2024年雇主品牌現(xiàn)狀+Employer+Branding+Now+2024

Asurveyofover800talentAsurveyofover800talentleadersshowshowbest-in-classglobalcompaniesareredefiningrecruitingandhiringpracticestocompeteinafast-changingworld.NOW2024TheWMAECohortThisdatarepresentstheresponsesfrom52ofthe90World’sMostAttractiveEmployers(WMAEs).February2024-April2024 from50countries.companies,surveyed876talentleadersfrom50countriesbetweenFebruary27andApril19,2024.TheaimwastogatherinsightsaboutcurrentemployerbrandingpracticesaswellastolearnfromtheWorld’sMostAttractiveEmployers(WMAEs).TalentLeaderSurveyRespondents35Industries50Countries35Industries50CountriesRespondentsWhyfollowtheWMAEs?269organizationswith1,000to10,000324organizationswithmorethan10,000small-tomedium-sizedenterpriseswithfewerthan1,000269organizationswith1,000to10,000324organizationswithmorethan10,000small-tomedium-sizedenterpriseswithfewerthan1,000WMAE,companiesneedtorankamongthetopemployersinatleast5ofthese9majoreconomiesintheeyesofthosewhoparticipateinUniversum’sglobalstudentsurvey.InthisEmployerBrandingNOWstudy,wehavehighlightedtheemployerbrandingstrategiesofthemostattractiveglobalemployerstounderstandwhattheydodifferentlyandwhatotherorganizationscandotoemulatetheirbestpractices.Watching4TrendsWorthWatching4ChallenginghiringenvironmentpersistsOverhalf(54%)oftalentleadersexpectthehiringenvironmenttobecomemorechallengingoverthenext12months.Theshortageofspecifichigh-demandskills–particularlyrelatingtoITandengineeringtalent–arearisingthreattogrowthandinnovation.EmployerBrandingremainsakeytactictoattractcriticaltalentgroupsMorethantwointhree(68%)talentprofessionalsworkingfortheWorld’sMostAttractiveEmployers(WMAE)sayEmployerBrandingisatoppriority.Andthemajoritysay“inspiringpurpose”isacriticalcomponentoftheirEmployerValueProposition(EVP)–aphrasethatencompasseseverythingfromthecompany’smission,toconnectingemployeestotheimpactoftheirwork.ThemajorityoftheWMAEandcompanieswithover10,000employeesareputtinggreateremphasisonadaptingtheirEVPmessagingtodifferenttargetgroups.Internshipprogramsshrinkingmodestly,possiblyduetoremoteworkingWithsomanyemployeesworkingfromhome,companiesarefindingitdifficulttoprovidemeaningfulworkexperiencesforinterns.Universum’sresearchfindsthat15%ofcompaniesintheWMAEareshrinkingtheirinternshipprograms,andanother54%reportkeepinginvestmentsflat.Iwe廠SInternalmobility,agrowingpriotityAthirdoftalentprofessionalsatthelargestcompaniesIwe廠SInternalmobility,agrowingpriotityAthirdoftalentprofessionalsatthelargestcompaniesclaimthat“internalmobility”hasbecomeatoppriority,supportedbyaconsistentglobalskillsframework,performancemanagementregime,openjobpostingandincreasinglysophisticated‘matching’platformssimilartothosebyexternaljobboards.EmployersseekprofessionalswhocanpivotinthefaceofdisruptionWhiletechnicalskillsarestillimportant,employersarealsoinsearchof‘softskills’thatproveanemployeecanadapttoafast-changingworkplaceenvironment.In2024,talentprofessionalsidentifiedproblemsolving,collaborationandadaptabilityasthemostimportantqualitiesrequiredforanAI-poweredworkplace.Employersmustensuretheirrecruitingeffortsmaintaina‘human’touchSomeAItoolslikechatbots,whichcandeliverone-to-onemessagingusinggenAIandmachinelearning,maketherecruitingprocesssignificantlymoreefficient.Butemployersmustensurethecandidateexperienceincludesmemorable,humantouchesamidstalltheAI-driventouchpoints.Thisincludesanincreasingemphasisonin-personeventsoncampus.022024;soarethechallenges6Theglobaleconomyisprojectedtogrowatasteadybutmodest3.2%pacein2024and2025,accordingtomajorinternationalorganizationsliketheInternationalMonetaryFund(IMF)andtheOrganizationforEconomicCo-operationandDevelopment(OECD)—andhiringgrowthismirroringglobaleconomicgrowth.1ManPower’smostrecentHiringOutlookpegstalenthiringgrowthat3%comparedto12monthsprior.2Giventhissteadygrowth,it’snosurprisethatcompaniesarestillreportingsignificantchallengesinthehiringenvironment,particularlyrelatedtohiringcriticaltalent.Overhalf(54%)ofcompaniesintheWMAEreportthathiringisbecominghardercomparedto12monthsago.ThatsameManPowerdatafinds75%oftalentprofessionalsarestrugglingtofindskilledtalent—nearahistorichigh.“Talentleadersarecopingwithanotheryearofhiringheadwinds,”saysUniversum’sVPofBusinessDevelopment,ClaesPeyron.“Whatmakesthisyeardifferent,however,isthewayadvancesingenerativeAIandmachinelearningaredisruptingnotonlyhowemployershiretalent,butthemixofrolesandskillsthatarerequiredinanAI-drivenenvironment.”1InternationalMonetaryFund.(2024,April16).WorldEconomicOutlook,April2024:SteadybutSlow:ResilienceamidDi-vergence.Retrievedfrom/en/Publications/WEO/Issues/2024/04/16/world-economic-outlook-april-20242ManpowerGroup.“Q12024ManpowerGroupEmploymentOutlookSurvey.”ManpowerGroup,11Apr.2024,workforce-re-/home/q1-2024-manpowergroup-employment-outlook-survey.Accessed17May2024.HiringenvironmentremainschallengingDoyouexpectthegeneralhiringenvironmenttogetharderoreasieroverthenext12months?54%WMAE2024HiringenvironmentremainschallengingDoyouexpectthegeneralhiringenvironmenttogetharderoreasieroverthenext12months?54%WMAE202440%52%WMAE2023WMAE2022HarderEasierSimilarSource:EBNowSurvey2024,Universum77Despitepositive—evenifmodest—hiringgrowthrates,companiesseemtobepullingbackfrominternshipprogramsin2024.TheUniversumresearchshowsthateventhoughcompaniesreportchallengeshiringhigh-valuetalent,budgetsforinternshipsareeitherflatorfalling—aconfusingsetoffindingsgiventhatinternshipprogramsareoftenpipelinesforattractinghigh-potentialtalentearlyintheircareers.Insomecases,thedropininternshipsmaybeacost-cuttingmeasure,suchasTeslafamouslyrescindingoffersjustweeksbeforetheinternsweresettobegin.3Butthere’sanothersimplerandpotentiallylong-lastingexplanationforthisfinding:withmoreemployeesworkingfromhome,companiesarestrugglingtodesignmeaningfulinternshipprogramsforyoungprofessionals,whobenefitfromin-personmentorship.Onereddituserexplainsthattheircompany’snew-hireandinternsuccessrates“nosedived”afteremployeesbeganworkingremotely.Hereports,“ItwasinsanelydifficultHereports,“Itwasinsanelydifficult[forinterns/newhires]torampwithsystemsorgetquestionsansweredbeingremote.Itwasmucheasiertofocusandgetcodingworkdoneremote[ly],butlearningthebasicsandgettinganswersfromteammemberswassoooomuchharder.”43Carlson,Kara.“TeslaInternsSayOffersAreGettingRevokedWeeksBeforeTheirStartDate.”Bloomberg,1May2024,/news/articles/2024-05-01/tesla-tsla-interns-are-the-latest-target-after-elon-musk-s-layoffs.Acces-sed17May2024.4u/throwaway12345.“RemoteWorkSpikedNewHireInternFailureRates.”Reddit,3Aug.2023,/r/csMa-jors/comments/15peir2/remote_work_spiked_new_hire_intern_failure_rates/.Accessed17May2024.Iwe廠SMarginaldeclineininternshipprogramsWhatistheplanforyourinternprogramoverthecomingyear?%amongthoserunninginternprograms54%WMAEIwe廠SMarginaldeclineininternshipprogramsWhatistheplanforyourinternprogramoverthecomingyear?