Webinar | Retail Recruitment: Optimizing High-Volume Hiring with Automation & AI

If you are interested in reading the full transcript, you can do so below:

Angie Verros:
Welcome, everyone. Good morning, good afternoon, from wherever in the world you are joining us today. My name is Angie Verros. Not just for today, but always! I’m thrilled to be moderating this wonderful panel of amazing individuals.

Today, we’ll be discussing Retail Recruitment: Optimizing High-Volume Hiring with Automation and AI.

First, let me introduce myself, and then I’ll hand it off to our panelists. I’m Angie Verros, the founder and CEO of Vaia Talent. We are a sourcing-as-a-service and sourcing technology strategy firm.

We help companies that are looking to grow and scale when they don’t have the internal bandwidth or recruitment team capabilities. We fill the top of the funnel all the way to potential hires, and we absolutely love what we do.

We’ve worked with small and large companies across the globe, and I’m thrilled to be here with this wonderful group.

We are having a minor technical issue with Rob Daugherty, but let me share a little about him. Rob is the Vice President of Global Talent Acquisition at Walmart. I could share a mix of good and bad about him, but I’m just kidding—Rob is fabulous. We’ve met a few times at events, and I’m so excited he’ll join us as soon as he works out his technical issues.

In the meantime, let’s move on to our next panelist. Jared Carlson, you’re up. Jared is the Lead Solutions Consultant for Enterprise HCM at UKG. Take it away, Jared!

Jared Carlson:
Thank you, Angie. Great to be with everyone!

As Angie mentioned, I’m Jared Carlson, a Solution Consultant at UKG. My role is to understand organizations deeply and help them see how UKG’s solutions can address their challenges and needs.

I focus on enterprise customers—organizations with 15,000 employees and up—spanning the U.S. and globally. I’ve been with UKG for five years. Before that, I worked with several employee engagement and talent acquisition products.

I’m based in New Orleans, Louisiana, so I’m calling in from the central U.S. Excited to be here and looking forward to today’s discussion!

Angie Verros:
Wonderful. Thank you, Jared! Welcome to this excellent panel.

Next, I’d like to introduce Markellos Diorinos. As you may have guessed from my pronunciation, I’m Greek, so I can say his name perfectly! Markellos is the Co-founder and CEO of Bryq. Over to you, Markellos.

Markellos Diorinos:
Thank you, Angie. It’s a pleasure to be here today with all of you.

Yes, I’m Greek, and I have the good fortune of calling in from Athens today—it’s absolutely lovely here. I’m the Co-founder and CEO of Bryq, and I always like to share a bit of personal context about why we started Bryq.

A long time ago—in the previous millennium, to be exact—I studied computer science. While I was a skilled programmer, I quickly realized I wasn’t a great developer because I lacked the personality traits that the role required.

It took me 10 to 15 years to figure out what I wanted to do. I tried marketing and other areas before landing in business, and I’m now thrilled to be running Bryq. It’s been the biggest challenge of my life but also the most rewarding.

At Bryq, our motto is Unlock the Power of People. We aim to help individuals and organizations realize their full potential. People’s career paths are no longer linear, and we’re here to support those navigating nontraditional journeys.

Angie Verros:
Thank you, Markellos! What a great story.

Let’s check back with Rob Daugherty. Rob, are you with us?

Rob Daugherty (via audio):
Yes, Angie, I’m here! Apologies for the technical difficulties, but I’m glad to join via audio for now.

I’m Rob Daugherty, Vice President of Global Talent Acquisition at Walmart. I’ve been with Walmart for just three months, so I’m still new to the organization, but it’s already been an incredible journey.

I recently relocated to Bentonville, Arkansas, and if you’ve never been, it’s a beautiful area with stunning fall colors, rolling hills, and amazing scenery.

Before joining Walmart, I led global talent acquisition for ZoomInfo, Lowe’s, and American Airlines. I’m excited to share insights today alongside this great panel.

