That’s a 7-point increase from 2024. If you’re a recruiter, chances are you want to know which candidates are using AI, why they’re interested in using it, and in what ways. This year, respondents revealed it was primarily desk-based candidates, especially but not exclusively in sectors like software and finance, using AI in their job search.

These candidates are more comfortable with employers leveraging AI in hiring—often reflecting their own use of it during the job search. But that comfort comes with caveats. There are important nuances to understand, including the competitive pressure fueling interest in AI upskilling.

In this blog, we’ll break down how competitive job hunts are driving candidates to upskill in AI, the specific ways candidates and TA pros are using AI in the hiring process, and what these findings mean for your hiring strategy. Let’s get into it!

Competition and Job Hunt Burnout Fuel AI Upskilling

We know from this year’s report that candidates face more competition for desk jobs as opposed to frontline jobs.

The competitive market for desk work can lead to exhaustion: A significant majority of respondents revealed they were burned out from job searching—66%, to be exact. Burnout was especially high among workers in communications/marketing/advertising (100%), government (91%), clinical healthcare (81%), and restaurant/food service (80%) industries.

These workers, significantly more so than those in other sectors, are feeling the pressure of a competitive job market—and this year’s report shows a connection between the most burned-out workers and those likeliest to say they’re invested in upskilling to become more competitive job candidates.

For many job seekers, giving their skills a boost comes in the form of learning new and emerging tech, like AI. A clear majority believe it’s important to get trained in new technologies to improve their chances of landing a job this year. Breaking it down by demographics, Millennials are likelier than Gen Z to believe this training is important; and government and software, tech, and IT workers are likeliest to see value in this kind of training.

One thing nearly all active job seekers agreed on in this year’s report? The importance of being able to address skills gaps for employers: most think it can improve their chances of transitioning into a new role this year. These workers understand the market can be competitive—and rather than shying away from the challenge, they’re leaning in.

TA Takeaway

Recruiters can meet this momentum head-on. Highlighting opportunities for AI training and skill development in job descriptions—like whether time is allocated for learning—can help attract these ambitious candidates. And asking behavioral questions about how candidates have learned or taught themselves a new skill can help you dive even deeper and ultimately make the right match.

Both Candidates and Recruiters Use AI—Just Not in the Same Way

Although many respondents indicated some level of comfort with employers using AI during the hiring process, this year’s report revealed nuances that can help recruiters better meet talent expectations—and understand how candidates use it themselves to find their next role.

Candidates aren’t all using AI the same way, but finding or matching with relevant job listings emerged as the top way respondents used AI in 2025. We saw some interesting year-over-year shifts we’ll be keeping an eye on for 2026: Fewer candidates in 2025 are using AI to create their resumes than they did in 2024, but the number of candidates using it to write cover letters held steady year-over-year. On the flip side, when asked about companies using AI to screen resumes, over half of respondents said they were either somewhat comfortable or very comfortable with it.

Slightly fewer candidates in 2025 said they used AI to generate interview questions, but slightly more used it to evaluate their video interview style. This makes sense next to another finding from this year’s report: of the candidates who’d participated in an interview that was recorded, a majority indicated they were at least somewhat comfortable with it. Interestingly, Millennials reported the highest levels of comfort with a recorded interview—even more than Gen Z.

The right AI tools, like Employ’s AI Interview Companion, can help busy TA pros run more focused and structured interviews. This can give candidates a more fair and impartial experience. With 61% of respondents to this year’s report agreeing that a company using AI in hiring could help eliminate bias and make the process more equitable, it’s easy to see that leveraging the right tools can not only help recruiting teams save time, but also infuse the entire hiring process with more integrity—something we can see candidates are keeping an eye on.

TA Takeaway

The most successful recruiters build relationships with talent based on trust. Let candidates know how AI fits into your hiring process—and what it’s there to improve. When applicants understand the “why” behind the tech, they’re more likely to stay engaged and confident throughout the process.

The Bottom Line: Hiring Is Still Human

AI is a powerful ally—but it’s not a replacement for real people. This year’s report made that clear: while both candidates and TA teams are using AI, most job seekers (58%) still trust HR professionals over algorithms to guide them through the process.

