Multi-stage LLM hiring pipelines (resume improvement, interview question generation, answer feedback) can fabricate credentials, inflate qualifiers, and invent experience. We evaluate two mitigations, prompt guardrails and human-in-the-loop (HITL) checkpoints, against a fully automated baseline. In a controlled experiment (10 synthetic resumes x 2 job descriptions x 3 repetitions x 3 conditions; 180 runs), the baseline (C1) produced at least one unsupported claim in 96.7% of outputs (mean 6.80 findings/output). Prompt guardrails (C2) reduced finding density by 86% (6.80 to 0.92/output), but 50.0% of outputs still contained a fabrication, showing prompt-level mitigation alone is insufficient. A human checkpoint after resume improvement (C3) eliminated all identity fabrications, reduced finding density by 59% (6.88 to 2.82/output), reduced item-level fabrication from 96.7% to 75.0% (p=.022), and cut capture of JD-embedded trap requirements from 47% to 2% (vs. 5% under the guardrail). An exploratory analysis of multi-specialty resumes shows contamination rising monotonically with domain distance between specialties, suggesting career changers are especially exposed. The reviewer in this study caught all flagrant fabrications, but subtle qualifier drops and plausible new claims survived review roughly half the time (54.5% removal). Neither mitigation degraded the deliverable: claim retention exceeded 99% under both. The interventions are complementary: the guardrail eliminates unprompted additions and qualifier inflation cheaply, while the checkpoint gives near-categorical guarantees against the most severe failures, invented identities and JD-baited claims. These results support a layered architecture combining guardrails with a human checkpoint. A supplementary run with a newer-generation model (90.0% baseline fabrication rate) suggests the problem is not resolved by model progress alone.
Large language models (LLMs) are increasingly deployed in hiring workflows, yet most research on gender bias in LLM hiring decisions has focused on English-language, Western-format resumes. This study examines whether pro-female gender bias extends to a Japanese corporate context and evaluates two practical mitigation strategies. Using a counterfactual resume design with 60 Japanese rirekisho-format resumes, 12 name pairs selected on linguistically grounded gender-signal criteria, and five state-of-the-art LLMs (Claude Sonnet 4.6, GPT-4o, DeepSeek-V3, Gemini 2.5 Flash, Llama 3.3 70B), we conducted 43,200 API calls across baseline, prompt instruction, and privacy filter conditions. A crossed random-effects linear mixed model confirms a significant pro-female bias across all five models, replicating Western findings in a non-Western context. A prompt-level gender-neutrality instruction produces no meaningful reduction in bias. A name-reliance analysis formally identifies the candidate name as the primary gender channel: removing the name from the prompt reduces the female effect by nearly its full magnitude. An unexpected incompatibility between the privacy filter and GPT-4o's content safety filter, resulting in a 42% refusal rate, highlights a practical deployment challenge for name anonymization in LLM-assisted recruitment pipelines.
When generative AI (genAI) systems are used in high-stakes decision-making, its recommended role is to aid, rather than replace, human decision-making. However, there is little empirical exploration of how professionals making high-stakes decisions, such as those related to employment, perceive their agency and level of control when working with genAI systems. Through interviews with 22 recruiting professionals, we investigate how genAI subtly influences control over everyday workflows and even individual hiring decisions. Our findings highlight a pressing conflict: while recruiters believe they have final authority across the recruiting pipeline, genAI has become an invisible architect that shapes the foundational building blocks of information used for evaluation, from defining a job to determining good interview performances. The decision of whether or not to adopt was also often outside recruiters' control, with many feeling compelled to adopt genAI due to calls to integrate AI from higher-ups in their business, to combat applicant use of AI, and the individual need to boost productivity. Despite a seemingly seismic shift in how recruiting happens, participants only reported marginal efficiency gains. Such gains came at the high cost of recruiter deskilling, a trend that jeopardizes the meaningful oversight of decision-making. We conclude by discussing the implications of such findings for responsible and perceptible genAI use in hiring contexts.