The invisible tech behind better hires: How Axis Mutual Fund’s HR Head is reimagining recruitment

The landscape of talent acquisition is transforming rapidly, propelled by innovations in technology that many still find difficult to fully see or understand. Mr Himanshu Misra, Head of HR at Axis Mutual Fund, is among the pioneers leveraging this “invisible tech” to not only enhance efficiency but also deepen the human aspect of hiring. Speaking to People Matters, Misra dismantles the myth that automation replaces human judgment, instead highlighting how it augments it — creating a smarter, more empathetic recruitment journey.

One of the most common fears in the HR world is that automation and artificial intelligence (AI) strip away the essential human elements from recruitment, leaving behind a cold, mechanical process. Misra challenges this narrative, stating, “The automation in hiring is often considered a ‘Terminator’ rather than our ‘Robocop’—a blend of human touch and processing power.”

Rather than displacing recruiters, tools like cloud-based Applicant Tracking Systems (ATS) and digital workflows empower teams to handle larger talent pools efficiently and without bias. This means the team can cast a wider net—reaching candidates unrestricted by geography or unconscious biases—and deliver a tailored, engaging experience to every applicant.

By automating repetitive tasks such as resume screening, interview scheduling, and candidate matching, recruitment teams are freed to focus on nuanced human interactions—assessing cultural fit, aspirations, and soft skills that machines cannot reliably evaluate. This symbiosis of technology and human insight is creating a recruitment ecosystem where machines handle the mundane, and humans concentrate on connection and judgement.

Misra highlights how ATS platforms now integrate seamlessly with sourcing tools and social media channels, enabling recruiters to reach both active and passive candidates across multiple platforms. “Tech ATS helps us reach all sourcing platforms simultaneously and advertise roles broadly,” he says. This multi-channel approach is crucial in today’s competitive market where top talent is often not actively looking but can be engaged through strategic outreach.

Beyond sourcing, ATS platforms deliver rich data analytics and job-candidate matching insights that inform quicker, bias-reduced decisions. This data-driven approach allows Talent Acquisition (TA) teams to spend time where it matters most: deeply engaging with a shortlisted, high-potential talent pool. These insights also help identify gaps in the talent pipeline and guide strategic workforce planning.

The leader emphasises that this shift—from chasing speed to fostering quality relationships—elevates the recruiter’s role to that of a talent partner. This role focuses on cultivating genuine connections and creating meaningful candidate experiences, which translate into higher quality hires and better retention. As recruitment becomes less transactional and more relational, recruiters become strategic players in talent development and organisational success.

Enhancing candidate experience and retention through technology

Another critical area where technology is reshaping recruitment is candidate experience and retention. Misra points out the seamless integration of Background Verification (BGV) processes with ATS and HRMS systems at Axis Mutual Fund. “Our systems are end-to-end integrated—from ATS to BGV to HRMS—which enables seamless data flow,” he explains.

This integration significantly shortens the BGV turnaround time, ensuring candidates remain engaged and less likely to drop out after receiving an offer. A slow or complicated background check process is often a major pain point for candidates, leading to frustration or even withdrawal. By automating these processes and improving transparency, companies can keep candidates informed and reassured throughout the journey.

This streamlined experience is reflected in Axis Mutual Fund’s strong Glassdoor ratings and a 4.8 RippleHire candidate experience score. Positive candidate experiences have tangible business outcomes: fewer offer drop-offs, reduced early attrition, and quicker onboarding. When new hires can focus on their roles from day one without administrative delays, their productivity and engagement increase significantly.

Misra also highlights the importance of empathy during the inevitable stage of rejecting candidates. While rejection is necessary, it must be handled with care to preserve employer brand and candidate goodwill. Automated rejection processes are designed to handle large volumes but allow personalisation, ensuring candidates feel respected rather than discarded. “The ATS maintains a candidate database, enabling future engagement and re-evaluation for roles better aligned with individual skills,” he notes.

This approach turns rejection into an ongoing relationship-building opportunity. Candidates who are rejected for one role but impressed by the process may apply again or recommend the company to others. Technology supports this by tracking candidate journeys and enabling recruiters to maintain contact and nurture talent pipelines.

Moreover, the HR leader points out how data collected from recruitment processes — such as ATS ratings, source-mix effectiveness, and AI-enabled onboarding surveys — brings transparency and accountability to hiring outcomes. These insights not only improve decision-making but also help forecast attrition risks, giving HR teams the chance to intervene before disengagement occurs. Such predictive analytics are game-changers for retention strategies, turning reactive HR into proactive talent management.

The human factor in digital transformation

Despite the clear benefits, adopting new technology inevitably encounters human resistance—often rooted in fear of the unknown or concern about obsolescence. Misra describes this challenge candidly: “Legacy employees feared being replaced or falling behind in their learning.”

Addressing these concerns required a thoughtful approach combining transparent communication, phased implementation, and comprehensive training programs. “We communicated the rationale for change clearly, allowed gradual adaptation, and invested in upskilling,” he recalls. This helped build trust and ease anxieties.

Equally vital was fostering a culture where technology complements human expertise rather than replaces it. Leaders and “change agents” who embraced and championed new systems played a critical role in encouraging wider adoption and maintaining morale. Celebrating milestones throughout the transformation kept momentum positive and reinforced confidence in the new tech-enabled processes.

Looking ahead, Misra envisions a recruitment landscape where today’s standard practices will seem outdated. Resume screening, currently limited to surface-level matching, will evolve into AI-powered competency and skill mapping that offers deeper candidate insights and tailored recommendations.

Advanced AI models are expected to increasingly manage initial candidate interactions, providing human-like responses that help candidates prepare better and align expectations upfront. This will improve candidate engagement while enabling recruiters to focus on strategic decision-making.

Yet, despite these advances, Misra stresses the irreplaceable value of human empathy: “No matter how intelligent systems become, they will always lack empathy, which only a human can provide.” Understanding candidate motivations, cultural fit, and delivering personalised experiences remain core to recruitment success.

The recruiter’s evolving role will be less transactional and more relational, becoming a strategic talent partner equipped with smarter tools to attract and retain the best candidates. This blend of technology and human insight promises a future of recruitment that is both efficient and deeply human.