Simple Recruitment Metrics to Transform your Hiring

recruitment metrics
Infographic vector created by katemangostar –

Organisations have seen a tectonic shift in the way they perceive the Human Resources Department. From being a support function, it is now viewed as an equal business partner. With advanced tools like recruitment metrics, the HR department is providing key insights and driving the growth of businesses. 

Talent is a key differentiator and can propel an organisation towards its strategic goals. For this reason, organisations are spending more resources towards bridging this gap. Reviewing the current recruitment strategy can give useful insights into understanding if it is giving the desired results or needs tweaking. A data-driven approach is all the more powerful as organisations can make informed hiring decisions.

What is a recruitment metric?

Recruitment metrics is the measurement of hiring KPIs to assess the overall ROI. If used correctly, it is a powerful tool that can help in determining the success of hiring within an organisation. It also helps in analysing if the organisation is hiring the right people and through the right sourcing channels. Moreover, it can help in filling the gaps and streamlining the hiring process for a higher success rate. 

In this data-driven business world, recruitment metrics is an effective way to make informed hiring decisions by using interactive HR dashboards.

Why is recruitment metrics important?

A recruitment dashboard can give you a host of figures and numbers. However, it is the information hidden behind them that is powerful and important. A data-driven approach is slowly transforming the way of recruitment. These dashboards can answer some key questions like:

  1. How long does it take to close open positions?
  2. How much money is your recruitment team spending on the hiring process?
  3. Which is the most effective channel for posting the open jobs?
  4. What is the efficiency of your recruitment team in the hiring process?
  5. How many candidates are applying for an open job?
  6. How well does your new hire perform at the job?

You can even compare your internal recruitment metrics with the global average and analyse where you stand.

Types of recruitment metrics

Here are some of the most insightful recruitment performance indicators that you can track.

Time to Fill

The time to fill is typically measured as the number of days between publishing a job and hiring the candidate. It is a critical metric that can tell you how fast you are sourcing and if your job advertising is working as expected. It is also an important indicator used in business planning. This metric can give a realistic idea to the business leaders about filling an open position or expanding their teams. With this information in hand, they will be able to chart a more realistic growth plan.

The formula for calculating Time to Fill:


Time to Hire

The time to hire is only slightly different from the previous metric but is powerful in its own sense. The time between contacting a candidate and his offer acceptance is known as time to hire. It can tell you about the efficiency of your recruitment team or if there is a significant delay leading to the loss of talented candidates. Also, it can tell you about their speed of screening candidates, interviewing them and giving them the offer. Automating your hiring process can lead to faster screening and better engagement of candidates.


Cost per hire

Hiring a new employee comes at a cost and this includes both external and internal expenses. For example, internal costs may include your recruitment team’s salaries and the expenses on their learning and development. External costs include expenses like the external agency fees, advertising costs, assessment centres, relocation fees etc. It is an important metric that can help in allocating the recruitment budget. It can also help you in determining which sourcing channels are working the best for you.

Cost per hire is a tricky metric and must be seen in tandem with other metrics. The goal is not to minimise the costs but to reach an optimum cost to get the best quality hires. For example, your organisation’s cost to hire may have doubled in the last two years but the quality of the new hires may have improved. Secondly, you have hired more executives in the last two years and hence your costs may have increased. Both these scenarios point to a healthy recruitment output though the costs may have escalated.

Cost per Hire formula:


Quality of hire

The quality of a new employee can be measured by his performance which is often represented by his first year’s performance rating. Conversely, a bad hire is an employee with low first-year performance ratings. A low-performing employee can add to unnecessary direct and indirect costs. Quality of hire is one of the inputs required for determining the success ratio of the recruitment function. 


A low success ratio indicates that the selection process or the sourcing channels are not appropriate.

Offer Acceptance Ratio

The entire recruitment effort can go down the drain if the candidate does not accept the job. It is a simple metric that shows the percentage of candidates who accept the offer. A low offer acceptance ratio can indicate that something is not right. The candidates may not be happy with the salary, company’s policies or are being snatched away by the competition. This metric can be an important input for benchmarking these aspects with the market. For instance, you can match your salary range with that of the competition.


