While technology has not entirely replaced traditional hiring practices, it has revolutionized screening and sourcing for potential employees. Chabots have become an important recruitment tool leveraged by different human resources. The company can use a programmed artificial intelligence Chabot to guide the recruiting process. Depending on recruiters’ preferences, HR can program the Chabot to undertake tasks such as collecting candidates’ information, such as education and job experience, scheduling interviews, and informing prospective employees about any recruitment or screening process changes. Although the call center is just 20 miles away, candidates are sourced based on their skills; hence, the Chabot will be instrumental in scrutinizing candidates with diverse skills, desirable personalities for a call center and those who can easily blend into the company’s culture, even though they might not live close to the company. A significant advantage of this technology is that the same Chabot can be used within different media used for recruitment, such as email, social media, and various messaging apps.
Mobile recruiting is another technology that is closely intertwined with video interviewing that the company can leverage. Besides optimizing mobile recruitment processes to reach more talent, potential employees can record their written answers to interview questions after they are shortlisted. Employers can then access these by watching the videos. Different applications, for example VidCruiters mobile recruiting system can come handy in ensuring effective virtual interaction between the interviewer and interviewee. It is also worth noting that the interviewers can record interview questions before the interview, the questions conveyed to potential clients and answered based on the interviewer requirements.
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The recruitment of managers is a vigorous process that entails considering facets that might not be well captured by recruitment technology, hence, the need for mainstream approaches to recruitment. Particularly, Chatbots are programmed to interact with human beings, but engagement with Chatbots by potential managers might not be streamlined. Some managers might not interact with such technology in a way that enables interviewers to make a conclusive decision about their capabilities. Additionally, such technology is, in most cases, is meant for individuals who are technological savvy. Millennials, for example, are likely to do better with Chabot’s integrated into LinkedIn and Facebook, while generation Z prefer content from YouTube. Individuals who do not fall into these cohorts might choose Chatbots integrated into Gmail and other communication avenues that have existed for a long time. Such dynamics could set particular standards for the interviewee because the ability to use such platforms could come across as interviewing metric for the interviewee, hence the possibility of not finding all-around individuals, which is an instrumental trait that managers should possess. The above recruitment approaches might not be suitable because of the need in some cases to have managers undertake practical interviewers. Interviewers might want potential managers to showcase their skills, for example, by physically organizing the call center in a way that ensures the productivity of all employees. It would be impossible to gauge such skills if Chatbots or mobile recruiting techniques are used.
According to a report published by insideBIGDATA in 2020, the conversion of candidates is more feasible when companies employ Chatbots. On career sites that use such artificial intelligence, approximately 9 % of job seekers are likely to become leads, 40 % complete the application process with the help of Chabot and 13 % are likely to pursue the application process. The report also asserts that more engagement occurs outside traditional work hours; hence, more people can be reached beyond business hours. 66 % of interactions, 60% of completed applications and 48% of application clicks are realized during such times. According to an article published on Entrepreneur leadership network by Aida Fazylova, 78 % of candidates are likely to apply for a job post if they can access it using their mobile phones. Based on an article published on Spark Hire, 63 % of human resources utilize video interviewing to source for employees, while 13% plan to use it in the future. The author asserts that 10 one way video interviews can be conducted in the same amount of time it would take for interviewers to do a 30 minutes phone interview. This preference is mainly influenced by convenience. In the end, the author asserts that approximately out of 10 hiring managers utilize video interviews because of the advantages they leverage from this option. Besides the above, according to AIHR digital, 79 % of those searching for jobs use social channels to search for job adverts. Text messages are also an instrumental recruitment tool as approximately 98 of those sent are read. Mobile recruitment is, therefore, likely to influence increased engagement compared to mainstream approaches.
While such recruitment tools might be phased out with novel technological developments with time, they are not just trends because some have existed for some time, only that they are being pivoted or tailored to suit the needs of the current dynamic human resource environment. It is possible that in future, Chatbots will be programmed to better interact with human beings while collecting the most critical information. Additionally, these are not just trends because of the different ways these technologies evolve to interact with each other to ensure desirable output. Therefore, they are unlikely to be completely phased out because they are the basis of future technological developments in recruiting undertakings. For enhanced efficiency, the combination of artificial intelligence, the internet of things and blockchain is highly probable. Also, investment in technology is an expensive undertaking, hence, the possibility of circulation of the technology in different parts of the world long after they cease to be popular in other parts of the world. Since the popularity of these technologies is to endure, there are not just trends but resources that are likely to be utilized in recruitment for long.
