HR & Recruitment

Anonymous member

HR & Recruitment

2w

what's the main components of HR OFFICER

Michail Kirkland
1w
1Key components: recruitment and staffing, employee relations, compensation and benefits, training and development, compliance and policy management,... performance management, and HR administration.
2key competencies and skills: communication, problem-solving, organizational, knowledge of labor laws, analytical, and ethical judgments. more
1

HR & Recruitment

1w

The best job interview questions, according to executives

Savvy executives who are well-versed in the job interview process know they're on the clock in hiring potential top talent, and that goes double for the short period of time both parties have for a face-to-face job interview.

According to data from Glassdoor, the average job interview duration is just 23 days, while 118 people, on average, apply for a single job opening. Once a candidate... reaches a human interviewer, the average job interview is about 40 minutes, which further limits an executive's opportunity to get to know a good job prospect.

Those time limits highlight the need to ask the right job interview questions; the queries that can cut through the chaos and help management land the best prospect for the job.

Good interviewers don't waste time with too many questions, as they know only a few questions can gather the necessary information to make a quality hire.

"When I craft interview questions, my focus is on uncovering depth, not just in skills, but in mindset and cultural alignment," said Victoria Ashton, senior vice president of people at Lob, a direct mail marketing company in San Diego, California.

Ashton believes the best interview questions prompt people to pause, reflect, and reveal something authentic about how they think, what they value, and how they've navigated real challenges or opportunities. "I believe the magic happens beyond the resume, so my questions aim to explore the 'how' and "why" behind their journey, not just the "what," she noted.

Like most serious job interviewers, Ashton's particularly drawn to questions that help candidates self-assess their environment fit and leadership philosophy, especially in fast-evolving cultures. "I want to understand whether someone thrives in an autonomous environment, how they collaborate, what they expect from leadership, and whether their values align with ours," she added.

Ashton's not alone. Every hiring decision-maker likely has a favorite job interview question to ask a candidate, and will rely on it as an anchor during the brief interaction with a job candidate.

What job interview questions work the best for executives? These queries lead the list of management leaders who shared their best questions with Quartz.

"One thing I have learned repeatedly is how much a team's accomplishments and overall positive dynamics are shaped by its leaders," Cabret-Lewis said. "At Aflac, we place great value on leaders who understand their influence on a team and commit to setting an example. That's why I like to ask the question, "Can you share (with examples) more about the direct impact that you had on your team's success and team's culture?"

Cabret-Lewis said she's looking for specific details in their answer, including the projects a job candidate has worked on, what challenges and setbacks they experienced, and how they recovered.

"Today, recruiters need to look beyond the question of, 'What are your strengths and weaknesses?' and dig deeper to understand a candidate's experience and learn how they navigate real-world problems, support their teams, and contribute to the business," Cabret-Lewis noted.

"For example, when I ask this question to employees from large corporations, most of the time they can't give any answer other than increasing the team size or hiring an outsourcer," Rozova-Rosenblatt.

In a candidate's answers, Rozova-Rosenblatt said she's looking for a demonstration of competencies, maximum applicability, extensive practical experience and exposure, the ability to reflect, and sincerity. "That's especially the case when it comes to admitting mistakes," she added.

So when it comes to hiring sales professionals, Scott has a particular interview strategy with job candidates.

"Interviewing sales professionals can be tricky," he said. "By their nature, they're excellent communicators who think on their feet and often give you the answers they think you want to hear. To get past that façade, I use a three-question interview style that gets to the heart of who they are as a person and a salesperson."

Scott's favorite opening question is: 'What brings you here today, beyond the job on offer, what has happened in your life to bring you to this very point?'

"In five minutes, candidates usually reveal far more than their cover letter ever could," he said. "They talk about life goals, adversity they've overcome, and their core values, which gives me a much clearer picture of their motivations."

Scott typically follows up with a second question: 'Do you agree that the measure of a great salesperson is in the quality of the questions they ask?'

"From there, I flip the interview on its head and let them lead with their own questions for the next half hour," he noted. "It sparks a natural, more relaxed conversation and often tells me more about them than 20 traditional interview questions ever could."

He also holds a closing question in his back pocket for the end of interviews: 'I absolutely hate surprises, so what should I be ready for if I were to hire you?'