Technology can enhance efficiency, reduce bias, and improve structure—but people remain in the driver’s seat. And that’s exactly where they should be.

Want the full story on how candidates are thinking about AI (and everything else in hiring). Download the 2025 Job Seeker Nation Report for deeper insights and data you can use.

Those were just a few of the standout themes from Decoding Candidate Expectations, our recent webinar featuring Employ’s CHRO, Stephanie Manzelli, in conversation with Madeline Laurano, Founder, Aptitude Research and Allie Wehling, Selection & Assessment Strategy Lead, Cisco. Together, they unpacked findings from our 2025 Job Seeker Nation Report—based on a nationwide survey of 1,500+ job seekers—and shared actionable advice on how TA teams can turn today’s challenges into standout candidate experiences. 

Keep reading for five can’t-miss takeaways from the session—or dive right into the full report now.  

Clarity is the Cure for Job Search Burnout 

Job searches are feeling longer, harder, and more uncertain. This year, 66% of respondents say they’re burned out from the job search, and 82% are worried about a white-collar recession. But despite that anxiety, job seekers aren’t standing still—81% are focused on building new tech skills (like AI), and 89% believe addressing skills gaps will help them land new roles. 

According to Allie Wehling, one of the most effective ways to cut through candidate fatigue is to get crystal clear on what a role actually requires. That starts with rethinking the job description. “I like to think of it as a social contract,” said Allie. “It sets expectations for what the job is, what success looks like, and what kind of person will thrive in the role.” 

Madeline Laurano echoed the need for clarity—and added that AI can play a powerful supporting role in delivering it, “AI is no longer just a source of fear. Candidates want to be trained on it. They’re open to it. And recruiters can use AI to scale communication, provide transparency, and create a better experience at every step.”  

Get Allie’s take on why clarity creates better experiences for both candidates and recruiters:

TA Takeaway: When candidates are exhausted, the last thing they want is a vague job description and a drawn-out process. By clearly outlining the skills needed for each role—and reinforcing them throughout the hiring journey—TA teams can help candidates self-select in or out early. That saves time, reduces frustration, and leads to stronger matches on both sides. 

Internal Mobility Builds Loyalty 

Despite concerns about a stagnant market, 85% of job seekers say they’re open to new opportunities. And for many, that means looking inward: 58% explored internal roles before searching externally. It’s a clear signal that employees still want to grow—but if they don’t see a path forward inside your organization, they won’t hesitate to look elsewhere. 

Madeline says this shift should be a wake-up call for talent teams. “Loyalty isn’t dead—it’s just evolved. If your employees want new opportunities, give them a reason to stay. Companies that invest in internal mobility see stronger DEI outcomes, better retention, and higher-quality hires.” 

Allie added that transparency, consistency, and honest dialogue are what set great employers apart. “Candidates can smell inflated promises a mile away. Be real about the growth plan, the business health, and how you support employees through change. That’s how you build trust and stability.” 

Hear why internal mobility is the secret to re-engaging today’s workforce:

TA Takeaway: Internal candidates are often your best candidates—treat them like it. Prioritize internal mobility, equip hiring teams to speak to growth paths, and spotlight long-term development throughout your hiring process. 

Candidate Experience Reflects Your Culture 

Pay may get people in the door, but culture is what makes them stay (or leave). Culture was the top reason candidates cited for quitting within the first 90 days of a new job. And it’s not just about free snacks or lofty mission statements—it’s how decisions are made, how teams communicate, and how aligned the experience is from interview to onboarding. 

Allie emphasized that every interview is a window into your culture. “If your hiring process is chaotic, candidates assume that’s how things operate internally. And they’re usually right. Structured interviews and aligned expectations help ensure a process that reflects the culture you want to show.” 

Madeline noted that while many companies are investing in culture or career development, they’re not involving employees in the right way. “You can’t just launch an internal career site and call it a day. Culture and development need to be collaborative. Employees want to be part of the process—not treated like external applicants.” 

