Who’s hiring who? Ai is screening resumes but is that good or bad for candidates and companies? Adam Viet of Big Creek Growth pulls back the curtain on broken HR processes and how Ai could help companies recruit better, but could just as easily hurt recruiting if CHROs aren’t careful.
For years, recruiters have used machine learning to scan through resumes due to the volume of resumes they receive. But the discussion centers on the reason for the high volume, which is poorly written, vague job descriptions. Will recruiters use Ai to write better job descriptions and communicate better, or will they simply use it to further remove the most precious resource they have: the human?
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The Automation of Recruitment
Veit notes that while AI is currently a trending topic, the reality is that “robots” to some degree, have been scanning and grading resumes for years. Large organizations receiving nearly 900 applications per role rely on machine learning tools to determine if a candidate is a 20% or 80% match, as it is nearly impossible for human eyes to review every submission.
The current surge in AI is accelerating these capabilities, making HR teams more efficient by automating calendar coordination and complex candidate searches. This efficiency is increasingly necessary because job descriptions often remain overly broad, creating a cycle where companies cast an “insanely large net” and then require AI to filter the resulting noise.
Will Ai be used to decrease the net size vs filtering through more candidates however?
Navigating the Risk of a “Broken” System
A significant portion of the discussion centered on whether these tools are solving problems or exacerbating a broken HR culture. Veit acknowledges that HR departments often struggle with a disconnect between division leaders and recruiters, leading to “crappily written” job descriptions that fail to capture technical needs. This creates a “garbage in, garbage out” scenario where AI might assign high scores to candidates based on flawed criteria. “I think it is very much so a positive if we use it the right way and if HR teams and candidates are using it the correct way and the moral way,” Veit says.
Without this “moral” application however, the process risks becoming a “massive battle” of disinformation, where candidates use AI to stretch credentials and companies use AI that screens out great candidates based on poorly considered job descriptions.
Strategic Implementation for the Human Element
Despite the risk of automation tearing humans further apart, Veit believes AI can be a net positive if used to enhance critical thinking rather than offload it. He suggests that recruiters use AI to translate technical jargon into understandable terms to bridge the gap with hiring managers. “I’m not in the party of saying that, ‘Hey, AI is gonna take recruiting completely, and there will no longer be human recruiters,’” Veit insists, emphasizing that human connection remains vital. For those looking to integrate these tools, his core advice is to move beyond generic searches and analyze how specific platforms fit a team’s unique culture. “Be open to it, but analyze what works best for your team and your company,” Veit concludes.
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