The texts, authored by HR professionals, educators and researchers, converge towards the opinion that AI is significantly transforming HR and leadership by augmenting, not replacing, human judgment. When applied responsibly and ethically, it enables better decisions, stronger engagement, and more meaningful work, provided organizations balance technological efficiency with empathy, trust, and human connection.

Two joint surveys by kariera.gr and the Athens University of Economics and Business, led by Professor Ioannis Nikolaou, reveal a Greek labor market in dynamic transformation. Professor Nikolaou highlights that nearly half of employees are actively job hunting, driven by pay, stress, and lack of recognition, while valuing respect, balance, and growth. Employers focus on attraction, retention, and flexibility but risk depersonalizing recruitment through automation. Both sides rely on digital tools, yet they desire to enhance human connection. Soft skills, leadership quality, and transparent communication emerge as key success factors. The challenge for HR leaders: balance technology with empathy, and redesign employee value propositions to focus on purpose of the objectives and tasks in jobs.

In the second article, Serafim Karaiskos, Executive Director, Greece & Cyprus at ICAP People Solutions, highlights that leadership has long relied on intuition — the “gut feeling” of business leaders and the “battleground awareness” of commanders, making parallels to his military experience. But in today’s data-driven world, instinct alone is no longer enough. He argues that the best outcomes arise when human judgment combines with the best intelligence, and when, then, the “Augmented Executive” uses AI as a strategic ally to clarify intent, improve decision-making, coach teams in real time, and uncover hidden talent. AI becomes a force multiplier, enhancing, not replacing, human leadership.

Fani Pagona, Principal, Tech Market Advisory at Code.Hub, exposes how AI is transforming HR from an administrative function into a strategic partner that enhances recruitment, engagement, and learning. Code.Hub applies AI across these pillars through custom models and platforms. In recruitment, AI tools cut time-to-fill by over 50%, automate candidate evaluation, and improve decision-making. In engagement, predictive analytics and personalized insights reduced turnover from 16% to 4.2%. In learning and development, AI-driven platforms like TOM and mentoring systems boosted promotions, productivity, and goal completion. The key lesson: AI delivers value when adapted collaboratively, empowering people with better data, insights, and time for meaningful work, factors that shape HR’s future today.

In the fourth article Ioannis Pontikas, Board Member and former Managing Director of Hire PP, discusses the ways that AI redefines how organizations attract, engage, and develop talent. AI’s strengths -data processing, automation, and personalization- free HR professionals from repetitive tasks, allowing focus on strategy and relationships. Yet, AI’s rise brings ethical challenges around privacy, bias, and transparency, demanding strong governance and compliance with frameworks like the EU AI Act. Leaders agree that AI should complement, not replace, human judgment, fostering trust and inclusion. Hire PP exemplifies responsible AI use by ensuring fairness, security, and transparency. The key question ahead: how can AI make workplaces not only more efficient, but also more ethical and human?

Each issue of i-MBA SCOPE also contains alumni contributions and news, and updates about program activities. i-MBA Alumna Iliana Karvela Kalogeraki of Workable, shares exposes challenges from AI in talent acquisitions. It is also our great pleasure to welcome and briefly present the new cohorts of talented and progress-seeking individuals, the Full-Time and Part-Time 28 students.

We further highlight an important achievement of the program, with the Eduniversal 2025 ranking of the Part-Time MBA International Program reaching number 5 globally from its previous 6th position. This impressive achievement awards the efforts and satisfaction of all program stakeholders, students, faculty, alumni, staff, recruiters and other business partners, whom I like to warmly thank.

Other news presented in the issue cover the 2025 Career Fair, and Graduation, the Second Energy Summit by the Energy and Sustainable Development Student Club, the Lugano Summer School, the Mentoring Program and many more exciting news that happened during the past six months in the MBA International.

Find i-MBA SCOPE on LinkedIn, as a LinkedIn Newsletter!

Regular postings of new and classic SCOPE articles, in combination with exclusive content, contribute to diffusing knowledge on timely business trends and practices from professors, alumni and business partners of the MBA International. Welcome to subscribe!

Call for Contributions

We are eager to discuss contributions to subsequent issues of i-MBA SCOPE with graduates and business partners. We look forward to interaction concerning topics and contributions! Welcome to reach out at imba@aueb.gr!