Learn how structured interviews give candidates a positive perception of your culture:

TA Takeaway: Your hiring process reflects your culture, whether you mean for it to or not. Build structure, streamline experiences, and make sure what you promise in the interview process matches the reality on the inside. 

Communication is Your Differentiator 

From first click to final offer, communication is what shapes how candidates perceive your company. The data backs it up: this year’s survey found that clear communication, simple applications, and flexible scheduling are the top contributors to a positive experience.  

“This doesn’t change no matter what kind of market we’re in,” said Madeline. “Even if someone doesn’t get the job, they should walk away saying, ‘That was fair. I understood what was happening. I’d still consider them again.’” 

Allie emphasized the importance of structured, aligned interview processes that make communication more consistent and respectful of a candidates’ time. “If the process is disorganized or overly complex, candidates pick up on that,” she said. “We focus on making our interviews easy to follow and hard to deviate from. That way, every candidate has a fair and consistent experience—no matter who they meet with.” 

Get Madeline’s perspective on creating equitable candidate experiences:

TA Takeaway: A standout candidate experience starts with communication, and it should be proactive, consistent, and clear. Set expectations early, follow through quickly, and ensure candidates feel seen and supported—even when the answer is no. 

AI Isn’t the Driver—It’s the Copilot 

Candidates are warming up to AI—but they still want a human touch. According to this year’s report, 31% of job seekers are already using AI to support their job search, and 61% believe it can help reduce bias in hiring. Still, 58% say they trust HR professionals more than AI to guide them through the process. 

“Treat AI like a copilot, not a driver.” said Allie. “Let AI handle repeatable, administrative parts of the process where human touch doesn’t add as much value. Then, let your recruiters spend more time on high-touch, candidate-centric parts of the experience.  

Madeline agreed, adding that AI should never replace human judgement at key decision points. “AI cannot make a decision on who you’re hiring. And if your provider tells you it can—run. AI can support decisions. But only humans can make them.” 

Get Allie’s take on where AI adds value—and where recruiters should take the lead:

TA Takeaway: Think of AI as a force multiplier—not a shortcut. Use it to improve consistency, reduce bias, and free up recruiters to focus on the moments that matter most. But don’t hand over the parts of hiring that require empathy, context, and human connection. 

From Insight to Action: Applying the Learnings 

Employ’s 2025 Job Seeker Nation Report signals a clear shift: Candidates aren’t just searching for roles—they’re evaluating experiences. And they expect more transparency, more clarity around growth, and a process that puts people first.  

For TA teams, standing out doesn’t require flashy perks—it takes thoughtful execution. Structured interviews, skills-first hiring, and responsible AI use aren’t just best practices anymore, they’re the new gold standard. 

For more insights from modern recruiters and what they mean for TA teams, watch the full webinar or download the Job Seeker Nation Report. We delve deeper into application preferences, salary expectations, AI adoption, and more.  

That’s why we go straight to the source. For our 2025 Job Seeker Nation Report, we surveyed more than 1,500 US workers to uncover how they feel throughout the hiring process, why they’re considering new opportunities, and what makes them say yes to a role.  

From candidate motivations to AI perceptions, this year’s report reveals key shifts across the entire hiring journey. But in this blog, we’re breaking down one big theme: how job seekers are navigating today’s market conditions—and what that means for talent teams.  

Responding to Market Uncertainty  

The job market in 2025 is tough to read. On paper, employment is up—but job seekers are still uneasy. High-profile layoffs, especially in the public and tech sectors, have rattled confidence. And talks of a “white-collar recession” only fuel anxiety about where the market is headed next.  

That tension shows up clearly in this year’s report: 82% of respondents say the market feels stagnant, and confidence in landing a role has dipped year over year. Only 44% believe it’s easy to find a job (down from 50% last year) and just over half think they could land something within three months. 

But despite all that, candidates aren’t giving up. They’re responding to market uncertainty by investing in their future through upskilling. In this year’s survey, 89% of respondents said that addressing skills gaps could improve their chances of landing a new role, and 81% believe training in emerging tech (like AI) is essential to staying competitive. 

