In the pre-pandemic world, the conversation around artificial intelligence was all anyone in recruiting could talk about. It was top of mind, and for many, AI seemed scary, as if somehow, we were about to enter into [The Matrix](https://www.imdb.com/title/tt0133093/). 

Then, COVID-19 showed up, and suddenly the idea of robot recruiters didn’t seem so terrifying when faced with a deadly virus. Now that we’re making progress, given the introduction of vaccines, AI is back on the scene. We’re in a different place this time, so let’s forget the rumors and cautionary tales and put those behind us. It’s time to move beyond the fear that robots are coming for recruiters. They’re not. Yes, AI is here to stay, but so are you. Here’s what you need to know: 

*Understanding what it means*

By definition, AI is intelligence demonstrated by machines (computers), something completely different from natural intelligence, which we see in humans and animals. AI is also a blanket term that accounts for several subsets, and robotics is just one example. And in the case of recruiting, much of what we call AI involves the subsets of natural language processing and machine learning. You might have noticed that word natural again. It will continue to come up, so we’ll start there. 

Natural language processing (NLP) is what gives computers the ability to recognize human language. Pretty simple, right? More than that, [as Investopedia wrote](https://www.investopedia.com/terms/n/natural-language-processing-nlp.asp), “NLP combines computational linguistics and computer science to process human or natural languages and speech.” NLP helps computers break down language until it understands and then converts what it learned into a response. Chatbots, or conversational AI, represent a frequent use case for recruiting, engaging candidates, and gathering information relevant to their application.

Machine learning, on the other hand, is broader and deals primarily with algorithms. The [MIT Technology Review](https://www.technologyreview.com/2018/11/17/103781/what-is-machine-learning-we-drew-you-another-flowchart/) said, “Machine-learning algorithms use statistics to find patterns in massive amounts of data. And data, here, encompasses a lot of things – numbers, words, images, clicks, what have you.” The more you rely on machine learning, the smarter it gets, able to learn which candidates you’re looking for and where you can find them, helping speed things up and make your search more efficient. 

For recruiting, this is where AI excels. However, what AI can’t do is forge connections with candidates or intuit the emotion behind an exchange. But recruiters can do both, which is why hiring remains deeply human.

*Owning your domain*

The [Deloitte 2021 Global Human Capital Trends report](https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html/) explained, “artificial intelligence technologies … can guide people in making decisions, technologies integrated with humans on teams can enable those teams to pursue new and better outcomes at greater speed and scale.” Once again, you’ll notice they included the words people and humans repeatedly. That’s right, you, the recruiter, remain in control of the AI. It is yours to use as you see fit, not the other way around. 

As a whole, we need to make peace with AI technologies and embrace it. Sure, what AI means for recruiting and where it fits in the talent acquisition lifecycle is likely to change in the coming years. That’s part of what you do, too. You evolve and adapt with every candidate interaction and each new hire. AI is just another layer, not some supreme ruler that we need to follow. AI allows recruiters to get ahead and stay ahead. 

If you trust AI in its purpose, it becomes possible to reap the rewards. Much of that purpose involves automation and facilitation of otherwise administrative tasks, streamlining the overall process and giving you time back in your day. If you don’t trust the technology or continue to avoid it due to irrational fears, you miss out on the potential to create new value, and new value is what will be needed, post-pandemic. 

Deloitte shared that its 2021 report survey showed, “Executives are shifting their focus away from work optimization and redesign towards work reimagination, with 61% saying that they would focus on reimagining work going forward as opposed to 29% before the pandemic. But to move from optimization and redesign to reimagination, organizations must also change the way they’re leveraging technology in work … Humans and technology together can unlock organizational potential and achieve greater results together than either humans or machines could achieve on their own.” 

This isn’t an us versus them story anymore. There is no man versus machine. There are humans, and there are machines, and what you’re able to accomplish depends on how well you work together, with recruiters calling the shots and technology supporting the strategy. 



