Why AI Literacy Is the Next Strategic Skill for TA
As artificial intelligence becomes increasingly embedded in the hiring process, many organisations are asking the same questions: What role will AI play in recruitment, and what does it mean for the people behind the process?
While headlines often focus on automation replacing human effort, the reality is more nuanced. The next chapter of talent acquisition isn’t about replacing people, it’s about redefining their contribution. Those who understand how to leverage AI as a tool, rather than view it as a threat, will be the ones who continue to create value.
But AI literacy in TA doesn’t happen by accident. It requires new skills, new mindsets, and a clear understanding of where AI can meaningfully support the recruiting lifecycle. It also demands an honest look at how different roles, sourcers, coordinators, advisors, and strategic partners, will be impacted differently.
AI Has Entered the TA Workflow, But Capability Gaps Remain
Recent data from LinkedIn shows that 74% of talent professionals are optimistic about AI’s impact on recruitment, yet only a small percentage feel equipped to use these tools effectively. Many organisations are still navigating early-stage experimentation, often lacking a framework for how to roll out AI responsibly and practically.
The challenge isn’t just technology, it’s people readiness. Adoption is uneven, often slowed by fear of redundancy, tool fatigue, or a lack of clarity on where AI actually adds value.
That’s why leading TA teams are shifting their focus from surface-level adoption to deeper capability-building. TA professionals need to understand how to use AI tools not just functionally, but strategically. That means asking smarter questions, engaging with data more fluently, and knowing when to apply AI-generated insights versus when to rely on experience and judgment.
From Tool Usage to Strategic Enablement: The AI Maturity Curve
A growing number of TA leaders are mapping out an AI capability journey that moves through several stages:
Exploration – Piloting tools in isolated workflows, often with individual enthusiasm leading the charge.
Enablement – Upskilling teams in prompt engineering and basic data interpretation, often with measurable time savings.
Integration – Embedding AI into core systems (ATS, CRM, sourcing stacks) to support consistent workflows.
Augmentation – Using AI to inform strategic decisions, shape job architecture, and advise hiring managers at a consultative level.
Where a TA function sits on this curve should inform its investment priorities. Skipping stages leads to poor adoption, fragmented workflows, and wasted spend.
What Skills Are Emerging for the AI-Enabled TA Professional?
Forward-thinking talent teams are investing in capability development that goes well beyond basic tool adoption. Some of the key skills being prioritised include:
1. Prompt Engineering
Learning how to write effective, targeted prompts has quickly become essential. This skill allows TA professionals to extract better results from generative AI tools, whether it’s drafting a job description, building Boolean search logic, or personalising outreach messages based on candidate motivations.
Training in prompt engineering is already underway in several enterprise environments. These programmes focus on secure platforms like Microsoft Copilot and ChatGPT Enterprise, teaching TA teams how to apply AI in daily workflows while remaining compliant with data and privacy standards.
2. Predictive Analytics for Strategic Demand Planning
As organisations mature their workforce planning efforts, AI offers an opportunity to improve how TA professionals anticipate and prepare for complex hiring needs. Predictive analytics helps teams interpret demand plans with greater precision, identifying potential bottlenecks, forecasting sourcing difficulty, and prioritising critical roles before requisitions hit the system.
Rather than reacting to intake meetings, AI-enabled TA professionals can proactively partner with talent intelligence and workforce planning teams. By surfacing patterns in hiring volume, geography, and skill clustering, they help design sourcing strategies that are more aligned to business timing, risk tolerance, and labour market constraints.
This shift moves TA from execution to orchestration.
3. Advanced Market and Role Research
In parallel, TA professionals are using AI to enhance their ability to conduct strategic market research. This includes analysing adjacent skill sets, identifying alternative career paths into hard-to-fill roles, or benchmarking similar positions across peer organisations and industries.
These insights help reshape job design, adjust expectations, and open up more inclusive or innovative talent pipelines. When combined with recruiter experience and hiring manager consultation, it enables more agile and data-informed decision-making.
Used well, these research capabilities strengthen the TA team’s role as an advisor, not just a delivery function.
4. Experimentation and Peer Learning
Perhaps most powerful is the rise of shared experimentation. A growing number of talent functions are creating internal “AI labs” or learning communities where teams test new workflows, explore niche sourcing challenges, and share what works (and what doesn’t). These environments are critical for building capability and trust.