"It's my version of the classic 'What are your weaknesses?', but I find it draws out more honest and insightful answers," Scott said. "This three-question approach tells me everything I need about a candidate's motivators, resilience, pitching ability, and self-awareness. It cuts through the typical interview script and, most importantly, makes the interview enjoyable for both sides."

"One of my favorite questions to ask is: 'Tell me about a time you received constructive feedback that was hard to hear," she noted. "Then I ask, "What was it, and how did you respond?"

Stelzner said she loves this question because it gets right into humility and growth. "Everybody can talk about their wins, but what really matters is how someone reacts when things don't go smoothly," she said.

She'll also "never forget" a candidate who admitted their manager once said their communication style was coming across as condescending. "That's a tough thing to hear," Stelzner said. "Instead of ignoring it, the candidate asked for specific examples, signed up for a communication workshop, and then checked in with teammates afterward to make sure they were improving."

That answer stuck with Stelzner. "It showed the candidate was willing to take accountability, be vulnerable, and actually put in the work to get better," she said.

--- "What has been the most memorable or best culture that you've been a part of so far in your career, and why?"

--- "What separates a good company from a great company, in your experience?"

"These questions open a window into how candidates perceive culture, leadership, and performance," Ashton said. "They don't just tell me what a candidate wants from a company, but also show me what they're likely to contribute, what inspires them, and how intentional they are in their professional growth."

The queries also help spark mutual reflection. "The best answers feel more like a conversation than a test; they bring out stories, insights, and sometimes even new ideas I bring back to my team," she added. more

HR & Recruitment

2w

What Are Key Elements of an Effective Onboarding Program?

2

HR & Recruitment

3w

Is Studying Human Resources a Good Choice?

Choosing whether to study Human Resources (HR) is an important decision that requires careful consideration. This choice will not only impact your academic life but also have a lasting influence on your career development. Human Resources is a discipline that covers recruitment, training, performance management, compensation and benefits, employee relations, and many other areas. It is an... essential part of modern enterprise management. Here, we analyze the pros and cons of studying HR from multiple perspectives to help you gain a comprehensive understanding of the field and make a decision that suits you best.

1. Interest and Personality -- The Foundation of Choice

The most critical factor in studying HR is whether you are interested in the relationship between people and organizations. The core work of HR is talent management, helping companies attract, develop, and retain the right employees. If you enjoy understanding people's needs, care about employee growth, and like helping others solve work-related problems, this major can bring you satisfaction and a sense of accomplishment.

Personality-wise, HR work requires strong communication skills and empathy. In daily work, you need to interact with employees from different departments and levels, coordinate various relationships, and handle conflicts and disputes. Patience, attention to detail, and problem-solving abilities are also essential. Furthermore, HR positions require analytical skills to allocate human resources reasonably and design scientific performance evaluation and incentive programs. If you also enjoy data and logical analysis, you will find this work both challenging and rewarding.

2. Career Development Prospects

Broad Job Market

HR graduates have a wide range of employment opportunities. Almost every type of enterprise -- state-owned, private, or foreign-invested -- needs human resource management professionals. Especially in economically developed areas, as companies grow and their management needs increase, demand for HR positions continues to rise.

Salary and Benefits

HR salaries vary depending on company size, industry, and personal experience. Entry-level roles such as recruitment specialist or assistant generally offer modest pay. However, as experience and professional skills increase, especially when promoted to HR manager, compensation significantly improves. Overall, HR salaries are above average within enterprise management roles.

Rich Development Opportunities

The HR department offers diverse roles, including recruitment, training, performance, compensation and benefits, employee relations, and labor compliance. You can choose a development path that best suits your interests and strengths. Through continuous learning and experience accumulation, HR professionals can advance to department heads or even senior executives participating in company strategy formulation.

3. Academic Content and Skill Requirements

Theoretical Knowledge System

Studying HR requires mastering knowledge from management, labor law, psychology, and economics. Management helps you understand organizational structure and business processes; labor law ensures employee rights and company compliance; psychology aids in understanding employee behavior and motivation, enhancing recruitment and incentive design.

Practical Skills Development

Beyond theory, practical experience is crucial. Internships, participation in company projects, or simulated recruitment and training activities help transform classroom knowledge into practical skills. Modern HR increasingly relies on data analysis, using big data to support recruitment decisions and performance assessments, improving management efficiency.

