June 22, 2026
Recruitment and Selection: The Tools Used and Their Effectiveness in Candidate Analysis
Hozana Santos de Sousa do Nascimento; Luciana Cardoso Siqueira Ambrozini
DOI: 10.22167/2675-6528-2026M16
Article prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing
Abstract
The analysis of candidates in corporate selection processes is an essential procedure that directly impacts the composition of the staff and organizational performance. This study aimed to analyze the effectiveness of candidate search and analysis tools, identifying improvements to make the workflow more agile and effective, as well as clarifying the recruitment and selection criteria and methods used by companies. For this purpose, a mixed methodology was used, with the application of an online questionnaire to 100 Human Resources professionals and the conducting of two semi-structured interviews. The results revealed that, although digital platforms are considered useful, there are still challenges in profile screening and hiring assertiveness, with 83% of recruiters reporting having already felt deceived by candidates. Artificial intelligence was perceived as a valuable support tool, especially in job posting and resume screening, but not as a substitute for human contact. It was concluded that, despite technological advancements, continuous improvements in tools and processes are necessary, as well as greater alignment between leadership and selection teams, to optimize assertiveness and the candidate experience, reinforcing the strategic role of HR professionals.
Keywords: Tools; People Management; Artificial Intelligence; Recruitment and Selection; Human Resources.
1. Introduction
Historically, recruitment and selection processes were characterized by their complexity and slowness. Candidates needed to physically go to companies to submit resumes, and the wait for a response was often accompanied by uncertainty. This traditional scenario, marked by manual steps and limited communication, generated anxiety and inefficiency for both candidates and organizations. The dynamics of the labor market and expectations regarding talent acquisition have undergone a significant transformation with the advent of technology.
Technological advancement has opened new doors for recruitment and selection, introducing tools that have considerably optimized the process. Professional social networks, such as LinkedIn, and talent management platforms (ATS – Applicant Tracking Systems) have made the search for candidates more active and accessible. Artificial Intelligence (AI) has emerged as a facilitator, allowing applications for vacancies without the need for physical displacement and automating initial stages. In recent years, there has been an exponential growth in the online search by candidates for job opportunities, as pointed out by Blumen and Cepellos (2023).
For companies, the concern in attracting and hiring the best professionals in the market remains central. These talents are essential to meet organizational demands in an exemplary manner and contribute to the sustainable growth of the institution. People management, and specifically recruitment and selection, is recognized as a strategic area, as it directly impacts the composition of the workforce and overall performance. Idalberto Chiavenato (1999) highlights the interdependence between individuals and organizations, where people depend on institutions and vice versa, configuring a continuous feedback process.
The understanding that people are the greatest assets of institutions is fundamental, requiring the human resources management area to pay special attention to hiring, training, and incentivizing employees (Lacombe, 2008). In this context, competency-based selection emerges as a primary approach to ensure strategic people management, bringing greater clarity and objectivity in profile evaluation (Carvalho, Passos, and Saraiva, 2016; Chiavenato, 2014). It is crucial for companies to be attentive to market trends, the advancements of civilizations, and how human behavior shapes organizational structures, integrating these perspectives into their talent strategy.
Despite the evolution of evaluation methodologies, including interviews, individual and group dynamics, and case studies, choosing the ideal candidate still presents challenges. Frequently, after hiring and integrating the professional, points of misalignment with the organization’s mission, vision, and values are identified. This practical gap raises important questions about the effectiveness of current selection processes: what can be improved so that recruiters act with greater assertiveness? How can the experience of managers, recruiters, and candidates be optimized? And what is the role of Artificial Intelligence as a facilitator in these situations?
The occurrence of unsuccessful hires incurs significant costs for companies, affecting various areas and reinforcing the need for more effective recruitment and selection processes. The valuation of Human Resources professionals and the strategic use of adequate tools are crucial for more assertive decisions and for organizational success. Given the complexity and strategic importance of recruitment and selection, it becomes essential to investigate the tools currently employed, identify their gaps, and explore improvement opportunities that can make the process more agile and effective.
