Enhancing Efficiency, Inclusivity, and Personalization: How AI is Transforming Talent Acquisition

BY Carrie Snider | April 02, 2025

Hiring the right talent has never been more challenging—or more crucial. Organizations must be efficient, but not to the detriment of it becoming a transaction. While AI is helping companies transform recruitment, how can they harness its power without letting the process become robotic?

At From Day One’s Salt Lake City conference, a panel of experts discussed how to achieve a human-tech balance. Moderated by Melanie Jones, editor in chief of Utah Business, the conversation explored AI’s role in recruiting, the skills gap in today’s workforce, and strategies for creating a more efficient, engaging hiring experience.

Artificial intelligence may be streamlining high-volume hiring by automating sourcing, scheduling, and selection processes. However, the key to success lies in balancing AI’s efficiency with the human touch that ensures a personalized candidate experience.

“For us, AI helps with sourcing and scheduling, particularly for entry-level and high-volume hiring,” said panelist Danielle McCaffrey, senior director of talent acquisition at Alorica. AI can minimize front-end work to help them narrow down candidate pools while also making sure that they don’t miss any of them, she says. But what of recruiters?

Rather than replacing recruiters, AI is shifting their roles. Since automation takes over repetitive tasks, recruiters can focus on higher-value activities such as interviewing, networking, and refining candidate assessments. “In high-volume recruiting, we tend to get too transactional, but AI helps us move beyond that to create more meaningful conversations with candidates,” McCaffrey said.

For companies looking to implement AI, McCaffrey suggested first conducting a time and motion study to assess which tasks are truly repeatable and suitable for automation. “That can give you a good starting point,” she said, reinforcing the need to approach AI integration strategically while keeping the human element at the core of hiring decisions.

Future Workforce and Adaptability

With technology shaping the workforce, adaptability is key, says Breanna Johnson, recruiting team lead at Zions Bancorporation.  

“The first implementers of technology are going to be the people coming out of high school and college,” Johnson said. As this young workforce applies for entry-level roles, the landscape will continue to shift. “Just like customer service phone positions were once the standard, and now chat support has grown, new roles will emerge. We need employees who are flexible and leaders with vision to direct those paths.”

Despite AI’s advantages, there’s a growing skills gap in the workforce, says Johnson. “We’re seeing a lack of communication skills, especially among individuals who completed their education remotely during Covid. Many recruiters and organizations have noted this as a significant issue, particularly for roles requiring customer interaction. We may need to adjust our training to focus on customer service and communication.”

Panelists shared insights on the topic "Making Talent Acquisition More Efficient, Inclusive, and Personalized"

That’s why recruiters at Zions Bancorporation are continuously upskilling. “Our team has been attending seminars and lectures to enhance their knowledge,” Johnson said. “We want our recruiters to take the reins of AI technology, not just replace parts of their work but use it to create real value for hiring managers and candidates. In the next three to five years, as AI becomes even more prevalent, our team needs to be prepared.”

Everyone has to start someone with the adoption of new technology, says Johnson. “Everyone right now is in the early stages of AI exploration. Even if you feel behind, researching and implementing AI today is the next best step. Look at your core recruiting components—whether it’s Workday, Taleo, or another system—and ensure any new tools integrate well. Vendors may promise the stars and moon, but will it actually work with your system?”

Holistic Hiring Approach

The key to making talent acquisition better is to look at it holistically, said panelist Jay Hart, global head of talent management at Varex Imaging Corporation. 

“We want to use technology to simplify some of those easily repeatable tasks, maybe the lower value-add activities, but we still need to use human judgment to evaluate and make decisions,” he said. This balance allows companies to leverage technology to improve efficiencies without losing the crucial insight that human evaluation provides.

The key is to use technology for the right reasons, and to never let it replace human judgment. “I can’t rely on the way we used to do it, where a recruiter screens a resume, hands it to a hiring manager, who spends 30 seconds on the resume... I’ve got to have skills assessments, a personality profile, and a structured interview process with an unbiased ranking system.” 

