Expert Predictions For HR and Recruitment in 2024

The UK job market in 2023 has experienced changes, with a decline in job vacancies. According to the Office for National Statistics UK, from September to November 2023, there were 949,000 vacancies, showing a reduction of 45,000. This period marked a continued decrease in job openings across various sectors. Despite these shifts, the total number of vacancies still exceeds pre-pandemic levels. This context provides a relevant setting for our discussion with industry experts who will share their views on the evolving roles in HR and recruitment​​ in the coming year.

 

Our Experts:

 

Bjorn Andersson, Senior Director, Global Digital Innovation Marketing and Strategy, Hitachi Vantara
Rosie Evans-Krimme, Director Innovation Lab & Behavioural Science, CoachHub.
Alastair Brown, Chief Technology Officer, BrightHR
Neil Armstrong, Chief Commercial Officer, Tribepad
Ben Keighley, Founder, Socially Recruited
Matt Monette, Country Lead and Head of Expansion, UK & Ireland, Deel
Amanda Chinnery, Head of Digital HR, Europe Services, Fujitsu
Toby Hough, People & Culture Director, HiBob
Rob Scott, Managing Director, Aaron Wallis
Leslie Tarnacki, CHRO, WorkForce Software
Caroline Fox, Global ED&I Strategy Lead, Nigel Frank
Romain Muhammad, CEO/Founder & Researcher, Romain Muhammad & Diversify

 

Bjorn Andersson, Senior Director, Global Digital Innovation Marketing and Strategy, Hitachi Vantara

 

 

“Today’s focus for AI is on efficiency and productivity. It can very quickly make almost anyone better in some sense in their job. It’s a huge productivity improvement; but it also comes with its drawbacks, such as having to rely on fuel with all its infrastructure, more high-speed accidents, etc.

GenAI is in a similar way enabling a huge productivity jump and being a tool that can lift everybody to a higher level and enable them to focus more on the more high-value or creative aspects of their jobs.

Today we also don’t know if we can trust AI with preparing legal documents before a trial, assisting during surgery, or operating industrial machines – without some sort of oversight that has the domain knowledge. Deploying GenAI to automate the more mundane aspects of a role, will create more time to focus on the higher-level aspects of said job.

All aspects set aside a core benefit from deploying AI from a workforce augmentation standpoint: it will shorten the time from being a newbie, to a competent skills worker.

It’s like having thousands of interns at your fingertips. Workforce outsourcing has in many cases focused on outsourcing the lower-level jobs to gain economic benefits. AI is now providing an alternative to that, and the “rising sea” of skills will lift existing job roles to a higher level.”

 

Rosie Evans-Krimme, Director Innovation Lab & Behavioural Science, CoachHub.

 

 

“Formerly a recruitment red-flag, job hopping has become standard as people search for a job that works for them. Organisations can play an active part in driving employee retention by making sure that employees feel fulfilled in their jobs. Learning and development tools like digital coaching can boost employee satisfaction, as individuals feel that their employer is investing in their success.”

 

Alastair Brown, Chief Technology Officer, BrightHR

 

 

“As the new year approaches, businesses are becoming increasingly reliant on automated time-saving processes. As such, recruitment in 2024 will likely centre around technology that streamlines the often-lengthy journey from listing a job, through to an application being received, right through to onboarding.

Instead of sifting through piles of CVs, a platform where all roles and applicants are listed in a central hub where they can be viewed, managed, and edited, that allows for simple and accurate tracking of applicant’ journeys through the process will be utilised.

Three-quarters of job seekers reportedly lose interest in a role if the recruitment process takes too long, so tools like this will become valuable, especially as 91% companies are facing challenges in hiring.

With the more tedious and time-consuming aspects of the hiring process streamlined, this will free up recruiters and business owners to focus on building relationships with candidates and making more strategic hiring decisions.

As technology continues to advance, we can expect to see new tools and strategies emerge that will help companies find and hire the best candidates for their needs.”

 

Neil Armstrong, Chief Commercial Officer, Tribepad

 

 

“ChatGPT was undoubtedly the buzzword of 2023 popularity. The initial excitement surrounding artificial intelligence (AI) Large Language Models is settling into practical, real-world applications.

Despite efforts by IT departments to regulate AI tool usage, these tools are becoming indispensable in various sectors, including recruitment. The recruitment industry is particularly time constrained, so is turning to AI to help save time.

Many are rightly concerned around privacy, ethics and effectiveness. A notable trend is the ‘AI arms race’ between candidates and recruiters, where AI is used both for applying and screening. Akin to a game of whack-a-mole,, this can lead to a stalemate without improvement in recruitment outcomes for either party. Candidates use AI to write uninspiring CVs, and recruiters screen them out at the click of an AI button.