%amongthoserunninginternprograms54%WMAE202468%29%4%WMAE202335%62%WMAE2022IncreasingMaintainingDecreasingSource:EBNowSurvey2024,UniversumWithmoreemployeesworkingfromhome,companiesarestrugglingtodesignmeaningfulinternshipprogramsforyoungprofessionals,whobenefitfromin-personmentorship039EmployerBrandingstillatoppriorityWMAEV.LargeCompanies(>10kemployees)LargeCompanies(1k-10kemployees)4%28%4%28%28%36%36%62%34%34%Givenhiringchallenges,EmployerBrandingisstillatoppriorityformostcompanies.That’sespeciallysofortheWorld’sMostAttractiveEmployers,68%ofwhichdeemit“oneofthetoppriorities.”Mercerreportssimilarfindings.Inits2024GlobalTalentTrends,“enhancingtheEX/EVPtoattract&retaintoptalent”isthemostcommonfocusareafortalentleadersin2024—rankinghigherthancriticalissueslikeimprovingworkforceplanningandredesigningworkforAIandautomation.5FortheWMAE,theaveragespendonrecruitmentmarketingandallotherformsofemployerbrandbuildingisUS$3.7millionannually.5/insights/people-strategy/future-of-work/global-talent-trends/OneoftopprioritiesImportantebutnotatoppriorityNotaprioritySource:EBNowSurvey2024,UniversumUS$3.7millionAveragespentonUS$3.7millionbrandingbytheWorld’sMostAttractiveEmployers.EmployersputincreasingemphasisAmongallAmongallcompaniessurveyed,inspiringpurposewasthemostcommon,with44%citingit(up11pointsin12months).WhatarethemostcommonattributesincludedintheEVP?““AmongtheWMAE,60%mentioninspiringpurpose(up5pointssincelastyear).Giventheprevalenceof“purpose”withinEVPs,it’simportantthatemployersfindwaystoemphasizeitinawaythatfeelsdifferentiatedandtruetothelivedexperienceoftheiremployees.AbigchallengeiswhatMcKinseycallsthe“purposegap,”orthedifferenceintheproportionofexecutivesanduppermanagementwhoreportfindingpurposeatwork(85%),versusfrontlinemanagersandfrontlineemployees(15%).6Thestudyauthorsexplaintheimplicationsofthesefindings,inmeasuressuchasemployeeperformanceandturnover:“Lesssatisfiedrespondentsreportedloweraverageworkandlifeoutcomesthanmoresatisfiedpeersdid—everythingfromreducedfeelingsofenergyandlifesatisfactiontolowerengagement,satisfaction,andexcitementaboutwork.Negativeworkandlifeoutcomesforemployeesinevitablytranslatetonegativeoutcomesforthebusiness.”6McKinsey&Company.“HelpYourEmployeesFindPurpose—orWatchThemLeave.”McKinsey&Company,25Apr.2024,/capabilities/people-and-organizational-performance/our-insights/help-your-employees-find-purpose-or-watch-them-leave.Accessed17May2024.““InspiringpurposeisatopEVPcomponentOrganizationsaretakingtheInspiringpurposeisatopEVPcomponentopportunitytoresettheirPeopleInnovationPurposeTeamworkCareEmpawermentstrategytointentionallybuildmoresustainable,moreinspiring,InnovationPurposeTeamworkCareEmpawermentRewardPerformanceStatusRewardPerformanceStatusLearningLearningCareerSeniorPartneratMercerVS.2023DE&Iapriorityformanyemployers,evenwhilesomearescalingbackmessagingDE&Iapriorityformanyemployers,evenwhilesomearescalingbackmessaging44%NA30%FlexibleWorkingFriendlyEnvironmentDiversity&Inclusion SustainabilityPersonalImpact25%25%23%22%Commitmenttodiversity,equity,andinclusion(DE&I)isFlexibleWorkingFriendlyEnvironmentDiversity&Inclusion SustainabilityPersonalImpact25%25%23%22%fromlastyear.Butamongcompaniesoverall,DE&IappearstobedroppingfromEVPs;currently23%citeit,down15pointsfromlastyear.AstudybytheWallStreetJournalshowsthispullbackhasmuchlesstodowithunderlyingvalues,andmoretodowithlegaluncertainty.Itreports,“Dozensofcompaniesaltereddescriptionsofdiversity,7/insights/people-strategy/future-of-work/global-talent-trends/8WallStreetJournal.