Summary of thematic analysis
| Theme | Subthemes | First-order codes | Illustrative quotes |
|---|---|---|---|
| Process Optimisation Through AI Integration | Organisational efficiency enhancement | Unified database creation, improved interdepartmental communication, rapid CV screening and administrative burden reduction | It's more like user-friendly from how we were sharing the CV with the managers, collecting data evaluations from the interviews, the feedback, comments and everything … it enhanced the communication and the accessibility … (Participant 18) |
| Process streamlining and standardisation | Paperless transition, enforced procedural compliance, standardised templates, reduced administrative overhead, enhanced precision in candidate filtering | I can say that the managers must follow the procedure because everything they have to go through the ATS. Before, if they miss filling out the form … (Participant 21) | |
| Subjectivity in AI-Powered Recruitment | Bias mitigation through ai implementation | Objective screening criteria, reduced human partiality, filtering based on job requirements and ethical considerations in filtering | There are options for that. So, when we are posting, there are requirements. For example, we need a safety officer for the site for maintenance–of course, we will need only male … (Participant 14) |
| The human component | Necessity of human judgement, AI as an assistive tool, not a replacement, human intuition value, contextual understanding importance | Of course, you have to because, unfortunately, you might be looking for certain keywords or certain things that the applicant is not keeping in his CV. So, you still have to screen and have a screening telephonic interview even to be able to understand exactly what they have missed. (Participant 20) | |
| Cultural fit assessment | Cultural fit as a critical hiring factor, beyond AI capabilities, linked to employee retention, interpersonal compatibility valuation | They go through a testing period, whether it's a replacement or a new hire. And this testing period has two parts. The first is the company's culture. Many companies, no matter how qualified the employee is and this is something that AI cannot measure, there has to be a work environment or atmosphere fit. (Participant 4) | |
| Recruitment Strategies in the Age of AI | Diverse sourcing channels in modern recruitment | LinkedIn prominence, social media utilisation, employee referrals importance and external expertise for specialised positions | About 30–40% of our sources are through social media. (Participant 4) |
| Role type effect on recruitment | Position-specific approaches, varying recruitment timelines, headhunting for specialised roles and standard procedures for routine positions | Hiring time varies depending on the position, because some positions take a long time. (Participant 2) | |
| Strategic Investments in AI-Powered Recruitment | Cost-benefit analysis of AI recruitment tools | Time efficiency correlation to financial impact, initial investment justification, long-term return expectation and productivity enhancement valuation | It's worth all the money and effort. (Participant 12) |
| Strategic vision and implementation roadmap | Planned expansion of AI capabilities, comprehensive digital transformation, future implementation timelines and enhanced evaluation tools integration | Like the ATS, it's for us currently filtering or banking the CVs … Some other tools, like they evaluate the candidate, like we create a questionnaire or survey, or like video interviews … (Participant 19) | |
| System Integration | Adaptation of employees to AI-powered recruitment tools | Initial resistance to change, proactive engagement strategies, training and education importance and external implementation support | Everyone might resist it. (Participant 21) |
| Program customisation | Tool flexibility for specific workflows, manager-specific configurations, screening filters customisation and alignment with organisational processes | Customising the system, lots of customisation and lots of flows that we had to create … (Participant 2) |
| Theme | Subthemes | First-order codes | Illustrative quotes |
|---|---|---|---|
| Process Optimisation Through AI Integration | Organisational efficiency enhancement | Unified database creation, improved interdepartmental communication, rapid CV screening and administrative burden reduction | It's more like user-friendly from how we were sharing the CV with the managers, collecting data evaluations from the interviews, the feedback, comments and everything … it enhanced the communication and the accessibility … (Participant 18) |
| Process streamlining and standardisation | Paperless transition, enforced procedural compliance, standardised templates, reduced administrative overhead, enhanced precision in candidate filtering | I can say that the managers must follow the procedure because everything they have to go through the ATS. Before, if they miss filling out the form … (Participant 21) | |
| Subjectivity in AI-Powered Recruitment | Bias mitigation through ai implementation | Objective screening criteria, reduced human partiality, filtering based on job requirements and ethical considerations in filtering | There are options for that. So, when we are posting, there are requirements. For example, we need a safety officer for the site for maintenance–of course, we will need only male … (Participant 14) |
| The human component | Necessity of human judgement, AI as an assistive tool, not a replacement, human intuition value, contextual understanding importance | Of course, you have to because, unfortunately, you might be looking for certain keywords or certain things that the applicant is not keeping in his CV. So, you still have to screen and have a screening telephonic interview even to be able to understand exactly what they have missed. (Participant 20) | |
| Cultural fit assessment | Cultural fit as a critical hiring factor, beyond AI capabilities, linked to employee retention, interpersonal compatibility valuation | They go through a testing period, whether it's a replacement or a new hire. And this testing period has two parts. The first is the company's culture. Many companies, no matter how qualified the employee is and this is something that AI cannot measure, there has to be a work environment or atmosphere fit. (Participant 4) | |
| Recruitment Strategies in the Age of AI | Diverse sourcing channels in modern recruitment | LinkedIn prominence, social media utilisation, employee referrals importance and external expertise for specialised positions | About 30–40% of our sources are through social media. (Participant 4) |
| Role type effect on recruitment | Position-specific approaches, varying recruitment timelines, headhunting for specialised roles and standard procedures for routine positions | Hiring time varies depending on the position, because some positions take a long time. (Participant 2) | |
| Strategic Investments in AI-Powered Recruitment | Cost-benefit analysis of AI recruitment tools | Time efficiency correlation to financial impact, initial investment justification, long-term return expectation and productivity enhancement valuation | It's worth all the money and effort. (Participant 12) |
| Strategic vision and implementation roadmap | Planned expansion of AI capabilities, comprehensive digital transformation, future implementation timelines and enhanced evaluation tools integration | Like the ATS, it's for us currently filtering or banking the CVs … Some other tools, like they evaluate the candidate, like we create a questionnaire or survey, or like video interviews … (Participant 19) | |
| System Integration | Adaptation of employees to AI-powered recruitment tools | Initial resistance to change, proactive engagement strategies, training and education importance and external implementation support | Everyone might resist it. (Participant 21) |
| Program customisation | Tool flexibility for specific workflows, manager-specific configurations, screening filters customisation and alignment with organisational processes | Customising the system, lots of customisation and lots of flows that we had to create … (Participant 2) |
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