Angie Verros:
Thank you, Rob. Welcome aboard!

Angie Verros:
Before we dive in, I want to share a quick note. Walmart recently reported outstanding earnings—$169 billion in the last quarter, surpassing expectations by nearly 9%.

Doug McMillon, Walmart’s CEO, attributed this success to their associates, saying:
“Our associates are working hard to save people time and money and to transform our business. Our teams are executing and delighting our customers and members with the value and convenience they expect from Walmart.”

This success underscores the importance of hiring the right people, which leads perfectly into today’s topic: Retail Recruitment: Optimizing High-Volume Hiring with Automation and AI.

Angie Verros:
Let’s start with Jared. Jared, given your experience with HCM systems, what are the biggest challenges retail companies face in scaling recruitment quickly, and how can technology solutions address these issues?

Jared Carlson:
That’s a really great question, Angie. Given my experience working on the HCM side, one of the challenges—and opportunities—is that we often don’t have the luxury of focusing on just one functional area.

Instead, we need to think about the bigger picture—how all functional areas interact and impact the overall employee experience. For retailers specifically, this can be difficult. They operate in fast-paced environments that often prioritize quick fixes, even when they’re not ideal long-term solutions.

At UKG, we take a step back to help organizations understand how their culture and processes affect recruiting and retention. Our tools aren’t just about driving applicant flow or retaining employees; they aim to make companies great places to work for all employees.

For retailers, the key challenge is often measuring and understanding culture. Walmart’s success, as Doug McMillon highlighted, is deeply rooted in the dedication and trust of its associates. High-trust organizations perform better across the board. For example, high-trust organizations:

• Drive 4.5x more qualified job applications via referrals.

• See employees 87% less likely to leave their jobs.

By leveraging tools that measure trust, culture, and employee satisfaction, organizations can create a strong foundation for successful recruitment and retention.

Angie Verros:
Thank you, Jared. Some fantastic insights there.

Rob, let’s turn to you. What strategies have you found most effective for handling fluctuating hiring needs, especially during peak seasons in retail?

Rob Daugherty:
That’s a great question, Angie. First, I want to echo Jared’s points—there were so many great insights there.

At Walmart, a lot of what we do ties back to our core principles, which have been in place since Sam Walton founded the company 62 years ago. It’s all about taking care of our associates and putting the customer first.

One of the ways we do this is by offering programs like Live Better U (LBU), which provides opportunities for our associates to earn college degrees and certifications. Right now, we have over 17,000 participants in the program, which is life-changing for many.

We also focus on being proactive with staffing shortages. For example, our Associate to Driver program trains associates for high-demand roles like truck driving, which can lead to six-figure jobs.

Ultimately, it’s about creating a culture where associates feel valued and have clear paths for growth. And we make sure communities know that Walmart is a great place to work, with many examples of associates growing into leadership roles. Doug McMillon himself started in one of our stores 30+ years ago!

Angie Verros:
That’s incredible, Rob. Thank you for sharing.

Markellos, let’s talk about the role of data in recruitment. How can data-driven recruitment help retail companies refine their hiring strategies to adapt to industry demands?

Markellos Diorinos:
Great question, Angie. It’s tough to follow up after Jared and Rob—they’ve already shared so many practical insights!

Let me take a step back and talk about the theory behind it. Roles today are far more dynamic than they used to be. For example, a salesperson before the pandemic needed one set of skills. During the pandemic, they needed a completely different set of skills. And now, post-pandemic, it’s something else entirely.

This constant evolution means companies need to adapt their hiring strategies quickly. High-volume hiring provides an opportunity because it generates so much data. The challenge is figuring out how to use that data effectively.

At Bryq, we focus on closing the loop between performance and hiring. It’s about identifying what drives success and aligning recruitment processes with those insights. The goal is to connect hiring, retention, and performance into a seamless process.

Angie Verros:
That’s fantastic, Markellos—hiring to retiring. I love that phrase!

