The 3 Critical Factors: Strategic Alignment, Readiness, and Viability in HR Technology AI Evaluation
- Julia Levy
- Nov 18
- 3 min read
Inspired by industry veteran Jeremy Roberts' insights on the risks of adopting AI without scrutinizing its underlying structure, specifically the transparency and ownership of its scoring logic and orchestration layer, I want to expand the conversation on responsible AI adoption.
While looking under the hood at the AI technology is crucial, successful AI implementation requires a broader AI assessment framework. You must also evaluate the "other" critical long-term success factors: AI Strategic Alignment, Organizational AI Readiness, and Long-Term AI Viability. Just as you would check the engine fluids and kick the tires on a car, these AI success factors must be thoroughly examined before the contract is signed for your AI solution.
Buying a tool is a transformation initiative, not just a transaction. Ignoring these areas turns a cutting-edge tool into an expensive failure.ative, not just a transaction. Ignoring these areas turns a cutting-edge tool into an expensive failure.
1. Strategic & Business Alignment
The fundamental question that must drive any significant technology investment or implementation is: Does this technology move the business forward by contributing to strategic goals, generating measurable value, or enhancing competitive advantage? If a technology project primarily exists for internal technical interest or addresses minor, non-critical inconveniences, its value proposition should be seriously questioned, and resources reallocated to initiatives with clear, direct business impact.
Future-Proofing: Don't just check for today's features. Ask: How easily can this technology pivot from role-based matching to a skills-based assessment model? How easily can this technology integrate with next-generation HR tools or platforms that may become industry standards in the next three to five years?
Quantified ROI: Demand concrete, measurable results. Vague promises of "efficiency" aren't enough. Ask: What are the quantified results we should expect within 12 months (e.g., reduce lead time by 20%, lift throughput by 10%)? What is the system's built-in capability for tracking and reporting the achieved ROI metrics against our stated goals?
2. Organizational Readiness & Adoption
A tool fails if the team won't or can't use it.
The most sophisticated and well-designed tool, process, or system is ultimately rendered useless if the team members who are meant to use it either refuse to adopt it or find themselves technically or logistically incapable of doing so. A tool must fit seamlessly into existing workflows and address real user needs; otherwise, it becomes an obstacle rather than an asset.
Effort Expectancy: The technology must be perceived as easy to use. Ask: What is the learning curve for an average recruiter, and how much time is required for training to achieve mastery?
Change Management: Leaders must communicate the purpose to reduce resistance. Ask: How will we address staff concerns about the AI taking their job, and how will we redefine the recruiter's role as a strategic advisor?
3. HR Technology Vendor Reliability & Partnership
You are buying a long-term relationship.
The initial purchase is just the beginning of a partnership whose value is defined by the vendor's sustained reliability, commitment, and alignment with your organizational goals. A reliable vendor acts as an extension of your team. Their stability and performance directly impact your operations, profitability, and reputation. Therefore, a comprehensive assessment should extend beyond the quoted price and features to include things like their track record, client retention, support structure, innovation and cultural fit.
By focusing on these deeper aspects of partnership, you mitigate risk and secure a relationship that provides sustained value and competitive advantage over the lifespan of the engagement.
Vendor Viability: Ensure the vendor will exist and support the product. Ask: What is your financial health and roadmap? What is our exit strategy if you are acquired or go out of business?
Integration Risk: The system must integrate seamlessly with your core HR tech (ATS, HRIS). Ask: How complex is the integration, and will this purchase further fragment our tech stack or simplify it?
By placing these strategic factors on equal footing with technical due diligence, we ensure our investments deliver sustainable value.
🔗 Read Jeremy Roberts' original article here: https://www.linkedin.com/pulse/look-under-hood-before-you-buy-ai-talent-acquisition-jeremy-roberts-kpjlc/?trackingId=9Iw36FsKHDLUdApjWtWD5A%3D%3D 1
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