Defining a fixed line between automation and human tasks is difficult, as technology’s capabilities are constantly evolving. However, technology, including AI, should not stifle human creativity but rather free people up to do what they do best: be innovative, think critically, and solve complex challenges. AI can support process execution and implementation, but the real innovation comes from people. 

AI can add significant value by handling the administrative, back-end tasks that have historically burdened recruiters: scheduling, parsing resumes, writing job descriptions, distributing job postings, and brainstorming advertising strategies. These efficiencies allow recruiters to focus more on candidate engagement. However, the human role remains crucial because it’s through human connection and direct conversations that we uncover the truth about candidates, whether they’re skilled, experienced, trainable, culturally aligned, and more. 

Despite AI’s capabilities, recruiters must still use critical thinking to evaluate whether a person truly has the experience and ability for a role. This includes assessing culture fit (values and workplace compatibility), trainability, and a candidate’s drive for continuous learning and growth — insights best revealed through in-depth, human conversations. While AI can fast-track parts of the process, human-to-human interaction still demands a recruiter’s presence. As Jennifer puts it, it requires “going old school, the old-fashioned way.” 

Leaders need to set a clear vision and empower their teams to focus on creative, strategic work, not simply use automation as a tool for downsizing. They must deeply understand job roles, accurately convey the company culture, and collaborate with HR to reskill and upskill employees whose roles may be impacted by AI, rather than just eliminating them. 

Hiring managers often mistakenly seek “mythical” candidates who can do 99% or 100% of the job from day one. In reality, they must accept candidates who may only have 65% of the skills initially and be willing to invest in training and development. Organizations must take greater responsibility for upskilling and reskilling both new hires and existing employees, especially given constant skill evolution and talent gaps.