With Best Autumn Regards,

Eric Soderquist

Director, MBA International Program

The post Welcome to the 15th Issue of i-MBA SCOPE! appeared first on MBA - International.

Employees on the Move

Nearly half of employees (47%) report being in active job search mode, a striking indicator of mobility and dissatisfaction. Only one in five declare no interest in changing roles. This mobility is not evenly distributed: women and younger generations (Gen Z and Millennials) are considerably more likely to explore new opportunities, while older cohorts demonstrate greater stability. Education also matters—degree holders and postgraduates display higher levels of job search activity, reflecting ambition for growth and structured career paths.

Most job seekers focus on entry- and mid-level roles, with office positions, HR, and sales dominating interest. Digital platforms are the primary search channels, with LinkedIn, corporate career sites, and job boards leading the way. Yet, despite this digital dominance, candidates rate more personalized approaches—such as headhunting, internships, and employee referrals—as more effective.

When evaluating potential employers, candidates actively seek information through company websites, search engines, and LinkedIn. Yet they often encounter gaps: vague job descriptions, limited communication post-interview, and scarce feedback. Indeed, half of applicants never receive evaluation feedback, and nearly three in four are never asked to provide their own. This lack of transparency undermines candidate experience, leaving individuals feeling undervalued.

Candidates show clear preferences for selection methods involving direct interaction, particularly competency-based and CV-based interviews, which they view as fair and reliable. Case studies and assessment centers also score highly, while online tests and automated processes fare poorly. The underlying message is unambiguous: candidates seek dialogue and human connection, not faceless systems.

Push and Pull Factors

The decision to leave or stay remains anchored in both financial and qualitative drivers. Better salary offers (66%) remain the top reason for resignations, but stress and pressure (56%), poor managerial relationships (55%), lack of recognition (48%), and work-life imbalance (43%) follow closely. Retention, meanwhile, is supported by competitive pay (60%), work-life balance (59%), job security (56%), financial stability (41%), and career advancement (38%).

Notably, employees value intangible dimensions of work. Respect, meritocracy, supportive colleagues, and good communication with leadership consistently emerge as key satisfaction factors. These elements, though harder to measure, strongly influence engagement and loyalty.

The Employer Perspective

Employers, for their part, face the same shifting realities. The 2023 HR practices survey reveals that companies are focusing heavily on attraction, selection, and retention of talent, while also adapting to post-pandemic demands for flexibility. Flexible working arrangements are no longer a novelty but a fixture. Large firms emphasize financial stability and pay, medium-sized organizations focus on work-life balance and meaningful challenges, while small firms offer development opportunities and cultural flexibility.

Recruitment strategies show a convergence around digital tools: professional social networks (primarily LinkedIn) and job boards dominate as both the most common and most effective sourcing channels. Referrals also remain critical, demonstrating the enduring power of networks. University partnerships—career fairs and internships—continue to play a role, particularly in building pipelines for younger talent.

Yet employers also struggle with the length and efficiency of hiring processes. The share of roles filled within one month has decreased, while positions requiring more than three months to fill are on the rise. At the same time, turnover patterns vary across functions, with production and finance seeing the highest rates of departure.

A central finding is the growing weight of soft skills. Companies increasingly emphasize interpersonal and non-technical competencies in selection processes, reflecting the need for adaptability and collaboration in today’s volatile environment. Applicant tracking systems and video interviews are now standard, but they do not replace the need for human judgment.

Technology and the Role of AI

Both employees and employers increasingly operate in a digitally mediated labor market. On the candidate side, digital platforms dominate job search behavior, with LinkedIn, career sites, and job boards serving as the first point of contact. Yet despite this reliance, candidates remain skeptical of fully automated processes. Online tests and algorithm-driven applications are consistently rated lower in fairness and transparency compared to interviews and case studies. The message is clear: technology may enhance efficiency, but it cannot replace human dialogue and trust.

On the employer side, there is a growing exploration of AI-powered tools for talent attraction and selection. Recruitment teams experiment with big data analytics, applicant tracking systems, and automated screening to manage high application volumes. Social networks remain the most effective sourcing channels, but AI-driven matching is gaining attention as a way to identify suitable profiles faster and build talent pools.