Source of hire

This is an important metric for the organisations that use external sources for hiring. This can indicate the sources that are the most effective and can help with future hiring. For instance, if you find that referral is an effective channel, you can implement more attractive referral schemes. On the other hand, if you feel a particular external agency is better at closing executive-level positions, you can work more closely with them.


Data Analytics is driving the businesses worldwide and can give useful insights about recruitment as well. You can refer to this easy guide for making a comprehensive recruitment dashboard for your team. With this information, you can concentrate on the strong factors for a more effective recruitment strategy. At the same time, you can work more on improving the weak areas.

References –

ManpowerGroup survey in 2018


All you need to know about Pre-Employment Assessments

pre-employment assessments
Image credits : Designed by snowing / Freepik

“Acquiring the right talent is the most important key to growth. Hiring was – and still is – the most important thing we do.”
– Marc Benioff, Founder, Chairman and co-CEO of Salesforce

This sentiment resonates with most employers in today’s time. PwC noted in its 2017 CEO survey report that top executives view the unavailability of talent and skills as a major threat to their businesses.

Recruitment is not only a crucial business decision but also an important investment for organisations. Companies spend a substantial amount of effort and money on hiring. As per SHRM, the average cost-per-hire hovers around $ 4400.

Recruitment is a challenging territory as hundreds of candidates may apply on a job. It is a challenge to predict how well a candidate can perform on the job and fit into the organisation’s culture. 

Hiring managers have turned to pre-hiring assessment tools to resolve this dilemma. These tests can give better insights about a candidate’s personality, behaviour and capabilities and help them in making better hiring decisions.

What is a Pre-Employment assessment?

A pre-employment assessment is any tool or method to evaluate a candidate’s skills and competencies. They also help in predicting a desirable level of job performance. These tests are scientifically validated to rule out any inaccuracies in their administration. They help the hiring managers in screening unqualified candidates from their talent pool.

You can click here to read more about the science behind predicting job performance at recruitment.

These assessments are spread across a wide spectrum of tests. Depending upon the requirements of the job, these tools can evaluate job knowledge, skills, personality, emotional intelligence, integrity and cognitive ability of a candidate. 

Evolution of Pre-employment Assessment Tests

For decades, hiring decisions were made on the basis of how well a candidate presented himself during an interview. This impression, along with the gut feeling of the hiring manager, would decide the fate of the candidate.

However, organisations soon felt the need for a more reliable method for streamlining the recruitment process and eliminating biases. The very first instance of using an assessment tool was when the US government developed a personality test in 1919. It was used to assess if soldiers could withstand the trauma of war during the First World War.

Today, 82 percent of companies use some form of pre-employment assessment test during their hiring process (as per Talent Board’s 2016 Candidate Experience Research report).

Pre-assessment tests have witnessed immense transformation in the last couple of decades. For instance, the earlier tests lacked consistency and standardization. Secondly, they were more concentrated towards evaluating hard skills and lacked in judging soft skills. Pre-employment assessments now extend to predicting a candidate’s responses in critical on-the-job situations. Hiring managers can now evaluate a candidate on key competencies instead of relying on educational qualifications, technical skills and in-person interviews. 

Traditionally, these tests had closed-ended questions that would require the candidate to respond on a scale of ‘Strongly Agree’ to ‘Strongly Disagree’. For instance, “Do you have a vivid imagination”? This seemed to be a pertinent question for a job that demands creativity. A set of similar questions that could predict a candidate’s success in a role were bundled together to form a test.

However, the trend soon shifted to optimized hiring where candidates were required to answer non-obvious questions. For example, “Do you understand why the moon changes its shape”? This question is not directly related to what a candidate will be required to do on the job. However, it can predict if a candidate is curious by nature.

Assessments with Artificial Intelligence – Revolutionizing the way in pre-employment assessments

AI has disrupted the current scenario of pre-employment assessments. Linkedin found Artificial Intelligence” as a top trend that will shape recruitments in future.

In the current business environment, every organisation has a different definition of success. Consequently, success variables are also different. For instance, Xerox found that compassion was a key trait for customer service executives. They customised their pre-assessments tests accordingly to test compassion.