“DiversityGoalsAreDisappearingFromCompanies’AnnualReports.”WallStreetJournal,21Apr.2024,/business/diversity-goals-are-disappearing-from-companies-annual-reports-459d1ef3.Accessed17May2024.equityandinclusioninitiativesintheirannualreportstoinvestorsas7/insights/people-strategy/future-of-work/global-talent-trends/8WallStreetJournal.“DiversityGoalsAreDisappearingFromCompanies’AnnualReports.”WallStreetJournal,21Apr.2024,/business/diversity-goals-are-disappearing-from-companies-annual-reports-459d1ef3.Accessed17May2024.politicalbacklashfollowingthe[U.S.]SupremeCourt’s2023decisionoverturningaffirmativeactionincollegeadmissions.”8MakesmarterdecisionswithUniversum’sTalentInsightsUnderstandwhattalentislookingforinanemployersoyoucancommunicatemessagesthatarerelevanttoyourtargetaudience.Knowwhattalentthinksofyouasanemployervs.yourcompetitorsinordertobetterdifferentiateyourEmployerBrand.Identifytheoverlapsandgapsbetweenwhattalentwantsandwhattheythinkofyouasanemployer.MeasureyouremployerbrandyearoveryeartoensureyourEmployerBrandandrecruitmentactivitiesarepayingoff.Identifythebestchannelstospendyourtimeandmoneycommunicatingwiththetargetaudience.04TheGreatAsinpreviousyears,employersarehyper-focusedonattractingandhiringforparticulartechnicalrolesandskills—positionsinIT,digitalmarketingandsoftwareengineeringtonamejustafew.Allrankhighlyashard-to-attractroles.EvenamongEvenamongtheWorlds’MostAttractiveEmployers,63%reportchallengeshiringITanddigitalroles,and40%sayhiringengineersisachallenge.Giventhewidespreadcompetitionforcertaintalentgroups,someemployersarerecruitingpromisingcandidatesatyoungerages(i.e.,pre-college).KornFerry,aglobaltalentconsultingfirm,reports:“In2024,recruiterswillcasttheirnetwider.Largeremployerswillwoocandidateswhilethey’restillinhighschool.Otherswillsearchforhiresintechnicalandnon-traditionalhighereducationinstitutions.”9Thereasons,inKornFerry’sanalysis,aretwofold:thedesiretohirepeoplewhohavelowersalaryexpectations,aswellasabeliefthatbycastingthenetwider,theycanmoreeasilymeettheirDE&Iobjectives.9KornFerry.“TalentAcquisitionTrends2024.”KornFerry,29Mar.2024,/insights/featured-to-pics/talent-recruitment/talent-acquisition-trends-2024.Accessed17May2024.10SocietyforHumanResourceManagement.(2024,March30).2024talentacquisitiontrendsledbyGenAI,skills-basedhiring.SHRM./topics-tools/news/talent-acquisition/shrm-2024-talent-acquisition-trends-genai-skills-based-hiringIwe廠SITanddigitalrolesarehardest-to-hireWMAE–LeadingGlobalEmployers63%IT/DigitalRolesEngineersMiddleManagementIwe廠SITanddigitalrolesarehardest-to-hireWMAE–LeadingGlobalEmployers63%IT/DigitalRolesEngineersMiddleManagement40%29%23%SeniorExecutivesProduction&LogisticsFrontlineServiceSales&MarketingScientistNosignificantchallengesSource:EBNowSurvey2024,Universum“Skills-basedhiringmeansevaluatingcandidatesfortheircapacitytolearnandacquirenewskills,ratherthantraditionalevaluationcriteriasuchaspastjobtitles,educationorevenworkexperience.”10SocietyforHumanResourceManagementGiventalentshortagesinkeyareas,upskillingGiventalentshortagesinkeyareas,upskillingiscomingintofocusasamission-criticaltacticforcompaniestoaccesshard-to-hireskills—thisyearandbeyond.AndupskillinghasbecomeevenmoreimportantasAItoolsandmachinelearningreshapethemix(andnumber)ofemployeesneededtostaffinternalteams.“DepartmentssuchasITservicesandmarketingwillbehighlyaffectedbyAI,andwe’reseeingchangesalready,”saysUniversumSeniorConsultant,RichardMosley.