Candidates are increasingly using AI tools to perfect application forms, enhance CVs, anticipate interview questions, and excel in online assessments.
This surge in AI use presents a new challenge for HR teams, especially when it comes to distinguishing genuinely qualified candidates from those who appear more qualified due to their AI proficiency.
This raises an important question: should employers limit AI use by candidates, or embrace it in hiring practices? Whatever the decision, it’s likely that employers will need to adapt their recruitment approach to protect the integrity of the hiring process.
Read more: Four lessons on ethical AI use in recruitment
But where to begin?
Employers could ask candidates to declare that they have not used AI in the application process. In any event, AI tools can help identify AI-generated content in written submissions. Hiring managers can be trained to look for signs of obvious AI use. AI-powered software can also help detect AI use, by looking for suspicious candidate behaviours such as moving between screens, or differences in key strokes.
However, such methods aren’t always completely reliable or foolproof. Moreover, employers may want to consider if it is desirable or ethical to ban AI use entirely, particularly where employees are increasingly expected to use AI within their job roles.
So, what are other ways forward for employers trying to protect the integrity of their recruitment processes?
One approach is to redesign assessments with AI in mind. Instead of outright bans, employers can take a cue from the education sector, which has faced similar challenges. Many universities have switched to alternative assessments that make it harder for students to leverage AI for cheating, such as oral exams or problem-based learning. Some institutions allow AI usage but provide guidelines on plagiarism and checking the accuracy of AI outputs, to ensure academic integrity.
Read more: Most HR teams are avoiding use of AI in recruitment
Drawing from these strategies, employers may consider implementing assessment techniques that are harder to fake with AI, such as in-person assessments, case studies, or critical thinking tasks which can provide a more accurate measure of a candidate’s capabilities.
Employers could also consider incorporating AI use into the recruitment process itself. For example, by asking candidates to use AI tools in an assessment task, such as research, and then critically assess its output. This evaluates the candidate’s ability to use AI tools responsibly in the workplace, but also demonstrates critical thinking and problem-solving skills – replicating real-life scenarios.
Inclusivity is another vital aspect to consider. Employers should anticipate that some candidates might request the use of AI tools as a ‘reasonable adjustment’ during the application process, for drafting or summarising content, for instance. Considerations for employers include whether the adjustment requested is ‘reasonable’ and whether it alleviates the alleged disadvantage suffered by candidate. Employers should take advice to limit the risk of claims.
Read more: HR trust in AI hiring improves
Equally important is addressing the risk of digital exclusion. Not all candidates have equal access to or proficiency with AI tools due to various factors like age or socio-economic background.
Ultimately, the key to successfully integrating AI into the recruitment process lies in striking the right balance. Employers must remain vigilant in safeguarding the integrity of their hiring practices while embracing the many benefits that AI has to offer.
The future of recruitment is undoubtedly intertwined with AI. Those who embrace this technology thoughtfully will be well-positioned to thrive in the rapidly changing landscape of talent acquisition.
By Hannah Mahon, partner, Eversheds Sutherland