This ensures that each candidate is thoroughly evaluated, minimizing the risk of overlooking potential talent due to a lack of personalization or bias. With this approach, companies can spend time on what’s really important. 

Enhancing Candidate Experience

Improving the candidate experience is essential to attracting and retaining top talent, says panelist Julie Cox, senior director of talent acquisition and global mobility at Lamb Weston. So whatever tech you’re looking at possibly implementing, make sure it enhances the experience, she says. 

Lamb Weston uses several tools, including a CRM tool to streamline candidate sourcing. This automation simplifies the search process, allowing teams to focus on higher-value tasks, like engaging with candidates personally, Cox says.

Lamb Weston has shifted its approach to employee feedback by moving away from infrequent surveys to “pulsing” surveys that are quick and easy to answer. What they’ve discovered is that the younger workforce craves professional development—specifically feedback. Responding to this call can help engage the workforce.

Microlearning is another innovative approach that the company promotes to enhance employee development. “We were able to say, we want to do two to three-minute microlearning modules,” Cox said. This approach fosters quick learning and offers employees easy access to reference materials.

Cox’s team also revamped the company’s career site to make the application process smoother for candidates. “We added 18 additional pages that provide the candidate with a lot of self-service tools. We worked really hard to make sure the candidate could quickly and easily apply to a job at Lamb Weston.” This focus on simplicity and accessibility is key to improving the overall candidate experience.

Strategic and Flexible Recruiting

Panelist Erin Kap, director of talent acquisition at Intermountain Health, is focusing on enhancing the skills of the recruiting teams post-Covid. “I think we’ve all come out of Covid and what that did for recruiting teams. It was go, go, go at a breakneck pace, trying to fill things and trying to get them back to just the human experience.”

AI can help with processes, but it can’t judge character and behavior. To make this transition smooth, the team has initiated a “huge upskilling project” to support their recruiters in continuously developing their skills. At the same time, it’s important to trial and error your way through your methods.

“We’ve had experiences where we’ve implemented tools that didn’t work and candidates were averse to so we saw, like, large drop off rates, and that was important for us to be able to recognize and get rid of what’s not serving your business, like what she’s saying. If it’s not serving you, then get rid of it and figure something else out.”

As companies utilize AI more and more, Kap suggested they take recruiters along the way. That way, they can be part of the implementation and better adapt to how things are changing. To foster engagement, Kap’s team has worked on creating personalized development plans for recruiters. 

“We sat down as a team, knowing what we’re implementing, what we’ve already done, said, like, what are really those major skills of the future, and why are they so important? And then we’ve evaluated our team to say they’re doing the evaluation too, to see, like, where am I really at? And creating development plans around that.”

By strategically integrating AI, continuously upskilling recruiters, and prioritizing the candidate experience, companies can create a hiring process that is both efficient and deeply personal. Flexibility is key. And in the end, successful talent acquisition isn’t just about filling roles—it’s about building strong, engaged teams for the future.

Carrie Snider is a Phoenix-based journalist and marketing copywriter.

(Photos by Sean Ryan for From Day One)

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Moderated by David Thigpen of UC Berkeley, the discussion illuminated the evolving responsibilities of today’s people leaders and offered actionable insights for organizations of all sizes.Recognition efforts, Tang says, must align with company culture and be rooted in purpose. “Let’s be clear about the behaviors we are trying to recognize. That should be absolutely aligned with the culture we are creating for the organization.” It’s not just about the reward—it’s about reinforcing the right behaviors and supporting long-term engagement and retention.Tang also emphasized the growing complexity of middle management. “I think middle-level people managers have the most difficult role nowadays,” she said. These managers must navigate top-down mandates while keeping their teams engaged and productive. 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Top contributors have opportunities to present their work directly to vice presidents in open-floor sessions. “It creates experiences where employees feel seen, valued, and that their work is adding up to something bigger.”That sense of care and intentionality became even more evident during Covid, when Google rapidly mobilized to send Covid tests to employees’ homes. “That speaks loudly about a company thinking about the well-being and needs of a community.”Personalized ManagementWhat does employee recognition and rewards look like at a smaller company? Panelist Abhishek Budhraja, talent business partner (engineering) at Groq, says the company’s approach is to rely heavily on managers to meet each person’s unique needs.“Most people join startups because they believe in the mission—so the real magic happens when we align individual preferences, learning goals, and personal needs with the company’s direction,” he said.Budhraja emphasized the importance of recognizing employees as multi-faceted. “Take me—I’m a millennial, but also a parent and an immigrant. You can’t just look at one label and assume it tells the whole story. 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The Debate Over RTO and WFH: What the Research Really Shows