Therefore, the present research is justified by the need to deepen the understanding of recruitment and selection practices in the contemporary corporate environment, seeking to identify the tools used and their effectiveness in candidate analysis. The main objective of this study is to clarify what recruitment and selection are, as well as the criteria and methods employed by companies, listing their characteristics, models, and components.
2. Material and Methods
This research was characterized as a field survey, adopting a mixed methodological approach that integrated quantitative and qualitative elements. This design was chosen to provide a comprehensive understanding of recruitment and selection practices, aligning with the objective of clarifying the criteria and methods employed by companies, as well as the characteristics, models, and components involved. The exploratory and descriptive nature of the study allowed for the investigation of the tools used and their effectiveness in candidate analysis, seeking to identify opportunities for improvement in the workflow.
In the quantitative phase, an online questionnaire, created on the Google Forms platform, composed of closed multiple-choice questions was used. The instrument was directed at Human Resources professionals, with a specific focus on Recruitment and Selection, working in various companies. The sample consisted of 100 respondents, selected by non-probabilistic convenience sampling, ensuring the voluntary participation of individuals. This method allowed for the collection of standardized data on recruiters’ perceptions and experiences.
The questionnaire data collection occurred over a 16-day period, from May 21, 2025, to June 05, 2025. The questionnaire was disseminated through various social networks and communication platforms, including LinkedIn, Instagram, Facebook, Telegram, and WhatsApp. This strategy aimed to reach a broad audience of professionals in the field, facilitating access and participation in the study. The organization of the collected data aimed to quantify the problems experienced by recruiters.
For the analysis and interpretation of the quantitative data obtained through the questionnaire, the Microsoft Excel software was used. The responses were organized in electronic spreadsheets, where percentages were calculated for each of the response options. Data visualization was complemented by the creation of charts, also in Excel, which allowed for a clear representation of the distributions and trends identified in the participants’ responses. This procedure facilitated the summarization of the collected information.
Complementary to the quantitative approach, a qualitative phase was carried out, which consisted of applying two semi-structured individual interviews. The interviewees were selected from the questionnaire respondents, both being recruiters with experience in the field. The objective of the interviews was to deepen the understanding of the relevant points, the practices adopted, the perceptions, and the experiences lived by recruiters in the day-to-day of the selection processes. This method allowed capturing nuances and details that the closed questionnaire would not cover.
Semi-structured interviews were conducted to explore the perspectives of recruiters, seeking to understand the qualitative aspects of recruitment and selection. The statements were transcribed and analyzed to identify recurring themes and insights into the tools and processes. Regarding ethical considerations, participation in both phases of the research was strictly voluntary, and the interviewees granted authorization for the transcription of their statements, ensuring the confidentiality and respect for the participants’ privacy.
3. Results and Discussion
The analysis of the data collected through the online questionnaire, answered by 100 Human Resources professionals, and the two semi-structured interviews, allowed for an in-depth understanding of the perceptions and practices related to recruitment and selection in the corporate environment. The results revealed a complex panorama, where technology integrates into the processes, but persistent challenges in assertiveness and candidate experience still demand attention. The majority of respondents, 51%, were between 25 and 34 years old, and 86% identified as cisgender women, indicating a female predominance in the sample of HR professionals. In terms of education, 51% had postgraduate degrees and 47% higher education, reflecting a high educational level among the participants.
The research also characterized the professional and organizational profile of the participants. The majority of recruiters, 55%, worked as analysts, while 11% were consultants and another 11% were coordinators. Regarding company size, 59% of the professionals worked in large organizations, with more than 500 employees, 21% in medium-sized companies, and 20% in small ones. This profile of respondents is relevant for contextualizing the tools and challenges discussed, as recruitment and selection practices can vary significantly depending on the organization’s structure and size, as well as the experience level of the professionals involved.
