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Resource Type: Thought Leadership

October 17, 2024

GenAI & The Future of Talent Acquisition

Carter Bradley


In the past year, my colleagues and I have engaged over 170 U.S.-based Heads of Talent Acquisition on their approaches to, strategies for, and concerns regarding the use of Generative AI in TA.

The concerns raised are as varied as they are urgent. How do we stem the tide of GenAI-fueled candidate fraud? Where can we deploy GenAI for maximum impact? But beneath these concerns lies a singular, pressing question: How will TA evolve in a world where GenAI is a prominent player? 

To study this question, we are in the early stages of our most ambitious AI initiative to date: mapping the GenAI landscape in TA from every conceivable angle.

Our mission is twofold. First—to provide immediate, actionable intelligence. To this end, we are developing a suite of resources for our members, set to be released by the end of the year:

  • Benchmarking on current employer GenAI strategies and implementation
  • Mapping the GenAI tools fueling the application avalanche—how candidates are using them and how employers are responding
  • An in-depth, rigorous examination of GenAI’s return on investment, including proven practices from the frontlines of TA
  • A dynamic, continually updated database of GenAI vendors in the TA space

These resources are designed for immediate impact—tactical, granular, and actionable. But it is our second mission that motivates this memo. Namely, to predict where we will be in 5 years.

In the years since the pandemic, TA has borne the brunt of significant labor market fluctuations, budget cuts, and workforce reductions. In such an environment, strategic foresight is not a luxury, but a necessity. This whitepaper marks our first foray into that future.

While predictive, the insights here are grounded in trends already in motion, informed by the collective wisdom of hundreds of TA leaders and our own rigorous analysis. Our aim is to provide a snapshot of the likely innovations and challenges ahead so that you can lead your own team into the future with confidence.

As you read, you may recognize challenges you are already facing. You may see opportunities you have yet to consider. Most importantly, you will find Next Steps designed to bridge the gap between your current position and your future aspirations.

At Veris Insights, our highest purpose has always been to serve you in your hardest work. In the age of GenAI, that work is more complex—and more critical—than ever. We offer this whitepaper as a starting compass for the journey ahead, a tool to help you not just navigate the future of TA, but to shape it.

See our 5 predictions for how GenAI will impact Talent Acquisition

Read more
September 20, 2024

The Application Avalanche: Dealing with AI-enabled applications

Carter Bradley


One of the largest challenges for Heads of TA and UR right now is application volumes. Or, more specifically, a challenge of finding the right candidate. 

Here is what I’m hearing:

  • The rise of auto-apply has driven up volumes; now, a candidate can easily apply to as many jobs as they want, with the click of a button. 
  • And, AI is making applications look more similar; candidates are putting their resumes through ChatGPT, using AI for take-home assessments and cover letters. 
  • But, many application filters are prohibited; recruiting teams are discouraged from using AI for anything assessments- related due to bias and legal concerns. 

The effect? Many companies are dealing with record application volumes with fewer means by which to filter. Finding and choosing the right candidate is proving difficult. 

Companies are experimenting with a number of new tactics to deal with the influx. I’m happy to share the range if you’re interested. But, I thought I’d highlight one I found especially interesting:

Using Engagement as a Proxy for Interest. Did the candidate stay for a full event? Have they gotten on the phone with employees of yours? Did they ask questions on the take-home assignment?

Historically, an application indicated interest. Now, the mere act of applying doesn’t carry that weight. Instead, some organizations have used adjacent engagement measures like those above to score candidates on their interest. 

This adds an extra step pre-interview. But, ideally, sends only those proactively interested in the company to an interview.

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August 16, 2024

DEI Divided: A year of two narratives

Carter Bradley


Headlines the last year – and the last few months especially – paint a picture of DEI efforts in recession. And in some pockets, that is true. Some companies have publicly walked back their DEI efforts; others have quietly let their initiatives fizzle.

Our data, however, paints a different picture.

Last year, DEI was the #1 priority for Heads of TA, and more than half of Talent Acquisition departments expected an increase in their focus on DEI going into 2024. This year, DEI continues to be a top priority for TA leaders, even above other basic priorities like tech optimization. 

What to make of these data? How can we reconcile these two narratives?

