Whether it's optimizing processes, personalizing the candidate experience or better predicting an employee's future performance, AI is transforming every stage of recruitment. However, despite its many advantages, its integration raises complex questions, notably about diversity, transparency and the place of the human in this field.
To explore this topic in depth, we've gathered the opinions of three industry experts. Alexis Bouvet, Founder of Growth Hiring, Stéphane Barbot, Co-Founder of MUST Employer, and Olivier Croce, CEO of Skeelz
Happy reading!
Alexis Bouvet, founder of Growth Hiring, the community that gives the best tools to recruiters
Hello Alexis! To get the ball rolling, can you tell us about the main AI use cases you propose to the recruiters you train at Growth Hiring?
We've seen a veritable explosion in AI use cases in recruitment in recent years. Among the most frequent are the drafting of attractive, well-referenced job offers, the generation of Boolean queries to find candidates on LinkedIn or Sales Navigator, and the creation of scorecards. AI can also be used to automate tasks such as writing rejection letters or preparing interview questionnaires. In reality, the ideal solution is to use specialized GPT agents, capable of managing multiple recruitment documents from a single brief. This considerably reduces the time spent on repetitive tasks.
What results have you seen with these AI tools?
The results speak for themselves. On average, our training courses save recruiters around five hours a week. Response rates have also increased by 30% thanks to personalization and automated campaigns. What's fantastic about AI is that we can really target profiles more finely and send more impactful messages. Some recruiters have even doubled their number of weekly interviews after integrating these tools. One example: a recruiter I trained was able to halve his sourcing time while still achieving better results.
The adoption of AI in the recruitment processes of large companies is often perceived as more complex. What do you think?
It's true. In large companies, AI adoption can be held back by internal constraints, such as compliance with data protection regulations. Sometimes, private AI solutions are preferred to guarantee information security. There is also a certain psychological resistance among recruiters, who fear that AI will replace their role. But in reality, AI complements human work. It's not a question of replacement, but of complementarity.
Better tools or not, how do you deal with this resistance in your training courses?
We start with pilot tests. We identify a key indicator, such as the time spent writing bids or the speed of responses, and observe how AI can improve these aspects. We then gradually roll out the solution. For example, once the automation of approach messages is working well, we can add steps such as personalizing follow-ups. This process allows us to respond to objections while clearly demonstrating the effectiveness of the tool.
Do you think artificial intelligence could one day replace humans in recruitment?
No, absolutely not. AI is there to automate certain tasks, but the human remains indispensable for more complex aspects, such as soft skills assessment or face-to-face interviews. It's crucial to maintain a balance: AI handles repetitive tasks, but the recruiter's intuition and experience are essential for more nuanced decisions.
What do you see as the major trends ahead for AI in recruitment between now and 2025?
I think we're going to see a proliferation of specialized tools to meet very specific needs. For example, LinkedIn recently integrated AI for approach messages, a feature already present in smaller players. The danger is that, with this abundance of tools, recruiters can get lost. It is therefore important to define one's objectives before choosing a solution, and to avoid spreading oneself too thinly.
Thanks Alexis, any advice for a young manager looking to integrate AI into their recruitment process?
Start with an internal audit to identify the sticking points in the recruitment process. Then prioritize the problems and look for appropriate solutions. And above all, don't hesitate to test and adjust progressively!
Stéphane Barbot, founder of MUST Employer, the agency that combines recruitment and creativity
While Alexis' approach highlights the pragmatic use of AI to optimize recruiters' performance, Stéphane Barbot shows us how AI can be used in a more specific framework, that of employer branding. His project with Agap2 illustrates how generative AI can transform the employee experience by reinforcing their adherence to corporate values.
Hello Stéphane! Le Must Employer recently worked with Agap2 to set up an innovative scheme to strengthen the employer brand through AI. Can you tell us about this project?
Hello ! This project has been a wonderful adventure. Agap2, which employs around 3,000 engineers, wanted to strengthen its employees' commitment to its corporate values. These values, which form the acronym LA FORCE (freedom, audacity, fun, etc.), are essential to Agap2's culture. We were asked to design a digital device that would bring these values to life on a daily basis for employees in several branches across France. Our idea was to propose an innovative concept based on the use of generative AI, both for reasons of relevance and creative singularity!