Accept no substitutes: Why robots won’t replace recruiters 

At the outset of this series, [we called into question](https://blog.emilabs.ai/article/understanding-and-unlocking-the-value-of-%22blue-collar%22-workers) the overwhelming focus on “white collar” or office workers in most HR and recruiting resources. We made the case for “blue-collar” workers as a valuable part of the overall workforce, encouraging talent acquisition teams to craft strategies specific to this segment. [We looked at meeting these workers where they are](https://recruitingdaily.com/meeting-workers-where-they-are/) and using recruiting technology to [bridge gaps in processes](https://blog.emilabs.ai/article/removing-barriers-to-entry-and-rethinking-recruiting-tech).  But what we haven’t talked about are the intricacies of this workforce, who they are beyond their job type. 

The truth is, every job seeker is unique in both their background and path in life, which contributes directly to their experience as candidates. That said, at a time when diversity is top of mind for many employers, including those seeking to hire for operational and otherwise “blue-collar” positions, you can’t make the distinction between workforce segments without acknowledging other key differentiators. For instance, of the world’s 7.5 billion inhabitants, only [1.5 billion speak English](https://www.babbel.com/en/magazine/how-many-people-speak-english-and-where-is-it-spoken) – that’s only 20 percent. What about the other 80? English might be the de facto language for the business world, but that’s not necessarily the case on “blue-collar” job sites. Relying on Google Translate to communicate with non-English speaking candidates won’t necessarily result in a positive experience. We need to dig deeper and consider the role that language and cultural differences play in creating more inclusive employer brands – and recruiting. Here’s where to start: 

*Leverage insights to learn *
If connecting with job seekers and workers, on a more personal level, is important to your organization, you will need to examine current hiring processes and subsequent outcomes. No one wants to believe that they or their company has biases, but it does happen. Being honest about shortcomings can help identify what needs to change if you’re willing to admit where the faults lie. Improvements rarely happen overnight, so begin with what you know about the organization first and use this information to your advantage. 

Workforce insights prompt movement, [explained Deloitte](https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html), in describing the diversity, equity, and inclusion advancement of Edison International and its subsidiary, Southern California Edison. As a regulated utility, SCE falls mostly in the “blue-collar” space, providing 15 million people with electricity across a service territory of 50,000 square miles in Southern California. To reinforce its commitment, the company launched listening tours to understand the experiences of employees, completed a gender-focused study on pay, announced a series of actions to advance social and economic equity in its local communities, and started to publish data on representation to its website. 

Assess your existing workforce and recruiting methods to get a sense of what’s happening now. Find out what languages your workers speak at home and on the job, learn more about the communities they live in and their cultural backgrounds, knowing all of these factors impact the work they do. Think about how this info relates to recruiting practices, from referral programs to technologies, to see if and where there are discrepancies to fix. 

*Create fair experiences for all*
Deloitte wrote, “Understanding the workforce is the first step to aligning their behavior with organizational objectives in ways that recognize workers’ needs, develop their capabilities, and respect their values and those of the organization.” Once you have a baseline in place, adjust hiring accordingly. “Blue-collar” recruiting is sometimes associated with high volume practices, but that is no excuse to sacrifice the individual experience. As many organizations hire for both “blue-collar” and “white-collar” roles, address any issues with resource expenditure upfront to ensure candidates receive the same treatment and respect. 

Then, look at [representative population recruiting](https://recruitingdaily.com/what-is-representative-population-recruiting/) and similar strategies, taking a page from corporate America where needed, to create fairer experiences. Remove unintentionally biased wording from job descriptions and advertisements to invite more candidates to apply. If English is a second language for the population you’re hiring, get all recruiting and employment materials translated. Explain your process to candidates clearly and concisely. Include people with diverse backgrounds on the recruiting team. Use technology with native multi-language support to ensure seamless engagements with applicants from start to finish.