A common use case emerging from these labs is forensic sourcing: using AI tools to convert vague job specs into structured search logic, sometimes across multiple geographies or languages. Over time, these experiments build institutional knowledge that scales beyond individuals.
Infrastructure Still Matters: Data and Integration Are Make-or-Break
One of the most overlooked blockers to AI impact is infrastructure. Even the best AI tools won’t deliver value if the underlying systems, ATS, CRM, and talent data, are fragmented or outdated. TA teams need to partner closely with HRIT and data governance to ensure they have a stable foundation for scale.
What Should TA Leaders Be Doing Now?
For TA leaders and CHROs, the focus should be on structured readiness, not reactive adoption. That doesn’t mean rolling out every new tool or jumping on hype trends. It means thinking strategically about where AI can support core goals like improving workflow efficiency, enhancing candidate experience, or surfacing underrepresented talent.
Here are a few actions that progressive leaders are already taking:
Define clear use cases where AI can add value, starting with sourcing, scheduling, and candidate communications.
Invest in TA professional upskilling, especially around prompt engineering, predictive analytics, and ethical reasoning.
Encourage safe experimentation through structured learning spaces, team jams, or AI hackathons.
Choose secure platforms that support responsible use and align with company risk policies.
Track outcomes like time savings, response rates, and TA professional satisfaction, not just cost reduction.
Procurement with Purpose: Avoiding the Shiny Tool Trap
With so many AI vendors flooding the market, discernment is critical. Teams should look past flashy demos and ask tougher questions:
What data is the model trained on?
Is the algorithm explainable and auditable?
How does it integrate into existing TA workflows?
Can we govern this tool in alignment with company risk policies?
The most sophisticated teams aren’t just buying tools, they’re evaluating partners.
Responsible AI: From Ethics to Governance
As AI tools evolve, so do the risks. Algorithms trained on biased data can reinforce inequity. Black-box models may produce impressive outputs without transparency. The responsibility for maintaining fairness, inclusivity, and data security still sits with humans.
TA teams should implement clear policies on responsible AI use, including:
Oversight committees involving TA, Legal, DEI, and Data Governance
Review checkpoints in the workflow for all AI-generated recommendations
Documentation of how decisions were made, especially in high-impact hiring situations
Final Thought: A More Human, More Strategic TA Function
The best TA professionals will always be those who build trust, influence hiring decisions, and spot potential others might miss. AI doesn’t replace those qualities, it amplifies them. It gives professionals back the time and insight they need to operate at a higher level.
As a partner to many organisations navigating this shift, we’re seeing that AI success doesn’t come from tools alone. It comes from mindset change, capability building, and cultural integration. There’s no one-size-fits-all playbook, but there is a clear opportunity to rethink what great recruitment looks like in the age of AI.
Last week, I had the absolute privilege of watching our latest Talent Lab cohort, in partnership with AWE, deliver their final presentations following eight weeks of intense project management and project controls training.
We have been partnering with AWE for the last 8 months, with over 50 Associates now deployed, or about to be, and further cohorts about to enter training. This cohort have just finished their PPC training before they are fully inducted into AWE and begin the next step in their journey.
The last 8 weeks have been gearing up to this day and the room was filled with a mixture of nervous energy, pride, and an undeniable sense of achievement. Each Associate, in small groups, stepped forward to present to stakeholders who have followed their journey, some from initial assessment. It was a day that highlighted not just the power of skills and knowledge but the sheer force of dedication, resilience, and potential.
These individuals, many of whom came to us looking for a career change or a fresh start, stood in front of a room of professionals, articulating complex ideas, demonstrating their learning, and proving to themselves and others that they belong in these spaces.
Just eight weeks ago, many of our cohort may have doubted themselves, but were now standing tall, presenting with conviction, and earning the respect of industry leaders.
AMS Talent Lab
Talent Lab exists because we know that talent is everywhere, but opportunity is not. Too often, career paths are determined by networks, privilege, or early academic choices that may not reflect true ability. We are here to change that. This programme is designed for those who are early in their careers or seeking a new direction, providing them with the knowledge, confidence, and industry connections to step into roles they may never have thought possible. Last week, I saw what happens when we remove barriers and replace them with belief.
I must admit, this is my favourite part of the journey for each cohort, it feels like the crescendo to the training, and I could not have been prouder.
To our cohort—you should be incredibly proud. Your hard work, your determination, and your willingness to step out of your comfort zone have been inspiring. You are proof that with the right support, guidance, and opportunity, potential can be transformed into achievement.