Algorithms and machine-learning are powerful ways to evaluate such complex competencies. AI has enabled more accuracy in predicting whether a candidate is fit for the job. It also helps in removing the human error of judgement while ensuring faster and bias-free hiring decisions. Besides, AI allows the assessments to reach the candidates and enhances their experience. AI-Powered interview chatbots can now reach the candidates through their smartphones. 

AI has paved the way for solving the toughest challenges faced by recruiters.

Types of pre-assessment tests

Pre-assessment tests are spread across a wide spectrum. These tests vary in their complexity depending upon the skill or capability that is to be tested.

Skill Assessment Tests – These tests are useful for evaluating the candidate’s proficiency in a specific skill. For instance, a job may require a good speed of typing or exceptional command over a language. Recruiters can use these tests to predict the on-the-job performance of the candidates. However, some of these skills can be learned with practice over some time. These tests have a limitation in assessing the learning abilities of the candidates.

Job Knowledge Tests – These tests are useful if a job requires a high level of technical expertise in a field. For instance, accounting or a coding job may need a candidate to possess a high level of proficiency in their respective fields. These tests are custom-designed to evaluate the current knowledge of candidates. However, they cannot evaluate how well a candidate can apply their knowledge on the job. Secondly, they cannot measure the learning ability of an individual. 

Integrity Tests – Honesty, dependability and work ethic are desirable traits in candidates. Organisations may want to evaluate candidates on these traits to avoid ‘high-risk’ employees. If designed carefully, these test can also indicate excellence in job performance. The only glitch in using them is that it is easy to give desirable answers and fake the result. Some popular integrity tests are the Reid Report, Stanton Survey and Phase III Profile.

Cognitive Ability Tests – These tests are useful in evaluating a candidate’s thinking abilities. They can be used to assess numerical, verbal and logical reasoning skills. They are good indicators of predicting a candidate’s behaviour in unexpected situations. However, candidates can perform better at these tests with practice.

Personality tests – Certain jobs may require a candidate to exhibit intense levels of a particular trait. For instance, extraversion or openness to a new experience. These tests are useful in predicting the tendency of a candidate to behave desirably. Along with predicting job performance, they also help in determining if a candidate is culturally fit for the organisation. However, candidates may give acceptable answers and misrepresent themselves. Some examples of personality tests are Myers-Briggs Type Indicator, HEXACO and DISC. 

Emotional Intelligence Test – This test indicates an individual’s ability to build and maintain relationships. A person scoring high on EI has a deeper understanding of his own as well as others’ emotions. Some well-known EI tests are EQ-i and EQ 360. 

Competency Assessment Test – A competency indicates to the combined knowledge, skills and behaviors required for doing a job efficiently. Competency assessments are specially designed to evaluate behavioral and functional competencies as per the job. Behavioral competencies are the soft skills like leadership skills, stress management and interpersonal skills. Functional competencies refer to the technical expertise required in the job.

What is the best way to use pre-assessment tests?

Pre-assessments can help in sifting incompetent candidates from your hiring funnel. However, they cannot give a clear picture when used alone. The best hiring decisions are made when several aspects of a candidate like his behaviour, skills and knowledge are tested. Thus, a combination of these tests is better in predicting the job performance of a candidate. 

Pre-employment assessment is an effective way to screen qualified candidates. Since these are scientifically validated, these tests work well at predicting on-the-job performance. With AI at play, these tests can be customized to suit an organization’s competency matrix. Furthermore, they can give a positive experience to the candidates and help in reducing the employee turnover.

Click here for a detailed report on effective talent assessments from

Shifting careers? Here are some tips to ace your job interview.

Contrary to what many people think, changing careers isn’t all that uncommon. Today, there’s a prevailing attitude of openness to career opportunities—in Singapore, for example, 42 percent of workers said they are “extremely interested” to learn about job opportunities outside of their companies.

In many ways, the death knell of the company man—the loyal and steadfast employee who’s committed to the interests of the organization that employs him—is a reflection of the changing nature of work. In a time where skill sets have a shorter shelf life than ever (less than five years, according to a LinkedIn study), many job seekers are scrambling just to stay relevant to potential employers. Today, everyone’s expected to pick up new skills, learn new tools, and be familiar with new systems.