This trend is a signal to employers: Candidates are prioritizing development—and they expect companies to do the same with real tools and support. They are also looking for a clear path to utilize those new skills, and it’s up to hiring teams to give them one. 

TA Takeaway: Use your employer brand and candidate touchpoints to highlight how you support skill-building—whether through learning stipends, mentorship, or on-the-job development. Plus, bring a skills-based approach into your hiring process with clear job descriptions and behavioral-based interviews that validate skills and paint a clearer picture of success in the role. Candidates are investing in themselves, and they want to work for companies that recognize that investment and match it.  

Supporting Growth from Within  

While its clear today’s candidates are craving growth, that doesn’t always mean landing a new role. Fifty-eight percent of job seekers have looked for a new opportunity within their current company—a sign that internal mobility is top of mind.  

And if growth opportunities aren’t available, your talent won’t wait around. Career development was one of the top reasons respondents said they’d exit a role, even if they were otherwise satisfied. Today’s employees aren’t just looking to build skills—they want to apply them somewhere that matters. 

This puts pressure on TA and HR teams to create visible, structured paths for internal movement. It also means treating internal talent like the high-potential candidates they are—because if you don’t, someone else will. 

TA Takeaway: Support internal mobility by making it easy for employees to find open roles, flagging internal applicants in your ATS, and giving recruiters clear guidance on how to engage them. Make career development part of the process—not just a perk. 

Reconsidering What Candidates Want 

Internal growth may be a priority, but many candidates are still keeping an eye on what’s next. While 83% say they’re satisfied in their current role, 85% are open to new opportunities—and nearly half say they’re very open. 

So, what’s fueling that openness?  

It’s not just compensation. While pay still matters, candidates cite career advancement and flexibility as top motivators, followed closely by stronger leadership, better culture, and confidence in their company’s future. Job seekers are evaluating more than just roles—they’re evaluating the environment, the people, and the long-term fit.  

This broader set of expectations means candidates are raising the bar. They’re not just looking for the next step, they’re looking for the right step. Even those actively exploring new roles are moving with intention—evaluating whether employers can offer long-term opportunity and stability, not just short-term perks. 

TA Takeaway: Candidates are ready to move—but only if it’s worth the leap. Show them exactly how your company invests in growth, champions flexibility, and builds a culture people want to rally behind. It’s not just about the role; it’s about the whole package.   

Reducing Burnout for Better Engagement  

Today’s job seekers aren’t just selective—they’re exhausted. Sixty-six percent say they’re feeling burned out by the job search, and it’s easy to see why. Clunky applications, vague timelines, endless interviews, and ghosting all chip away at candidate confidence—and patience. 

And that fatigue doesn’t just affect job seekers. Burnout leads to real fallout for recruiters, too. Candidates are more likely to abandon applications, disengage in-process, or drop out after the offer. Worse, a frustrating experience doesn’t stay quiet—it sticks. It shapes how candidates view your brand long after the process ends. 

But there’s good news: Burnout isn’t inevitable—it’s fixable. When you put candidate experience first—with simple applications, clear communication, and structured interviews—you help candidates feel respected, supported, and more likely to stay engaged.  

TA Takeaway: A modern ATS doesn’t just track candidates—it helps you create a faster and more transparent experience. Use automation to eliminate manual steps, custom workflows to keep candidates moving, and AI interview tech to improve consistency and collaboration across teams. The smoother the experience, the more likely candidates are to stay engaged—and the faster your team can hire.  

Prioritizing Clarity, Trust, and Stability  

Today’s job seekers are navigating a complex landscape. Layoffs, economic uncertainty, and fears of a white-collar recession have made them more cautious about what comes next. But that doesn’t mean they’re standing still. Candidates are open to new roles—they’re just more selective, more intentional, and more focused on finding long-term stability. 

At the same time, the process of getting hired has become a source of stress. Job search burnout is high, and candidates won’t waste energy on experiences that feel drawn out, unclear, or impersonal. 