And finally, craft culture and processes around the people that work for you, rather than the other way around. In 2020, [many U.S. companies](https://www.cnn.com/2020/06/11/business/nike-juneteenth-holiday-trnd/index.html) added Juneteenth, a day recognizing the emancipation of those enslaved, to their official paid holiday schedules. Nike remarked that the observation presented the opportunity “to better commemorate and celebrate Black history and culture.” No matter the space or industry, organizations can do better by being better during every candidate and worker interaction. That means being intentional, translating values into action, and using the insights gathered to deliver experiences that represent the organization


Building a multicultural candidate experience

In a recent [discussion of "blue-collar" workers](https://blog.emilabs.ai/article/understanding-and-unlocking-the-value-of-%22blue-collar%22-workers), we considered the value this segment offers employers and explored how to better understand these job seekers. It made a case for the role HR plays, pointing to recruiting as one possible avenue of improvement and giving a few straightforward recommendations. Of course, more than can be done to develop and implement talent acquisition strategies tailored to this workforce. That starts by removing the barriers to entry often seen in traditional processes and rethinking the use of recruiting tech along the path from application to offer. Here's how: 

*Striking a new balance*

There's a reason this work falls on the organization's proverbial shoulders – it's your outcomes at stake. Take this example from the life insurance industry. Recognizing that it was in desperate need of innovation, life insurers turned to predictive analytics, including artificial intelligence and machine learning, to improve modeling. Within two years, these companies saw a 60 percent reduction in the time spent by humans on repetitive tasks. [Willis Towers Watson wrote](https://www.willistowerswatson.com/en-US/Insights/2019/07/the-financial-rationale-for-predictive-analytics), "Over two-thirds report that predictive analytics have helped reduce issue/underwriting expenses, while 60 percent credit the additional insights for increases in sales and profitability." 

Imagine if recruiting took the same leap? The words "we've always done it that way" have become the kiss of death for talent acquisition, especially when engaging modern workers for operational and often-essential roles. Just because an organization has always relied on the same methods doesn't mean that these candidates can – or will – respond accordingly. 

For instance, while a detailed resume and LinkedIn profile might be expected of a logistics and distribution manager, that probably isn't the case for a package handler. In some countries and locales, even an email address or stable internet connection might not be a non-starter for candidates, which means you can't force every candidate into an ATS.  

By making an identical ask of candidate pools, recruiters inadvertently alienate job seekers who might otherwise be qualified were not for the untenable requests without considering the demographic itself. That's why, at a base level, recruiting teams need to ditch the old mindset and embrace the fact that hiring is changing (yet again). It's no longer organization-centric, and every role deserves explicit attention when it comes to what's really needed – from the applicants and, in turn, the employees (robots notwithstanding). 

*Bridging the gaps*

In breaking down the walls and removing the barriers to entry, there is the potential that some solutions, like the aforementioned ATS, may not work all the time. If and when this happens, recruiters will still need to source and attract "blue-collar" workers, just not how they've "always done it." That marks the shift into "candidate-centric" territory, where the job seekers' availability, experience, and resources dictate the terms of the process, not the other way around. 

The [2021 Deloitte Global Human Capital Hiring Trends](https://www2.deloitte.com/us/en/insights/focus/human-capital-trends.html) report found, " … It's not just a matter of using technology to perform parts of the work ... The thoughtful use of technology makes it possible to change the nature of work so that it makes the most of people's distinctly human capabilities." This is the type of thinking that recruiting needs, particularly to source, engage and hire "blue-collar" workers. Thinking that recognizes the distinctly human quality of these candidates and then bridges the gaps through technology (without creating additional work for either side). 

To successfully reach candidates, recruiters must revisit their approach and then re-configure. When email and internet aren't viable, physical events, supplemented with targeted advertising and outreach, become the primary means of attracting applicants, even under COVID-19 conditions. Rather than the usual table at a job fair, tech-powered information and application kiosks might take the place of onsite recruiters.