However, 2024 promises the introduction of advanced recruiting tools, developed thoughtfully to reduce bias and promote fairer hiring practices – something we’re passionate about. Despite their potential, a slow adoption rate is anticipated as many hiring managers still rely on traditional methods like referrals and CVs. At Tribepad, for instance, the use of our anonymous application tool has grown from 1% to 4% in just two years, reflecting a gradual but steady acceptance of new technologies.

Above all, HR leaders are facing increasing pressure from CEOs to enhance efficiency and productivity, necessitating a strategic approach to hiring more with less. This pressure, emanating from candidates, recruiters, and corporate leadership, is setting the stage for significant changes in AI applications in the HR sector. Indeed, these developments present a complex scenario for HR leaders to navigate in the coming year.

The best recruiters and HR departments will be thoughtful about what AI they use – is it as free from bias as possible? what inputs were used as prompts? – and be effective at analysing the data and information for insight. The most important skills will be analytics and data literacy, rather than just taking the numbers or output as they are. This will be the year HR and AI stop fighting, and start collaborating to deliver better results for everyone.”
 

 

Ben Keighley, Founder, Socially Recruited

 

 

“Artificial Intelligence will turbocharge both the way people look for jobs and the way recruiters and employers identify and reach the best candidates.

On the jobseeker side, we’re likely to see candidates delegate more of the legwork of applying for roles to AI. Many are already using generative AI to research employers, draft cover letters and fine-tune their CV, but in 2024 more will be tempted to use tools like LazyApply to fire off scores, or even hundreds, of applications to advertised vacancies.

For employers this raises the prospect of a deluge of applications – many of which could be from completely unsuitable candidates, who will need to be verified much earlier in the recruitment process.

That’s why forward-thinking employers will also need AI to stay ahead of the curve – by running highly targeted campaigns, driven by machine learning and using millions of data points, to reach the potential hires traditional recruiters might miss.

In practical terms this is likely to mean looking beyond the active applicants, and instead homing in on passive candidates; people who may not be scouring LinkedIn every day, but will engage with a perfectly pitched advert on their Facebook or TikTok feed.

We will also enter the interactive phase of AI technology. Instead of just typing an instruction, you will be able to talk to your AI and set it tasks. For employers and recruiters, this will enable talent pools to be identified faster and more efficiently than ever before.”

 

Matt Monette, Country Lead and Head of Expansion, UK & Ireland, Deel

 

 

“Businesses are increasingly starting to see that education level is not the only indicator of talent. And with a global concern for workforce skills shortages, we can expect to see more companies adopting a skills-first approach to hiring in the new year. Companies globally are rethinking the traditional emphasis on formal education, recognising that valuable skills can be acquired through various avenues. This inclusive approach will allow them to prioritise a candidate’s skills over predetermined credentials.

Whether it’s viral TikTok videos driving generational trends in the workplace such as the ‘lazy girl’ and ‘rage applying’, or the acceleration of technology adoption such as AI and its impact on ways of working, these shifts are going to continue to develop into 2024. But there are two big trends we’re placing our bets on.

Firstly, it’ll become virtually impossible not to notice the effects of AI on the workplace next year. In the past year, the number of AI, Software Engineering and Data Science roles paid through Deel organisations grew 60%.

And next year, we expect to see organisations no longer just hiring for one or two AI specialists to sit in a silo, but instead they’ll be looking for AI skills which can be applied to elements of technical and non-technical job roles.

Therefore, jobseekers looking to keep pace with the acceleration of AI will be looking to their employers for upskilling and learning & development opportunities as they evaluate their own career paths at the start of the new year.

Secondly, in the new year it’s likely that we’ll see more companies turn to hiring from abroad to help close skills gaps.

Businesses are now used to creating hybrid workforces, and for the forward-thinking businesses open to offering fully remote or hybrid positions, this can be a great way to fill open roles and attract top talent in a competitive hiring landscape.”

 

Amanda Chinnery, Head of Digital HR, Europe Services, Fujitsu

 

 

Businesses to regulate AI with newfound urgency

“The significant impact artificial intelligence (AI) can have on peoples’ workflows has not escaped the attention of employees, many of whom have already begun using it to boost their own efficiency and productivity. While there may not be regional or national regulations yet, companies cannot wait for them to arrive before setting out their own rules for how AI can be used. Many still don’t fully understand the risks associated with the new technology, like the potential for platforms to be inherently biassed for instance, and the onus will be on HR and other leaders to communicate the risks and lay out guidelines for how AI can be leveraged by individuals and the wider business. For HR functions, there is great potential for AI to support more personalised rewards packages, assist in the onboarding process and upskill staff – if its use is controlled and considered, that is.”

Skills gaps will be addressed through upskilling and training – not outside hires

“UK job vacancies, which plummeted during the pandemic and then soared during ‘the great resignation’, have fallen back to a more normal level. Combined with cost of living pressures, this has resulted in a significant drop in employee turnover. In response, HR must look at existing employees to address skills gaps, re- and upskilling current employees rather than relying on external hires. Creating frameworks and opportunities to support this internal development of people’s career growth will be a key feature among HR units in the year ahead.”