For example, web designers are expected to have a background in SEO and digital marketing; administrative assistants need to be proficient with computers and cloud-based software; assembly-line workers have had to learn how to work alongside robots.

All of this has also chipped away at the notion that once you get an education or training in a certain field, you’re pretty much stuck there until you retire. Employers are also open to career shifters, provided they can prove they have the skills needed for the open job.

Fortunately, if you’ve already landed a job interview after deciding to shift careers, it means you’ve already succeeded in selling your experience, at least on paper. Now it’s just a matter of sealing the deal for your career transition and demonstrating, through the interview, the value your experience and skills bring to the team.

Job interview questions to expect for career shifters

Below are a few questions you expect in this situation and how you can answer them.

How does your background in a different industry or role make you suitable for this position?

If you want to convince a new employer that you’re the best candidate for a position, you need to back it up with clear examples of your work and the kind of results your tasks generated.

Start by writing down everything you do, down to the smallest details—from mundane everyday tasks to your accomplishments. Be sure to identify projects and responsibilities in your previous role that may align with the new position you’re applying for.

Once you’ve identified a few excellent examples, you can then use the STAR technique (Situation, Task, Activity, and Result) to provide clear and concrete explanations of how you contributed to your previous company.

  • Situation – What is the context of your particular experience? For example, “I was able to show my managerial skills by leading a team of web developers to complete an urgent last-minute project.”
  • Task – What was your specific role in this situation? “I was assigned the role of lead developer and oversaw backend development and deployment.”
  • Activity – What exactly did you do? “I worked closely with the client in determining the scope of the project and led the team in bringing these needs to fruition.” (This is where you can describe the strategies you employed to achieve your goal.)
  • Result – What results did your actions generate? “We rolled out the product a day ahead of schedule.”

As a clincher, make sure you explain how you would apply that experience in your new role. After all, the skills required for managing a team can apply to any industry.

Why should we hire you over a graduate who studied this field?

This may seem like an aggressive question, but if you put yourself in a hiring manager’s shoes, it’s easy to see why they would be hesitant to hire someone with no background in their particular industry.

The key here is framing. Your job is to show potential employers how your particular skillset and knowledge from your industry can be an advantage, rather than a weakness, over those who actually studied in the field you seek to join.

For example, if your job experience has been predominantly in customer service and sales in a software company and now you’re switching to software development, you can bring attention to the keen understanding of what end-users want from software and what their most complaints are as a way of bringing value to the development team.

Of course, applying for relevant jobs will also help make your transition easier. For example, if your work experience has been in the travel industry and you want to move into tech, consider looking for tech companies with a travel service or hospitality-related product.

Why have you decided to make a career shift?

You don’t want to wait until the day of the interview to think about how you will explain the reason for your career change. Make no mistake about it, it will come up in the interview.

That being said, you want to plan ahead and practice your response so you don’t get caught off-guard. Show the hiring manager that your decision was a carefully planned move. This will prove that you are serious about the role and aren’t just applying for the next job you see on a whim.

Whatever your motivation, just be sure you’re honest and that you leave whatever baggage you have at home. You can, of course, say that less than desirable circumstances were part of your decision to change careers, but you should definitely avoid talking negatively about your previous role, employer, and industry. Instead, talk about the opportunities you see with the experience and skills you have, and in the market that you’re entering.

Increasing your chances of getting hired

Even before you get scheduled for your first job interview after shifting careers, there are a few things you can do to increase your chances of your getting hired.

  • Before you begin applying for jobs in a different industry or role, look for job ads related to that position and keep an eye out for the skills listed in these ads. This will help you know which skills are transferable from your previous roles and which ones need development. 
  • If you’re in between jobs, now’s the perfect time to join classes and workshops to develop new skills or improve existing ones even further. You can also work on relevant personal projects, as long as you can showcase how they helped you build up the desired skills. 
  • Sometimes, it’s not about what you know, but who you know, which is why it’s a good idea to attend events related to the industry you plan on entering. Networking events offer a great opportunity to meet industry professionals and learn from their experiences. You may even end up getting referred to open job postings.

