In the first part of this series, we looked at how technology has reshaped the early stages of recruitment. Automated tools can scan CVs, shortlist candidates and even arrange interviews.
But for all the speed and efficiency, there is still a question worth asking: can technology truly replace human judgement in hiring? In this post, we explore where machines succeed, where they fall short, and why people still matter in recruitment.
What recruitment technology does well
Technology handles the early, repetitive tasks of recruitment with ease.
Some of its clear strengths include:
Filtering large pools of applicants: When a job ad attracts hundreds of responses, automated systems can quickly sift through them to find those who meet the basic requirements.
Checking qualifications and keywords: Systems can scan CVs for specific skills, degrees or certifications.
Managing administration: Booking interviews, sending updates and answering basic queries can all be handled by chatbots or online systems.
These tasks, while important, are largely mechanical. They follow set rules and patterns, which is where technology thrives.
Where technology falls short
Hiring, however, is not just about ticking boxes. Some of the most important aspects of recruitment cannot be measured by keywords or automated tests.
Technology struggles with:
Cultural fit: A candidate’s ability to work well with a particular team or organisation depends on shared values, attitudes and working styles. These are hard to judge through data alone.
Judging potential: Someone may not have done a particular job before but might have the drive and skills to succeed. Algorithms tend to look backwards at past roles, not forwards at future possibilities.
Understanding soft skills: Qualities like leadership, communication, resilience and empathy are difficult to assess through standardised tests or CV scans.
Recognising unusual strengths: Candidates who do not follow traditional career paths often offer fresh ideas and perspectives. Automated systems are likely to miss them if they do not fit the expected patterns.
Recruitment is as much about people as it is about skills — and technology is not yet able to fully understand people.
The danger of treating people like data
When we reduce candidates to a set of keywords, scores or algorithmic rankings, we risk making hiring shallow.
Good people can be overlooked because they do not fit the model. This not only harms candidates but also businesses, which may lose out on diversity, creativity and long-term success.
Poor hiring decisions, based on incomplete assessments, can cost organisations far more than the time saved at the start.
The value of human insight in recruitment
A good recruiter or hiring manager brings something to the process that no machine can replicate: the ability to read between the lines.
Human insight allows employers to:
Spot hidden talents that do not always show up on paper.
Ask deeper questions that reveal motivation, adaptability and personality.
Build trust during interviews, making it easier for candidates to be honest and open.
Use instinct when making final decisions — recognising when someone feels like the right fit even if they are not the obvious choice.
Recruitment is about finding the right person, not just the right CV. Skilled recruiters understand this balance and use technology as a support, not a substitute.
Conclusion
Technology has made recruitment faster and more efficient. But human judgement remains essential in choosing the right person for the right role. Algorithms can help find candidates; people find potential.
In the next post, we will look at how job seekers can adapt to this changing landscape — and how they can improve their chances in a world where bots often make the first decision.
