PART VII. READING 2
THE JOB INTERVIEW IS CHANGING
For decades, recruitment followed a familiar pattern.
An employer advertised a vacancy. Candidates submitted CVs. Recruiters reviewed applications, selected several applicants and invited them to interviews.
Technology has changed almost every stage of this process.
Large organizations may now receive thousands of applications for a single recruitment campaign. Applicant-tracking systems can help employers organize and filter applications. Online assessments may evaluate technical knowledge, reasoning or language proficiency before a human interviewer speaks to a candidate.
Artificial intelligence has introduced further possibilities.
AI-assisted systems can compare applications with job requirements, identify relevant qualifications and automate administrative tasks.
Supporters argue that these technologies can make recruitment faster and more efficient.
But efficiency is not the same as fairness.
If an automated system has been developed using historical recruitment data, it may reproduce patterns contained in that data. A system is not automatically objective simply because it uses an algorithm.
There is another problem.
A candidate may appear excellent according to keywords while being poorly suited to the actual workplace.
Another applicant may have an unconventional professional background but possess precisely the creativity, adaptability or interpersonal intelligence the organization needs.
Recruitment therefore involves both measurement and judgment.
Technology can process information at enormous speed.
Human recruiters can interpret context, ask unexpected questions and understand aspects of professional potential that may be difficult to quantify.
The future of recruitment may consequently be neither completely human nor completely automated.
The more realistic model may be one in which technology handles routine processes while humans remain responsible for complex judgments.
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