Importance of Lifelong Learning

The HR field evolves rapidly with new technologies and ideas emerging constantly -- such as AI-assisted recruitment, online training platforms, and employee satisfaction survey tools. HR professionals must maintain a learning mindset, continuously updating their knowledge and skills to stay competitive in the job market.

4. Challenges of Industry Competition

Although HR is popular, competition is fierce. Many graduates enter the field, and companies increasingly demand professionalism and comprehensive abilities. Basic academic qualifications are often insufficient; mid- to senior-level positions usually require a master's degree or substantial work experience. Therefore, planning your academic and career path early, gaining internships and project experience, and improving both soft and hard skills are keys to standing out.

Additionally, HR work demands a strong sense of responsibility and professional ethics. HR professionals are not only implementers of company policies but also guardians of employee rights, requiring fairness, objectivity, and confidentiality to earn trust from both employees and management.

5. Advantages and Disadvantages of Studying HR

Advantages

First, HR offers broad employment opportunities, rich job types, and stable jobs. Second, the work content is diverse, combining interpersonal soft skills with data analysis hard skills, suitable for various personalities. Third, salary increases with experience, and career advancement opportunities are plentiful. Finally, as a key part of corporate strategy implementation, HR professionals' status in companies is rising, giving them opportunities to participate in top-level decision-making.

Disadvantages

HR work can be stressful, involving managing complex interpersonal relationships and emergencies, which can be mentally taxing. Some HR roles are fast-paced and task-heavy, often requiring overtime and dealing with unexpected challenges. Competition is intense, and career progression requires long-term effort, with lower starting salaries common. Moreover, HR knowledge updates quickly, requiring significant time and effort for continuous learning.

6. Conclusion

Overall, whether studying Human Resources is right for you depends on your passion for working with people and your communication, coordination, analytical, and problem-solving skills. This major offers good employment prospects, decent salaries, and rich development opportunities but also comes with competitive pressure and the need for lifelong learning. If you are willing to improve yourself continuously and embrace challenges, HR can be a fulfilling and promising choice.

By choosing HR, you take on the vital role of bridging companies and employees, promoting mutual growth of organizations and individuals. If you are passionate about helping others and improving workplace environments, enjoy diverse work content, and are eager to keep learning, this major is definitely worth considering. more

1

HR & Recruitment

3w

7 Essential Employee Development Goals to Boost Team Performance

1

Able D. Paryon
3w
Thanks for the efforts in creating this excellent article.

HR & Recruitment

3w

How to Create an Effective Employee Retention Plan in 5 Simple Steps

Creating an effective employee retention plan involves a structured approach that addresses key concerns and nurtures a supportive environment. By evaluating employee needs, offering competitive benefits, and promoting career development, you can considerably reduce turnover. Moreover, cultivating a positive workplace culture and implementing recognition systems are essential for boosting morale.... Comprehending these components is critical, as they form the foundation of a successful retention strategy. So, what specific steps can you take to improve your retention efforts?

Grasping employee retention is vital for any organization aiming for long-term success, as high turnover rates can lead to considerable costs and disrupt overall productivity.

To improve employee retention, focus on creating a positive workplace culture where employees feel valued. Engaging employees through development programs can likewise notably improve retention; those who see opportunities for career advancement are 20% more likely to stay for at least a year.

Conducting exit interviews can provide valuable insights into why employees leave, helping you identify trends and implement proactive solutions.

Eventually, cultivating open communication channels can further contribute to higher retention rates, ensuring your team remains loyal and committed, which translates into lower turnover costs and improved workplace morale.

Creating a robust employee retention plan requires a multifaceted approach that addresses various factors influencing employee satisfaction.

First, guarantee competitive compensation and benefits, as 67% of employees prioritize these when deciding to stay.

Next, incorporate career development opportunities, like training and mentorship, since employees who see clear progression paths are 20% more likely to remain.

Cultivating a positive workplace culture characterized by inclusivity and collaboration improves satisfaction and retention rates.

Moreover, implement recognition systems to acknowledge employee contributions consistently, boosting morale and engagement.

Finally, establish open communication channels for feedback and dialogue. This creates a more engaged workforce, yielding improved loyalty and reduced turnover.

A well-rounded retention strategy example incorporates these fundamental components effectively.

What factors lead to employee turnover, and how can organizations effectively pinpoint them? A lack of career advancement opportunities tops the list, with 45% of employees leaving for limited growth paths.