For TA and HR teams, this moment is a chance to step up. That means going beyond filling roles—and focusing on what makes your company the right next step. Lead with transparency, simplify processes, and create a journey that feels human from start to finish.  

Want more insights like these? Download the full 2025 Job Seeker Nation Report to explore what today’s candidates expect—and how your hiring strategy can rise to meet them. 

To explore how TA and HR teams are navigating this new landscape, we partnered with GoCo, Verified First, and Lighthouse Research & Advisory to host a panel of today’s top industry experts. The conversation covered everything from AI, tech, and automation to internal mobility and workplace autonomy.  

In this blog, we break down the top takeaways and what they mean for teams building more people-first workplaces. Because no matter how much technology changes the way we work, people are still at the heart of every great employee experience. 

Meet the Experts 

Moderated by Ginny Drinker, SVP of Partnerships at Employ, the discussion featured 

• Dorothy Enriquez, Founder and Principal Consultant, The Ellevate Collective  
• Ben Eubanks, Chief Research Officer, Lighthouse Research & Advisory 
• Mike Rockwell, VP of Account Management, Verified First 

AI is Here to Enhance Human Connection 

AI can feel overwhelming—but our panelists agreed: it’s not here to replace people. It’s about giving TA and HR teams the tools to work more efficiently and focus on what matters most.  

Dorothy shared how organizations are beginning to embrace AI for tasks like content generation and performance feedback—using tech to create space for more strategic, people-focused work. “AI is a tool,” she said. “It’s not the end-all-be-all, but it’s something we can couple with our capabilities and confidence to execute with brilliance.” 

Ben pointed to lesser-known use cases like workforce scheduling, safety monitoring, and even “robot coaches” that guide employees through personalized development plans. These tools help HR teams support employees more proactively—anticipating needs, improving safety, and enabling growth without adding headcount at the same pace. 

Mike emphasized that AI is already shaping the candidate experience, from resume creation to interview prep. With job seekers moving fast, TA teams must be ready to meet them where they are—and rethink how they evaluate skills and potential. 

Key takeaway: Thoughtfully implemented tech can improve both efficiency and empathy—allowing HR teams to better serve employees at scale. 

What are robot coaches? Watch the clip!

Onboarding for an Evolving Workforce 

Onboarding sets the tone for the employee experience. But with teams now split between in-person, remote, and hybrid work, creating consistency is a growing challenge. 

As Dorothy pointed out, many companies confuse orientation with onboarding—focusing on logistics rather than culture and connection. True onboarding is a longer-term process focused on helping people feel supported, aligned, and confident in their role. 

Mike shared that he invites current employees to get involved in the hiring and onboarding process. “I don’t hire anyone until they talk to the people they’ll be working with,” he said. “It gives them a feel for what they’re walking into—what we do, how we work, and who we are.” That early connection helps build trust and clarity from day one. 

The panel encouraged HR leaders to build onboarding experiences that reflect how people actually work today. That means offering both synchronous and asynchronous learning, creating opportunities for team connection, and setting expectations around flexibility and inclusion. 

Key Takeaway: Strong onboarding blends technology with culture, helping new hires feel like part of the team—no matter where they work. 

Want Dorothy’s onboarding tips? Watch the clip!

Career Development: Employee-Led, Tech-Supported 

In a competitive hiring market, developing internal talent is more important than ever. Reskilling, upskilling, and internal mobility aren’t just nice-to-haves—they’re key to long-term success. 

Ben shared that investing in internal development is not only more cost-effective but also strengthens retention and engagement. He pointed to Chipotle as an example, “They put their money where their mouth is—literally. Managers who develop internal talent were offered bonuses when those people succeeded. It cut their turnover in half.”  

Mike added that leaning into employees’ skills can help them thrive. His team uses tools like StrengthsFinder to guide career conversations and match employees with roles where they’re most likely to succeed. This strengths-based approach not only boosts individual performance but also helps leaders find untapped potential across the organization. 

Dorothy highlighted the difference between mentorship and sponsorship—explaining that while mentors offer guidance, sponsors actively advocate for employees’ growth. Leaders who sponsor others play a crucial role in shaping inclusive, opportunity-driven cultures. That advocacy can open doors that might otherwise remain closed, especially for underrepresented groups seeking visibility and advancement. 

