In this piece
First published May 2024. Restored in full in October 2026.
I’m sure you’ve all seen the latest drop of functionality from OpenAI.
It actually sparked a kernel of fear in me about the future for knowledge workers.
Here is a link to a quick round-up of the OpenAI announcement, and you should watch this from Google before reading on.
I’m sure that fear has set up shop in a few people’s minds already, but for me, there are still barriers to using AI effectively, which have left it only partially useful.
You can spot a mile off the people who lack prompting skills and churn out obviously AI-written content on social media, blogs and CVs.
Moving forwards, that won’t be the case.
So, with that in mind, where does that leave recruiters?
The plight of jobseekers
The public will have ubiquitous access to (almost) the same tech as massive businesses.
We’re already seeing a rise in mass job application tools, which is shifting the balance of power away from traditional recruiting channels like job boards and recruitment consultancies.
Consider Teal, which helps users to manage and boost job applications.
It was built by a non-technical founder in 2019 using Bubble, a no-code tool. It raised $6.3m in first-round seed funding on that basis.
With 65,000 users, their company valuation could be as high as $10-15m.
Now, they are a no-code unicorn with some proprietary (coded) tech involved, but I hope it highlights the potential for disruption and the low barriers to entry in the careers space.
This is all great for jobseekers, right?
Maybe. I think there are short-term gains, but eventually, they are still lost in a sea of noise.
They’ll be able to apply in greater volume using these tools, but when everyone has the same access, there is no advantage.
They will crave human connection, advice and insight.
What about employers?
Employers also have access to the same tech as candidates and recruiters.
They can reach candidates at the same scale, with equivalent attraction and assessment tools.
In fact, talent acquisition tech is typically better than recruitment tech, because large corporates spend more than recruiters and the system requirements are narrower (they don’t need sales CRM functionality, for example).
So, recruiters won’t win by playing a volume or speed game, assuming effective talent acquisition is in place.
We’re seeing this play out in the level of redundancies within talent acquisition. Internal teams are doing more with less headcount.
Where recruiters will continue to add value
Trust building
I trust AI more than most humans. I think it’s more consistent, plays fewer status games and has clear motivations.
That’s probably because I’ve worked and built with AI as a solopreneur, and have had human teams in the past.
I don’t think people in general feel the same.
An AI or robot will never be trusted more than a human when people are being judged.
Candidates (and clients) want repeated personal interaction.
They want shared experiences and genuine connection.
They want to see and hear from a real person, with original input and ideas, even if they are imperfect compared to AI.
Trust building is paramount.
Complex scenarios
This is a mixed bag, as I’ve used AI as a sparring partner for a while now. It helps me work through complex business problems quickly.
Still, I think there is an angle for consultants to stay ahead.
Imagine a company is going through a major restructuring and needs to fill multiple leadership positions.
This involves not just identifying the right individuals. It could also mean navigating corporate politics, managing sensitivities about internal candidates, and making sure hires fit the company culture after the restructure.
A human consultant can offer insight from a deep understanding of the people involved, mediate, and manage the relationship dynamics that AI might not fully grasp.
They can also do this in the moment.
High-stakes negotiation is another area, especially for executive roles. It often involves nuanced understanding, concession-making and improvisation that go beyond algorithmic decision-making.
Emotional intelligence
Linked to the above, humans may do better at reading body language, picking up subtleties in tone and navigating complex social dynamics.
I think this is a shrinking advantage, though. For example, if things progress into neural or corneal implants, then folks will have an AI layer over interactions to help with EQ-based decision-making.
We’re probably closer than we think to this kind of evolution.
Personalisation
Similar to the above, I think consultants have the edge for now, because of the limits on what data a given AI can access.
When candidates begin to give up access to data about themselves (they most likely already have), I think an AI will be able to offer more personalisation than a consultant, purely because of the volume of information it can take in.
Take CV Library as an example. They are closing in on 20 million CVs. What happens when they train an LLM on that data AND job market intelligence?
A candidate gets truly personal career advice based on a massive data set, over and above what a typical consultant can offer right now.
Bias and ethical judgements
This is a hot topic right now.
AI is biased, and people are very conscious of being discriminated against.
In reality, they already are discriminated against by recruiters, whether recruiters admit it or not.
It’s an unknown for me which has less bias, and I think this will be a battleground for a long time to come.
If a consultant has the right values, then perhaps this is a benefit they can offer. It is shaky, though, as they need to have bias to fulfil a search mandate. They are paid to be biased.
Creativity and opportunity gap analysis
I think this is fascinating and difficult to define.
A consultant takes in a unique and high volume of inputs day to day.
Humans are constantly assimilating trillions of data points.
An AI does the same thing but on a more defined data set.
I think there is real worth in the fact that consultants can bring creative strategies based on their experiences, insights and intuition.
For example, a consultant might spot an emerging trend through a mix of professional intuition, chance conversations at industry events and hands-on experience. This goes beyond data and established patterns.
As long as they are capable of doing so. It’s a key area to develop.
Upgrading consultants
The current recruitment workforce will need to change.
Transactional, commoditised recruitment (and staffing) will vanish as a service.
It will be replaced by software. Look at Goodspace as an example. There is a race to the bottom in transactional business, and first-mover advantage within niches is key.
Consultants will need to level up their consultative abilities.
To do this, they will need training and development. That takes time, which can be created by removing low-value tasks and creating new support roles within teams, like data management and marketing.
