EY, one of the Big Four accounting and consulting firms, has launched an innovative AI-powered avatar called eVe to revolutionize its recruitment process. The company is now sending job candidates a link to interact with this AI interviewer as soon as they advance to the interview stage, offering a less stressful way to prepare for actual interviews.
The AI avatar, powered by OpenAI’s GPT-4 large language model, appears on screen like a real person during a video chat and can respond verbally within moments, creating a conversational experience. Candidates can speak directly to eVe or use it as a text-based chatbot. The avatar draws its knowledge exclusively from EY content rather than generic internet information, ensuring all responses are company-specific and accurate.
eVe serves multiple functions throughout the hiring journey. It walks candidates through EY’s hiring process, assists with case study preparation, answers detailed questions about benefits including healthcare and retirement plans, and remains available even after interviews when candidates are weighing job offers. According to Francesca Jones, an early careers leader at EY, this tool aims to provide a better, more accessible recruiting experience.
Internal testing revealed surprising engagement levels. Before launching to external candidates in early October 2024, EY tested eVe with hundreds of interns. Domhnaill Hernon, global lead of EY’s Metaverse Lab, expected younger users to spend just 2-3 minutes with the tool, but they regularly engaged for 15-20 minutes. One intern spent 25 minutes conducting a detailed evaluation of EY’s compensation benefits, comparing pension plans to 401K offerings. Others asked questions they might be too embarrassed to ask human recruiters, such as appropriate interview attire.
The design philosophy behind eVe focused on psychological safety. EY worked with behavioral scientists, neuroscientists, and learning leaders to reduce the “social threat” users might feel. The team deliberately made eVe human-like but not photorealistic, creating an approachable presence that encourages candid questions without the intimidation of human judgment.
This initiative aligns with EY’s broader AI strategy. The company announced a $1.4 billion investment in AI technology last year and created its own large language model. EY joins a growing trend of companies incorporating AI into hiring, alongside startups like Apriora, which raised $2.8 million in seed funding for its AI interviewer “Alex.” The move signals EY’s technological leadership to potential recruits while streamlining the recruitment process.
Key Quotes
I was amazed by the types of questions they asked and how much time they actually spent with it
Domhnaill Hernon, global lead of EY’s Metaverse Lab, expressed surprise at how deeply interns engaged with eVe during testing. He expected 2-3 minutes of interaction but observed 15-20 minute sessions, indicating genuine value for early-career professionals seeking detailed company information.
You’ve removed that human social threat, but yet at the same time it feels human enough that they want to spend time interacting with it
Hernon explained the design philosophy behind eVe’s appearance and functionality. The team deliberately created a human-like but not photorealistic avatar to encourage candid questions while minimizing the intimidation factor that might prevent candidates from asking sensitive questions to human recruiters.
Beyond enhancing the recruiting process, the avatar also signals to candidates that the company is ahead of the game from a technology standpoint
Francesca Jones, an early careers leader at EY, highlighted the dual purpose of eVe. The AI avatar not only improves candidate experience but also serves as a powerful recruiting tool by demonstrating EY’s technological sophistication to potential hires who value innovation.
Our Take
EY’s eVe represents a thoughtful approach to AI integration that prioritizes user experience over pure automation. Unlike AI screening tools that filter candidates, eVe empowers them with information and preparation, potentially leveling the playing field for those without insider knowledge of corporate hiring processes. The psychological safety focus is particularly commendable—working with neuroscientists and behavioral scientists shows a commitment to responsible AI deployment.
However, this trend warrants scrutiny. As AI avatars become gatekeepers of corporate information, companies must ensure they don’t inadvertently encode biases or create barriers for candidates less comfortable with AI interfaces. The 25-minute conversation about pension benefits suggests eVe provides genuine value, but the long-term impact on hiring quality and diversity remains to be seen. This could be a preview of how AI augments rather than replaces human judgment in high-stakes decisions.
Why This Matters
This development represents a significant shift in how major corporations approach talent acquisition in the AI era. EY’s implementation of an AI avatar for pre-interviews demonstrates how generative AI is moving beyond content creation into human resources and interpersonal interactions. The success of eVe—with candidates spending 15-20 minutes engaging conversationally—suggests that AI interfaces can effectively reduce anxiety and improve candidate experience when designed thoughtfully.
The broader implications extend to workplace transformation and the future of human-AI collaboration. As Big Four consulting firms like EY invest billions in AI technology, they’re not just advising clients on AI adoption but becoming testbeds for AI integration themselves. This creates a feedback loop where consulting firms develop expertise through internal implementation, then package those insights for clients.
The psychological safety aspect is particularly noteworthy. By removing the “social threat” of human judgment, AI avatars may democratize access to information that candidates from diverse backgrounds might hesitate to request. However, this trend also raises questions about the increasing automation of human interactions and whether removing human touchpoints too early in the hiring process might overlook important interpersonal dynamics that define workplace culture fit.
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