To those watching from the side-lines, wondering if they, too, could take that leap—the answer is yes. Talent Lab, and programmes like it, exist to open doors.
As our talented cohort prepares to make a significant impact with AWE, we invite you to join us in championing social mobility while creating your future leaders. Explore partnership opportunities with us and be part of this transformative journey.
If you would like to explore partnership opportunities with us and be part of this journey, contact us today.
What does it take to completely transform Talent Acquisition across 47 countries… during a global pandemic… in just six months?
That’s exactly the story shared last week at the HRCoreLab conference in Barcelona, where Carrier and AMS took to the stage to showcase what true partnership and agility look like in action.
When Carrier spun off from its parent company in 2021, they were starting from a blank sheet. There was no global TA infrastructure. No modern tech stack. No consistent process. Just a pressing need to build a function that could scale rapidly, deliver value, and support the business in a time of global uncertainty.
Originally, the plan was to build an in-house team — until COVID hit. In a matter of weeks, the strategy had to pivot. The hiring plan was pulled. The headcount disappeared. And the CHRO gave a new brief: find a way to build a world-class TA function — without increasing cost, and fast.
That’s where AMS came in.
From complexity to clarity
The TA landscape at Carrier was, in the words of TA leader Dan Fitzpatrick, “a mess.” Fragmented agency spend. Inconsistent processes. No data. No visibility. No candidate experience to speak of. The goal was clear: simplify, standardise, harmonise — and do it all at pace.
Why AMS?
As Dan explained on stage:
“All the RPO providers can offer similar services — sourcing, delivery, tech support. But AMS stood out because they listened. They didn’t just sell a standard solution. They heard what we needed, challenged our thinking, and built something bespoke around our vision.”
It wasn’t just about ticking boxes. It was about partnership with purpose — aligning not only on processes and tools, but on mindset, culture and ambition.
The result? A global transformation at scale.
✔️ A fully integrated TA function covering 47 countries
✔️ Workday Recruiting at the core, supported by a strong tech ecosystem
✔️ 24 languages supported
✔️ Globally standardised processes with local flexibility where it matters
✔️ Less than 10% agency usage
✔️ $21.9 million in savings delivered in just three years (versus a five-year $12 million target)
✔️ And an award-winning programme recognised across the industry
And perhaps most importantly — data-driven hiring
Before the transformation, local hiring managers relied on anecdotal input and invoices from agencies. Now, Carrier has real visibility: funnel metrics, time to hire, conversion rates, market insights — all powering better, smarter talent decisions across the business.
🔄 A repeatable blueprint for success
The success of the EMEA transformation became the blueprint for further rollout across APAC and the Americas — proving that when you get the fundamentals right, global scalability is not just possible — it’s powerful.
As Dan said:
“The RPO only works if you lead it well, empowering it and enabling its success — it’s about creating one team, one mission, one standard. That’s how you win.”
Huge thanks to Dan Fitzpatrick and the team at Carrier for sharing this incredible journey so openly on stage — and for being such a fantastic partner.
This is what great TA transformation looks like:
🔹 Vision
🔹 Pace
🔹 Challenge
🔹 Collaboration
🔹 And a partner who truly listens.
If you’re thinking about how to elevate your own Talent Acquisition strategy — we’d love to talk.
Every business experiences hiring peaks – periods of rapid surge when extra work demands additional talent to deliver results. However, finding this talent quickly is becoming increasingly challenging each day.
Sourcing an additional 200 or 1,000 employees for a specific project or period can be a real challenge and takes up precious internal resources. Moreover, in a constantly evolving market, talent demands can change quickly. The ability to scale up at speed is vital, as success in business hinges on agility.
Organisations in the APAC region are beginning to reassess the traditional ways of talent sourcing and are looking to outsourcing to fill the gaps. However, outsourcing can seem like a big leap, often requiring significant commitment and investment. Many business leaders also express concerns about relinquishing control of their talent function when outsourcing.
Fortunately, that need not be the case. There is a simple, less daunting step businesses can take before committing to outsourcing: Resource Augmentation (RA).
Isn’t RA the same as RPO?
There is a common misconception that RA is the same as Recruitment Process Outsourcing (RPO). While both provide outsourcing support from an external partner and involve resources who become fully immersed in your organization’s talent team and culture, they differ in terms of both resource management and scope.