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It’s great for mentoring, it’s better for innovation, it’s better for building culture,” Bloom said. “But by the time you’ve gone three days a week in the office, it’s not obvious that days four and five are useful.”In fact, spending the other two days at home allowed for deep work and an additional 90-minutes of working time. And the employees who were allowed to work part-time from home were 35% less likely to quit. “The Trip.com CEO and the board said this is massively profitable, because every person that quits costs us something like $30,000  to $50,000,” Bloom said. It can be hard to measure performance among certain professions–even more so when employees are working from home and you can’t physically see or hear what they are doing, says Bloom. But it’s crucial for employers to figure out how to gauge results to allow employees this highly sought-after benefit. “Make sure you have good performance evaluations,” Bloom said, suggesting complex metrics and sliding scales based on each role.How to Enforce RTOBloom cautions against using RTO as a method of downsizing, referring to Amazon and even DOGE as guilty of versions of this, essentially making work so uncomfortable through RTO and other mandates that people quit. But organizations that do really need a full RTO need to roll it out in a way that is both enforceable and attractive. Companies that announce RTO, he says, see an uptick in “card swipes and Wi-Fi logins” at the office at first, but after the initial mandate, compliance starts to slip. Buy-in from managers is key, as they set the tone for their teams. “What’s happening is this very weak enforcement. In order to enforce, you have to have a strong mandate and incentives,” he said. Bindley also notes the importance of having the actual space to bring back workers, especially after so many companies downsized their spaces during the pandemic. “You have to have enough desks,” she said. Nicholas Bloom, William D. Eberle professor in economics and foremost expert on remote work, was interviewed during the fireside chat The Best Model of Hybrid With hybrid schedules, it can be hard to coordinate workers, Bindley says. You don’t want a situation where people head to the office just to be on Zoom with colleagues at home. “The most common model is three days in the office: Tuesday, Wednesday, Thursday,” Bloom said. “There’s no exact science on which days, but you want to coordinate two or three days.” People still work on Fridays, but most do it from home, Bloom says. In fact, the London Underground has even made Friday an off-peak travel day due to the change in work-styles.And with coordination must come enforcement. “There’s an old Roman saying that a good law is an easy to enforce law,” Bloom said. Allowing employees to work from home means “treating employees more like an adult,” Bloom said. It means you trust them, knowing that even though they might be technically working fewer hours as they pick up their kids or go to the dentist, they will still make it up on the other end to get everything done. Workers end up less stressed, and more personally and professionally productive, when they are trusted to manage their own time. Looking ahead, WFH is the way of the future, Bloom says. And we’ve been moving toward it for years, with the advent of personal computers in the 1980s, inexpensive Wi-Fi phone calls in the 2000s, and the like. Innovations like Google’s Starliner project and other technological advances will make remote work that much easier.And perhaps most importantly, it’s what the next generation wants. “If you look at the people that are against working from home, they tend to be 50 plus. As time goes on, those folks tend to drift out,” Bloom said. “If you look at leaders in [their 30s-40s], they’re much more balanced on this. Those folks, in 10 years, are going to be the CEOs of the future.” Katie Chambers is a freelance writer and award-winning communications executive with a lifelong commitment to supporting artists and advocating for inclusion. Her work has been seen in HuffPost and several printed essay collections, among others, and she has appeared on Cheddar News, iWomanTV, On New Jersey, and CBS New York.(Photos by David Coe for From Day One)

Katie Chambers April 15, 2025