Still, a gap persists. Many organizations adopt digital tools but do not systematically evaluate their impact on candidate experience or diversity outcomes. Without careful design, AI may risk amplifying bias or depersonalizing the process—precisely the issues that candidates highlight as weaknesses today.

For HR leaders, the challenge lies in balancing technology with humanity: using AI to streamline processes and provide data-driven insights, while maintaining transparency, feedback, and genuine interaction. In this sense, AI is not a substitute for human judgment but a complement that can help organizations scale fairness and efficiency if used responsibly.

Convergence and Contradictions

Viewed together, the two studies highlight both convergence and contradictions. Employees consistently seek respect, balance, recognition, and clear growth opportunities, while employers emphasize flexibility, pay, and branding. Both sides recognize that compensation is essential but not sufficient. Still, a disconnect remains in the way information is shared, feedback is given, and EVP is communicated.

Candidates want transparency, dialogue, and human connection; employers increasingly adopt digital systems but risk depersonalizing the process. Employees prioritize intangible cultural factors; companies focus on structural incentives without always addressing leadership behaviors and workplace relationships.

Strategic Implications

For HR leaders, several imperatives emerge:

1. Redesign the EVP: Move beyond salary-driven narratives to integrate respect, recognition, career development, and balance as central promises.
2. Humanize the process: Even in a digital era, feedback, clear communication, and interactive assessments are vital for a positive candidate experience.
3. Invest in leadership: Relationships with supervisors remain a key driver of exits. Developing managers’ ability to support, recognize, and engage is essential.
4. Balance speed with quality: Lengthening hiring timelines risk talent loss. Streamlined but candidate-centered processes are needed.
5. Measure branding impact: Employer branding must be tied to clear metrics and communicated internally as well as externally.
6. Use AI responsibly: AI should augment—not replace—human judgment, ensuring efficiency without sacrificing fairness and candidate trust.

Conclusion

The Greek labor market is at a crossroads. Employees are more mobile, educated, and demanding than ever, while employers strive to adapt to shifting expectations and tighter competition. Both sides agree that work is about more than pay; culture, respect, and growth matter deeply. Bridging the gap between what employees seek and what employers offer will define not just talent strategies but the long-term resilience of organizations in Greece.

Further reading (in Greek): https://employers.kariera.gr/reports-ereunes-agoras-ergasias/ereuna-ypopshfion-kai-ergazomenon

The post A Labor Market in Motion: Insights from Employees and Employers in Greece, by Ioannis Nikolaou, Professor of Human Resources Management & Organizational Behaviour, AUEB, Co-Founder of ENESER & Job-Pairs appeared first on MBA - International.

But here’s the truth: “gut feeling” is being repriced.

When I served as a Captain in the Hellenic Armed Forces, I learned a simple rule: the best outcomes come when human judgment is paired with the best intelligence available. Courage is vital – but courage without clarity is just a gamble. And today, in the corporate world, “best intelligence” increasingly means …AI.

We are entering the era of the Augmented Executive. This is not about replacing the leader. It’s about building a partnership between human experience and machine intelligence – turning hunches and “gut feelings” into strategic bets with real odds behind them.

Redefining Leadership: From Gut Feeling to Augmented Command

In the army, everything begins with a clear Commander’s Intent – what success looks like and why it matters. You then trust your people to adapt on the ground. But to define that intent, you need the clearest picture of the terrain.

In the field, we sent out patrols (and now drones) for reconnaissance. In business, the equivalent is AI.

AI can scan thousands of data points – supply chain signals, competitor moves, market or consumer sentiment – try different scenarios and discover patterns we’d never see on our own.

The point isn’t to let the machine make decisions or give the orders. It’s to give the leader the clearest map possible, the best info available so they can make the hard call, rally the team, and move decisively.

AI won’t take the hill for you — but it will make sure you’re charging in the right direction.

And just like a good commander always knows the morale of their troops, an augmented executive can sense the “health” of their organization – spotting burnout risks or communication breakdowns before they turn into crises. That’s not cold or mechanical; it’s leadership with better radar.