Finding work after a career shift is possible

First, the good news. Getting interviewed for a job in a new field isn’t exactly a hard reset, so you don’t have to worry about starting from scratch and working your up from an entry-level role. The not so good news, however, is that you’ll have to work extra hard to make a strong case for yourself, especially during the interview process. Be sure to prepare anecdotes, supported with hard facts, to demonstrate how your work experience can be applied to your new career or role. Get this right and hiring managers won’t see you as a complete newbie, but a skilled and experienced candidate needing only a bit of polishing. 

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About is an AI chatbot software for recruiters. Our conversational bots conduct competency based structured interviews using techniques from Industrial Organizational Psychology, specifically situational judgement questions. The chatbots autonomously interview, engage, and shortlist candidates at scale, 24/7, and actively fight human bias by hiding biasing information from human reviewers.

If you’re looking for one centralised recruitment solution to manage your growing recruitment needs,’s AI-powered conversational bots can help make your day easier.

Solving the hiring anomaly for SMBs

Remember the first time you started a business. The excitement, the passion, the sleepless nights. All that hard work has lead you to who you are today. A proud owner of a thriving small business.

With new possibilities come new responsibilities too. Your business is growing so is your client list. In order to handle this additional workload, you need to increase your workforce too.

Which takes us to the subject of hiring. As the owner of a successful business, you don’t need me to tell you that hiring is hard. Finding the right candidate! next to impossible.

It takes a lot of money and more importantly it takes a lot of time. Although the amount of money may vary from region to region, it still represents a significant investment for any business.

Workable’s Benchmark tool, which gathers anonymized data from more than 5,000 customers, presents time to hire categorized by business function and location. The following table shows average time to hire (in days) globally and in North America:

Business functionGlobal time to hireUS & Canada time to hire
Administrative/ HR 4035
Analyst / Consulting57 54
Customer Service 4038
Engineering 6260
Finance/ Accounting 4645

According to different studies, for an SMB in America, the cost of hiring can be anywhere between $1,600 to $18,000. Now your business may not be in America, it could be in Asia or even Europe where it may not cost so much. But the factors that drive the high cost for hiring is the same in all places.

There are many individual costs incurred during the hiring process, including advertising costs, in-house recruiters’ salaries, third-party recruiter fees, travel expenses, sign-on bonuses, and employee referral bonuses.

Some of these problems can be solved by having an outside recruiting firm. Sure, it is an additional expense but the upside is the time wasted is not yours. The recruitment agency would prescreen candidates and send you the ones that they think would be a good fit for your business.

Time-saving does not come cheap and you’re faced with a larger problem. One that no recruiting agency can solve.

What kind of candidates are you hiring?

Money, inventory or office are things that are used to start a business. But businesses are not started because of them. You started your business because you had an idea, a vision of your own. Your business has a distinct character that has been shaped by you. Any person that works for your company needs to fit with that character to become a successful employee. And no recruiting agency, with their generic, questions can shortlist such a candidate. They might get you candidates that meet the requirements, but not ones that raise them.

In order for that to happen, they need to be asked questions that you would ask them. Some person looking at a bunch resumes shouldn’t recommend the first one that has basic qualifications. You should be able to interview all the candidates that apply for a position at your company because every candidate deserves a fair shot at the job and only you can then truly judge whether they are a good fit or not.

But this is physically impossible not to mention all the money and time constraints outlined above. But what if you could do it? What if you could interview all the candidates, some even at the same time! I know that I just said it’s physically impossible and it is but in the virtual world anything is possible.

If I said that you could interview all the candidates that apply for a position at your company, ask them the all the questions that you want to ask them and do it in a shorter amount of time for a lesser amount of money. You would be Interested, wouldn’t you?

If you said yes then let me introduce you to, we are a Singapore based company that uses AI and machine learning to produce chatbots that are capable of guiding the candidates through the recruitment process.

Using our platform you can create chatbots that can be customised to ask the questions that you want to ask. And once you have customised a chatbot It will conduct the interview of the candidates using these questions. You can even specify the criteria used for evaluating the answers thus saving you even more time and effort.

Until now we have mainly sold our recruitment services to Enterprise level clients. We have been fortunate enough to have some of the biggest companies in the world as our clients. We were able to achieve an 81% reduction in the candidate qualification time for one of our client.

