Recruitment Tools Overview

You just applied for your dream job using an online recruitment website. You even received a follow up email from the employer expressing an interest in scheduling an interview with you to discuss next steps. As you read the email further, you noticed the interview location said remote and there was a meeting link directly below the words – video interview.

The practice of screening job candidates is not new by any means. Employers use technologies such as telephone, video, or online chat to conduct employment interviews to reduce costs, reach a more globalized labor market, and implement environmentally sustainable practices Blacksmith, Willford, and Behrend, 2016).

Interview Techniques

  • Telephone interviews: a representative of the organization asks applicants interview questions via telephone, meaning that interviewer and interviewee communicate solely through voice. 
  • Video Conference interviews: an interviewer, and interviewee get to hear and see each other through camera technologies. 
  • Digital interviews: interviewees record themselves by answering interview questions which they receive through text, audio, or video on an online platform, and interviewers can watch and rate these recordings at any time (Langer, Konig, and Krause, 2017).

AI-Assisted Recruitment Tools

Artificial Intelligence (AI) is used to screen job applicants and evaluate how job applicants interact before being selected for an in-person interview. AI-assisted recruitment tools perform automated screening practices based on algorithms and include technologies such as video interviews, LinkedIn optimization, social profiling, and neuroscience games to automated screening. Click to learn more about these emerging technologies.


Organizations that take a data-driven approach to talent acquisition will find a competitive advantage. Entelo CEO, Jon Bischke stated,

“Not only will they know for certain which sources lead to new hires, they’ll also be able to identify and surface ideal talent profiles, and automatically seek out both active and passive job seekers who fit the mold. They will have a clearer picture of the talent population that exists and will be able to focus their efforts on the candidates who are the most receptive to new opportunities.”

Elaine Orler, CEO of San Diego-based recruitment consulting firm Talent Function, explained that predictive modeling-either robust succession planning or recruiting trend and analysis tools-will play a larger role in defining recruiting needs, position requirements and, ultimately, determining which talent is the right fit for the job.

How can employers reap the benefits of AI without also exposing themselves to the potential for liability? Below are some recommendations for employers to keep in mind when preparing to use or implement AI in the workplace. 


  1. Engage all stakeholders to assist in selecting AI-assisted software to ensure that the programs selected allay any unconscious bias;
  2. Devise a risk action plan on ways to best present the topic to current employees without sounding any AI alarms environment;
  3. Keep in mind the ethical implications of the federal Worker Adjustment and Retraining Act, Notification Act and similar state laws that require an employer to provide advance notice of job loss;
  4. Be aware of the financial protection afforded to workers under the National Labor Relations Act for engaging in concerted activities in response to changes in the workplace;
  5. Using data to predict behavior will become increasingly important as technology continues to advance, said Brendan Browne, vice president of global talent acquisition at LinkedIn.

Human Touch vs. Machine Algorithm

AI is often used in the workplace to assist employers with recruitment through the use of algorithms to make hiring decisions. Previous studies done in 2011 show that applicant work experience and educational background increased recruiter hiring recommendations through recruiter perceived person–job (P–J) fit. In addition, applicant work experience predicted recruiter perceived person–organisation (P–O) fit, which in turn enhanced recruiter hiring recommendations. According to a 2017 survey by the job search engine CareerBuilder, approximately 55 percent of U.S. human resource managers surmised that AI will become a regular part of their work practices going forward. As these changes becomes more commonplace, how should we design the selection process so that it provides maximal support to recruiters in choosing the best candidates? 

In Conclusion 

These recommendations are collected to inform employers and perspective job recruiters about the benefits and implications of AI-assisted recruitment tools in the workforce. It is important that workforce staffing personnel safeguard themselves against the inevitable ethical and financial concerns that are bound to develop as AI-assisted recruitment tools become a new part of society.

Visit our Resource Library for a list of references