What do you think is the key to being successful as a Talent leader in the current business environment?
Being able to position the value of people & talent-related activities when they are often seen as nice-to-have operational luxuries. As soon as there is a blip or downturn in the market hiring is paused and “recruiters” are seen as the easiest way to cut operational costs so being able to show the value in having talent-focused experts in the building will allow for a brighter future for TA
As a Talent leader, what is your key advice for managing your teams and people?
Enabling your team to succeed by equipping them with the tools and tactics to deliver their work is crucial. Allowing them the freedom to problem-solve and creating a space where they can collaborate and ask questions is just as important. High performance is a term that is bandied around a lot these days but is driven by positioning an expectation of standards that is underpinned by a mission and guided by values and executed by individuals who encourage one another to be better by setting an example
How has the role of a recruiter changed and what new skills do you think they need to possess and develop?
The recruiter role has evolved in that the business partnering aspect is more important now than ever before. With data-led decision-making being such a common need there is more focus on attention to detail, use of technology & tooling, and the ability to analyse and position insights correctly. There will also be a greater need for understanding and use of AI and automation.
What do you think is the biggest challenge and biggest opportunity facing Talent and Recruitment?
The biggest challenge facing talent and recruitment is the lack of an influential voice in the C-suite. The growth of the Chief People Officer or the Chief HR officer will help but often these leaders come from a HR rather than a recruitment background. For true change to happen, TA will need a seat at the top table. The biggest opportunity for talent is to gain the opportunity to influence the strategy before it becomes a reaction. The founders and business leaders who recognise the benefit of understanding fully the part that talent leadership direction can play in creating a future strategy that allows them to be agile, responsive, and innovative will be those that thrive.
What is the next stage of transformation for Talent Acquisition and Recruitment?
I can’t see past AI and automation as the next step in transforming TA and recruitment. I think that automated workflows will play a huge part in defining the role of the talent & people team of the future.
How do you think external staffing solutions will partner and work with companies as we move forward
Fractional services and modular solutions will compliment talent teams during a slightly fearful time for those who manage headcount for People & Talent teams. The pain of hiring a team and then having to quickly go through a downsizing process means that a temporary solution offers less reputational damage should there be a need to react to sudden and unforeseen market changes.
Would you like to share any other opinions or thoughts about Talent acquisition and recruitment or the wider business world?
The sudden and explosive need for TA resources post-pandemic has caused a real imbalance in the number of “Talent Acquisition experts” and actual talent acquisition expertise. There is no way to quickly and easily measure genuine deep knowledge and understanding when the market is awash with Heads of Talent who have 18 months of experience within a start-up environment. The potential for businesses to make a mistake when hiring a business-critical role at a fundamental stage in their evolution is very real and very scary.
TA.guru’s Talent Leader Series seeks to share the view of leaders in the Talent space.
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