“Sometypesofcoders,contentcreators,anddesigners—amongmany,manyothers—willbereplacedoraugmentedbyAIinthenearfuture.Sophisticatedtalentbrandsarereskillingemployeestoeithermovelaterallyintonewareasofdemand,orlearntoworkside-by-sidewithAItools.”TheUniversumresearchshows33%oftalentleaderssayinternalmobilityisamajorpriority,up4pointsfromlastyear.Iwe廠SInternalmobilityisakeypriorityforemployersWMAE2024WMAE2024WMAE2023WMAE202348%42%WMAE2022WMAE202250%38%ThisisamajorpriorityWeareseekinggeneralimprovementsThisisnotafocusforusrightnowSource:EBNowSurvey2024,Universum11World11WorldEconomicForum.“ThisistheoneskillweallneedintheAgeofAI.”WorldEconomicForum,16Jan.2024,/agenda/2024/01/this-is-the-one-skill-everybody-needs-in-the-age-of-ai/.Accessed17May2024.12WorldEconomicForum.“ThisistheoneskillweallneedintheAgeofAI.”WorldEconomicForum,16Jan.2024,/agenda/2024/01/this-is-the-one-skill-everybody-needs-in-the-age-of-ai/.Accessed17May2024.GiventhedisruptivechangeswroughtbyAI—particularlythewayAItoolsarechangingthemixofskillsrequiredintheworkplace—companiesareincreasinglywillingtorewardpotential(i.e.,doesthisindividualhavetheabilitytolearnandadapt?)ratherthandirectexperience.Moreandmore,employersarezeroinginonqualitieslikeproblem-solvingskills,abilitytoworkeffectivelyonteams,flexibility,anddesiretolearn.Inaroundtablediscussion,theWorldEconomicForumaskedCEOshowtheadventofAIintheworkplaceischangingthewayscompaniestargetandhireemployees.Theiranswersemphasizedthisshiftinwhatemployersareseeking.Asampling:11JulieSweet,ChairandCEOJulieSweet,ChairandCEOofAccentureChairmanandChiefExecutiveOfficer,IBMCorporation“Weaskonequestiontoeveryperson,“Weaskonequestiontoeveryperson,regardlessofwhetheryou’reacoderoryou’reastrategistoryou’readoctororyou’reworkinginHR.Weaskoneinterviewquestiontoeveryone.Wesay:Whathaveyoulearnedinthelastsixmonths?Wedon’tcareifit’showtobakeacake,butwehavetohavepeoplewholiketolearn.Andthatquestionisincrediblyinsightful;youhavetohavepeoplewhowanttolearnandbuildalearningculture.”12workorwhatIwillcallthelowerhalfofcognitivework...Itdoesn’tmatterwhetheryou’reaphysicist,mathematician,acomputerscientist,adoctor,awriter.IfthelowerhalfofcognitiveworkgetstakenoverbygenAI,itimpliesthatyou’vegottolearncriticalthinking.Thatmeanscriticalthinking,regardlessofwhichdomainyou’rein,becomestheskillthatisfar,farmoreneeded.”Sought-afterqualitiesfornewemployeesProblemSolvingCollaborationAdaptability/FlexibilityDrive/ProactiveResponsibility/AccountabilityLearningAgilittyCustomerFocusCreativity/InnovationResultsFocusIntegrity/Ethics40%30%Whichqualitiesdoyoumostlookforinrecruits?(2023)WhichqualitiesdoyoubelievewillbemoreimportantwiththeincreasinguseofAI?(2024)05talentmanagementIwe廠SEvenwhilecompaniesareracingtoinvestingenAIstrategiesandtoolstodrivecostsavingsandsuperchargeinnovation,manyarefindingthatAIskills(orthelackthereof)ishamperingtheprocess.Researchfromi4cpshowsthatwhiledevelopinggenAIskillsisatoppriorityfortalentleaders,mostalsosayit’stheirbiggestweakness.13AndresearchfromPluralsightfindsthatwhile92%ofcompaniessaytheyarespeedingupAIinitiatives,80%ofexecutiveleadersand72%ofITprofessionalsagreethattheirorganizationsareinvestingintheseinitiativeswithoutplanningfortheemployeereskillingthatmayberequiredtousethesetechnologies.And90%ofexecutivessaytheydonotknowtheirteam’scurrentAIskilllevel.14ExecutiveleadersExecutiveleaderswhoagreetheirorganizationsareinvestingingenAIwithoutplanningforemployeereskilling(Pluralsight)13SocietyforHumanResourceManagement.