But beware! Radars need calibration. Leaders must watch for AI blind spots and biases the same way they’d question faulty intel in the field. Good data discipline becomes a command responsibility.

Redefining Performance: A Live After-Action Review

One of the most powerful habits in the military is the After-Action Review. After every mission comes the “debrief”. We sat down and said: what was supposed to happen, what actually happened, and why?

AI now lets us run that process in real time. No more waiting for quarterly reviews. No more guessing which behaviors really drive success. AI can show which actions separate top-performing teams from the rest – right now, while you can still adjust. A sales manager can see which call patterns lead to wins this week; a factory head can catch productivity drops by shift before they spiral.

This turns performance management from a rear-view-mirror exercise into a live coaching loop. Managers can fine-tune skills and behaviors the same way a sergeant sharpens a soldier’s drills. It creates a culture where learning is continuous, not just a yearly formality.

Redefining Potential: Finding Your Corporate Special Forces

In the military, great commanders can spot future leaders before they wear the stripes. In big companies, this is harder – we fall back on job titles, CVs, or alma maters.

AI blows that open. It can detect the quiet analyst who shows a pattern of creative problem-solving, the marketer who intuitively bridges data and storytelling, the engineer who is a natural mentor.

It shifts the question from “Who has done it before?” to “Who can learn and adapt fastest?” -arguably the most important skill in a world that changes …. monthly.

This is mission command for the corporate world: trust your people, but make sure you’ve put the right ones on the right missions!

The Bottom Line

In the military, we call technology that makes your people dramatically more effective a force multiplier. That’s the right way to think about AI.

AI doesn’t make leaders less human – it makes them more human, by freeing them from the “noise” and letting them focus on what only people can do: set vision, inspire, take risks, and lead with courage.

But courage without clarity is still a gamble – and AI is the tool that gives you clarity at scale.

This is not the end of leadership. It’s leadership with a better map, better scouts, and better odds. It’s leadership, leveled up.

The post The Augmented Executive: How AI is Changing Leadership and Performance, by Serafeim Karaiskos, Executive Director, Greece & Cyprus at ICAP People Solutions appeared first on MBA - International.

The true value of AI emerges when it acts not just as a tool, but as a strategic partner: improving decision-making, reducing time and admin load, and creating richer experiences for candidates, employees, and hiring managers.

Global experience shows the pace of change is rapid: Gartner predicts that by 2026, 80% of companies will use GenAI in at least one HR function, while according to a McKinsey study, companies that integrated AI into performance management observed a 15% improvement in overall workforce productivity. In Code.Hub’s annual Greek market survey of 2025, 8.3% reported already using AI for screening & sourcing, interview scheduling, AI-based assessments, predictive analytics, and candidate chatbots, 33.3% were considering adoption, while 58.3% had not yet taken action.

Our key focus is on how AI is applied in practice across three HR pillars: Recruitment, Engagement, and Learning & Development. At Code.Hub, we went beyond ready-made tools and built custom AI models and platforms integrated throughout our 3 main HR pillars of expertise; Recruitment, Engagement and L&D.

AI in Recruitment

For years, traditional recruitment felt like a marathon: multiple calls with hiring managers, heavy task management, and endless candidate reports that required excessive admin time before reaching decision-makers. The need was clear: processes had to become faster and more structured.

To address this challenge, we developed a set of AI-powered automations. We built an AI Modeling Layer with custom LLM models that support job description creation, targeted-persona profiling, and semantic CV parsing to analyze experience, specialization, and career continuity.

For objective evaluation, we built custom AI models that merge job descriptions, CVs, interview notes, and intake insights into quantitative matches across five dimensions: Technical Skills, Soft Skills, Experience Match, Fit for the Role, and Overall Match.

We also leverage AI for predictive analytics, forecasting both project performance and candidate suitability. In a pilot stage, we are testing an AI Recruiter, a virtual recruiter that conducts initial screening calls and produces interview notes, a project that will evolve further in 2026.

All these practices are consolidated in the AI Wiki, a repository of methodologies, processes, and templates, enhanced with an AI chatbot.

The impact is clear: time from intake to shortlist has been reduced by around 50%, overall time-to-fill by 56%, administrative load nearly halved, and hiring manager satisfaction exceeded 95%.