One answer lies in the nuances of the types of DEI efforts organizations are pursuing. Though few organizations are pulling back on DEI efforts, many are reevaluating the nature of those programs. 

For example, we are seeing shifts away from quotas to goals; we are seeing an increased focus on Socio-Economic Status; we are seeing inclusive language even in programs designed to target candidates from specific backgrounds. 

Talent issues took the headlines a few years ago with “The Great Resignation,” “The Great Regret,” and many other “greats.” My personal take then as now is that the narratives lack context. 

The data doesn’t support the narrative that diversity, equity, and inclusion is in retreat; but it would be misleading to say they haven’t changed. In time, I think we’ll see this period as a shift in the manifestation of commitment, rather than a wavering in the commitment itself. 

Win over skeptical stakeholders with data-driven insights

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July 17, 2024

The War for Advanced Degree AI & ML Talent

Carter Bradley


It’s perhaps unsurprising that we’ve been receiving increasing numbers of questions about competing for advanced degree AI / ML talent. Upon starting to study the topic, what I found surprising was just how different this battlefield is from any other in university and early careers recruiting.

Here are a few reasons why:

First, and perhaps largest of all, the pool of candidates is small.

Very small. When members initially think about AI / ML talent, they typically think about PhDs (and maybe Masters) in Artificial Intelligence and Machine Learning. The pool of candidates from which companies are recruiting for these roles is slightly broader than that – with PhDs in Applied Mathematics, Applied Physics, and (some) computer science specialties coming in high demand. Nonetheless, what we are certain of is interest far outweighs the number of qualified candidates, especially since many of them pursue roles in academia… making an already small talent pool even smaller.

Second, recruiting processes can be long – and start very early.

Considering the importance – and value – of hiring an all-star, the high end of time investment has skyrocketed. We’ve seen an increasing number of employer-higher-education partnerships emerge – a new type of engagement where employers sponsor AI labs and fellowships or scholarships for PhD talent. I’ve even heard of companies engaging undergrads, high schoolers, and even middle schoolers who excel in math to start a relationship early. Some of these candidates wouldn’t even have the potential to start for a decade. Even when engaging a candidate towards the start of their PhD, companies can run 3-6 year processes.

Third, the compensation war is heating up. It is a simple supply and demand issue.

The demand for extraordinary AI / ML talent is high considering the value a single person can deliver. The supply is low. I won’t list specific amounts here, but even those paying top-of-market have consistently found themselves one-upped, sometimes by industries offering stocks, ghost equity, performance bonuses, and other additions to base compensation.

At the moment, the war for Advanced Degree AI / ML talent is narrow. Two dozen companies are doing this at scale, but there are hundreds more now interested in getting in the game.

In the next few years, I’d expect competition – and candidate volume – to rise substantially. And, for our part, we are beginning a significant investigation into this space. I’d welcome hearing from anyone on their strategies so far.

Take your recruiting strategy to the next level.

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May 15, 2024

How to Source and Recruit Qualified AI Talent: The Battle for Talent

Carter Bradley


Heads of Talent Acquisition are starting to get their hands around proactive strategies for implementing generative AI into their workstreams and navigating its use by candidates. The newest question leaders are asking us, however, is how to source and recruit qualified AI talent.

To date, I have not talked to anyone who has a codified strategy for recruiting AI talent. But, here are two big questions we’re hearing dictate early strategy.

What specific skills indicate AI proficiency? 

Right now, there is a rush to scoop up “AI talent,” but this ignores the question of which specific skills the company actually needs. Put differently – not all AI skills are relevant for every AI project. And, companies will necessarily need individuals with skills outside of AI (e.g., research, project management, ethics, business strategy) to complete AI-related work. So to reduce the conversation to one of ‘Where is the AI talent?’ is to ignore a more fundamental truth – there is no codified definition or ontological classification of AI skills. But, a larger and more important question is what skills within AI (e.g., natural language processing, machine learning, robotics) and outside AI are relevant to us?

Should companies build, buy, or borrow AI talent?

AI talent is scarce. Heads of TA are exploring training their employees in AI, hiring new talent, or using temporary workers to fill gaps. Our research suggests they’re mostly trying to hire their way out of skills shortages, but the borrow question is interesting. Accenture recently took an interesting approach by setting up a Generative AI Academy in India to train 20,000 employees on 12 new roles that did not previously exist but that they see as core to their workforce strategy.