Rob, let’s pivot to addressing high turnover in retail. What do you think are the primary factors driving turnover in frontline retail roles, and how can recruitment practices help reduce these rates?

Rob Daugherty:
Retail is tough work. Whether it’s stocking shelves, walking miles each day, or dealing with customers, it’s physically and emotionally demanding.

One important step is providing realistic job previews. Candidates need to know exactly what the role entails so they can decide if it’s the right fit for them. For example, at Sam’s Club, pick-and-pack associates walk an average of 12 miles a day—great for some, but not for everyone.

Another factor is communication about growth opportunities. If associates don’t see a clear path for advancement, they may leave. At Walmart, we address this through programs like Walmart Academy and Live Better U, which offer training and development.

Lastly, it all comes down to leadership. Great leaders make a huge difference in retaining talent. We focus on hiring and training leaders who genuinely care about their associates and foster a positive work environment.

Angie Verros:
Thank you, Rob. That’s an important point about leadership.

Markellos, let’s talk about psychometric data. What role do assessments play in identifying candidates who are most likely to stay and succeed in high-turnover roles?

Markellos Diorinos:
Psychometric data is incredibly powerful, but like any tool, it needs to be used correctly. The challenge is understanding what truly drives success in a given role.

For example, a great manager at Walmart might look very different from a great manager at Sam’s Club. It’s about aligning candidates with the specific needs of the organization and role.

At Bryq, we help organizations close the loop by correlating performance data with psychometric assessments. This iterative process allows companies to continuously refine their hiring profiles, ensuring they’re always aligned with evolving business needs.

Angie Verros:
Such valuable insights, Markellos.

Jared, what are your thoughts on leveraging technology to support internal talent and cultivate a strong workplace culture?

Jared Carlson:
There are three key elements to building a high-trust culture:

1. Trust in leadership: This starts with getting the basics right—accurate pay and reliable schedules.

2. Camaraderie with colleagues: Frontline workers often lack the tools that desk workers have, so giving them platforms to connect and collaborate is crucial.

3. Pride in work: Providing clear growth opportunities and training helps associates see a future within the organization.

At UKG, we also focus on helping managers have meaningful conversations with their teams. By giving managers the right tools, we enable them to guide employees toward growth and development.

Angie Verros:
Thank you, Jared. Very insightful, especially the focus on giving managers the right tools.

Now, let’s talk about sourcing strategies for retail recruitment, something I’m very passionate about. Rob, how does Walmart maintain a balance between attracting a high volume of applicants while ensuring they meet the quality needs for retail roles?

Rob Daugherty:
Great question, Angie. Maintaining that balance starts with being authentic about what the job entails.

We use realistic job previews to set clear expectations for candidates. For instance, if someone looks at a role and realizes it’s not for them, that’s actually a win—we don’t want people to join and leave quickly because it wasn’t what they expected.

We also lean heavily on assessments. These help us identify the traits, skills, and behaviors that make someone successful in a role. With data from our IO psychologists and selection professionals, we’ve seen that when we match candidates well, turnover decreases significantly—by as much as 80%. Productivity and promotion rates also improve.

Finally, we emphasize skills over experience. We’re proud of how we’ve been leading in this area. Skills-based hiring allows us to tap into broader talent pools and find candidates who might otherwise be overlooked.

Angie Verros:
That’s incredible, Rob. I love the phrase, “Repel the many, compel the few.” It’s such a strategic approach.

Markellos, earlier you mentioned the importance of brand ambassadors. How can retail organizations use assessments and psychometric data to build a workforce that naturally embodies and promotes the brand’s values?

Markellos Diorinos:
Great question, Angie. The concept of brand ambassadors is universal, regardless of the organization’s size.

A brand ambassador is someone who not only fits the role but also aligns with the company’s culture and values. But here’s the thing—cultural alignment doesn’t mean everyone has to be the same. It’s about finding individuals who bring something unique while still thriving within the organization’s culture.