We have recently decided to expand our services to small and medium business. For this purpose, we have launched a new product which is tailor-made for SMBs.

And as an introductory offer, we have decided to provide this service at a massive discount to our first 100 clients. If you would like to avail this discount, signup right here

Jobs of the future: Top 5 skills that won’t be replaced by AI

The rise of artificial intelligence (AI) has triggered a series of questions about the future of work. The most common one being will technology replace our jobs? And if so, to what extent?

My answer is twofold:

First, we need to understand what AI is and the capabilities of this technology. Second, we should be aware of the skills that bots are unable to excel at, so we can develop professionally in these areas.

Let’s start by understanding what AI means

AI is intelligence demonstrated by machines, in contrast to the natural intelligence displayed by humans and other animals. As a concept, AI refers to a machine being able to think for itself and subsequently make decisions based on the data that it has been trained with.

What are the current capabilities of AI?

AI is best used when it comes to processing high volumes of data, completing mundane tasks, and answering basic level questions in areas like customers service or recruitment. Because of detailed algorithms, AI systems are now able to perform computing tasks quickly and efficiently, helping us make strides in research and development.

Some of the most notable real-world applications of AI include IBM’s Watson, which is being used to power research across a range of fields, and Microsoft’s Azure Machine Learning, which has made headlines globally. AI smart assistants have also become commonly used and welcomed in people’s homes, like Siri, Cortana, and Alexa.

These are the job skills of the future that bots can’t master:

1. Creativity

Having an imagination and thinking outside the box means that you can come up with ideas that don’t already exist. While AI machines can create art, music, and write, they do so by recognising patterns and analysing data as opposed to producing something new. Coming up with the initial seeds for a concept that hasn’t previously existed is uniquely human.

Even if a person doesn’t identify as being an inventor, a musician, or an author, having the ability to think in abstract terms will help solve problems, regardless of their job. For example, if a person works in recruitment, and their goal is to attract candidates to the company job page, they’ll need to think outside the box to come up with new ways to attract applicants. Then, they can experiment with various methods such as social media and content to find the optimal way to source applicants. By contract, if a machine were in charge of sourcing candidates, it would only utilise channels which it has previously “learned” based on the data used to create its algorithm.

2. Empathy

Another aspect that makes us human is the ability to empathize with others. This is especially useful in service related fields or areas dealing with people. For example,, an AI recruitment software for recruiters, can perform the initial stages of qualifying candidates by conducting competency based interviews at scale. After that, to complete the hiring process, a human would need to be involved to physically meet candidates and make the final decision. No matter how developed AI chatbots become, they will not have the innate ability to connect with and understand people on an emotional level to make final decisions.

Simply put, bots cannot “see” themselves in another person’s shoes, which is a skill required for tasks like interpreting a person’s feelings, working well in group settings, and effectively communicating ideas. Empathy is just one of many interpersonal skills which are necessary for positions in management as well as implementing projects across organisations. Can you imagine a bot solving a conflict between employees? Or artificial intelligence attempting to calm an employee during a departmental layoff? Didn’t think so.

3. Planning

If you’ve ever played chess online against a computer, you’ll know that it’s as competent and competitive as playing against a real person. Strategic games like these tend to be bound by rules and outcomes based on logic. They’re predictable, for example, “if this, then that” and therefore relatively easy for a computer to “learn.”

However, when it comes to real-world scenarios, the future is not as predictable. Many jobs require navigating through uncertain outcomes, shifting priorities, and filling information gaps. For example, project managers have to balance various factors, consider timelines, and weigh priorities when planning assignments across teams to meet one common goal.

4. Physical Ability

In the same way that people can appreciate the creativity and unique talents of a cartoonist or a script writer, they can also appreciate the level of skill required when a human being is able to hit a home run, come first in a race, or score the winning touchdown.

For centuries, humans have come together to cheer on their favourite team and have been inspired by the dedication of athletes. Playing (or teaching) a sport is just one example of a career that requires a unique skillset which can’t be replaced by a machine.