With RPO, you have the flexibility to outsource either specific elements of your TA function that require support or the entire end-to-end recruitment process to an outsourcing partner. The extent of outsourcing depends on your specific business needs. However, regardless of the scope, an RPO partner takes on the management and accountability of the resources they provide.
With RA, you gain the specific resources needed, whether they are sourcers, recruiters, or other roles. The management of these resources remains with your own team, allowing you to retain control of the project and its direction while benefitting from the additional support. RA is typically deployed for short-term projects, focusing on specific skills and roles that are needed promptly.
Fundamentally, RA offers outsourcing with less commitment and reduced costs, while ensuring organizations can retain full control of their recruitment process.
Why should I consider RA?
Opting for a RA solution offers many benefits, which are driving more and more organizations to take their first step into outsourcing:
Expertise – Gain access to a group of talent professionals with deep knowledge of the market.
Scalability – Adapt quickly to fluctuating demands in the ever-changing market conditions while avoiding high talent attrition rates, which can negatively impact employer brand.
Control – Seamlessly integrate external talent with your existing TA function, while retaining control over the whole process.
Convenience – Require less commitment than a more holistic, multi-faceted RPO service, and is ideal for short-term needs.
Gain access to the best recruiting talent
The benefits of RA extend beyond businesses.
In today’s job market, many candidates are not merely looking for roles, they are searching for security. This can pose challenges in attracting top recruiting talent when offering short-term contracts.
That is where RA can make a difference. Most RA partner organizations provide future job opportunities for candidates when their initial contract comes to an end. This added job security enables them to attract the best people for your needs.
Resource Augmentation that goes further
While choosing RA to address your talent needs is a significant step, selecting the right partner to deliver it will truly set you on the right path.
AMS’ unmatched expertise enables us to provide resources that are tailored to your business needs. Partnering with AMS means having access to our deep knowledge bank built on decades of experience in the APAC talent market. We have worked with a wide range of organizations and industries, ensuring that we can meet your unique needs effectively.
Furthermore, our talent pool is constantly evolving.
AMS sets itself apart as a RA service provider by equipping its teams with exclusive access to our proprietary expert learning models. This innovative approach ensures that our teams are continually upskilled, enabling them to stay at the forefront of industry trends and advancements. Unlike traditional staffing organizations, AMS prioritizes ongoing learning and development, empowering our partners with the specialized skills necessary to effectively address and overcome the complex challenges of today’s dynamic business environment.
Our RA solution offers a simple, cost-effective, and convenient way to meet your short-term recruitment needs.
Take your first steps toward outsourcing today. Speak to AMS.
Talent acquisition (TA) is in an era of rapid change, certainly the fastest that I’ve known within my 25 year career. Today, as businesses navigate the agile, and sometimes fragile, talent landscape, TA leaders are faced with evolving workforce demands, AI-driven technologies and shifting hiring strategies—all new changes that they must adapt to. Recently, I had the privilege of moderating the Emerging Trends in Talent Acquisition for 2025 webinar where industry experts from AMS and The Josh Bersin Company shared key insights on how organizations are tackling these challenges head-on. In this article, I would like to share four major trends defining TA in the coming year, trends that you need to know of to propel your talent strategy forward:
Skills-based hiring is gaining momentum—slowly but surely
As our panelists discussed, skills-based hiring is increasingly becoming a priority. Yet, you might be surprised to learn most companies are still struggling with full implementation, with only 20% of organizations effectively using skills data in hiring, and even fewer—just 9%—establishing internal skills marketplaces to facilitate internal mobility. Our experts highlighted that companies leading the charge in skills-based hiring are moving beyond traditional credentials and instead using AI-driven insights to expand their talent pools. One example to really stand out involved a healthcare organization that successfully sourced candidates from the auto industry. How did they do this? By targeting transferable skills rather than simply focusing on job titles.
AI is reshaping the TA tech stack
Like the world evolving around us, AI is also transforming and reshaping the talent landscape. With AI technology making strides in TA, organizations remain at vastly different stages of adoption. Some of our panelists noted that enterprise companies are already leveraging internal AI-driven tools for job descriptions, candidate screening and interview analysis, while others are still exploring how AI fits in their TA process. The discussion underscored that AI is not replacing recruiters but rather enhancing their capabilities by automating administrative tasks to free up time for strategic work, like forming highly valued people connections. However, a key challenge remains: organizations must learn to seamlessly integrate AI across their TA tech stack to ensure data flows efficiently between tools and platforms.