Key takeaway: Investing in career development shows your team there’s a future for them at your organization—and gives them the tools to get there. 

How does StrengthsFinder work? Watch the clip!

Flexibility is More Than Remote Work 

While flexible work arrangements are now the norm, the panelists emphasized that real flexibility goes beyond location. It’s about giving employees autonomy in how they work, learn, and grow. 

Ben gave examples of companies offering flexible hours, asynchronous work, and opportunities for employees to pitch new ideas. He emphasized the importance of creating space for innovation, sharing, “If someone has a good idea, let them raise their hand—you never know where it could lead.” He added, “We had an engineer share an idea, and leadership listened. That idea became a multimillion-dollar line of business. All because we created a culture that allowed people to speak up.” 

Mike pointed out a growing trend: employees are drawing hard lines about what they want. Some won’t consider office-only jobs, while others need in-person interaction to thrive. Trying to force one model for everyone simply won’t work. When employees feel trusted to manage their own time and environment, they’re more likely to stay engaged and committed. 

Key takeaway: The best employee experiences are the ones that feel personal. Flexibility, autonomy, and trust aren’t perks—they’re expectations. 

Want to hear Ben’s story? Watch the clip!

The Future of Work is People First 

TA and HR leaders are balancing more than ever—emerging technologies, shifting workforce expectations, and the pressure to do more with less. 

But success doesn’t come from choosing between efficiency and empathy. It comes from combining both—using the right tools to streamline processes while staying deeply focused on what people need to thrive. 

For even more insights from our all-star panel, check out our full session here. 

Recruiting outlook

Based on data from the 2023 Employ Recruiter Nation Report, more than half of talent professionals (57%) believe within the next 12 months, hiring new employees will be at least somewhat challenging, mostly because there are not enough quality candidates (58%), because of competition from other employers (46%), fewer recruiters or recruiting resources (43%), and more employees leaving the organization (41%).

The challenge of not enough quality candidates is anticipated more within SMBs (63%) than at large enterprises (48%); however, more than 4 in 10 recruiters from enterprise companies believe they will have more open roles to fill (42%) versus 23% at SMBs.

Recruiting volatility

When it comes to fluctuations in the coming year, recruiters have mixed opinions. While one in three recruiters do not believe the next 12 months will be volatile in recruiting, half of all talent acquisition professionals do think hiring will be turbulent into 2024.

The future of recruiting

At the same time, HR decision makers are extremely optimistic about the future of recruiting. An incredible 86% of talent practitioners shared that they are positive about what the future of talent acquisition holds, while only 8% are not. So, while volatility is expected, optimism remains.

• Implementing a more human-centric approach to building a strong company culture
• Prioritizing employees’ mental health and their work-life balance in a disruptive period
• Boosting employee retention by training and promoting top performers company-wide
• Offering flexible working hours, particularly for those working remotely/in hybrid roles
• Ensuring the employee experience is a positive one by improving the work environment

And these 2023 HR trends will certainly remain a top focal point for HR leaders in 2024.

That said, there are certainly a growing number of other, more recent (and urgent) workforce-related events, patterns, and shifts that will impact your human resources function’s efforts to empower your workforce to thrive in the workplace (virtual and/or in-person) in the year ahead.

7 HR trends to know about in 2024

Here are some of the top HR trends today — more specifically, ones from the latest edition of Employ’s Recruiter Nation Report, which features in-depth recruiting and hiring data as well as expert “people” insights for CHROs and their teams — you should know heading into 2024.

1) Talent acquisition will continue to adapt to ongoing uncertainty

What better way to kick off our HR trends list than to share one from a fellow Employster?

Employ SVP People & Talent Corey Berkey detailed how all companies — from SMBs to enterprises — will continue to evolve their talent acquisition processes and priorities in 2024.

• That’s mainly due to lingering concerns about a recession and further tightening budgets.

