Role
Recruiter
How quickly do you find out that a good candidate has just accepted another offer? Usually when you call back a week later. In recruitment the speed of your reply is part of the offer, whatever the offer says.
Intro call
Four questions we would start with
How quickly does a candidate get a first reply from you?
At a few days, some of the best are already talking to somebody else. That is not a question of the quality of the process, it is of the moment it starts.
How many times a year do you recruit for the same role?
If it is repeatedly, then every time a new description, new criteria and a new list of questions are produced - even though the previous recruitment ended three months ago.
Where do candidates who were good, but not for that role, end up?
If it is an archive nobody searches, then at the next recruitment you look for them on the market a second time - and pay for it with an advert.
What is left after a recruitment when the recruiter leaves?
The hires stay. Knowledge of where to look for that role, who turned the offer down and why, what works in an interview - leaves with them.
We take over running the process, you keep assessing people
Reviewing applications against the hard requirements, handling the communication and running the process can be taken off the desk. Assessing a candidate and the hiring decision stay with a person - and that is a line we do not move in this role.
- No candidate is rejected automatically. - The system orders the applications against the hard requirements and points out what is missing. The decision to reject is the recruiter's.
- The criteria are explicit and the same for everyone. - Written down before the recruitment starts, not picked up along the way. It is the only way comparing candidates is fair.
- Everybody gets a reply. - Including the one who is unsuccessful - and that is where automation makes the biggest difference, because today that part loses to more urgent matters.
Scope
What can be taken off recruitment
Twenty-one example tasks. Each one has a human approval point. Below is a selection, and the scope we fit to your process.
The role description and the criteria
- A role description based on earlier recruitments for it (approved by: the recruiter and the manager)
- Splitting the requirements into essential and desirable
- A list of interview questions matched to the criteria
- The salary range and terms against previous recruitments for this role
- The channels that worked for this role before
Reviewing applications
- Applications ordered against the hard requirements (assessment: the recruiter)
- Pointing out gaps in an application and questions for the candidate
- Searching the database for candidates from earlier processes
- Flagging applications that deserve attention despite a formal mismatch
- The flow of applications over time against the channels
Contact with the candidate
- Acknowledgement of an application
- Proposed interview times from both sides' calendars
- Interview reminders
- Information about the outcome of a stage (the content of the decision: the recruiter)
- A reply to unsuccessful candidates
The process, the decision, the database
- The status of every candidate in the process, visible to the manager
- Reminders about stages with no movement
- An interview note from dictation (approved by: the recruiter)
- Candidates set against the criteria (decision: the manager)
- Adding a candidate to the database with the reason it is worth coming back
- A summary of why candidates turned offers down
A day's work
Today
- Reviewing applications is an evening with several dozen files
- You send replies to unsuccessful candidates if there is time
- You arrange interview times by email, several messages per person
- The manager asks for status and you reconstruct it from memory
- Candidates from earlier processes exist, but nobody looks through them
- You write the role description afresh, although a similar one was written six months ago
With AI assistance
- The applications are ordered against the criteria, you assess them
- Every candidate gets a reply, including the unsuccessful one
- Times are proposed from the calendars, you confirm them
- The manager sees the status themselves, without asking you
- The database suggests candidates from earlier processes
- The role description starts from the previous recruitment for it
- Time to reply to a candidate
you lose a candidate to a faster company less often
the first contact stops waiting for the recruiter's free moment
- The quality of the shortlist
the manager gets candidates assessed against the same criteria
the criteria are written down before the start, not picked up along the way
- The candidate's experience
everybody who applied gets a reply
the communication stops losing to more urgent matters
- Memory of those turned down
a good candidate is not sought on the market a second time
the database is searched at every new recruitment
We start with one recurring recruitment, not with every process.
- Step 1
We write down the criteria
For the role you recruit for most often. The exercise usually reveals that the recruiter and the manager had different pictures of the same role in mind.
- Step 2
Communication with the candidate
Acknowledgements, times, outcome messages. The fastest effect and the smallest risk - nobody is assessed automatically here.
- Step 3
Ordering the applications
Ordered against the hard requirements, with the assessment entirely on the recruiter's side. We measure how much time it takes off and whether anybody of value is lost.
- Step 4
The database and the lessons
Returning to earlier candidates and analysing why offers were turned down. It needs a few closed processes to have anything to draw on.
Common questions
Questions that come up at the first meeting
Will a recruiter still be needed?
All the more so, the less time they spend arranging meetings and answering the same questions. A recruitment is won or lost in the conversation and in how fast a candidate gets a reply - not in how efficiently an inbox is handled. The scope described here takes over the handling, not the assessment. We leave the assessment deliberately, for the reasons described below.
Does this fall under the AI Act?
Systems used for recruiting and selecting candidates are named expressly in the AI Act as a high-risk use - with a fundamental rights impact assessment, a duty to inform employees and their representatives before launch, human oversight and full documentation. Whoever builds such a system additionally takes on the role of provider, with conformity assessment and registration.
Still have a question that is not here? Book a call
Next step
How many candidates did you lose this year because you got back to them too late?
We will show you what recruitment looks like when communication with candidates stops waiting for a free moment and the assessment stays where it belongs.