Transitioning required time and training, but the benefits were twofold: stronger results and better experiences. The lesson learned: AI does not create change with the “push of a button;” its true value is unlocked when people adapt it to their needs and turn it into a tool for collaboration.

AI in Employee Engagement

Engagement is one of HR’s toughest challenges, especially in hybrid environments. The gap we identified was the lack of timely data and meaningful feedback loops that could truly benefit our people.

The solution combined new career development models with AI tools. We developed the DevOps Infinity Career Path Model, which creates a continuous cycle of learning and growth. This model does not operate with static levels but with ongoing skills development cycles, allowing employees to clearly see how they can progress within the organization.

AI strengthens the model with personalized insights: automated evaluation narratives transform assessment data into actionable reports, while predictive analytics help us detect early signs of disengagement.

The results are strong: turnover dropped from 16% to 4.2%, while 92% of employees expressed intent to stay in the organization and 98% recognized opportunities for growth and innovation, proving that engagement is not just a metric but a real experience of development.

AI in Learning & Development

Ongoing skills development is central to HR strategy. Our challenge was to move from fragmented initiatives to a complete ecosystem, with AI as a value multiplier.

At its core lies the Training Operations Manager (TOM), a platform unifying the training lifecycle: courses, trainers, participants, schedules, and learning content. AI modules predict needs, optimize scheduling, and strengthen reporting and analytics, reducing administrative workload and allowing learning managers to focus on designing meaningful learning experiences.

We also launched a next-generation Mentoring Program, integrating with HRMS, LMS, and performance tools. Using semantic matching and LLMs it pairs mentors and mentees based on skills, goals, and personality profiles. The program is dynamic, not static: meetings feed into feedback loops, mentees’ journeys are personalized, and AI enhances guidance without replacing the human factor.

The results were measurable: over 80% of participants achieved promotions or role changes, 92% completed their learning goals, while mentee productivity increased by 35% and engagement by 34%.

The third element of this ecosystem is the AI Wiki, a knowledge-sharing tool that accelerates onboarding and provides on-demand learning. With AI support, it works as a dynamic assistant – categorizing, recommending, and updating content based on team needs.

Overall, AI in L&D has enabled us to create a truly integrated learning journey, a holistic approach that makes learning part of everyday life, not a one-off activity.

Conclusion

AI is not just another tool in the HR arsenal, it is redefining how we recruit, engage, and develop people. It empowers rather than replaces by providing better data, more time for meaningful work, sharper insights, and focus on what truly matters – people.

Our aim was not only to showcase our practices but to share insights that can inspire the HR community.

Our proposal is simple: let’s build a new HR culture together, where technology acts as a catalyst and people remain the drivers of change. AI in HR is not a promise of the future. It is already here, shaping the present and defining the future. The question is not if we will use it, but how we will use it best. Because the real competitive advantage of tomorrow will not be AI itself, but the people who know how to collaborate with it.

The next day will not be defined only by the most advanced AI models, but by how we use them to make recruitment faster, engagement deeper, and learning more personalized. If there is one key takeaway from our experience, it is this: AI creates value when it is not a “black box” but an open framework for collaboration, learning, and improvement.

The post AI in HR: from faster recruitment to deeper engagement and personalized L&D, by Fani Pagona, Principal, Tech Market Advisory at Code.Hub appeared first on MBA - International.

This article explores the debate through three pillars: how AI can help, what we must be careful about, and how leaders are framing this transformation.

How AI Can Help HR

AI’s greatest strength lies in its ability to process vast amounts of data with speed and consistency. In recruitment, AI platforms can analyze resumes, match candidates to job descriptions, and even assess skills through predictive analytics. For HR teams, this means less time spent on administrative screening and more energy devoted to building human relationships.

Industry leaders often describe AI as a tool that replaces “soul-crushing jobs” — repetitive, low-value tasks that consume hours but add little strategic benefit. In HR, AI can automate scheduling, streamline onboarding, and personalize employee learning paths. Instead of eliminating the “human” from human resources, AI can elevate professionals into more strategic roles where empathy, creativity, and cultural understanding matter most.

But here’s a question: Are we ready to redefine HR’s purpose, moving from transactional processes to true strategic leadership, supported by AI?