Two specific ways in which Corey envision’s TA teams altering their approaches in the year ahead? Eliminate any inefficiencies, and enhance their existing recruiting methods.

“As businesses have adjusted hiring plans in reaction to economic conditions, talent acquisition teams have felt the impact,” said Corey. “Navigating a full requisition load with less tools or supporting resources forces teams to change their approach.” (Translation: Work smarter, not harder.)

Corey added how employers of all sizes and across industries are now “seeking ways to flex their recruiting practices and zero-in on high quality candidates, working to drive higher initial candidate quality.” These are efforts that “will shape talent acquisition … into 2024.”

2) The “do-more-with-less” hiring approach will (mostly) stick

No business division — whether it’s human resources, marketing, sales, or support — wants to have to do their jobs with limited budget and resources. And yet, in today’s business climate, that’s what ongoing economic uncertainty requires most (if not all) teams to do.

• That includes talent acquisition functions of today’s human resources teams.

“Whether companies are growing or slowing, talent acquisition teams are being asked to do more with less, based on the current economic uncertainty” WorkTech Founder and Principal Analyst George LaRocque shared for our 2023 Employ Recruiter Nation Report.

“Yet, while the economy may have been cooling … the available talent and required skills remain more complicated to find than ever,” George added. “Today’s recruiting challenges are the same as those previously associated with competition during times of strong economic growth.”

3) Orgs of all sizes will renew their focus on diversity recruiting

H3 HR Advisors Cofounder Steve Boese and CEO and Principal Analyst Trish Steed insisted employers will spend their time, resources, and energy on diversity, equity, and inclusion (DEI) initiatives in 2024 and the years ahead. Specifically, with a concerted focus on diversity hiring.

• “Making increased commitments to diversity hiring is an important first step,” the duo noted.

“But, they also need to back up statements with actions, like using modern recruiting technology to facilitate blind screening and interview reviews, creating more diverse internal hiring teams, and publishing diversity hiring goals, and progress towards achieving these goals.”

Updating impact descriptions and career sites with messaging that relays your efforts around DEI certainly go a long way in proving your dedicated to making progress, Steve and Trish added.

However, proactive efforts to make ongoing strides with DEI — including with diversity hiring (e.g., implementing a skills-based TA approach to hire a broader array of underrepresented talent) is what will show your company truly cares about creating a more diverse, fair, and welcoming workplace.

4) Differentiation from other employers becomes a focal point

The Great Resignation led to a scarcity of talent actively looking for new work during the global pandemic. But, the market has since shifted. (And drastically, to say the least.)

Now, there’s a surplus of professionals aiming to join new companies. And yet, many job seekers remain selective regarding which employers they consider speaking with and joining.

Guidewire Software VP and Global Head of Talent Attraction Ian Creamer noted how, despite a sizable number of active candidates exploring new career opportunities, HR/TA teams must still ensure their open roles (and employer brand at large) stand out from other orgs looking to hire.

• “There is so much uncertainty in the market,” said Ian.

“The expectation of hiring managers and leaders is that the tide of layoffs should equal much easier access to talent, and that’s not always the case. We hire in the technology space, and truly top talent remains as hard to hire as ever.”

Ian added that “candidates are still showing up with multiple offers already in hand,” making it difficult to convince top-tier talent his company engages for open roles to accept their offers.

5) The use of artificial intelligence in TA continues to grow

Notice that the “AI-is-a-trend-crowd” has grown increasingly silent since early 2023? That’s because artificial intelligence is, in fact, here to stay. And it’s an “HR trend” all talent teams should investigate further, as there are undoubtedly several use cases for leveraging the advanced tech.

Restaurant Clicks CEO Brian Nagele remarked how arguably the top initial use case for TA teams is to leverage AI’s bias-reduction capabilities. (Ideally, by onboarding a leading recruitment platform that already has AI recruiting functionality baked in to help make bias-free hiring decisions.)

“Many human resource departments are becoming aware of the (sometimes) unintentional biases which occur during the hiring process,” said Brian. “The beauty of using artificial intelligence to review resumes is that the software is blind to the physical appearance of any applicant.”