Companies are taking an all-around approach to talent gaps
You might wonder, how are organizations rethinking the way they fill critical roles with the ongoing talent shortages? Our panelists discussed the “build, buy, borrow” approach—a multi-faceted approach that leading companies are embracing to help organizations maximize internal talent, reduce reliance on external hiring and future-proof their workforce. The conversation highlighted that TA leaders must work more closely with learning and development teams to create effective internal mobility and reskilling programs.
Build – Investing in upskilling and reskilling current employees.
Buy – Recruiting externally where skills are scarce.
Borrow – Leveraging contingent workers, consultants, and gig talent
Upskilling and transforming the TA function for the future
One of the strongest themes from the webinar was the elevation of TA as a critical business function. Our panelists emphasized that modern TA leaders must shift from being reactive recruiters to proactive workforce strategists. But how can this be achieved in an ever-evolving talent ecosystem? Panelists explained, to enhance hiring efficiency and drive long-term organizational advantage, TA teams need to embrace the following skills:
Develop business acumen to align hiring with company goals.
Use data analytics to provide insights on hiring trends and workforce planning.
Adopt a consultative approach to influence broader talent strategies.
As one panelist noted, TA is no longer just about filling positions—it’s about shaping the future of work.
Looking ahead
As AI adoption accelerates, skills-based hiring evolves and workforce strategies become more holistic, I trust 2025 will be a pivotal year for talent acquisition. Insights from our report reveal companies that invest in technology, strategic workforce planning, and TA upskilling will be best positioned to navigate hiring challenges and secure top talent. In an era of rapid change where adopting the right strategic outlook is crucial to understanding emerging trends, are you prepared to propel talent into the future?
Today, as businesses navigate the agile, and sometimes fragile, talent landscape, TA leaders are faced with evolving workforce demands, AI-driven technologies and shifting hiring strategies—all new changes that they must adapt to
By John Callaghan — Employer Brand Strategist, AMS Employer Brand Advisory
Employee advocacy has been around for longer than you might think—long before social media was even a glimmer in anyone’s eye. Imagine the early days when employees chatted to friends, cousins, and the occasional barista about how cool their company was.
Fast forward a bit, and we had companies recognising this as untapped gold. Employees bring out that word-of-mouth magic, pulling followers in with a dose of authenticity. In a recent report Clearview stated employee posts can get up to 8x more engagement than regular company posts.
Today, employer brand advocacy has split into two major, slightly confusing paths: brand ambassadorships and employee advocacy. Both sound similar—after all, both involve employees waving the company flag—but they’re actually quite different.
The Dynamic Duo: Brand Ambassadorships & Employee Advocacy
Brand ambassadorships are about selecting a few charismatic employees to represent the brand as official champions. They’re the face of the company and can be used in a number of ways such as across social media, speaking gigs, and campaigns. Ambassadors are often trained to deliver polished content that aligns with the company’s message.
This doesn’t mean you only choose employees who look like they belong on the front cover of Vogue or Men’s Health. Authenticity matters, but ambassadorship is more of a formal relationship between company and employee and they can actively play a role in both marketing and HR strategies.
Employee advocacy, is a broader, more democratic approach. Every employee can participate by sharing company news and stories on their personal social media profiles. The content is less scripted, more authentic, and relies on personal connections to create trust. Think of it as indie filmmaking versus Hollywood blockbusters.
Employee advocates can reach their own networks with more personal posts, creating that “friend-of-a-friend” trust.
Brand Ambassadors vs. Employee Advocacy: The Choice
So how do you choose between these two? Or do you need both? Good question. Here’s a couple of things to consider:
1) Budget: Employee advocacy is budget-friendly. It’s driven by employees sharing authentic content with minimal investment. Ambassadorships require more resources, like training, content creation, and often paid media to go with it.
2) Control: Want polished, on-brand messaging? Brand ambassadors are your stars. This doesn’t mean your ambassadors are pushed through hair and make-up for every social post. They need to remain authentic but the content can be highly directed behind the scenes. Employee advocacy is more informal and the output is often harder to control. They will need tighter restrictions and not just be let loose on social media with nothing more than a permissions slip and the company’s logo.