Hire PP’s approach: At Hire PP, we use AI to simplify and accelerate candidate-job matching, helping employers reach the right talent faster and more fairly. By removing repetitive tasks from recruiters’ workflows, we give them more time to focus on building relationships and guiding careers.

What We Must Be Careful About

For every promise, there is a responsibility. AI in HR raises concerns about privacy, fairness, and transparency. Candidate data is sensitive by nature: resumes, performance reviews, and assessments. Storing and processing such data with AI requires safeguards to avoid misuse or breaches.

Bias is another critical issue. AI learns from historical data, and if that data reflects inequality, the system may replicate — or even amplify — those biases. An algorithm might unintentionally favor certain profiles while excluding others, not because of merit but because of flawed training data.

This is why governance is essential. Organizations must ensure that AI tools are transparent, explainable, and auditable. The European Union’s AI Act, for example, classifies HR applications as “high-risk,” underscoring the need for compliance and oversight.

The deeper question remains: Can we trust machines to make fair judgments about people’s potential — or must final responsibility always remain with human decision-makers?

Hire PP’s approach: We are committed to responsible AI. Our platform is designed with fairness and transparency at its core, ensuring candidate data is handled ethically and securely. We actively monitor our systems to minimize bias and provide clear, explainable insights — always keeping human decision-making in the loop.

Leadership Perspectives and the Road Ahead

Across industries, there is broad agreement that AI should not replace people but rather complement them. While many processes can be digitalized, uniquely human qualities — such as judgment, emotional intelligence, and ethical reasoning — remain irreplaceable. Instead, AI should free people to focus on what makes them distinctively valuable.

This vision is increasingly shaping corporate strategies. Companies that integrate AI into HR must balance efficiency with humanity. They must ask: how do we preserve trust while leveraging technology? How do we ensure employees feel valued, not reduced to data points?

AI will certainly change roles, but it will also create new opportunities. HR leaders who embrace AI thoughtfully can position themselves as architects of future-ready organizations — where technology and people work in harmony.

The real challenge lies not in the software itself, but in leadership’s willingness to ask the right questions:

• How do we design AI systems that reflect our values?
• How do we communicate transparently with employees and candidates about AI’s role?
• And perhaps most importantly: What kind of workplace do we want AI to help us build?

Hire PP’s approach: We work hand in hand with employers and candidates to build trust-based recruitment journeys. By aligning AI technology with human insight, we help organizations grow while ensuring candidates feel respected and empowered. Our mission is not just to fill positions, but to shape the future of work with fairness, inclusion, and vision.

Conclusion

AI in HR is not a passing trend; it is a structural shift. It can streamline recruitment, personalize employee journeys, and liberate professionals from routine work. Yet it also demands careful attention to ethics, data protection, and fairness.

The real test for HR — and for organizations at large — will be whether AI enables us to create workplaces that are not only more efficient, but also more inclusive, ethical, and human.

The conversation is just beginning. The next step is to ask ourselves: How do we harness AI to serve people — not the other way around?

About Hire PP (www.hirepp.com)

Hire PP is an all-in-one HR tech platform that helps employers and candidates shape the future of work together in Europe. Every day, we connect talent with best-fit opportunities and provide end-to-end recruiting solutions that balance the efficiency of technology with the human touch of meaningful connections. By combining AI-driven tools with people-first values, Hire PP is committed to building workplaces where innovation and humanity go hand in hand.

The post Balancing Efficiency and Humanity: AI’s Role in HR, by Ioannis Pontikas, Board Member and former Managing Director of Hire PP appeared first on MBA - International.

About me

My journey into product management began at Vodafone’s commercial unit and has continued to evolve at Workable, where I have had the opportunity to deepen my expertise. In my current role, I focus on building and optimizing product experiences, with a current emphasis on time tracking and improving trial conversion.

With an academic background that bridges science and business—including studies in Biology, Biotech, and an International MBA—I bring a multidisciplinary perspective to my work. Outside the office, I’m passionate about exercising, traveling, sailing, and exploring new hobbies that keep me curious and inspired.

Talent Acquisition Challenges

Recruiting today is more complex than ever. Organizations face larger applicant pools, faster timelines, and higher expectations from candidates. Recruiters often spend around 13 hours per role on sourcing and screening, while interview time per hire has increased by over 20% since 2021. At the same time, candidates expect responses within 24 hours—creating intense pressure on recruiting teams.