Brian added how leading AI tech used by HR professionals today “focuses on recognizing candidate qualifications to filter through top talent.” This, in turn, can help reduce potential hiring biases and ensure HR functions solely consider talent based on their skills, expertise, and other qualifications.

6) Companies will prioritize candidate experience improvements

Despite not having as many recruiting resources as they’d like for 2024, NXTThing RPO Founder Terry Terhark said CHROs will ensure their teams will stay focused on the work at hand.

• But, that doesn’t solely mean refining and streamlining TA processes. It also entails making sure each job seeker their recruiters engage for openings have a strong candidate experience.

“Companies still need to pay attention to the candidate experience, their employment brand, and the speed of their recruitment process” to outcompete other orgs for top talent, per Terry.

Of all the latest HR trends featured here, improving the CX is really a perpetual task for TA teams. However, as Terry can attest, job seekers are becoming increasingly “picky” with employers.

Provide a consistently enjoyable hiring experience, and you’ll “win” more top talent.

7) Analytics will continue to play a pivotal role for hiring teams

Given data is now an indispensable asset for all HR/TA teams, HRU Technical Resources Talent Acquisition & HR Analyst Tim Sackett said it shouldn’t be a shock that using analytics to drive recruiting and hiring decision-making will remain a strategic imperative for employers.

• “Organizations with world-class recruiting functions are measuring the funnel,” per Tim.

“It is imperative that TA leadership and your executive team understand the recruiting capacity that your team can deliver. You only get that by measuring the [recruitment] funnel.”

Lighthouse Research & Advisory Chief Research Officer Ben Eubanks also believes actionable talent analytics is something employers of all types and across sectors must utilize daily.

“Recruiting has seen some massive swings in recent years,” Ben declared.

“The one thing that we consistently see … is that employers prefer hiring practices that deliver predictability. Anything we can do to streamline talent acquisition activities, take a more proactive approach, and make data-informed decisions is going to deliver a higher degree of predictability.”

Download the new Employ Recruiter Nation Report today to discover more data and insights that can help you plan, execute, and optimize your talent acquisition strategy in 2024.

Despite the turbulence, recruiting professionals should be encouraged by recent trends. Employ data shows that applications per job are up over the last year across companies of all sizes, and more than half of all recruiters expect their teams to grow in the next year, with nearly two-thirds expecting their recruiting budgets to increase.

A Look at the Current Recruiting Landscape

Navigating recruiting challenges in the current hiring landscape takes grit, resolve, and determination. While more than half (53%) of talent acquisition professionals feel their job is more stressful today than a year ago, this number has actually dropped by more than 10 percentage points from just last year.

Those talent practitioners who indicate a high level of stress today say it’s due to not enough qualified candidates (45%), competition from other employers (35%), more open roles to fill (34%), fewer resources to support hiring (33%), a lack of AI-powered recruiting technologies (30%), and more employees leaving the organization (30%).

For those talent professionals who do not feel their recruiting job is more stressful than it was a year ago (44%), over one-third say it’s because of a stable number of open roles to fill (38%), the ability to meet candidate expectations (37%), the same number or fewer employees are leaving the organization (36%), plenty of qualified candidates (36%), and more recruiters or additional recruiting resources (36%).

Recruiting Challenges

When it comes to the most significant challenges talent teams face today, there is a fairly even split among three primary areas:

• Not enough people to fill open positions (31% in 2023 versus 56% in 2022)
• Competition from other employers (30% in 2023 versus 54% in 2022)
• Not able to compete with salary requirements (25% in 2023 versus 33% in 2022)

However, there are positive trends in this data. The significant drop of more than 20 points in the first two areas means that employers are finding more talented candidates overall and that they are competing more effectively with other employers.

Ian Creamer
Vice President and Global Head of Talent Attraction, Guidewire Software

“There is so much uncertainty in the market. The expectation of hiring managers and leaders is that the tide of layoffs should equal much easier access to talent and that’s not always the case. We hire in the technology space and truly top talent remains as hard to hire as ever. Candidates are still showing up with multiple offers already in hand.”