Inadequate compensation is another major issue, as 67% seek higher-paying jobs because of dissatisfaction with their salaries.

Poor management practices also contribute, making employees feel unsupported and undervalued.

Moreover, work-life imbalance often drives resignations; employees experiencing burnout are 30% more likely to leave.

To address these issues, conducting exit interviews can provide insights into turnover causes, helping you identify patterns.

This data is vital for developing an effective employee retention strategy example, important for managing employee turnover and retention successfully.

An effective employee retention strategy requires a structured action plan to guarantee the successful implementation of initiatives designed to keep valuable talent within the organization.

Start by developing a clear action plan that outlines specific strategies, responsible parties, and timelines. Conduct regular check-ins and feedback sessions with employees to assess the effectiveness of your engagement retention initiatives.

Assign measurable goals for each strategy, like reducing turnover by a set percentage within a defined timeframe. Communicate the retention plan transparently to all employees, encouraging comprehension and buy-in.

Finally, utilize data analytics to monitor retention metrics and employee sentiment continuously. This approach allows you to identify emerging trends and make timely modifications to the retention plan, ensuring its ongoing effectiveness.

A positive workplace culture greatly contributes to employee retention and satisfaction. When employees feel valued and included, they're more engaged and less likely to leave. Implementing innovative employee retention strategies, like nurturing teamwork, helps build a sense of belonging. Recognition systems that celebrate both big and small contributions are essential in enhancing loyalty.

Regularly evaluating these recognition initiatives based on employee feedback can guarantee they remain effective. This retention plan example shows how a culture of gratitude can greatly boost satisfaction and retention rates.

In summary, implementing an effective employee retention plan involves evaluating needs, offering competitive compensation, providing career development, nurturing a positive culture, and recognizing contributions. By addressing these key components, organizations can greatly reduce turnover and improve employee loyalty. Regularly reviewing the plan based on feedback and turnover metrics guarantees it remains relevant and effective. In the end, prioritizing employee satisfaction not just benefits individuals but also contributes to overall organizational success. more

1

HR & Recruitment

4w

Responsibilities of a Human Resources Manager

In today's world where human resources management is becoming increasingly important, the role of the HR Manager goes far beyond that of a traditional recruiter or administrator. They are now key drivers of corporate strategy and critical builders of company culture. A great HR Manager must not only have solid professional knowledge, but also forward-thinking strategic insight and outstanding... interpersonal communication skills. Here, we will explore the major responsibilities of HR Managers and their core value to a company from seven key aspects.

1. Strategic Planning and Organizational Management

As a crucial bridge between corporate strategy and execution, the HR Manager must fully understand the company's overall direction and translate it into actionable HR strategies.

HR Managers participate in high-level meetings to understand business needs and industry trends, develop mid- to long-term talent strategies, and anticipate workforce requirements. For example, when the company is preparing to expand into a new business sector, the HR Manager should predict the core positions and capabilities needed and plan talent acquisition and training in advance.

They are also responsible for optimizing the organizational structure and ensuring efficient division of labor. By coordinating resource allocation and overseeing HR policies and procedures, they ensure systematic and efficient human resources operations.

Building effective communication channels and motivational mechanisms is another essential task. These initiatives enhance employee engagement and satisfaction, helping to establish a vibrant company culture and improve overall team performance.

2. Recruitment and Staffing

Recruitment is the foundation of HR management and directly determines whether the company can acquire top talent. The HR Manager formulates annual and quarterly recruitment plans based on business growth, talent forecasts, and job requirements.

They select appropriate recruitment channels -- campus recruitment, social platforms, headhunting, or internal referrals -- and design screening and interview processes to ensure quality hiring. For key or senior positions, the HR Manager personally participates in interviews to assess candidates' overall suitability.

Once hired, onboarding and orientation are equally important. The HR Manager organizes training for new employees to quickly familiarize them with the company's culture, rules, and workflows, which shortens the adaptation period and boosts early productivity.

3. Training and Development

Training is not only vital for employee growth but also critical for maintaining the company's competitive edge. HR Managers create structured training programs based on skills gaps and career development paths.

They build internal training systems, including onboarding training, on-the-job training, leadership development, and technical skills programs. Regular training needs assessments are conducted to identify real-world performance issues and tailor courses accordingly.