At Bryq, we help organizations map their cultural values to specific behaviors. For example, if a company prioritizes “putting the customer first,” we identify the traits and skills that align with that value. Assessments then help us identify candidates who naturally embody those traits.

It’s also important to think about cultural alignment rather than cultural fit. Fit can be restrictive, but alignment allows for diversity while maintaining cohesion. This approach ensures that organizations hire people who not only excel in their roles but also contribute positively to the workplace culture.

Angie Verros:
Thank you, Markellos. That’s a really thoughtful approach.

Jared, let’s pivot back to technology. How can retail companies leverage human capital management solutions to cultivate a strong workplace culture after hiring?

Jared Carlson:
This ties back to what we at UKG define as a high-trust culture, which is built on three pillars:

1. Trust in leadership: This starts with foundational elements like accurate payroll and reliable scheduling. If these fail, trust erodes quickly.

2. Camaraderie with colleagues: Many frontline workers lack the tools to connect effectively. By providing platforms for communication and collaboration, companies can foster stronger relationships.

3. Pride in work: Employees who see clear growth opportunities and receive regular training are more engaged and motivated.

Technology plays a critical role here. For example, our systems allow employees to reflect on their skills and see potential career paths within the organization. Managers are also given tools to have meaningful conversations with their teams, helping to guide employees toward their goals.

Ultimately, human capital management systems should serve as a foundation that partners with other tools to address specific needs. By focusing on these three pillars, organizations can build cultures that drive engagement and retention.

Angie Verros:
Thank you, Jared. That’s a great framework for building trust and engagement.

We’re nearing the end of our discussion, but we have time for one audience question.

Audience Question:
Data science-based solutions and AI are powerful tools but not without flaws. In retail recruitment, where high-volume hiring requires speed and accuracy, how can we balance trusting AI recommendations with human intuition to ensure fairness, quality, and cultural alignment? Are we ready to let algorithms shape the workforce of tomorrow, or does the human touch remain irreplaceable?

Markellos Diorinos:
Great question! My short answer: it depends.

AI is a tool, and like any tool, its effectiveness depends on how it’s used. If you apply AI to a broken hiring process, all you’ll achieve is making the same mistakes faster. However, if you fix the process first—ensuring that you’re looking at the right metrics and addressing biases—AI can be a game-changer.

For example, AI can process vast amounts of data quickly, allowing companies to identify trends and make better decisions. But it’s crucial to regularly audit these processes to ensure fairness and accuracy. AI should enhance decision-making, not replace it entirely.

Jared Carlson:
I completely agree with Markellos. Regulation is already shaping how companies use AI in hiring. For example, New York City has introduced rules to ensure AI tools are used responsibly, requiring transparency and fairness.

At UKG, we see AI as a way to complement human decision-making. By automating repetitive tasks, AI frees up recruiters to focus on more strategic activities, such as building relationships with candidates. But the human touch is still irreplaceable when it comes to understanding context and ensuring alignment with company culture.

Rob Daugherty:
I’ll add that AI can actually help us be more consistent and high-touch. For example, AI can personalize communication with candidates in ways that human recruiters may struggle to do at scale.

However, it’s critical to balance this with human oversight. For instance, at Walmart, we use AI tools alongside assessments and human interaction to ensure we’re making well-rounded decisions. Candidates are also using AI to enhance their resumes and interview answers, so companies need to adapt and embrace these changes to stay competitive.

Angie Verros:
Thank you, everyone, for your thoughtful answers. My takeaway is that AI and human intuition must work together to create a fair and effective hiring process.

Angie Verros:
We’ve reached the end of our session. Thank you to our panelists—Rob, Jared, and Markellos—for sharing such valuable insights today.

Thank you to everyone who joined us from around the world. We hope you found this discussion helpful and inspiring. Have a wonderful day, evening, or afternoon wherever you are. See you next time!