The answers to these questions will emerge with time. For now, what we do know is that AI roles are being filled approximately 11 days faster than they were a year ago. This may reflect growing urgency on the part of the organizations to win talent with AI skills.

In the meantime, we’ll continue to monitor how employers and the talent marketplace respond to this trend and share our findings.

 

Take your recruiting strategy to the next level.

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May 10, 2024

Avoid Age Discrimination in Early Career Programs


At our most recent Annual Members Meeting, United States EEOC Commissioner, Keith Sonderling, joined Veris Insights Co-Founder & CEO, Carter Bradley, for a fireside chat to speak about some of the trends he’s seeing within the recruiting ecosystem. This is a summary of their conversation on early career programs and guidance for recruiting teams on preventing age discrimination. 

Early Career Initiatives: The Costly Mistake of Unintentional Age Discrimination

A few years ago, an unsettling scenario unfolded when an organization found itself in a $2M+ settlement stemming from an EEOC age discrimination lawsuit. The culprit? Their “Early Career” hiring initiative. This incident sent shock waves through the University Recruiting industry, sparking concerns to this day about the potential ramifications of their own early career programs. 

Commissioner Sonderling acknowledged the complexities inherent to early career recruiting, particularly age discrimination. One glaring issue is the language used in job descriptions, often explicitly seeking “recent college graduates,” which may imply a preference for candidates in their early twenties.  

Leading with Inclusivity

Amidst these concerns, advocacy groups like AARP are championing the cause of older workers, decrying the exclusionary practices perpetuated by “early career” programs. However, the solution isn’t to abandon campus recruitment altogether. Instead, Commissioner Sonderling urges also leveraging alternative avenues – such as online job boards – that allow qualified candidates of all ages to apply, ensuring equal opportunity. 

Veris Insights’ research found more than half of companies have changed their “University Recruiting” team name or have actively considered it. As recruiting for entry-level positions expands beyond college campuses, some companies find a team name like “early career” or “emerging talent” to be more inclusive of all candidates in the early stages of their career, despite their age or degree status.

Recruiting & Fostering Early Talent Moving Forward

Navigating early career recruiting programs while safeguarding against age discrimination requires a delicate balance of legal compliance and inclusive practices. By heeding the insights shared by Commissioner Sonderling and embracing a commitment to diversity, equity, and inclusion, recruiting leaders can maintain their programs and forge a path towards a more equitable future.

 

Stay in-the-know on today's employment discrimination claims

Check out more insights from EEOC Commissioner Keith Sonderling
April 16, 2024

DEI Programs in a Post-Affirmative Action Era


At our most recent Annual Members Meeting, United States EEOC Commissioner, Keith Sonderling, joined Veris Insights Co-Founder & CEO, Carter Bradley, for a fireside chat to speak about some of the trends he’s seeing within the recruiting ecosystem. This is a summary of their conversation on how DEI programs are evolving after the SCOTUS decision on affirmative action. 

 

In the ever-evolving landscape of DEI initiatives over the last few decades, companies have recognized the pivotal role early talent recruiting plays in fostering diverse and inclusive workplaces. Amidst discussions surrounding affirmative action and legal implications, many recruiting leaders question “What’s next?” about the future of their DEI and University Recruiting programs.

Understanding the Post-Affirmative Action Era

In the wake of the Supreme Court’s decision on affirmative action, questions loom large on how employers who remain committed to DEI should proceed. Commissioner Sonderling asserted that despite legal complexities, forward-thinking organizations can continue to prioritize their DEI programs and initiatives. He underscored the intrinsic value in creating equitable workplaces, so long as efforts are compliant with the law.

Early Talent Recruiting: A Gateway to Diversity 

Many employers have embraced early talent programs as a strategic, innovative, and effective approach to cultivating diverse candidate pipelines. Commissioner Sonderling emphasized the significance of these programs in addressing underrepresentation within organizations. By adhering to compliance standards, companies can continue to effectively recruit from diverse backgrounds without compromising legal integrity.