3) Audience Reach: Employee advocacy can reach an extensive network with more voices, but it’s typically organic reach so all depends on the number of engaged employees you actually have. Brand ambassadors offer depth and consistency, and are often accompanied with a paid media campaign, allowing them to strategically reach markets and locations organic activity can’t get to.
For a balanced approach, organisations often find a combination works best: a few star players backed by an enthusiastic cast.
What can it look like in practice?
IBM’s “IBM Voices” program empowered employees to share their stories, resulting in increased job applications and social engagement. Adobe’s advocacy program created genuine brand love among employees and applicants. At AMS, we helped MSD build a creative brand ambassadorship program called “MSD’s Got Talent,” which found engaged employees who became powerful brand ambassadors, reaching millions across EMEA.
In Conclusion: Pick Your Players
No matter which route you choose, using your employees to promote your brand adds credibility, authenticity, and a touch of that “genuine” touch we all look for. It’s about showing potential hires that your company is more than just a logo—it’s a place where real, engaged people work. And that might just be your best recruiting asset.
Not sure where to start? Speak to the experts. We all know what makes a good movie, but actually making a good movie is something entirely different and easy to get wrong. If you want to know more, then speak to the Employer Brand Advisory team at AMS.
Introduction: Can Recruitment Save the Planet—Today and Tomorrow?
It’s 2025, and sustainability is no longer an aspirational buzzword—it’s the lens through which organizations future-proof every decision they make. What if your hiring process could secure top talent and fight climate change at the same time? It might sound ambitious, but it’s fast becoming reality. Talent acquisition is emerging as an unlikely yet essential driver of transformation—and the way we recruit today will shape the future we leave behind.
Progress Over Perfection
Achieving carbon-neutral recruitment doesn’t demand perfection; it calls for progress. Every small step—whether it’s transitioning to virtual interviews or measuring travel-related emissions—drives real, tangible impact.
“Sustainability in recruitment isn’t just about minimising harm; it’s about maximising impact for talent and the planet—well into 2030 and beyond.”
Why Sustainability Is the New Must-Have in Talent Acquisition
1. Purpose-Driven Talent Continues to Demand More
The next generation of workers won’t just ask, “What’s the salary?” They’ll ask, “What’s the impact?”
Looking Back & Moving Forward: Even in Deloitte’s Global 2023 Gen Z and Millennial Survey, nearly 40% of respondents reported turning down job offers that ran contrary to their personal values—including environmental concerns.^1 Since then, sustainability pressures have only intensified. By 2025, early indicators suggest that the proportion of sustainability-focused jobseekers could exceed 50%, as climate accountability becomes the norm and global net-zero roadmaps accelerate.
Implications: This expanded focus means organizations can’t rely on outdated corporate social responsibility statements. To attract top-tier candidates in 2025 and beyond, companies need visible climate commitments that align with the next generation’s values.
Meanwhile, Weber Shandwick’s “Employee Activism in the Age of Purpose” report (initially released pre-2025) set the stage for escalating employee demands. Today, those demands are heightened, with activism evolving into structured, internal climate advocacy groups. The message remains clear: sustainability influences every corner of the talent equation—and that influence will only deepen.
“Principles of fairness, inclusion and purpose are inextricably linked to employer attractiveness, and those listed are very well placed to attract talents that are motivated by purposeful and long-term careers.”
Sustainability doesn’t just attract attention—it builds trust. In LinkedIn’s Global Talent Trends from 2022 to 2024, companies with robust ESG profiles saw consistent jumps in applicant engagement.^2 As we move further into 2025, this momentum has shifted from a “nice-to-have” to a critical differentiator.
Avoiding Greenwashing: By 2025, talent pools are more discerning than ever. Greenwashing is swiftly exposed, thanks to real-time social media scrutiny. Meanwhile, IFRS Sustainability Disclosure Standards (IFRS S1 & S2)—released in 2023—continue to shape the transparency expectations placed on businesses.^3 By now, failing to back up your green claims isn’t merely a reputational liability; it risks regulatory penalties and long-term talent drains.
3. Regulations Have Tightened—And Will Keep Evolving
Starting in late 2023, the EU Corporate Sustainability Reporting Directive (CSRD) and UK Streamlined Energy and Carbon Reporting (SECR) requirements expanded the scope of emissions reporting.^4 By 2025, companies are expected not only to measure but also to mitigate emissions across all activities—including recruitment.