Mobile represents the strongest area of opportunity, with some 96 percent of Americans owning a cell phone of some kind, [according to Pew Research](https://www.pewresearch.org/internet/fact-sheet/mobile/). That figure remains still substantially higher than the number with broadband, meaning many potential candidates only have access to online activities through their mobile devices. Chat, text and SMS are becoming a more effective means of outreach, including QR code job ads at those in-person events or onsite facilities and text-to-apply options. Augmenting the creativity of talent teams, recruiting tech can facilitate and speed up everything from the initial candidate engagement, vetting their qualifications and availability, to interview scheduling by ensuring calendars align.

*Getting on the same page*

The experience of 2020 presented organizations the opportunity to embody human qualities with the support of technology. Nowhere is that truer than in the realm of "blue-collar" work, where even the most operational roles have become indispensable to the world around us. Recruiting can use these learnings to adapt and transform, moving from a function that gets by with a set way of doing things to one that understands and celebrates the unique candidates it works with and elevates their overall experience.

Removing barriers to entry and rethinking recruiting tech

There are countless HR and recruiting resources available, fueled by a growing technology market and increasing need on the part of organizations looking for ways to manage the workforce. While the overall breadth of resources is mostly positive, there’s just one problem: the bulk focus on those traditionally referred to as “white collar” or office workers. The challenge with this approach is that these roles account for less than 20 percent of the overall workforce in some countries. 

It’s time to reframe the narrative and start showing “blue-collar” workers the same level of respect, recognizing the difference each segment presents, especially when it comes to hiring. Here’s what you need to know: 

*White versus blue *

First things first, let’s consider the idea of white and blue in today’s context. Says [Investopedia](https://www.investopedia.com/terms/b/bluecollar.asp), “blue-collar” refers to a type of employment. These jobs typically involve manual labor and compensation by hourly wage, whereas “white collar” workers in salaried positions perform non-manual work in an office setting. 

The U.S. Bureau of Labor Statistics breaks the workforce down into [five broad categories](https://www.bls.gov/cps/cpsaat11b.htm): 

- Management, professional, and related occupations 
- Service occupations
- Sales and office occupations 
- Natural, resources, construction, and maintenance occupations 
- Production, transportation, and material moving occupations

Those seen as “white collar” fit primarily into two of the buckets: management, professional, and related, and sales and office. Everyone else falls under “blue-collar,” filling in positions that range from packers and packagers to food preparation and servers – and that’s just scratching the surface. These workers are responsible for the production and operation of vital infrastructure and handling of frontline work, the importance of which cannot be understated as the world reels from the COVID-19 pandemic. 


*What’s happened*

When [The Conference Board released](https://www.conference-board.org/topics/labor-shortages) its findings about the “blue-collar” workforce in early 2020, it noted substantial labor shortages due to shrinking supply amid soaring demand. But why? How did we get to this juncture? To that end, there is a myriad of possibilities. For one, underlying factors, reinforced by the positioning mentioned in the introduction, have caused debate over [“skilled” versus “unskilled” labor](https://www.indeed.com/career-advice/career-development/skilled-labor), to the resentment of many “blue-collar” workers who might be seen as the latter. Harvard University professor and political philosopher [Michael Sandel also called into question](https://www.theguardian.com/books/2020/sep/06/michael-sandel-the-populist-backlash-has-been-a-revolt-against-the-tyranny-of-merit) the impact of higher education on what he denotes as the “working class.”  

The Conference Board research validated this thinking, explaining that over a period of several years, the number of active workers in the “blue-collar” talent pool decreased at a high-level because millions of Baby Boomers began to retire as younger generations pursued college instead of trades, leading to dismal growth in the working-age population. Further complicating matters, a slowdown in productivity created more demand for human workers, while a boom in manufacturing and e-commerce led to a veritable hiring frenzy. And then there’s the reason “blue-collar” appears here inside quotation marks, as some believe [the term](https://www.industryweek.com/talent/article/22027706/is-the-term-blue-collar-outdated) itself created distrust and an image issue that alienated younger candidates, though the suggested alternative “industrial artisans” doesn’t quite do the sector justice either.

