How tech has changed the way we hire
From AI chatbots to social media response tools, person-to-person business transactions are slowly being outsmarted by digital automation, one revolutionary piece of software at a time. In my daily conversations with Business Development (BD) leads in law firms, I’m hearing about the rising interest and investment in digital tools.
This is a big change for Legal, a sector so deeply ingrained in more traditional methods, and the ripples of this shift can be felt all the way through to how law firms are sourcing their talent and building their workforces.
Tech vs people in team structures
Presented with a parade of time-and-cost-saving platforms, and under pressure to stay on their AI-game, it’s no wonder 82% of law firms increased their tech spend in 2024*. This is a trend which is having a tangible impact on talent management, too. We’re seeing more emphasis on digital tech within existing roles, as well as a rise of positions created specifically to manage software – for example in legal BD there’s a growing appetite for titles like Chief of AI*.
What’s really keeping employers on their toes, though, is the gradual tapering of human effort in favour of automating certain tasks. Tech is nipping at humanity's heels across so many remits (Document Review, Customer Services, Marketing, Decision-Making) and clients commonly come to me with a big question mark over how they can create their job descriptions with an eye on balancing human vs digital resource. Sound familiar? Read on!
Embracing digital tools for smarter and socially proggressive hiring
Tech has revolutionised recruitment. Building savvy software into the hiring process enables us to save time, reach a deeper pool of talent, boost diversity of candidates, and create even more successful professional matches – but for an industry so rooted in human connection, this is a complicated phenomenon.
On the one hand tech has helped hiring managers to drive social mobility forwards and created more opportunities for more people, and we can’t argue that this isn’t great progress for humankind. On the other is the unequivocal fact that recruitment isn’t just about filling a role, it’s about finding the right fit for each unique firm, and for this a human-centred approach is paramount.
To ensure candidates are valued and understood, to secure the best possible applicant for each organisation, we need to apply emotional intelligence, we need to recognise individual qualities, and we need a layer of empathy, especially in sensitive situations – all of which involves the tangible presence of people at every stage of the process.
I recently represented a candidate who received offers from two firms at the exact same salary point. The decision to accept one over the other was based heavily on how she felt about the personal relationships and culture within the business, which she’d picked up from her interactions with interviewers and the wider team. As far as I’m aware, there is no tech that can fully replicate this personality profiling, home in on the energy of a person, and identify the shining stars who will complement your organisation beautifully.
3 tips for keeping the human in your Talent Management
The resounding message? Tech provides exciting and empowering opportunities, but employers should tread the line between digital and human very carefully, and always keep hold of the humanity required for solid and exceptional workforces.
At Ryder Reid, the leading People-first recruitment consultancy, we work closely with clients to explore how their people and their systems can happily coexist, and although there is no one-size-fits-all rule for achieving this, there’s always a way forward which streamlines operations whilst protecting the valuable role of employees and their unique skills.
These three common strategies are a great starting point!
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Nurture tech skills amongst existing employees. Offering training to your current team empowers them to grow with you and channel their trusted business knowledge into smarter, more efficient output. Instead of leaving people behind, tech provides a vast opportunity to advance your workforce with new skills, skills which will futureproof them and your firm.
In fact, there’s a proven positive correlation between training and employee loyalty and motivation*, and supporting your people to understand how software can contribute to their role is likely to boost commitment, limit resistance/fear of job displacement, and get them excited about the possibilities.
Thinking about Employer Value, candidates also notice firms who invest in smart tools and empower their staff to use them, because it signifies a sustainable business and an organisation which promises personal development. Win win!
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Enhance, don’t replace. As smart as they are, it’s no secret that automated tools can make errors, misinterpret data, or miss critical nuances. In July 2024, the world experienced one of the largest ever global IT outages thanks to a blip in cyber security software*. A blip which led to widespread disruptions of airlines, banks, broadcasters, healthcare providers, retail payment terminals and cash machines globally. Who worked round the clock to fix it? Humans.
Although this is an extreme example, we can apply the learnings to every task in every industry. However robust your tech infrastructures may become, however big your budget for it, there must always be room for rational human input. Yes, tech can help people do a great job, but we still need walking talking talent to manage issues, check accuracy, and add the crucial layer of skill and empathy that can’t be found in a screen.
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Embrace a hybrid workforce. A common mistake for employers is to see tech and human as opposing forces, and either invest in smart software (with a view to bringing in fewer people) or resist tech advancements all together. Both approaches are missing the point and the chance to reconcile two powerful channels of expertise to reach new levels of excellence.
Your tech and the people behind it are vital. It’s how they work together that makes the difference between a good business and an excellent one. A trusted recruitment partner can help you strike the balance, but a rule of thumb is to think of it in these terms; digital tools are rooted in quantity (wider reach, deeper stats, greater insight), whereas human work is about quality, nuance, talent, creativity, empathy.
Invest in tech but don’t take your eye off investing in people! For support with updating your recruitment strategies, or if you have a BD role to fill, give me a call.
***ENDS***
Authored by Jon Shepherd, Senior Recruitment Consultant specialising in Legal Business Development & Marketing recruitment. Jon places leading candidates for US, UK and International law firms.
* LinkedIn’s Global Recruiting Trends
* https://www.weforum.org/stories/2024/07/global-outage-it-cyber-resilience-alarm-world/