These challenges also open new opportunities. Artificial Intelligence (AI), when used responsibly, can reduce repetitive work, improve the quality of decision-making, and create a smoother, more personal experience for candidates.

 Why AI Has a Role in Recruiting

AI, particularly large language models (LLMs), is well suited to many text-based recruiting tasks. It can review hundreds of resumes, generate clear and inclusive job descriptions, and personalize outreach messages. However, AI still struggles with nuance and can unintentionally reinforce bias, so human oversight remains essential.

Workable integrates AI directly into the recruiter’s daily workflow. Rather than being an external add-on, AI becomes a natural part of the system—supported by context, data security, and continuous feedback loops.

Main AI Features in Workable

AI-Generated Job Descriptions
Recruiters often rely on outdated job postings or spend time chasing input from hiring managers. Workable’s generator produces on-brand, inclusive job descriptions using recent company data. It’s already being used to create about one in four published job ads, saving time and ensuring consistency.

Salary Estimator
Negotiating pay can be difficult without reliable market data. Workable’s estimator analyzes comparable jobs, anonymized salary offers, and job ads to produce realistic salary ranges with confidence levels. This helps companies make competitive and fair offers.

AI-Enhanced Candidate Sourcing
Sourcing is one of the most time-consuming parts of recruiting, often requiring technical search skills.

• The AI Recruiter scans over 450 million profiles, adds contact information, and removes unqualified candidates.
• It also brings back strong candidates from previous application pools—about 10% of these resurfaced candidates are eventually hired. Recruiters can also search in plain language, which increases the number of qualified leads by two-thirds.

Screening Assistant
With hundreds of resumes for each role, prioritization is a real challenge. Workable’s screening tool compares applications against the job criteria and presents a visual match score. Importantly, it does not automatically reject anyone, allowing recruiters to make the final judgment.

AI-Generated Candidate Emails
Personalized messages make a big difference in recruiting, but they take time to write. Workable’s email generator creates warm, customized messages in seconds, helping recruiters save time and improve response rates.

AI Assistant
This built-in assistant, trained on Workable’s help materials and real user data, can answer questions and perform basic actions with close to 90% accuracy. It continues to improve as it learns from user interactions.

Results and Impact

The measurable results of using AI are significant:

• Higher productivity: One recruiter can now handle up to 30 roles instead of just a few.
• Faster hiring: The typical time-to-hire drops from about two months to two weeks.
• Lower costs: A company with 100 employees hiring 40 roles per year can save around $180,000 annually.

These gains represent major leaps in efficiency rather than small, incremental changes.

Responsible AI and the Future of Recruiting

AI in recruitment must be transparent, ethical, and accountable. Workable promotes these principles through bias testing, anonymized screening, human review, and clear audit trails.

The next stage is already emerging: autonomous AI recruiting agents. These systems are moving beyond support functions to manage parts of the hiring process independently. Such a development could also reshape business models—for example, companies might pay based on actual recruiting outcomes rather than user licenses.

For smaller organizations, outcome-based pricing could mean paying only for a qualified shortlist rather than a subscription. Still, human recruiters will always play a central role—guiding, approving, and mentoring the AI systems, much like senior HR professionals guide their teams.

Conclusion

Recruiting will always require human judgment, empathy, and understanding. Yet, with AI handling much of the repetitive and data-heavy work, recruiters can focus more on people and strategy.

Workable’s embedded AI tools—and the coming generation of autonomous agents—are transforming recruitment into a faster, fairer, and more outcome-focused process.

This is not simply about technology; it represents a shift in how we think about work itself. AI is no longer just a tool—it’s becoming a true partner in the recruiting process.

The post From AI Assistant to AI Agent: How Workable Is Redefining Recruiting by Iliana Karvela Kalogeraki, Senior Product Manager at Workable, 2022 Graduate appeared first on MBA - International.

