Striking the right balance for AI in recruitment
Artificial Intelligence is already changing how organisations in the GCC attract and hire talent. It has become an integral part of most work functions, including HR departments. In the UAE’s financial sector, predictive tools are helping recruiters manage large applicant pools. In Saudi Arabia’s tech industry, AI-driven mapping is helping firms identify future skill needs.
As adoption grows, we have to ask the question: how do we use AI efficiently without losing the human judgement that defines good recruitment?
The benefit of using AI is clear. It helps us to hire faster, makes paperwork lighter, and it can surface candidates who might otherwise have been overlooked. In the UAE, most professionals using generative AI say it improves their productivity. The technology is proving useful when applied with intent.
Some sectors are ahead. Finance, professional services, and technology firms are already embedding AI in recruitment. These organisations use data to forecast talent gaps and plan ahead for workforce needs. For businesses competing in fast-moving markets, that foresight can be the difference between leading and catching up.
But the risks are real. Here are just some of things that heavily reliance of AI makes us question:
- When algorithms dominate, human skills like reasoning and problem-solving can fade. Recruitment can become formula-driven if human involvement in the process declines.
- Privacy is another concern as employees often feed sensitive information into AI tools without understanding how it may be stored or used.
- As AI-generated work becomes more and more common, it’s harder to measure an individual’s real contribution. It also increases the potential for brain drain.
Governments in the region are aware of this and the need to strike a good balance. The UAE’s National Strategy for Artificial Intelligence 2031 aims to lead responsibly, emphasising transparency and ethics. Saudi Arabia’s Vision 2030 takes a similar approach, promoting innovation alongside accountability. It is also partly common sense. Companies and professionals adopting the use of AI should not rely entirely on it. There needs to be balance, checks, human-input and monitoring of each process.
Therefore, for companies, the next step is governance. That means setting clear limits on AI use, protecting data, and ensuring people remain central to decisions. These safeguards not only prevent misuse but also build trust. Employees need to know technology supports their judgement, not replaces it.
AI can streamline recruitment and highlight potential, but it delivers the best results when combined with human insight, cultural understanding, and ethical practice. In the GCC, where change is rapid and ambition is high, this balance will define which organisations build resilient, future-ready workforces.
AI adoption should be treated as a strategic decision, not just a technical upgrade. The right tools must come with the right oversight and expertise. Those who manage both will not only hire better but also lead better.