No surprise, the confusion, and resulting shortages are directly impacting employers – and it’s up to HR and recruiting to help solve the problem.

*Understanding and unlocking value*

That’s because, as The Conference Board confirmed, tactical changes to the recruitment process represents the biggest area of opportunity and difference between the companies most and least affected by the shortages. The first step in making that a reality is understanding and unlocking the value “blue-collar” workers offer back to the organization.

Who are they, and what do they do? Given the sheer size and scope of this workforce, one size can’t fit all when you’re dealing with everyone from machinists to bus drivers. Or as Sandel puts it, “This is a moment to begin a debate about the dignity of work; about the rewards of work both in terms of pay but also in terms of esteem. We call them key workers, and yet these are oftentimes not the best paid or the most honored workers.”

Everything from the way workers communicate to the work that they produce is different, and recruiting teams need to acknowledge that and develop dedicated strategies that celebrate and support these workers. In practice, that might mean rewriting job descriptions with this demographic in mind, rethinking the application methodology to facilitate faster processing, and using automation to streamline the recruiting lifecycle. It could likewise include expanded sourcing, targeted job advertising, enhanced referral programs, or an increased emphasis on retention. Compensation and benefits are another consideration to make, as are re-skilling and up-skilling. The exact “how” of recruiting these workers should correspond with your organization’s exact hiring needs.

If the research is right, “blue-collar” shortages are apt to last until 2030 – at a minimum. That’s a decade-plus of trials and tribulations, all because we haven’t put enough thought into how we engage upwards of half the workforce. 

**Learn how Emi Labs can help you unlock your essential workforce with AI.**




Understanding – and unlocking – the value of “blue-collar” workers

Resumes are an important tool in the recruiting process. They synthesize candidates’ career paths, highlighting their level of education, skills, and work experiences in just 1 or 2 pages, and are used by HR recruiters to evaluate and shortlist candidate applications.

However, for some roles and in many contexts, resumes have some limitations, which makes us wonder whether they are still relevant in the job market nowadays.

Firstly, resumes don’t necessarily show candidates’ interests, skills, or real motivations behind a job search, which sometimes can be more important than previous job titles or their highest degree.

Also, they tend to be outdated or incomplete. As candidates need to spend a considerable amount of time to keep their resumes up to date, they sometimes fail or forget to include their most recent jobs or latest courses, or their new phone number. So recruiters may be shortlisting candidates based on outdated information, which isn’t ideal.

***Most recruiters find the task of screening resumes very tedious and time-consuming.***

Recruiters waste hours per week reaching out to candidates, sometimes to only find out that the email or phone number mentioned is mistaken or unavailable. And when they do reach candidates, they first need to validate certain information that wasn’t in the resume or was unclear, before moving on to what they wanted to evaluate in that exchange.

On top of that, going through hundreds or thousands of resumes is physically impossible for them, so a large number of candidates are usually left out of consideration. This likely means good candidates may be discarded before the get-go, a situation that hurts the recruitment process and is also unfair to applicants.

*To solve these problems and evaluate candidates in a more efficient way, many companies are turning towards a new way of screening candidates:*

**Chat screening**

![daria-nepriakhina-198549-unsplash.jpg](https://emi-blog.s3.amazonaws.com/daria_nepriakhina_198549_unsplash_8829e676cf.jpg)


With this method backed by AI technology, candidates can chat in real-time from their phones on the most common channel nowadays: texting apps. Immediately after showing interest in a job posting, they start to chat on WhatsApp, Messenger, or SMS, at any time and from anywhere: on public transport on their way to college or work, or even at 2 am on a Saturday.

Through dynamic and natural conversations, in only a few minutes candidates can explain in detail their past work experiences, the tasks they performed, what they enjoyed the most, or what soft skills they developed in those jobs. They can also ask questions about the company or role they’re applying to, and get updated about their application status in an instant. And, by doing all these in writing or through voice messages, candidates are more confident and open, performing better.