Organisations will unlock the potential of Gen Z

“Gen Z are often unfairly portrayed as entitled and lacking many of the traditional skills considered ideal for employees. However, Gen Z are digital natives and their skills will prove invaluable, with 79% of British teenagers already using generative AI, according to Ofcom’s ‘Online Nation’ report. They have great potential to coach and support their Baby Boomer and Gen X colleagues to mitigate the effect of digital skills gaps going forward. By the same token, older generations have much to offer Gen Z colleagues, by teaching them more traditional workplace skills like collaboration and resiliency. HR will have an important role to play in facilitating this inter-generational learning and ensuring all can benefit from the collective expertise of the workforce.”

 

Toby Hough, People & Culture Director, HiBob

 

 

“In today’s globally connected business landscape, how employees experience work matters greatly. A workplace that’s not just positive but also engaging isn’t just about productivity; it’s a magnet for retaining the best talent. Recruitment and talent retention remain challenges for HR and I expect these will persist in 2024. Anticipating a focus on learning and development, HR strategies will employ engaging technology to support employee career growth, alongside initiatives promoting mental wellbeing.

Happy employees that can demonstrate positive experiences at work become a potent recruitment tool. Bringing teams together physically in the office through catered lunch clubs and mental health workshops for example enhances connection and contentment. Cultural intelligence plays and will continue to play a key role here, acknowledging that what works in one location may not have the same impact elsewhere. Understanding that what works in London might not have the same impact in Sydney lies behind this philosophy. For instance, a ‘happy hour’ might be a hit in the UK, while in Australia, a BBQ lunch is more their speed.”

 

Rob Scott, Managing Director, Aaron Wallis

 

 

“It has been a great few years for the recruitment industry, defying the predictions of most economists by staging a robust comeback after the COVID pandemic. However, during 2023, the market shifted from being candidate-driven, with salaries increasing significantly, to an employer-driven market, and all the indications suggest this will remain the case in 2024. In the UK, total vacancies declined by 5% from August to October 2023, according to the ONS. Nevertheless, total vacancies remain higher than pre-pandemic levels, so it remains a buoyant period.

This year we’ve witnessed a decline in employers looking for hybrid and remote working. I anticipate that most firms will continue this shift towards predominantly office-based work in 2024. Undoubtedly, AI is poised to take the next leap forward in recruitment technology in 2024. Together with machine learning, it will significantly enhance candidate sourcing and screening, automating tasks such as scheduling interviews and conducting compliance checks. Moreover, ‘blind CV screening’ is likely to become commonplace – a shift that will routinely utilise AI to remove personal information from CVs before they reach hiring managers, thereby reducing or eliminating unconscious bias.”

 

Leslie Tarnacki, CHRO, WorkForce Software

 

 

Place attention on succession planning

“Currently, we’re seeing more baby boomers filter out of the workplace. With more than 75 million baby boomers retiring sooner rather than later, it’s clear that employers will need a strong workforce plan for replacing these exiting workers. As part of this, HR leaders need to assess whether they have the right people to step up and fill roles. Are they able to support future leaders to be human-centric and empathetic leaders? If not, there is a lot of development to be done in early 2024 for effective succession planning.

“Ways to spot these future leaders include a great attitude, willingness to learn and a desire to be part of the company’s culture. Oftentimes this is more important than having a degree or specific technical skills. That’s not to belittle the value of a degree, but more companies should recognise that there are other core values and skills that an individual can bring to the table. For example, we are educating managers on balancing specific skills with a focus on personal traits like those who embrace change, pivot to whatever is needed, and show a willingness to try new things.”

Avoid shift shock by being transparent about roles.

“The skills shortage continues to have an impact on many companies’ bottom line and ability to succeed. While it’s tempting to fill vacant roles at whatever cost, emphasis must remain on hiring the right talent for the right job. Ultimately, you’re only doing yourself and the employee a disservice by not adequately describing a role to fill vacancies. This leads to unhappy employees and the same hiring issues when they quickly leave. Next year, HR teams must remember to balance speed and relevance in hiring to reduce team turnover and disruption. Employers must be clear about what the company culture is throughout every step of the hiring process, which will help to foster a sense of transparency, honesty, and trust during the initial employment stages.”

 

Caroline Fox, Global ED&I Strategy Lead, Nigel Frank

 

 

“I think we’re going to see AI continue to be a major theme, with more and more experimentation around its potential uses in recruitment. There’s still a great deal of excitement and we’ve yet to see a set of standard practices emerge. Part of that is going to be finding balance, and I think the key concerns here are going to be security and privacy. AI could prove immensely powerful in generating and harnessing analytics for recruiters, for example, but this is going to be totally (and rightly) dependent on establishing a healthy ethical practice that puts awareness and consent at its core.”