International placements

• Ioanna Katsoulis, 2015 graduate, started a new position as Senior Supply & Fulfillment Manager at Suntory Global Spirits, Australia
• Fotis Siadimas, 2016 graduate, was promoted to Trade Marketing Director at Coca-Cola HBC, Hungary

• Panos Melas, 2016 graduate, started a new position as Senior Manager, Revenue Operations & GMT Strategy Leader at Zappi, UK

Local placements

• Markos Spyridakis, 2011 graduate, started a new job as Delivery & Program Manager at Netcompany

• Thanos Dimopoulos, 2013 graduate, started a new position as Director, Business Development – Cyber Securities and AI at Mastercard

• Dimitris Nikolakakis, 2015 graduate, started a new position as Retail and Marketing Communications Executive at Info Quest Technologies

• Anastasia Ziampa, 2016 graduate, was promoted to Retail Network Rollouts & Operations Excellence Manager at OPAP

• Alexandros Kaloudis, 2020 graduate, was promoted to Treasury Specialist at Pharmathen

• Vasilis Konstantopoulos, 2022 graduate, was promoted to Strategic Procurement Director at DESFA SA – Hellenic Gas Transmission System Operator

• Dimitris Agagiotis, 2022 graduate, was promoted to Cloud & AI Sales Specialist at Microsoft

• Konstantinos Stavropoulos, 2023 graduate, was promoted to Business Development Manager at Samsung Electronics

• Kostas Papadopoulos, 2024 graduate, started a new position as Head of Operations at Desquared

• Stylianos Marakis, 2025 graduate, was promoted to IT Network DevOps Lead at Kotsovolos

• Thanos Tolias, 2025 graduate, started a new position as Regulated Charges Branch Director – Regulatory Affairs Directorate at Hellenic Electricity Distribution Network Operator SA (HEDNO)

The post Career Update: New Positions (June – October 2025) appeared first on MBA - International.

The event was supported by Coca-Cola HBC

The new i-MBA cohorts are diverse groups with:

-75% percent women students in the Full-Time cohort and 49% in the Part-Time cohort,

-a broad variety of industry and functional area backgrounds,

More statistics about the new cohorts are available on the Class-Profile pages, for the Full-Time and the Part-Time class.

The post Welcoming the new cohorts of the academic year 2025-2026 appeared first on MBA - International.

The Eduniversal ranking includes 5,990 postgraduate programs from 137 countries, covering 56 fields of study. The evaluation of these programs was based on several critical factors, including market reputation, alumni salaries, and graduates’ satisfaction.

This distinction once again confirms the academic excellence of the MBA International, as well as the satisfaction of students, alumni, and the companies that collaborate with the program.

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Our students raved about the first cycle of the Mentoring Program:

“This experience has been incredibly rewarding, offering both practical insights and strategic guidance that have greatly enriched my learning journey.”

“I left each session with a deeper understanding of how to navigate complex decision-making processes in dynamic business environments.”

“The meetings were very productive and truly useful. This is a great benefit of the MBA program!”

“My Mentor was an invaluable source of guidance, always willing to share knowledge, positive constructive feedback, and support my professional growth.”

Whether our final-term students are exploring a career pivot, aiming to grow their confidence as leaders, or seeking an insider’s edge in their industry, this program delivers the clarity and direction to help them thrive.

This unique initiative, where ambition meets experience, doesn’t just educate — it elevates, thus creating a strategic advantage to the i-MBA students, complementing Career Counselling activities and the Personal Skills Development program.

Following initial ideas discussed with members of the i-MBA Business Advisory Council, especially Stathis Loizos, Dr. Emmanuel Alexandrakis and Spiros Raptis, who also act as Mentors, the program was structured and developed with the professional support of our Career Development Manager Ioanna Tranou, and Anastasia Marinopoulou, International Lean Transformation and Leadership Consultant, and also a Mentor in the program. Special thanks to all of you!

We express our warmest thanks to all the mentors: Vassilis Antoniades, Dr. Emmanuel Alexandrakis, Panayotis Gezerlis, Nick Gonios, Eftichia Kasselaki, Alexandra Kokkini, Stathis Loizos, Konstantinos Macheras, Anastasia Marinopoulou, Panos Marras, Giannis Papadopoulos, Maria Patakiouti, Spiros Raptis and Carlo Saias.

We look forward to continuing the collaboration with all mentors and further evolve and enhance this great Mentoring Program!

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