**For recruiters and companies, this practice has many advantages:**

With chat screening, companies can evaluate 100% of received applications and do so objectively, leaving aside the natural human bias. So all candidates get to be evaluated, and those who rank higher will move forward in the process, regardless if they applied at the last minute!

Another benefit is that recruiters no longer have to spend hours of their days reviewing an endless pile of resumes, they can finally forget about that tedious task. Candidates are screened the moment they apply to a job, and those who match the role’s requirements can be invited to an interview the very next day! So companies’ time-to-hire reduces significantly and recruiters’ tasks become more strategic.

Not to mention that during this conversation candidates are most likely to provide their current contact details and their preferred contact means, so they’ll be more predisposed to answer notifications, making it easier for recruiters to reach them. And, as the role’s basic requirements have already been evaluated with the help of technology, these interviews can focus only on deep-diving on specific points, being more valuable and effective for recruiters!

> Chat screening done right can help companies attract and engage with candidates. But not investing in smart technology with complex natural language understanding, will damage the candidates’ experience!

All in all, resumes are still useful in many circumstances and for specific roles, like management roles, which require a lot of experience or seniority in certain fields, and where recruiters need to thoroughly understand candidates’ career paths and expertise at first glance to shortlist applicants.

But in other contexts, for example operational roles like cashiers, drivers, or warehouse operators, resumes don’t necessarily serve their purpose. Criteria to be assessed at the beginning of their recruiting processes can include understanding candidates’ time availability — a piece of information not often covered in resumes. In such cases, adopting chat as a means to screen candidates would be a better plan, and is more likely to succeed.

For this kind of roles, resumes are indeed becoming obsolete, giving way to AI-powered screening: a recruiting tool that has proved to increase recruiters’ efficiency while also improving candidates' experience.

***Want to know more? You can contact May at may@emilabs.ai***




Are resumes becoming obsolete? Why does AI-powered recruitment work?

Is chat screening replacing resumes?

*We’re thrilled to announce that, following a successful pilot with the leading food company in the Mexican city of Monterrey, we’ll be expanding operations nationwide to transform Sigma’s recruitment processes at scale.*

Sigma is a global leader in the food industry, thanks to its broad portfolio of +50 brands in the categories of dairy and packaged meats, including San Rafael, La Villita, Campofrío, and Bar-S.

The company, which owns 210 distribution centers and 70 plants, employs over 45.000 people worldwide and operates in 18 countries across Latin America, Europe, and the US.

![1_jxF4JbyegmlSZU8XYSoEIg.jpeg](https://emi-blog.s3.amazonaws.com/1_jx_F4_Jbyegml_SZU_8_XY_So_E_Ig_45c6038cda.jpeg)


The main objectives we’re addressing in our collaboration deal are the following:

1. Reduce Sigma’s time-to-hire

2. Reduce the plant staffs’ early turnover

3. Increase candidates’ satisfaction

4. Digitize Sigma’s recruitment, providing KPIs and streamlining processes to allow recruiters to focus on high value-added tasks.


**After a successful 3-month pilot in Monterrey’s plants and distribution centers, on which we managed to save +1000 hours of Sigma’s HR team and process +3600 candidates, we’ll roll-out operations nationwide, implementing Emi in all their Mexican operative facilities with a headcount above 100.**

The roll-out will be carried out progressively by geographic regions, expecting Sigma’s 35 recruiters to be fully onboard and using Emi by the end of the year.

To accomplish the goals mentioned above, we’re carrying out these initiatives:

- Implementation of Emi on Sigma’s highest volume roles: plant operators and store salespersons.

- In-plant QR codes to digitalize offline applications on the spot.

- Links to social media to offer multi-channel candidate engagement.

- Automatic candidate screening and filtering vía chat interface, enabling candidates to apply to a job posting at their moment of choice.