Regarding selection process models, a strong trend towards the online format was observed, with 56% of companies adopting it fully, and 37% using a hybrid model, combining online and in-person stages. Only 7% of selection processes were conducted exclusively in person. This transition to digital and hybrid, intensified by the COVID-19 pandemic, as highlighted in the original TCC, reflects the pursuit of greater agility and reach. However, the duration of the processes is still a point of concern: 39% take more than 30 days and 35% last between 16 and 30 days, indicating that, despite digitalization, slowness persists in a significant portion of cases.
The most used tools by recruiters include job sites or platforms (79%), LinkedIn (85%), and employee referrals (67%), followed by video interviews (54%) and the company’s own website (53%). Technical (45%) and behavioral (38%) tests are also widely employed. Although 51% of respondents consider these tools sufficient for good screening, 44% expressed a partial view, suggesting that gaps still exist. This perception is crucial because, as Breaugh (2008) already pointed out, the advancement of online searches increases reach, but not necessarily assertiveness without effective screening.
Artificial intelligence (AI) is already present in various stages of the selection process, although its use varies. Nineteen percent of recruiters stated they always use it, and another 19% frequently, while 29% employ it occasionally and 19% rarely. The general perception is positive, with 68% believing that AI has helped in the processes, and 26% partially. The stages where AI is considered most useful are job posting (81%) and resume screening (72%), in addition to feedback (48%). This suggests that AI is seen as valuable support for operational and high-volume tasks, freeing up recruiters for more strategic and human activities.
Despite technological advancements, research has revealed significant challenges in the assertiveness of hiring. An expressive majority of 83% of recruiters reported having felt deceived by a candidate in a selection process. This data underscores the complexity of human evaluation and the difficulty in predicting a professional’s performance and cultural alignment solely with current tools and stages. Interviewee 2, for example, emphasized that the resume, by itself, does not reveal behavioral aspects or the candidate’s real motivation, which are crucial for success in the position.
The issue of diversity in selection processes was also addressed, with 32% of companies using structured criteria and 31% using punctual criteria. However, 31% of respondents indicated that their companies do not use any criteria or tools to promote diversity. This result, according to the discussion in the TCC, points to a “long way to go” in the pursuit of equity and appreciation of diverse groups, a topic of growing importance in 21st-century organizations.
When asked about the most complex stage of the process, profile alignment with leadership (25%) and resume screening (22%) were the most cited. Competency-based interviews were the most used approach (46%), followed by behavioral interviews (18%). These findings corroborate the literature that highlights the importance of competency-based selection for strategic people management, as pointed out by Carvalho, Passos, and Saraiva (2016) and Chiavenato (2014), as it offers greater clarity and objectivity in profile evaluation.
Suggestions to improve the effectiveness of recruitment and selection tools and processes focus on several fronts. Continuous training of the recruitment team was considered essential by 87% of respondents, while 60% highlighted the integration of post-hiring performance data. Improving candidate engagement and feedback (59%), making processes more humanized (54%), and investing in AI and automation (56%) were also relevant initiatives. Interviewee 1 reinforced the need for firm alignment between leadership and the selection team, with a well-defined method and transparent steps, to deliver a more structured and positive selection process for the candidate.
Overall satisfaction with current tools is predominantly positive, with 53% of recruiters declaring themselves satisfied and 15% very satisfied. However, 26% are somewhat satisfied and 6% dissatisfied, indicating room for improvement. Interviewee 1, for example, mentioned that current platforms work well, but Gupy’s ATS could be more agile and integrated. Interviewee 2 pointed out that, although the platforms are current and assistive, they still have limitations, especially in filters for affirmative action vacancies or for more complex profiles, which hinders the search for diversity.