How does it work, and what was the main challenge?
The principle is simple enough on the surface: each employee receives an email to access a personalized platform. They enter their first name and job title, select the value and punchline that best suit them, then upload their facial photos. The AI then generates an avatar inspired by the Superhero universe, with a costume and décor reflecting the brand's codes. The employee is then free to share his or her rendering on Linkedin and Instagram.
The main challenge we faced concerned the integration of AI and the definition of a prompt capable of ensuring rendering quality for 3,000 people. It was imperative to avoid a "glow up" effect that would not correspond to the reality of the employees. AI tends to generate standardized results if not properly supervised. So we had to adjust the prompts and algorithms to reflect the real diversity of the team, without falling into stereotypes.
Can you tell us about the feedback you've had from Agap2 employees?
The feedback has been very positive, as the campaign had not yet ended (at the time this interview was broadcast). agap2 is a company where many engineers work on site at customers, and it's not always easy to reinforce the feeling of belonging to a corporate culture. This scheme helped to create a stronger link with agap2's values. The fun aspect of the project was a big hit, particularly thanks to the personalized avatars that employees shared on LinkedIn.
What were the specific challenges involved in making this system applicable to other companies?
This kind of project can be transposed, but the specific features of each company must be taken into account. For example, in more traditional sectors, or with a less connected population, the approach needs to be different. We are currently working on a similar project with a larger company, where a more gradual approach is required.
What do you see as the evolution of AI in employer branding?
AI will certainly continue to bring a creative dimension, but authenticity will remain central. For companies looking to differentiate themselves, AI is a great opportunity to innovate, but it's essential that it's used in a way that complements the human.
Olivier Croce, CEO of Skeelz
Finally, to round off this panorama of AI in recruitment, Olivier Croce, CEO of Skeelz, gives us his take on the future of AI in this sector. His analysis highlights emerging trends such as explainable AI, soft skills assessment, and the integration of virtual reality into recruitment processes. Olivier insists on the need for an ethical and transparent approach.
Hi Olivier! Generative AI is a hot topic in recruitment. For you, in what contexts can this technology really make a difference?
Hello Guillaume! Generative AI can transform the recruitment process, but it's not a one-size-fits-all solution. It all depends on the context and specific needs of each company. Large companies, which manage large volumes of applications, see AI as an effective way of handling these massive flows. But for technical or management roles, the human dimension remains crucial.
Can you give us any concrete examples where AI has really added value at Skeelz or with your customers?
At Skeelz, AI helps us optimize candidate pre-screening, analyzing hundreds of CVs in a matter of minutes. We also use chatbots for initial screening, and predictive analytics to identify candidates who are most likely to succeed in a position. AI is also very useful for drafting inclusive job offers.
What do you see as the main obstacles to AI adoption in recruitment today?
Resistance to change is one of the biggest obstacles. Recruiters often fear that AI will replace their expertise, whereas it is designed to complement it. There are also ethical concerns, notably about algorithmic bias. And of course, the cost of implementation can be a brake, especially for SMEs.
How can we maintain the human dimension in a process largely assisted by AI?
AI must be used as a decision-making tool, not as a substitute for the human. Recruiters must remain at the center of decision-making, interpreting and complementing the insights provided by AI. Transparency with candidates is also essential to maintain trust.
What future trends do you see for AI in recruitment?
I see explainable AI, increased personalization, and soft skills assessment as major trends. The integration of virtual reality into work simulations is also a promising prospect. Finally, companies will need to adopt an ethical approach to ensure that AI is used fairly and transparently.
What advice would you give to HR and Hiring Managers looking to integrate AI into their processes?
It starts with a detailed assessment of needs and objectives, then involves all stakeholders in the choice of tools. It's also essential to invest in team training to maximize the impact of AI on recruitment processes.
So what's in it for me?
These exchanges show that AI, properly used, can transform recruitment by optimizing processes and freeing recruiters from repetitive tasks. But as our experts reminded us, AI must remain at the service of humans. It does not replace judgment, intuition or experience. Its integration must be gradual and well thought-out, with particular attention paid to ethics and transparency.
How about a coffee?
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