Talent & AI: Where AI Helps and Hurts Talent Strategy
- Gerber Business Solutions
- 3 days ago
- 4 min read
AI is everywhere in today’s hiring conversation—but clarity isn’t. In a recent Gerber Business RoundTable, I sat down with Jean Verthein of BothSides Career Strategies, Talent & Acquisition leader with 25+ years of experience to cut through the noise and focus on what’s actually working (and what isn’t). What emerged wasn’t a simple “AI is good” or “AI is bad” narrative. Instead, we uncovered a more useful truth: AI is only as effective as the strategy, process, and intent behind it.
The Reality of Today’s Hiring Market
Let’s start with what many businesses and candidates are feeling but not always articulating—the hiring market is strained. In many ways, it’s even more complex than the 2008 recession.
Organizations are navigating widespread downsizing while simultaneously trying to maintain output. Recruitment teams are often operating at half their previous capacity, yet expected to fill the same number of roles. The result? Burnout on internal teams and an increased reliance on finding the so-called “purple squirrel” candidate—someone who checks every possible box.
But the companies that are weathering this well aren’t necessarily hiring more. They’re doing something smarter: investing inward.
By focusing on internal mobility, training, and upskilling, these organizations are building loyalty, reducing hiring costs, and retaining institutional knowledge. It’s a strategy that doesn’t just fill roles—it strengthens the business long-term.
The Biggest AI Misconception in Hiring
One of the most persistent myths in today’s job market is that AI is automatically rejecting candidates. In reality, that’s not what’s happening.
Most filtering occurs through pre-screening questions—basic, non-negotiable requirements like work authorization, certifications, or location. These are binary filters, not intelligent evaluations. The actual review of resumes and assessment of fit is still largely human-driven. However, the perception of AI-driven rejection is understandable given the candidate experience—and that’s where things start to break down.
When AI Creates More Problems Than It Solves
AI has made it easier than ever for candidates to apply to jobs at scale. Unfortunately, that convenience has led to a “spray and pray” approach—mass applying to hundreds of roles with generic, AI-generated resumes.
For employers, this creates a flood of applications—often 500 to 1,000 per posting—with a significant portion being unqualified. Recruiters then spend valuable time filtering noise instead of engaging with strong candidates.
At the same time, over-automation on the employer side—such as instant AI outreach or poorly timed automated communications—can create a confusing and impersonal candidate experience. In some cases, candidates are contacted within minutes of applying or, worse, ghosted after multiple interview rounds. The result is frustration on both sides. AI didn’t create these problems—but it is amplifying them.
Where AI Actually Adds Value
Despite the challenges, AI can be incredibly effective when used intentionally.
In our discussion, a few practical, high-impact use cases stood out:
Structuring job descriptions to ensure clarity and alignment before posting
Sourcing support, helping identify potential candidates more efficiently
Personalized outreach drafting, combining job requirements with candidate experience
The key distinction? AI is being used as a support tool—not a decision-maker.
When paired with human oversight, AI can save time and improve consistency without sacrificing quality.
The Step Most Companies Skip: Defining the Problem
One of the most valuable insights from our roundtable had nothing to do with AI tools at all. Before hiring—or implementing AI—businesses need to ask a more fundamental question:
What problem are we actually trying to solve?
Too often, hiring is treated as the default solution. But when organizations take the time to evaluate their internal processes, workloads, and team capabilities, they frequently discover that the issue isn’t a lack of people—it’s a lack of clarity or efficiency.
By analyzing current workflows, redistributing responsibilities, or investing in existing team members, companies can often solve the problem without adding headcount.
This approach not only reduces costs but also avoids introducing unnecessary complexity into already strained systems.
The Role of Human Leadership in an AI-Driven Process
AI is powerful—but it lacks context, judgment, and accountability. That’s why the most effective organizations are keeping a “human in the loop”—or more accurately, a human in the lead.
This means:
Setting clear parameters for how AI is used
Validating outputs rather than accepting them blindly
Ensuring that hiring decisions remain relationship-driven
Speed is often seen as the ultimate goal in hiring, but as we discussed, speed does not equal excellence. Thoughtful, well-structured processes consistently outperform rushed, overly automated ones.
What This Means for Candidates
For job seekers, the takeaway is clear: more applications do not equal better outcomes.
Instead:
Focus on roles where you are a strong match
Ensure your resume reflects real, applicable experience—not just keywords
Be intentional in how you use AI tools
In a crowded market, clarity and authenticity stand out far more than volume.
What This Means for Employers
For employers, AI is a double-edged sword.
To use it effectively:
Vet tools carefully—don’t just buy into the promise
Align job descriptions with actual business needs
Balance automation with meaningful human interaction
Most importantly, invest time upfront in defining your processes. Technology should enhance a strong foundation—not compensate for a weak one.
Final Thought: Hiring Still Comes Down to People
If there was one unifying theme from this roundtable, it’s this:
Hiring works best when it’s intentional, human, and supported by the right structure.
AI isn’t going anywhere—but neither is the need for thoughtful leadership, clear processes, and genuine connection. The organizations that recognize this balance won’t just navigate the current market—they’ll come out stronger because of it.
Where to Go From Here
If your team is feeling the strain—whether it’s hiring challenges, unclear processes, or uncertainty around AI—you’re not alone. And more importantly, you don’t need to solve it by simply adding more people or more tools.
At Gerber Business Solutions, we help organizations step back and assess the full picture—through process improvement and value chain analysis—to identify where time, resources, and effort are being misallocated. From there, we help you build a more efficient, scalable approach that may reduce the need for hiring altogether.
For those navigating career transitions or looking for expert guidance from both the candidate and recruiter perspective, BothSides Career Strategies offers tailored support to help individuals stand out in today’s competitive market.
The reality is this: better outcomes don’t come from doing more—they come from doing the right things, in the right order, with the right structure.
Let’s solve the right problems.
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