“2024TalentAcquisitionTrendsLedbyGenAI,Skills-BasedHiring.”SHRM,30Mar.2024,/topics-tools/news/talent-acquisition/shrm-2024-talent-acquisition-trends-genai-skills-based-hiring.Accessed17May2024.14“AILiteracyGapExtendsBeyondTechnicalSkills.”HelpNetSecurity,8Dec.2023,www.helpnetsecurity.com/2023/12/08/employees-ai-skills/.Accessed17May2024.2020HowwillgenAItechnologydisrupttherecruitingindustry?AIwilldramaticallyreshaperecruitingteams,processesandstrategies.AsBryanAckermann,headofAIstrategyandtransformationatKornFerry,explains“[AI]writesjobdescriptions.Itpowersprescreeningvideointerviewsandassessescandidatestofindthebestmatchesforroles.Recruitmentchatbotscanevenanswercandidates’questionsinrealtime.Usedintherightway,AIsavesmoneyandtime.”15AndnewapplicationsforgenAiinrecruitingareshowingupallthetime.CompaniescanusegenerativeAIto:Crafthighlypersonalizedandengagingjobdescriptionstailoredtospecificroles,companycultures,andtargetcandidatepersonas.Interactwithcandidates,answertheirquestions,providejobdetails,andguidethemthroughtheapplicationprocess–allusingconversationalAIslikechatbots.Universum’sresearchshowsthatadoptionofchatbotsforrecruitingisontherise.AmongtheWMAE,52%areusingchatbotsfortalentattractionandacquisition,up11pointssince2021.Iwe廠SAssistinpreparinginterviewquestionsalignedwiththeroleandcandidateprofile.Iwe廠SAssistinpreparinginterviewquestionsalignedwiththeroleandcandidateprofile.Itcanalsoanalyzecandidateresponsesduringinterviews,providinginsightsintotheirskills,personalitytraits,andculturalfit,aidinginobjectiveevaluation.Byanalyzingvastamountsofdata,AIscanidentifypatternsandpredictfactorsthatcontributetosuccessfulhires,suchasjobperformance,retentionrates,andculturalalignment.Thisenablesdata-drivenhiringdecisionsandimprovesthequalityofhires.Streamlinetheschedulingprocessbyautomaticallycoordinatinginterviews,sendingreminders,andhandlingreschedulingrequests.Itcanalsogeneratepersonalizedcommunicationatvariousstagesoftherecruitmentprocess,improvingefficiencyandcandidateexperience.Identifyandmitigatebiasesinjobdescriptions,candidatesourcing,andevaluationprocesses,promotingdiversityandinclusioninhiringpractices.15SocietyforHumanResourceManagement.(2024,March30).2024TalentAcquisitionTrendsLedbyGenAI,Skills-Ba-sedHiring.Retrievedfrom/topics-tools/news/talent-acquisition/shrm-2024-talent-acquisition-trends-genai-skills-based-hiringChatbotuseontheriseVideointerviewsChatbotsOnlineGamificationProgrammaticAdvertising43%43%66%66%30%30%20%20%V.LargeV.LargeCompanies(>10kemployees)LargeCompanies(1k-10kemployees)SMEs(<1kemployees)Source:EBNowSurvey2024Source:EBNowSurvey2024(TotalSample–876)ChatBotImplementationWMAE52%WMAE52%38%38%30%30%202406theWorld’sMostAttractive2323EachEachyearweexaminethelessonsemployerbrandleaderscanextractfromthebehaviorsandstrategiesoftheWorld’sMostAttractiveEmployers.ContinuetoupdateyourAIroadmapEmployersarealreadyfocusedonintegratingAItechnologiesintotherecruitingworkflow–yetmuchmoreworkmustbedone.Talentleadersmustalsoensurenewtechnologiesandprocessesarefairandtransparent,anddonotintroduceanypotentialbiases.Andtheymustinvestincontinuouslearninganddevelopmentprogramstoupskillemployees,enablingthemtoadapttonewAI-drivenworkflowsandmaintainacompetitiveedge.TakestepstokeephumanvoicesandtouchpointsintherecruitingprocessGivenallthepromisingnewAIandautomationtools,talentleadersmustprotectthehumanelementincandidates’experiences.Whilechatbotsandautomatedmessagingareuseful,talentprofessionalsreportthatin-personcontactremainscrit