5. Judgment

Imagine if a bot could replace a lawyer in legal matters. In ambiguous situations, it would be unsettling to allow AI to call the final shots. In matters related to ethics, things are not always black and white. In other words, the concept of “should” versus “should not” doesn’t exist for a bot.

Despite scenarios where facts may be supported by the law, many conflicts involve a degree of emotion and irrationality. For example, either side of a legal case may not proceed rationally, or may have hidden motives. Because of this, much of a paralegals’ time and effort involves searching for and gathering data, which is a repetitive task where a bot would excel. However, the position of a lawyer or a judge, which both involve a higher level of thinking, cannot be replaced by a bot.

Key takeaway: Regardless of where your career takes you, it’s important to understand the skills where bots can’t replace humans, and to take steps to upskill yourself in at least one of the areas involving creativity, empathy, planning, physical ability, or judgement.


About is an AI chatbot software for recruiters. Our conversational bots autonomously interview, engage, and qualify candidates 24/7.

Our clients have experienced:

– Upto 81% reduction in the time to qualify candidates 
– Upto 30% reduction in the cost of hire
– 5X increase in reach

Ready to see our our platform in action? Email for a free product demo!

Capitalising on AI — A HR Game Change: By NTUC, DBS Bank,, and HCLI

NTUC invited to present at Capitalising on AI — A HR Game Change., an AI chatbot software for recruiters, was invited to speak at NTUC’s Progressive Practices Series: Capitalising on AI — A HR Game Change on Thursday 20th September, 2018.

Highlights of the event

The goal of this event was to educate HR professionals about:

  • How to navigate the future of HR
  • The benefits of implementing AI powered chatbots in recruitment processes
  • The opportunities AI & machine learning bring across talent acquisition


James LooExecutive Director & Head, Talent Acquisition GroupDBS Bank

James is a respected human resources professional with extensive experience in setting HR policies, recruitment, talent development, compensation planning, and restructuring.

Michael Jenkins, Chief Executive Officer,Human Capital Leadership Institute

Michael has been named one of HR Magazine’s Most Influential HR Thinkers. He brings several years of experience in the HR industry and has published Doing Business with the Japanese (Hodder), Teach Yourself Business Japanese (Hodder), Business Briefing Japan (Cassell), Absolute Beginners Business Japanese (Hodder), and Asian Leadership: What Works ed. Dave Ulrich (McGraw Hill).

Raj Kasi, Chief Commercial Officer at

Raj currently focuses on business expansion and growth. He brings a decade of experience in human resources and has built a career in the executive search space, partnering with leadership teams at financial services, natural resources, and chemical industries.

A big thank you to NTUC for hosting this event and giving our team the opportunity to present!

Interested in learning how AI can help your recruitment team experience:

– Upto 81% reduction in the time to qualify candidates 
– Upto 30% reduction in the cost of hire
– 5X increase in reach a well funded, Singaporean company and we work with 10 government agencies as well as enterprises including DBS Bank, Accenture, and Singtel. Email us at to learn how we can help you save time and improve efficiency. 

The Next Generation of HR: AI and Chatbots

The Next Generation of HR: AI and Chatbots, co-hosted by and NASSCOM., an AI chatbot software for recruiters, partnered with National Association of Software and Services Companies (NASSCOM), the trade association of the Indian IT and BPO industry, to co-host The Next Generation of HR: AI and Chatbots on Thursday, 13 September 2018.

Highlights of the event

The evening consisted of insights, use cases, and discussions about:

  • What HR professionals need to know about AI and chatbots
  • Digital trends and tools impacting the future of HR
  • How the HR role is evolving in today’s digital economy
  • HR case studies from Singapore’s most innovative enterprises


Dr. Vaisagh Viswanathan (VT)

CTO and co-founder at, VT is In charge of all things technology at the company. He holds a PhD in computer science from NTU and describes himself as a programmer, a scientist, a geek.

A big thank you to NASSCOM for co-hosting this event with us!

Interested in the future of recruitment? Email to see how your team can experience: 

– Upto 81% reduction in the time to qualify candidates 
– Upto 30% reduction in the cost of hire
– 5X increase in reach a well funded, Singaporean company and we work with 10 government agencies as well as enterprises like DBS Bank, Accenture, and Singtel.