Throughout the training process, HR Managers monitor participation, evaluate learning outcomes, and measure the real impact. By establishing evaluation mechanisms -- such as tests, surveys, and follow-ups -- they ensure the return on training investment.

To support long-term career development, HR Managers also provide career counseling, job rotation opportunities, and clear promotion paths, helping employees realize personal value while retaining key talent.

4. Performance Management

Performance management is a core HR function that aims to align employee performance with company goals and inspire higher productivity.

HR Managers design performance evaluation systems based on strategic objectives, using tools like KPIs, OKRs, and 360-degree reviews. These systems are adapted to different roles to ensure fairness and accuracy.

They oversee the evaluation process, coach managers on how to give feedback, and handle disputes or appeals to maintain transparency and fairness.

Performance results are linked to salary adjustments, promotions, training opportunities, and job changes, creating a performance-driven culture across the organization.

5. Compensation and Benefits Management

A competitive and fair compensation system is crucial for attracting and retaining talent. HR Managers develop compensation strategies that reflect market conditions and internal equity.

They regularly conduct salary surveys to understand industry standards and adjust pay structures accordingly. HR Managers also design comprehensive benefits packages -- such as insurance, housing funds, holiday gifts, health checkups, travel perks, and flexible work options -- to meet employees' diverse needs.

During implementation, clear salary levels, raise mechanisms, and bonus distribution rules are established. Additionally, confidentiality around pay is strictly maintained to prevent internal conflict.

6. Employee Relations Management

The quality of employee relations directly impacts the company's stability and long-term growth. HR Managers must foster a harmonious and inclusive work environment to strengthen employee engagement and team cohesion.

They listen to employee feedback through surveys, interviews, or anonymous channels, and intervene early to prevent dissatisfaction or turnover.

When conflicts, grievances, or labor disputes arise, HR Managers handle them professionally and legally, protecting employee rights while preserving the company's reputation. If needed, legal advisors or third-party mediators may be involved.

Organizing employee events, team-building activities, and celebrations is another key aspect. These efforts enhance relationships, improve morale, and promote a positive organizational culture.

7. Compliance and Risk Management

With increasing legal complexity, HR Managers must stay updated on regulations and ensure compliance across all HR practices.

They must be well-versed in labor laws, contracts, insurance regulations, workplace safety, and other relevant policies to ensure all employment practices are legal and well-documented.

Key HR processes -- like onboarding, confirmation, promotion, and termination -- must follow proper procedures to avoid legal risks. HR Managers also need to collect and preserve documentation to protect the company in case of disputes.

In legal conflicts or arbitration, they collaborate with legal counsel and prepare evidence to defend the company's interests.

Additionally, HR Managers must prioritize data security and protect employee information from breaches, thereby reducing operational risks and maintaining organizational trust.

Conclusion: The Strategic Value of an HR Manager

In conclusion, the role of an HR Manager extends far beyond administration; they are strategic partners who drive sustainable business growth. By effectively managing talent acquisition, training, performance, compensation, employee relations, and legal compliance, HR Managers empower the organization to attract, retain, and develop top talent.

As digital tools like AI, big data, and HR tech continue to evolve, the HR Manager's role will also transform. Those who continuously learn and adapt will become even more valuable in the future, playing a vital role in leading organizational change and success. more

1

HR & Recruitment

3w

1 in 3 Job Applicants Lie on Their Resumes. But Hiring Companies Lie More

Your job candidates are lying on their resumes and in their job interviews.

According to a new survey from Flexjobs, 33 percent of job candidates admit to lying on a resume or cover letter. Furthermore, 19 percent said "they've faked enthusiasm or pretended to be passionate about a company's mission."

Personally, I'm shocked that so many people would lie to survey takers.

The recruiting... and job hunting process, in essence, creates a situation where a company and a candidate lie to each other in an attempt to persuade the other to take action.

While I'm willing to concede that perhaps only 33 percent of job candidates lie on their resumes, I'm going to say 95 percent fake enthusiasm about a company's mission.

Your business just isn't that special.

Yes, some people are passionate about some things and work in those fields. They absolutely exist, but for most people? They are doing a job. They may like it, but the passion that they express in an interview is nowhere near reality.

Which is fine, because the passion the hiring manager expresses is also nowhere near their true level of passion. And frankly, sometimes passion is a bad thing. For instance, people often discuss how railroads tend to avoid hiring individuals who are passionate about trains. Why? Safety.

