Reinventing Recruiting: Embracing Systems Change in Hiring

Hiring is broken and it’s time for systemic change. 

No matter the industry, few aspects affect a business’s success as much as its employees do. When you have a talented, diverse, and engaged team, quality and productivity improve, customers are more satisfied, and financial performance strengthens.

It’s undeniable that great leadership is an essential part of fostering an engaged and productive team, however many factors should be considered during the hiring process, long before someone becomes part of a team. Unfortunately, both hiring technology and its impact on hiring processes are heading in the wrong direction.

In today’s rapidly evolving labor market, the intersection of technology and human judgment in hiring processes has become a pivotal point of discussion and debate. 

Organizational experts at Korn Ferry have covered hiring pain points in many recent articles. One article by Russel Pearlman, aptly titled The Frenzy to Find Work, is noteworthy. He highlights the sad reality that “the job market is hugely frustrating for candidates and companies alike”. He’s right, the labor market is broken. I have deep respect for Korn Ferry and have long agreed with their research-supported theory that people who have a strong purpose are better able to achieve success in an uncertain world. I regularly learn from their experience and expertise, but in this case, I believe we can do better than Pearlman’s proposed solution that we “pay attention to the weaknesses of new hiring technology and deploy more humans or different tech where needed”. 

Yes, the future of hiring must strike a delicate balance between technological advancement and human-centered practices, but it’s time for a paradigm shift and systemic overhaul in our fundamental approach to talent acquisition that prioritizes human-centric values.

In the realm of modern hiring practices, technological solutions that promise efficiency and scalability are alluring, but many current solutions pose significant challenges -  masking and amplifying underlying systemic issues. 

Receiving a large volume of applications in 24-48 hours does nothing more than leave hiring managers with a haystack to sift through, it’s not a proxy for success. Over reliance on technological efficiency at the expense of holistic human judgment is not the answer. Continuing on our current trajectory, far from innovating, risks perpetuating and amplifying historical mistakes. 

True progress in hiring requires a paradigm shift—a departure from the conventional checklist mentality toward a more nuanced understanding of candidates as multifaceted individuals. This necessitates reevaluating how we define and measure qualifications, potential, and cultural fit within organizations.

At the heart of effective hiring lies a profound understanding of human potential and fit not just with a role, but within an organization’s culture. It’s about more than just matching skills and qualifications; it’s about assessing future potential, interpersonal dynamics, and cultural alignment. These elements are not easily quantifiable by algorithms alone. They require human insight, empathy, and judgment—qualities that are irreplaceable in the hiring process.

The proliferation of AI-powered applicant tracking systems (ATS) and automated screening tools have revolutionized the way companies attract, screen, and hire candidates. Yet, as we navigate this landscape, it is essential to recognize that these tools, while powerful, are not infallible. They can inadvertently perpetuate biases, overlook qualified candidates (75% of resumes are rejected by ATS technology), and erode the candidate experience through impersonal interactions and opaque decision-making. As highlighted in Pearlman’s article, candidates frequently experience frustration and disillusionment amidst a sea of applications, often with little to no personalized feedback or communication.

To be clear, I’m not arguing for a return to paper resumes, help wanted ads in newspapers, and looking no further than your own network to find talent.  I believe in harnessing technology to augment human decision-making while preserving, not replacing, the human touch that defines effective recruitment. To address the shortcomings of current technology solutions we must acknowledge and rectify the biases ingrained in AI algorithms that replicate historical disparities in hiring outcomes. 

This includes investing in diverse talent pipelines, implementing bias-mitigation strategies in AI development, and fostering inclusive hiring practices that celebrate diversity of thought and background. Keyword matching simply isn’t going to cut it. We must take a holistic view of candidates, considering not only their technical competencies but also their passion, adaptability, and alignment with organizational values. 

Moreover, a renewed emphasis on candidate experience is paramount. Every interaction—from the initial application to the final decision—shapes how candidates perceive a company. Automating routine tasks can streamline processes, but it must be complemented by personalized communication, transparency, and empathy. 

Candidates deserve respect and clarity throughout the hiring journey, regardless of the outcome. Maintaining a human touch when hiring not only enhances an employer’s brand but also cultivates trust and goodwill within the broader talent pool.

Hiring is broken. 

Candidates and hiring managers are right to be frustrated and disillusioned, but we can fix it. The future of hiring hinges on our willingness to challenge entrenched norms and embrace innovation with a human-centered lens. 

By reimagining hiring as a collaborative endeavor between technology and human expertise, we can forge a path toward equitable, inclusive, and effective talent acquisition. It’s time to pioneer a new era of hiring practices—one that celebrates individuality, values diversity, and fosters genuine connections between candidates and organizations. 

Technological advances and AI will continue to disrupt the workforce and automate previously human responsibilities, but exceptional people remain key to a business’s success. 

Let’s start hiring like we mean that.