The combination of AI and human recruiters is becoming increasingly dominant, Kyra Wilson, a doctoral student at the University of Washington and lead author of the study, said in the press release. Given that reality, Wilson said the researchers sought to determine how AI technology influences recruiters’ decision-making.
“Our findings were stark: Unless bias is obvious, people were perfectly willing to accept the AI’s biases,” Wilson said.
A recent Employ Inc. report found that 65% of recruiters were using AI in their workflows and 52% said they planned to invest in new recruiting tech, signaling accelerating adoption. In a more extreme discovery, a Resume.org report published in August found that one-third of U.S. workers believed their employers’ hiring processes would be entirely run by AI by 2026.
Concerns about bias in hiring AI have been voiced throughout the early 2020s hype cycle surrounding the tech. The University of Washington study found that, even though participants using severely biased AI models made slightly less biased decisions, they still followed the AI’s suggestions about 90% of the time. But Wilson said employers could reduce bias by implementing better models.
Another method for counteracting bias may be to require recruiters to undertake implicit association tests that help detect subconscious biases. The university said bias dropped 13% among participants who began the study with such a test. READ MORE
by Ryan Golden
Source: hrdive.com
I have been in meetings where people were discussed almost entirely in financial shorthand. Headcount. Capacity. FTEs. These terms are not wrong. They are part of a language organisations use. The problem arises when they become the dominant. It seems easier to manage the spreadsheet than to remember that each number represents a person with judgement, commitments, and a life beyond work.
According to J.P. Morgan analysts, the labor market isn’t predicted to improve until at least the back half of 2026. It’s time to mentally and physically prepare for a longer timeline than we may have anticipated. Here are three ways to focus on finding that right next opportunity, on a longer timeline that we would have liked.
You’re not slow because your people aren’t capable. You’re slow because too many decisions live in the gray. Everyone’s busy. Meetings are full. Progress feels real. Yet the same issues keep resurfacing, deadlines slip, and accountability feels fuzzy. That’s not a talent problem — it’s a clarity problem.