Navigating Scrutiny: Commissioner Sonderling’s Advice 

In the face of increased scrutiny, Commissioner Sonderling advises companies not to panic and dismantle their DEI initiatives, but rather to refine their approach. By prioritizing intentionality and compliance, organizations can weather the complexities of DEI programs and early talent recruiting. Through thorough documentation and accountability measures, companies can uphold their commitment to diversity while mitigating legal risks.

Stay in-the-know on avoiding age discrimination in early career programs

Check out more insights from EEOC Commissioner Keith Sonderling
March 15, 2024

Generative AI in Recruiting: Key Insights from EEOC Commissioner Keith Sonderling


At our most recent Annual Members Meeting, United States EEOC Commissioner, Keith Sonderling, joined Veris Insights Co-Founder & CEO, Carter Bradley, for a fireside chat to speak about some of the trends he’s seeing within the recruiting ecosystem. This is a summary of their conversation on the use of AI in recruiting.

 

In the realm of Human Resources, the advent of Generative Artificial Intelligence (AI) sparks both excitement and apprehension, especially in Talent Acquisition. While interest in the power of generative AI in recruiting grows, it’s crucial to understand its implications. 

Balancing AI’s Potential with Reality

The landscape of AI in Talent Acquisition is bustling with promises of revolutionizing recruitment processes. Already, AI technology has proven to be a game-changer, leading a myriad of vendors to promote their platforms as the cure-all for diversity, equity, and inclusion challenges. Each boasts of their platform’s abilities to deliver top-tier candidates with sophisticated algorithms. However, amidst the allure of innovation, Commissioner Sonderling encourages Talent Acquisition leaders to discern reality from the rhetoric. 

It’s not merely about integrating the technology, but rather defining its purpose and ensuring alignment and compliance with longstanding civil rights laws and regulations enforced by bodies like the Equal Employment Opportunity Commission (EEOC). It’s ultimately the employers using AI, not their vendors, who are liable for any noncompliance, Commissioner Sonderling notes.

Mitigating AI Bias and Discrimination Risks

One of the foremost concerns surrounding generative AI in recruiting is the potential for perpetuating bias and discrimination. Despite its touted objectivity, AI technologies are not immune to inheriting (and even amplifying) the same human bias they’re designed to eliminate. From reinforcing status quo biases to facilitating discriminatory advertising, the ramifications can be profound and far-reaching. AI is only as effective and ethical as the data to which it is anchored. 

Commissioner Sonderling advises organizations to proactively mitigate the risks of bias and discrimination associated with AI implementation. This necessitates a deep understanding of the technology, rigorous vetting of vendors, and an establishment of robust governance frameworks to safeguard against unintended consequences.

Advancing Recruiting Practices with AI

While the integration of AI into recruiting processes presents challenges, it also offers unparalleled opportunities for innovation and efficiency. By approaching AI adoption with diligence and foresight, organizations can unlock its full potential as a strategic asset.

Stay in-the-know on DEI Programs in a Post-Affirmative Action Era

Check out more insights from EEOC Commissioner Keith Sonderling
March 14, 2024

Game-Changing AI Strategies from Heads of TA

Carter Bradley


I’ve spent much of the last year in deep conversation with Heads of TA about how they are (or aren’t) changing their programs in response to Generative AI. 

We recently wrote up six of the most interesting GenAI strategies being implemented by the country’s top TA leaders. Here are a few highlights.

GenAI Laboratories to Pilot Use Cases Pre-Legal Review

Especially in heavily regulated industries, TA leaders are faced with balancing the adoption of cutting-edge AI while navigating internal hesitations and legal compliance concerns. To tackle this issue, they are establishing external labs dedicated to AI experimentation. A controlled environment enables TA teams to pinpoint prime use cases prior to undergoing legal review, such as using AI to draft LinkedIn posts.

Implementing a Universal Recruiting AI Overlay

To optimize and unify recruiting workflows, TA leaders are investigating the use of Microsoft Copilot. Some are gearing up to launch Copilot as the central interface on top of all recruiting systems, intending to eventually act as an end-to-end solution. In this vision, Copilot could serve as a proactive guide in recruiters’ key workflows. This includes notifying them of new requisitions, highlighting well-aligned internal candidates, and more.