- Candidates’ smart plant allocation based on their geolocalization, commuting times, and distance to each plant.

- Automated interview scheduling with shortlisted candidates, with tips and reminders for candidates prior to the interviews.

- Candidate communication and outreach, keeping candidates informed about their application status during the recruitment process.

- Conduct satisfaction surveys with hired candidates to measure their experience.


**We’re excited to take up this challenge and keep transforming Sigma’s recruiting processes!**





Sigma, the multinational food company, joins Emi

COVID-19 is changing the world. From the way we live, to how we travel and how we communicate. All industries are facing uncertainty for the future and wonder about the “new normal”, and recruiting is no different.
Let’s deep dive into the main HR trends powered by the COVID-19 pandemic that are here to stay:

 **Remote workers are on the rise:**

Remote work became a necessity when the pandemic stroke. Switching to working remotely was the only way for most organizations to keep their businesses running, among lockdown and social distancing.

Even though remote work may have only been on candidate and employee wish lists long before COVID-19, many companies are now also finding it beneficial and are planning to stay 100% remote after COVID-19.

Many other companies will most likely adopt a mixed scheme, organizing their workforces to split between remote work and in-office work to ensure social distance in the workspace.

![1_ywv1S3QqwGHLunKIj6PCdQ.jpeg](https://emi-blog.s3.amazonaws.com/1_ywv1_S3_Qqw_GH_Lun_K_Ij6_P_Cd_Q_11823ebdae.jpeg) 
*As most companies had to shut down temporarily, remote work enabled them to keep their operations running.*

In either case, *remote work is becoming the new normal and is changing candidate expectations*, becoming a decisive factor for some candidates when applying to a job. Companies that don’t embrace remote work will most likely be in a disadvantageous position when attracting new talent.

With all this in mind, companies’ recruitment strategies will need to have a hiring process in place for remote workers, and companies will need to have a dedicated budget for investing in technology to support this, which takes us to the second major trend: investing in HR technologies.

**HR tech plays a crucial role:**

To support a remote work environment, companies need to invest in agile technologies, especially when it comes to HR. As more of the workforce is working from home indefinitely, HR is relying heavily on new practices such as video interviewing, which leads them to reevaluate or leverage the technology they are using, to be able to keep working efficiently and effectively on the long run.

**Recruitment technology has never been more essential than it is today. **Since in-person interviews aren’t an option today, processes are shifting toward digital recruitment approaches as a go-to method to keep hiring processes moving while also protecting recruiters and candidates.

Because of this, companies nowadays are finding themselves more willing to invest in technology. In a way, the pandemic has accelerated the digital transformation. Technology is becoming a must-have, instead of a “nice to have” or a long term company project.

This applies especially to industries that were most affected by COVID-19, like restaurants and auto parts manufacturing. These companies will eventually need to rehire at scale and with speed to rebuild their workforces, and the only way to accomplish their hiring needs will be by relying on technology and automation.

Implementing technology-based HR solutions like Emi provides transparency and KPIs to the recruitment process, enabling companies not only to keep their operations running but also to seize opportunities to streamline their recruiting processes. It’s been proved that the first steps of the hiring process can easily be carried out remotely (leaving in-person interviews with candidates for last), which allows companies to reduce their time to hire and recruiting costs.

Ultimately, companies who fail to adopt technology will be left behind and will see their employer brand impacted, as candidates are now expecting a certain level of experience when applying to a job and appreciate tech-savvy organizations. This leads us to the third and final point:

**Investing in employer branding is more important than ever:**

Companies need to develop and maintain a strong employer brand these days. Being empathetic is especially critical today because candidates will remember how companies responded during this time of crisis, which may influence their decisions when choosing their next employer.