As Reddit commenter SlowFlashingApproach said, "The railroad wants people that can treat the job like the job it is. Safety is a huge element, and hiring people that may be easily distracted from their work by a rare engine in the distance that they want to go look at or by the US's last semaphore signal they want to get pictures of could compromise that safety."

After putting a dose of reality into each party's genuine feelings about the job, it's worth considering the lies that companies make in their job postings. In a 2024 survey, 40 percent of businesses admitted to posting ghost jobs. Just completely made up jobs! The problem is so pervasive that Canada is taking steps to outlaw ghost job postings.

And what about job postings that say "remote" and end up being hybrid or, worse, 99 percent in office?

Or job descriptions that leave out the icky parts of the job, hoping that once they hire a candidate, the new employee will feel stuck?

A 2023 survey found that nearly 40 percent of hiring managers said they lied in job interviews.

Job hunting is much harder for everyone -- hiring companies and candidates alike -- because of all the lying.

Here's how to reduce this deep-rooted problem:

1. Stop lying. I know it's tempting and I know your competitors are doing it, but it makes people angry. And you don't want to hire someone who took the job based on false pretenses. They'll be unhappy and start to look for a new job.

2. Do in-person interviews, even for remote jobs. Consulting firm Gartner says by 2028, one-quarter of job applicants will be fake. What's more expensive? Accidentally hiring someone who faked their way through the internet using AI (or worse, a North Korean Spy) or spending a couple thousand dollars to fly in a candidate before making an offer?

3. Focus the questions on actual skills that your employees will need. Use validated tests for hard skills. Don't check to see if a candidate has scuffed shoes, ask if they make their bed, or make them participate in a "raw egg drop." Ask them questions about the actual job. You can have them do a short project or presentation, as long as it doesn't require more than 2-3 hours of work. Any more, and you should pay them a fair consulting fee.

4. Stop lying. I know this was number one, but really, stop it. Make honest job postings. Inform the candidates about the actual travel or expected overtime. Let them know if you are the type of boss who will expect an answer at 10:00 pm. If doing so makes you uncomfortable, then stop doing those behaviors.

Yes, candidates should stop lying, but until companies stop it, you don't have the moral high ground to demand total honesty from job seekers.

The opinions expressed here by Inc.com columnists are their own, not those of Inc.com. more

6

HR & Recruitment

1mo

In recruitment, an AI-on-AI war is rewriting the hiring playbook

Roei Samuel, founder of networking platform Connectd, has been hiring at speed -- 14 roles in six months. But he's begun to wonder if candidates' answers are genuine, even on video calls. "I can see their eyes shifting across the screen," he says. "Then they come back with the perfect answer to a question." The trust gap between employer and jobseeker is widening, and it's fast becoming one of the... trickiest knots in modern hiring.

From ChatGPT-polished CVs to full-blown applications submitted by bots, GenAI has hit the job market hard and gone fully mainstream. For a sizable generation of jobseekers -- 68% of European tech workers were actively looking for a new role at the end of 2024 -- it's commonplace to use AI to tweak a CV or even complete an entire application.

Tools like Sonara, LazyApply, and JobCopilot have made it easy to shoot off dozens of applications in a day. In June, data from TestGorilla found that just over a third (37%) of UK jobseekers are using AI to complete applications. Among early-career candidates, it jumps to to 60%, up from 38% the year before, according to Bright Network, which connects graduates and young professionals with recruiters.

Startups are at the forefront of this AI arms race. With smaller teams, shorter runways, and a culture of speed, they're particularly exposed to this strange new world of suspiciously shiny applicants and AI-assisted code challenges. Most aren't fighting it: 85% of employers now actively accept AI-assisted applications. But their acceptance doesn't equal apathy. Amid a deluge of blatant AI use, how are Europe's most agile companies working out who's being real -- and if they're worth bringing onboard?

Using AI to troubleshoot and tailor a CV has become par for the course. For most jobseekers, GenAI acts like a digital sidekick -- smoothing grammar, sharpening phrasing, and cranking out tailored applications faster than ever. According to Canva's January survey of 5,000 employees across countries including the UK, France, Spain, and Germany, 45% had used GenAI to build or improve a resume -- and have yielded positive results. But hiring managers aren't entirely sold. In the UK, 63% believe candidates should disclose if AI played a role in their application materials, signifying that trust is on shaky ground.