What consultants should start doing today
These are the things I think recruitment consultants have to focus on now to future-proof their place in recruitment. Business owners should take note as well, and maybe read my article on running a lean recruitment business too.
1. Building and nurturing relationships
- Develop and maintain deep, personal relationships with both clients and candidates.
- Focus on long-term connections, becoming a trusted advisor who understands the nuances of what both sides need and want.
2. Strategic and consultative advice
- Offer strategic guidance and insight on market trends, organisational culture and long-term workforce planning.
- Help clients with employer branding, retention strategies and building a talent pipeline.
3. Complex problem-solving and negotiation
- Handle complex recruitment scenarios, like executive searches or crisis hiring, where nuanced understanding and discretion are paramount.
- Advise on, mediate and negotiate high-stakes roles that involve multiple stakeholders and delicate dynamics.
4. Personalised coaching and support
- Provide one-to-one coaching for candidates, helping them refine applications, prepare for interviews and navigate offers.
- Offer personal feedback and career development advice that goes beyond cookie-cutter tips.
5. Diversity and inclusion
- Actively promote and implement inclusive hiring practices.
- Educate clients on the importance of diversity, manage biases in the hiring process, and help design more inclusive environments.
What consultants need to hand off immediately
The following would be better handed off to tech or AI.
1. Routine CV screening
- Let AI take over the initial sift through applications to identify candidates who meet the basic requirements.
- Save human effort for deeper evaluation and relationship-building.
2. Scheduling and coordination
- Use AI tools to handle the logistics of scheduling interviews, coordinating meetings and managing calendars.
- Automate repetitive admin, so time goes on the work that matters most.
3. Initial screening interviews
- Delegate initial conversations and screening interviews to AI chatbots.
- Concentrate human effort on second-stage, in-depth interviews where more nuanced judgement is needed.
4. Data entry and management
- Use AI for maintaining databases, updating candidate profiles and managing recruitment records.
- Human consultants should use this data to work out insights and strategy, not manage it by hand.
5. Standard reporting and analytics
- Automate the generation of standard reports and basic analytics.
- Consultants should interpret these reports and offer strategic insight, rather than prepare them.
2026 note: I’ve since written up how this hand-off looks in a recruitment business in Claude for recruitment firms.
The current market
Most recruitment markets are flat at the moment.
There is a shift towards more business development being required. It’s certainly an area I’ve been supporting clients with recently.
So, on the sales and marketing front, here’s a quick overview of what to be doing and what to drop.
Top 5 business development and marketing activities worth your time
1. Client relationship management
- Build and maintain strong, lasting relationships with clients through personal contact.
- Check in with clients regularly to understand how their needs are changing and where you can help.
2. Strategic networking
- Attend industry events, conferences and meet-ups to make new connections and stay informed about market trends.
- Use your personal network to find business opportunities and build partnerships.
3. Thought leadership content
- Write original content such as blog posts, articles, white papers and webinars to build credibility and expertise in your niche.
- Share insights and experiences that show what makes you different and attract potential clients.
4. Customised business proposals
- Write proposals that address the specific needs and pain points of each prospective client.
- Offer a recruitment plan built for them, and show what you add that an AI-driven platform can’t.
5. Brand storytelling and authentic engagement
- Tell your brand’s story: its mission, its values and its success stories.
- Engage authentically on social media and other online platforms, responding to comments, messages and discussions like a human being.
Top 5 time-wasting activities (better delegated to AI or streamlined)
1. Routine cold outreach
- Automate initial outreach emails and follow-ups using AI tools to manage and personalise at scale.
- Focus human effort on high-value conversations and personal follow-ups once interest is shown.
2. Basic data collection and lead generation
- Use AI tools and CRM software to gather and manage lead information.
- Spend more time analysing data and spotting high-potential opportunities rather than collecting it by hand.
3. Generic content production
- Automate routine marketing content, such as social media posts and basic newsletters, using AI content generators.
- Focus on high-quality, strategic content that needs human insight and creativity.
4. Handling standard enquiries
- Use AI chatbots and automated responses to handle basic enquiries and frequently asked questions.
- Free up time for conversations that need a human touch and real problem-solving.
5. Admin and repetitive tasks
- Automate scheduling, follow-ups, data entry and other admin through AI and productivity tools.
- Keep human effort on strategic planning, relationship building and creative marketing.
So, where does that leave recruiters?
AI can handle many technical and data-driven tasks extremely well. Human consultants add significant value through their ability to manage complex interpersonal dynamics and ethical questions, and to offer emotionally intelligent support.
For now, recruitment business owners should be focused on how AI can support their processes and consultants.
They should be using AI for its efficiency and data handling, while relying on human consultants for relationships, complex problem-solving and ethical judgement. Together, that makes a better recruitment process.
I wouldn’t be relying on the AI that typical recruitment tech stacks offer, either. The large tech providers will be slow to adopt, so your team will always be behind the curve.
The winners will be those who pivot quickly to use best-in-class AI for things like audience (attention) building and running a more efficient operation.
Markets will be won by first movers, and the value of recruitment business brands will diminish as personal branding becomes ever more important.
Lead consultants need to be in the shop window, solving complex problems and being human by offering nuanced, empathetic and context-rich insight to their network.
It’s all about trust and reputation.
If you want the CV screening, interview scheduling and data entry taken off your consultants so they spend their time with people, book a 30-minute call.