![1_FeFLWdzcbb6z1nCvEzNqxQ.jpeg](https://emi-blog.s3.amazonaws.com/1_Fe_FL_Wdzcbb6z1n_Cv_Ez_Nqx_Q_892ecdfd74.jpeg) 
*Candidates are prioritizing values like stability and flexibility when looking for a job*

On top of that, we’re already seeing a shift in candidates’ mindsets and behaviors. Candidates look for companies that align with their values, and these have been shifting with the strike of COVID-19. Stability and work flexibility are becoming candidates’ priorities over other aspects when looking for a job.
 
*Companies that take this time to respond correctly to the crisis and act towards promoting those values, not to mention open up on diversity in the workplace, will be more likely to succeed.*

And creating meaningful relationships and connections with candidates today will result in a competitive advantage, especially for those companies that will need to rehire quickly and at scale once the pandemic ends.

**Get ready now for the post-COVID-19 recruitment**

In the end, the organizations that will come out stronger are the ones able to pivot quickly. It’s the perfect time for companies to plan and get ready for the market’s recovery. Automation, speed, and a strong employer brand will be vital at this point.

But before investing in new tools or redesigning your whole recruitment strategy, it’s important to examine COVID-19’s impact on each industry and each company’s reality.

Asking yourself these questions is a good way to start:

1. How’s COVID-19 impacting your industry?

2. How’s it impacting your business? Will you need to hire a high number of people in a short time? Will you need to handle your recruitment with a small team of recruiters?

3. Has your company shifted towards remote work during the pandemic? Is remote work meant to stay or is it only a temporary solution for your company?

Many companies are already embracing the change, investing in HR technologies, and transforming their recruiting processes.

The future is uncertain, nobody knows exactly how the “new normal” will look like, but these trends are here to stay. So move fast, question and adapt your recruiting processes, and get ready for what’s to come!

**If you’re interested in investing in HR tech and need a piece of advice about what solution would work for your company, let’s have a chat! Email me at may@emilabs.ai.**


![emi-logo-nt.svg](https://emi-blog.s3.amazonaws.com/emi_logo_nt_53ae9fc29e.svg)

HR trends powered by the pandemic

How COVID-19 is changing recruiting

***Thanks to our recent collaboration deal with Iconn, the owner of 7-Eleven convenience stores in Mexico, we’ll be implementing Emi in all their workplace centers and transforming their recruitment process.***

**Iconn** is the holding company for 7-Eleven Mexico, Petro-Seven gas stations and MercaDía stores, and provides logistics support and retail-wholesale through MAS Bodega y Logística. Iconn has become not only a benchmark in the retail industry in the northeastern region of Mexico but also a national leader for generating more than 22,000 jobs with presence in 17 States of Mexico.


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**The main goal will be to structure Iconn’s recruitment process, providing organization and efficiency along with real-time analytics to a complex and results-driven hiring process (+30k annual hires). Apart from that, we’ll be focusing on reducing the time-to-hire and increasing the staff occupation rates, improving candidates’ experience throughout the process, and enhancing Iconn’s employer brand.**


As part of the project, we’ll assist both the Hiring Managers and HR Recruiters to carry out their daily recruiting tasks, starting with the workplace centers located in Nuevo Leon.

This includes:

1. **Candidate screening:** Emi will chat with all the candidates interested in working at Iconn and explain the job positions, and will then shortlist candidates for each position based on their profiles.

2.**Candidate geolocalization:**Emi will assign candidates to their optimal Iconn workplace centers, taking into account not only their address, distance, and commuting times, but also the staff needs in each workplace center and their turnover. This will give priority to critical workplace centers to fill their vacancies.

3.  **In-person interview scheduling:** Emi will coordinate interviews with shortlisted candidates, keeping Hiring Managers informed. As a result, Hiring Managers will be able to minimize the amount of time they dedicate to scheduling and carrying out interviews, tasks that are not core to their mission.

4. **Candidates communication and outreach:** Emi will keep candidates informed of their application status and will answer FAQs about the position or company, through friendly and personalized communication.


We’re very excited about the challenge and we’re thankful to Iconn for their trust!

Request a demo.