AI与招聘协同报告

Table of Content.Table of Content IntroductionThe hiring problem no one will say out loudThe cost of bad relationshipsGoing from bad to excellent: AI to save the dayWhen it comes to AI in hiring, what actually worksSurvey methodology030510152023Introduction03The hiring problem no one will say out loud05The cost of bad relationships10Going from bad to excellent: Al to save the day15When it comes to Al in hiring, what actually works20Survey methodology23 Introduction.Introduction across North America and EMEA to understand theunderlying tension between them, and how AI is reshapinghiring. What we found is the organizations seeing the bestresults are the ones using AI to strengthen collaboration.across North America and EMEA to understand theunderlying tension between them, and how Al is reshapinghiring. What we found is the organizations seeing the bestresults are the ones using Al to strengthen collaboration. that the relationship between hiring managers andrecruiters can often be a tense one. But the best hiringteams are the ones that learn how to collaborateeffectively and truly get on the same page.that the relationship between hiring managers andrecruiters can often be a tense one. But the best hiringteams are the ones that learn how to collaborateeffectively and truly get on the same page. Key findings.Key findings 79%79% 58%58% work around their recruiting/hiring counterpartwork around their recruiting/hiring counterpart about AI's future in hiringabout Al's future in hiring their goals use AI in hiringtheir goals use Al in hiring The hiring
problem no one
will say out loud.The hiringproblem no onewill say out loud. On the surface,
everything looks fine.On the surfaceeverything looks fine. When asked directly about relationship quality,90% of teams report good or excellent partnerships.Only 10% admit to problems. The surface appearscollaborative and functional.When asked directly about relationship quality90% of teams report good or excellent partnerships.Only 10% admit to problems. The surface appearscollaborative and functional. 90%of hiring managers and recruiting90%of hiring managers and recruiting leaders rate their relationship withone another as good or excellent.leaders rate their relationship withone another as good or excellent. Beneath the surface,tension emerges.Beneath the surfacetension emerges Teams are professionally cordial while privatelywishing they could work around each other. Morethan half of each side has actively contemplatedbypassing the other. The professional courtesymasks deep frustration.Teams are professionally cordial while privatelywishing they could work around each other. Morethan half of each side has actively contemplatedbypassing the other. The professional courtesymasks deep frustration. work around your recruiting/hiring counterpart?work around your recruiting/hiring counterpart? What we really
want to say.What we reallywant to say. The data reveals the tension stems from a lack of trust and adesire to move faster. Recruiting leaders wish hiring managerswould trust their expertise more, while hiring managers wanthigher quality candidates. Lack of urgency on both sidescontributes to relationships souring.The data reveals the tension stems from a lack of trust and adesire to move faster. Recruiting leaders wish hiring managerswould trust their expertise more, while hiring managers wanthigher quality candidates. Lack of urgency on both sidescontributes to relationships souring. We asked: If you could say one thing to yourcounterpart without consequences, what would it be?We asked: If you could say one thing to yourcounterpart without consequences, what would it be? wasting my time with bad matcheswasting my time with bad matches candidates to competitorscandidates to competitors This data shows that hiring managers andrecruiters don't fully trust each other's judgment.This creates friction that tools alone cannot solve.The orgs that recognize this and help individualsThis data shows that hiring managers andrecruiters don't fully trust each other's judgment.This creates friction that tools alone cannot solve collaborate more effectively will see dramaticallybetter outcomes.The orgs that recognize this and help individualscollaborate more effectively will see dramaticallybetter outcomes. The cost of bad
relationships.The cost of badrelationships. Bad partnerships arecosting companiestalent.Bad partnerships arecosting companiestalent. Two-thirds of teams lose qualified candidates tocompetitors every month. While teams maintainprofessional courtesy, the dysfunction shows upwhere it matters most, in lost talent.Two-thirds of teams lose qualified candidates tocompetitors every month. While teams maintainprofessional courtesy, the dysfunction shows upwhere it matters most, in lost talent. to competitors every month.to competitors every month. Excellent partnerships
cut candidate loss in half.Excellent partnershipscut candidate loss in half Tea