Other research suggests that attitudes depend on the context. A global survey by Experis (part of workforce giant ManpowerGroup) found that 28% of tech leaders are fine with AI if used to personalise a resume or cover letter, 26% with help on problem-solving tests, and 24% even with answering interview questions. Just 15% said AI use is unacceptable across the entire job application process.

For Duco van Lanschot, co-founder of fintech startup Duna, it's all about the role. "If an engineer used ChatGPT to polish a written application, fine. That's not the job. But for a growth or sales hire to use it very obviously is a big red flag," he says. "The job itself involves public-facing comms and emailing stakeholders -- and in a sea of generic, AI-generated copy, I want us to be as human as possible."

Tech employers and startups are adapting -- albeit in different ways and at different speeds. Some are setting ground rules for usage, some are bulking out human-only processes, and some are cutting away entire parts of the "traditional" hiring approach. "AI hasn't broken hiring," says Marija Marcenko, Head of Global Talent Acquisition at SaaS platform Semrush. "But it's changed how we engage with candidates."

In the words of Khyati Sundaram, ethical AI hiring expert and CEO of Applied, we're in the middle of "an AI-on-AI war." And in the fallout, traditional application materials are losing their sway. In the tech sector, cover letters fell into obsolescence long ago, and CVs are next on the chopping block. "A huge upside is that it's exposing résumés for what they are -- a broken artefact," says Sundaram, whose team works with the likes of Unicef UK, BLab, and the Equality and Human Rights Commission. "Putting résumés into keyword scanners or GenAI tools isn't solving the problem for those hiring, because when it comes to the interview, the candidate falls apart," she explains.

Instead of cover letters and cut-and-paste CVs, employers are turning to structured questionnaires and skill-based tasks -- tools that measure how someone thinks, not just how well they can write a prompt. "Skill-based hiring is no longer just a tech hiring thing," Sundaram adds. "We're seeing that crop up in more white-collar roles across the board." According to TestGorilla, 77% of UK employers now use skills tests to evaluate candidates, with the same proportion saying these tests outperform CVs in predicting job success. This should have a positive effect in the long term: LinkedIn's Economic Graph Institute found that a skills-based approach globally could expand talent pools by 6.1x, and help broaden gender and minority representation.

At Semrush, the shakeup is already in full swing. Hiring managers are trained to sniff out fluency without depth, spotting signs of AI in real-time coding challenges or task-based interviews. "We've replaced the usual 'Tell me about yourself' prompts with in-depth interviews that explore experience, soft skills, and thinking patterns," says Marcenko. "It's hard to fake those, with or without AI."

Applied's own system uses a mix of automation and human insight. "We don't believe in AI detectors -- they're rarely accurate, so we train reviewers to pattern match like an AI, comparing submissions to known GPT outputs," explains Sundaram. "If five responses sound suspiciously identical, humans can flag them."

Elsewhere, startups are getting more creative and more human. Alessandro Bonati, Chief People Officer at travel scaleup WeRoad, has ditched cover letters in favour of more creative, human-centric formats like curated portfolios or briefs of the "show, don't tell" type. The company, which has over 210 staff in offices across Italy, Spain, Germany, and France, actively encourages candidates to use AI. "But that's also accompanied by traditional in-person interviews to assess candidates' thinking, communication, and cultural fit in real time," says Bonati. His team also leans on real-time scenario-based exercises that reflect how candidates would collaborate, not just how well they can prepare.

Another ripple effect: references are back on the menu. Santiago Nestares, co-founder of the accounting startup DualEntry, is spending more time face-to-face on Zoom with candidates. "Experience is hard to fake," says Nestares. "You can usually tell when someone's just read about something versus having lived it." He's also going deeper on references; not just the usual ones, as those are always glowing, but backchannel conversations with people who've worked with them directly. "It's so we can find out how someone handles pressure, works with a team, and shows up day to day," says Nestares.

Through building the team for Connectd, a platform which enables angel investors and founders to effectively manage their startups, Samuel has noticed that candidates are cutting through the lack of trust by building more social proof around themselves. "For hiring managers, instead of taking a candidate's word for it, we're diving into references more than ever," he says.