Leveraging ‘Matching’ Algorithms to Detect Duplicate Candidate Submissions and Mitigate Fraud

Duplicate candidate submissions pose substantial risks to recruiting integrity. To counter this, TA teams are developing custom ‘matching’ algorithms in their ATS to detect duplicate resumes. This implementation effectively uncovers both unintentional duplicates and fraudulent duplicate submissions, offering significant value for TA teams with large-scale recruiting processes.

We’re on a constant mission to surface and codify the most innovative uses of GenAI in recruiting processes. Please reach out if you have tried something new – or, if you’re interested in hearing more on what others have been trying.

Take your recruiting strategy to the next level.

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February 08, 2024

The Shifting Landscape of Today’s Employment Discrimination Claims


At our most recent Annual Members Meeting, United States EEOC Commissioner, Keith Sonderling, joined Veris Insights Co-Founder & CEO, Carter Bradley, for a fireside chat to speak about some of the trends he’s seeing within the recruiting ecosystem. This is a summary of their conversation on the mental health and remote work trends Talent Acquisition teams are facing in 2024.

 

In the complex realm of Talent Acquisition, it’s crucial to stay informed about the latest trends that are actively shaping the workforce landscape. One key aspect for TA professionals to keep in mind is the dynamic evolution of employment discrimination claims, shedding light on the nuance of workplace interactions.

The Unfolding Dynamics of Employment Discrimination Claims

Commissioner Sonderling shared with the group that, against the backdrop of the Equal Employment Opportunity Commission (EEOC), there were around 760,000 inquiries made, with approximately 73,000 charges leading to federal investigations. Although showing an increase from the year prior, these numbers remain significantly lower than in the post-recession era, suggesting potential positive shifts in workplace dynamics.

The Dominance of Retaliation Claims

Retaliation claims continue to dominate employment discrimination cases, often accompanying other allegations. A noteworthy trend emerges with disability discrimination as the primary underlying claim, showcasing a consistent upward trajectory, particularly in the context of Talent Acquisition.

 

Unpacking the Impact of COVID-19 on Workplace Dynamics

Religious Discrimination in the Wake of COVID-19

In the aftermath of the COVID-19 pandemic, there has been a notable spike in religious discrimination claims, largely attributed to vaccine mandates. The unique challenges faced by TA and HR professionals in managing vaccination policies underscore the complexity of navigating religious exemptions.

Lingering Challenges Post-COVID-19

As vaccine mandates become a thing of the past, two intertwined issues persist—remote work/return-to-office mandates and the growing significance of mental health, especially among Gen Z talent. These challenges pose intricate questions for TA teams, requiring a delicate balance between organizational needs and individual well-being.

 

The Return-to-Office Dilemma and Escalating Mental Health Challenges

Legal Ramifications of Return-to-Office Mandates

Return-to-office mandates have become a central point of contention, leading to a surge in legal cases. TA and HR teams find themselves at the forefront of managing expectations and legal implications arising from these mandates.

Mental Health Claims on the Rise

Mental health claims, encompassing PTSD, depression, and anxiety, are on the rise. Employees are increasingly leveraging mental health considerations as grounds for accommodation requests, challenging TA and HR to navigate this sensitive terrain effectively.

 

Addressing Challenges in Talent Acquisition

Recruiting Amidst Remote Work Challenges

Recruiters face challenges in managing expectations, especially when promises of remote work are reconsidered. Striking a balance between business needs and employee expectations becomes crucial in maintaining a positive Talent Acquisition experience.

Accommodating Mental Health in Recruitment

The emergence of Gen Z talent, more open about mental health discussions, introduces a new dimension to recruitment. Crafting job descriptions that accommodate mental health needs for both applicants and employees becomes imperative, aligning with evolving legal considerations.

 

Navigating 2024: Mental Health and Remote Work as Top Priorities

As we step into 2024, the intertwined challenges of mental health and remote work are set to dominate the Talent Acquisition landscape. HR professionals and recruiters will need to adapt their strategies to address these issues, fostering an inclusive and supportive work environment.

Commissioner Sonderling emphasized that staying attuned to these evolving trends will position Talent Acquisition teams to proactively navigate the dynamic landscape of recruiting and retention in the years to come.

Stay in-the-know on generative AI's impact on recruiting

Check out more insights from EEOC Commissioner Keith Sonderling