, eliminating any potentially discriminating visuals for decision-making purposes. Case in point, candidate selection in-person interviews for symphony placement were biased against female applicants. To overcome this bias in selection, candidates were asked to audition behind a screen. Even then, as selection interviewers heard the candidate walk across the stage, the clicking of heels led them to concur a female would be playing. Again to remove bias, candidates were asked to cross the stage barefooted.

Bias can creep into the selection process at any point, but with continued due diligence, these factors can be eliminated when using any selection method. A key factor in the selection process is to ensure a balance of subjective and objective methods, balancing the art of personal interviewing with the science of validated, reliable, impersonal assessments. Relying on only one of these methods raises the potential for error in passing over top talent or allowing problematic persons into the organization. Either one of these errors can create massive challenges for the organization – culture corrosion by letting bad players in the door to create a climate of ill will, distrust, and dismal productivity or market erosion by letting competitors gain the ultimate advantage – engaged employees who encourage their friends and customers to come join them in an environment where people listen and care, and the community thrives.

Learn more:

·      KTRH Radio Interview with Jill Hickman, Jan. 22, 2020: Time spots include 9:03 – 10:20; 50:00 – 51:05.

·      Webinar: Wiley Learning Solutions presents, “Mending the Engagement Gap,” on February 10, 2020 and again on March 16, 2020. Register with Jill Hickman Companies.

·      In-person presentation: Jill Hickman presents, “I Wish I May, I Wish I Might, Learn How to HIRE RIGHT,” in Houston, February 12, 2020. Register with HR Houston.

·      CNN Business Article: “AI software defines people as male or female. That’s a problem.” Author: Rachel Metz. November 21, 2019.

 JILL HICKMAN is an experienced leader facilitating the development, implementation, and sustainability of talent management plans. Success stories include creating corporate universities, facilitating customized curriculum, and providing executive coaching. Jill is an honors graduate, earning a BA in Psychology and a MA in Human Resource Management. She is Past President of two Houston professional associations (Institute of Management Consultants and Association for Talent Development). She has been honored with the Outstanding Leadership alumni recognition from the University of Houston Clear Lake and named as Houston Business Journal’s top 40 professional women in business.

 Established in 1998, JILL HICKMAN COMPANIES provides leadership development solutions for clients worldwide. Augmenting training and development services, Jill Hickman Companies provides coaching and consulting services to executive leaders and organizational teams, creates corporate universities, and facilitates strategic planning retreats for teams and boards. As an independent consulting firm, Jill Hickman Companies researches the best practices and resources in talent development to better serve clients. In addition to their own proprietary programs, Jill Hickman Companies expands their offerings as authorized and licensed distributors for top brand name assessments and programs through rigorous certification training, continuously providing the best for clients.