Beyond Algorithms: Why the Human Element Remains Essential in AI-Driven Hiring

By: Jonathan Phillips and JoAnn Thomas

When LinkedIn announced its latest AI-driven hiring assistant, the tech world erupted in equal parts excitement and concern. Candidates who are in the “job-seeking” process, on the other hand, likely have a very different view. The headline might have led some to believe the job search process had just reached a new frontier—one where recruiters could finally automate every task, from sourcing to engagement. Yet, while AI offers undeniable advantages, relying solely on algorithms to identify and assess talent misses a crucial point: hiring is fundamentally a human process.

As a retained search firm with decades of experience (www.milp.com), we at Magellan International value the role of technology in enhancing the hiring journey. However, our stance is clear: while AI tools will accelerate certain recruiting and job search tasks at the front end, it is not a substitute for human insight. The “human element” is indispensable when it comes to determining the cultural and interpersonal fit necessary in successful hiring. Fundamentally our thesis is that people need to interview people to increase positive outcomes both for Jobs and Careers. Here are three concrete reasons why people—not just machines—must remain at the center of the hiring process. And a simple graphic we use as a talking point to frame them.

1. AI Lacks Nuanced Insight into Interpersonal Dynamics

   AI is proficient at parsing large datasets, analyzing past behaviors, and recognizing patterns, but it’s fundamentally limited when it comes to grasping nuanced human interactions. In hiring, especially at executive levels, it’s often the subtleties in a candidate’s responses, demeanor, or personal story that indicate how they will work with others or lead a team.

   For example, a highly skilled software developer may shine on paper and score well through AI-driven assessments, but their style of communication or collaborative approach could create friction in a highly interactive, human-centric team environment. These aspects of personality, attitude, and communication style are often subtle and are best assessed through conversation, observation, and a seasoned intuition that no algorithm can replicate. Only human recruiters can truly assess how someone’s values, personality, and working style will align with the organizational culture.

2. Ethical Judgment and Empathy Are Human Domains

   AI can be programmed to optimize for certain variables, but ethical judgment and empathy cannot be boiled down to code. This consideration is especially crucial in all C-Suite and Senior Leadership roles where “how” works gets done directly impacts the culture of the firm. Recruiters often encounter unique scenarios where a candidate may not have a conventional background but brings invaluable experience. For instance, an applicant may have gaps in employment due to caregiving responsibilities or may have shifted industries due to unforeseen circumstances. While AI might flag these as red flags or filter them out altogether, a skilled recruiter sees potential and recognizes the nuances behind the resume. This judgment requires empathy, context, and ethical discretion—traits that AI currently lacks.

   Ethics in hiring also extends to ensuring fairness and avoiding biases. Ironically, while AI is often introduced to reduce human biases, it can inadvertently perpetuate them. When trained on historical data, AI models may learn and replicate past hiring biases. Human recruiters have the ability to reflect, question, and adjust based on real-time learning and evolving cultural norms, ensuring that the hiring process stays fair and equitable for all candidates.

3. Building Relationships Is Essential to Retention

   The most successful hires aren’t simply the result of matching skills with job requirements; they stem from a relationship-based approach to recruitment. AI might do a decent job of finding candidates who fit certain criteria, but it can’t build a rapport with them, understand their aspirations, or create a connection that fosters loyalty. Candidates today, especially at the executive level, aren’t merely seeking a job—they’re looking for an organization that aligns with their goals, values, and sense of purpose. Often the great performers will rely on their own professional networks to source ideal opportunities independent of what is visible in the job market. This type of relationship-building is central to the retained search model we uphold, and it’s a step AI alone can’t deliver.

   Consider a scenario where an executive is weighing multiple job offers. In our experience, candidates frequently choose the role where they feel a genuine connection to the team and where recruiters have taken the time to understand their personal goals. If the people, they are going to work with are already in their network it will greatly inform their decision to join. Building that trust, answering questions candidly, and supporting them through the decision-making process aren’t tasks that AI can meaningfully handle. The human aspect of these interactions plays a major role in attracting and retaining top talent, which ultimately benefits both the candidate and the organization.

The Role of AI as an Accelerator, Not a Replacement

AI undoubtedly offers valuable tools to make the hiring process more efficient. At our firm, we leverage AI for tasks like initial resume screening, tracking candidate progress, and even assisting with scheduling. These tools enable us to focus more time on the human-intensive aspects of recruitment—like in-depth interviews, nuanced cultural fit assessments, and relationship-building with both candidates and clients. In this way, AI acts as an accelerator for repetitive tasks, freeing up human recruiters to focus on what they do best: evaluating people for who they are, not just what they’ve done.

Using AI as a “co-pilot” rather than the “driver” allows firms like ours to blend efficiency with the human touch. For instance, AI can help narrow down a pool of candidates by analyzing specific qualifications, but it’s up to human recruiters to dig deeper, evaluate personality traits, and determine whether someone’s unique skills and style will truly thrive in the particular work environment.

Bridging the Gap Between Company Needs and Candidate Goals

The essence of hiring goes beyond merely filling a role; it requires finding someone who resonates with both the company’s objectives and their own career ambitions. In this context, we often say that AI can help address a “job problem”—matching skills to requirements efficiently. However, it cannot resolve the deeper “career problem”—the alignment of a candidate’s values, aspirations, and personal growth with the organization’s vision and culture.

Companies hire to solve problems, aiming to find someone who can take on a job and add value. In contrast, candidates seek positions that will support their career growth, offering fulfillment and aligning with their values. This creates an inherent gap between what companies and individuals prioritize. The key to bridging this gap is not more automation, but rather a human “arbiter in the loop,” one who understands both sides and can facilitate a values-based connection.

Understanding our clients and candidates as we do, we recognize this dynamic between a job and a career. Success in hiring doesn’t come from filling seats but from creating lasting, impactful relationships where both parties—company and candidate—find genuine alignment. The metric for this alignment is retention, which is only achieved when there is a deep, values-based connection between the role and the individual.

By blending AI as a support tool with skilled human insight, we help ensure that each hire is not only the right fit for the job but also for the candidate’s career aspirations. This human-centered approach, focused on alignment, empathy, and insight, is the future of truly effective hiring.

About the Authors

Jonathan Phillips is CEO of Magellan International, L.P. a retained search firm focused on working with clients to both hire and retain great talent at jhillips@milp.com or 713-439-7490.

JoAnn Thomas is a seasoned Career Strategist with a specialized focus on empowering individuals to achieve their dreams by discovering the career they have always wanted or taking the leap in entrepreneurial aspirations at thomasjoann16@gmail.com or (303) 587-4863.