The dreaded take-home task is on the way out now too. Unpaid and time-consuming, candidates have long despised them, and now that there's the option of using GenAI to fake it (until they make it), employers are souring on them too. Live interviews, technical walk-throughs, scenario-based challenges, and even roleplay simulations are becoming the new standard, particularly in product, design, and marketing roles. "AI detectors are being used," says Andreas Bundi, founder of Berlin-based HR consultancy Bundls. "But most companies are asking -- why bother with take-homes when you can just do a live assessment?"

Bundi, who works with clients like Pitch, Cradle and Telli, says hybrid companies with mandatory office days are ditching take-homes to keep the interview process aligned with on-site work. With more candidates on the market, jobseekers are going further -- relocating, or even flying in for interviews.

In the same vein, well-funded companies are increasingly comfortable bringing people on-site for tasks. "When travel isn't possible, I've arranged in-person meetings with interviewers who happen to be nearby," says Bundi. "I recently scheduled interviews around a conference both the candidate and interviewer were attending." This "networking meets hiring approach" works surprisingly well.

Bundi says he sees that it's the AI-first companies that are more relaxed about candidates using tools like ChatGPT -- but it's rarely made explicit. Recently, one of his Lead Data Scientists blew an interview by manually wrangling messy data instead of automating it. "They thought they needed to demonstrate their raw coding skills," says Bundi. "But the company wanted strategy, not a human data janitor. That's what ChatGPT is for." As AI becomes standard, candidates and companies will need to get clearer on where it fits in the process. Until then, these frictions will continue.

Despite the ubiquity of AI-powered applications, most companies still haven't formalised their approach. "It's confusing for candidates, as some companies don't want AI used in applications, even though those same roles involve AI tools every day," says Sundaram. Indeed, 40% of employers using BrightNetwork services said they still haven't set guidelines for AI usage in their processes, although 28% plan to for the next recruitment season. Of those who have set guidelines, 44% don't allow candidates to use AI.

"The vanguard employers want everyone to use it and demonstrate their AI literacy," says Sundaram. Some of Applied's clients have even added the question: 'How will you use AI in this job?' She warns, however, that many of the quick fixes employers reach for -- AI detectors, video screening with facial tracking, voice sentiment tools -- raise huge ethical concerns. "If companies are tracking facial expressions for emotional nuance, it gets creepy," she says. "Where do we draw the line?"

Instead, she argues, the fix will lie in redefining what candidates are being tested for. Applied has shifted from traditional job architecture to task architecture, evaluating not just skills, but values like resilience, adaptability, and mission alignment. "These are the human traits that will matter even more as jobs evolve," she says. "Especially in startups, where everyone's a generalist."

Without doubt, generative AI is fundamentally reshaping the hiring process. The most forward-looking startups aren't resisting the change -- they're building better processes around it. CVs may be broken, cover letters outdated, and applications increasingly synthetic -- but the real differentiator is still very human. "We need people who can adapt, not just apply," says Sundaram. "Because the job they're hired for today may not exist in six months." Startups that understand this and structure their hiring accordingly aren't just future-proofing their teams, they're rewriting the rules of work for the AI era. more

1

Last First
6
1mo
All ai is: a tool that companies use so when mistakes happen there is no accountability, "the ai did it" that's it. All other forms of ai is no more... technological than auto fill. Workers should focus on getting union jobs that regulate the use of ai against them. more
bukenya Jamil
1mo
And the war ai has just begun

Anonymous member

HR & Recruitment

1mo

I am interested in learning how to determine salary scale and alignung it with the current market rate in Uganda for non profit organisations

1

Global Recruitmentagency
1mo
Connect with me let's discuss about it.

HR & Recruitment

Anonymous member

Michail Kirkland

HR & Recruitment

The best job interview questions, according to executives

HR & Recruitment

What Are Key Elements of an Effective Onboarding Program?

HR & Recruitment

Is Studying Human Resources a Good Choice?

HR & Recruitment

7 Essential Employee Development Goals to Boost Team Performance

Able D. Paryon

HR & Recruitment

How to Create an Effective Employee Retention Plan in 5 Simple Steps

HR & Recruitment

Responsibilities of a Human Resources Manager

HR & Recruitment

1 in 3 Job Applicants Lie on Their Resumes. But Hiring Companies Lie More

HR & Recruitment

In recruitment, an AI-on-AI war is rewriting the hiring playbook

Last First

bukenya Jamil

Anonymous member

Global Recruitmentagency