The discussion about the strategic role of the recruiter and the relationship with hiring managers emerged as a crucial point in the interviews. Interviewee 1 emphasized that selection is the candidate’s “first door” to the company and, therefore, is extremely strategic, directly impacting profit and customer service. Both interviewees highlighted the importance of a more effective partnership with managers, who often do not understand the reality and challenges of the selection process, including the difficulty in finding the ideal profile and the need to wait to avoid unsuccessful hires.
Regarding the future of artificial intelligence, recruiters were unanimous in stating that AI will not replace the human role. They see it as a support tool to automate tasks and simplify processes, but not as a substitute for human contact and the “sensitive eye” needed to assess behavioral aspects and candidates’ development potential. This perspective aligns with the discussions by Blumen and Cepellos (2023), who address the benefits and resistances to the use of AI in recruitment and selection, emphasizing that, despite advances, the human touch remains irreplaceable for more detailed and humanized decisions.
In summary, the results of this research demonstrate that, although digital tools and artificial intelligence have transformed recruitment and selection, making it more agile in some stages, significant challenges persist. The need to improve the assertiveness of hiring, the alignment of expectations between recruiters and leadership, the promotion of diversity, and the improvement of the candidate experience are crucial points. Valuing HR professionals and the strategic use of technology, without losing focus on the human element, are fundamental to optimizing processes and ensuring the attraction and retention of talents that drive organizational success, responding to the objective of identifying improvements to make the flow more agile and effective.
4. Conclusion
This study sought to analyze the effectiveness of candidate search and analysis tools, as well as to clarify the recruitment and selection criteria and methods employed by companies, with the aim of identifying improvements to make the workflow more agile and effective. It was found that, although digital platforms and hybrid selection process models are widely adopted, with most recruiters using job boards, LinkedIn, and referrals, significant challenges persist in the assertiveness of hiring. It was observed that 83% of recruiters reported having felt deceived by candidates, highlighting gaps in evaluation methodologies. Artificial intelligence was identified as a valuable support tool, especially in job posting and resume screening, contributing to operational agility, but not as a substitute for human contact and behavioral analysis, which remain crucial. The complexity of aligning profiles with leadership and resume screening were pointed out as the most challenging stages, and the duration of the processes still extends beyond 15 days in most cases.
The main contribution of this work lies in reinforcing the strategic role of Human Resources professionals and the need for continuous improvement of recruitment and selection tools and processes. Team training, integration of post-hiring performance data, and process humanization were suggested as essential initiatives to optimize candidate assertiveness and experience. As a limitation, the study was based on the perception of a specific sample of HR professionals, which may not reflect the entirety of market experiences. For future studies, it is recommended to include the candidates’ perspective to enrich the understanding of the process and deepen the investigation into the implementation of diversity criteria, which still has a long way to go in organizations.
Bibliographic References
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BREAUGH, James A. 2008. Employee recruitment: Current knowledge and important areas for future research. Human resource management review, v. 18, n. 3, p. 103-118.
CARVALHO, lêda Maria Vecchioni; PASSOS, Antônio Eugênio Valverde Mariani Passos; SARAIVA, Suzana Barros Corrêa. 2016. Recrutamento e seleção por competências. 2ª edição. Editora FGV, Rio de Janeiro, Rio de Janeiro, Brasil.
CHIAVENATO, Idalberto. 1999. Gestão de pessoas: O novo papel dos recursos humanos nas organizações. 1ª edição. Editora Campus, Rio de Janeiro, Rio de Janeiro, Brasil.
CHIAVENATO, Idalberto. 2014. Gestão de pessoas: O novo papel dos recursos humanos nas organizações. 4ª edição. Editora Manole, Barueri, São Paulo, Brasil.
LACOMBE, Francisco José Masset; HEILBORN, Gilberto Luiz José. 2008. Administração: princípios e tendências. 2ª edição. Editora Saraiva, São Paulo, São Paulo, Brasil.
Article originating from the Final Project of Specialization in People Management from the MBA USP/Esalq
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