Scope 3 Emissions in Focus: During the early phases of these regulations (2023–2024), recruiting teams started quantifying candidate travel and interview-related carbon costs.^5 In 2025, this practice is maturing into standard procedure. As more countries adopt or update similar frameworks, organizations that fail to measure hiring emissions risk falling behind.
What Is Carbon-Neutral Recruitment in 2025?
Carbon-neutral recruitment means actively reducing, measuring, and offsetting emissions throughout the hiring process—under today’s more stringent climate commitments. It’s not limited to merely adopting virtual hiring technology; it’s about reimagining the entire talent acquisition ecosystem:
Virtual Hiring: By 2025, cutting travel emissions through virtual interviews has become an industry norm.
Internal Mobility: Prioritising reskilling and redeployment over external hiring remains one of the most impactful ways to curb recruitment-related emissions.
Transparency: Measuring, sharing, and verifying the carbon impact of hiring decisions is now an expected best practice, in line with the ongoing IFRS/CSRD reporting wave.
Practical Strategies for Sustainable Recruitment
1. Leverage Technology for Green Gains
AI and data-driven platforms are more powerful than ever in 2025:
Smarter AI tools have evolved to optimise screening with minimal computing power—lowering both time and energy consumption.
Carbon tracking dashboards that were novel in 2023 are now standard offerings in many applicant tracking systems (ATS). They monitor emissions from interviews, recruitment events, and candidate travel.
Green data centers have taken center stage, with major cloud providers continually innovating to meet their 2030 net-zero targets. Microsoft and Google, for instance, are on track to power data centers with 100% clean energy in certain regions.^6
Tip (for 2025 and beyond): Ensure you’re transparent about how your tech is powered. Today’s top candidates expect full visibility into environmental impact.
2. Go (Even More) Digital with Recruitment Marketing
Physical materials are nearly a relic:
Brochures are replaced by interactive microsites and QR codes—which have only become more intuitive since 2023.
AR-powered virtual office tours are more immersive, cutting travel needs while showcasing state-of-the-art sustainability features, such as solar-powered buildings or energy-efficient workspaces.
Example: FTSE 100 company, building on early success in 2023, continued to digitize recruitment efforts through 2024–2025. Over this period, internal data suggests they eliminated approximately 12 metric tonnes of CO₂e emissions annually from what was once a high-volume printing and shipping process.^7 Their year-over-year candidate engagement also rose by 15%, a figure that underscores the continuing appeal of eco-friendly innovation.
3. Prioritise Internal Mobility
Reskilling existing employees is more critical than ever in 2025:
Fewer external hires mean smaller carbon footprints from onboarding, relocation, and travel.
Training programmes are increasingly delivered online, further reducing emissions. As skill needs rapidly evolve—especially around AI, data science, and environmental management—internal mobility is a cost-effective, planet-friendly solution.
Reskilling is sustainability in action—reducing waste, creating opportunity, and driving long-term agility well into the late 2020s.
4. Decentralise and Localise Hiring
Remote and hybrid models continue to dominate:
Minimise relocation by focusing on regional talent pools or networks, building on the remote-first momentum from 2020–2024.
Co-working hubs in strategic locations reduce commuting—helping staff work closer to home, while retaining the collaborative benefits of in-person interaction.
In 2025, the benefits of this approach are well-documented: it lowers emissions, diversifies candidate pipelines, and fosters a global talent strategy without the carbon-heavy footprint.
5. Be Transparent—Greenwashing Isn’t an Option
By 2025, green credentials are fact-checked in real time:
Publish ESG reports that highlight recruitment-specific metrics, like interview-related emissions saved through virtual processes.
Some leading-edge companies now use blockchain or similar technologies to certify carbon offsets and verify green claims, building trust among employees, investors, and candidates alike.
The Future of Recruitment: Leading the Charge Beyond 2025
Sustainable recruitment is rapidly outgrowing its “trend” phase. As we look to 2026 and beyond:
Sustainability KPIs are poised to match or exceed traditional metrics like cost-per-hire, time-to-fill, and quality-of-hire.
Carbon-lite AI will continue evolving, with green-coded algorithms and minimal energy usage becoming the norm for HR software.
Decentralised workforces will further slash commuting emissions, driving a new wave of planetary and people-first recruitment.
The future of recruitment isn’t just about who you hire—it’s about how you hire, and why.
The choices made in 2025 won’t just fill roles; they’ll shape the strategic and sustainable trajectory of entire industries. Moving toward a carbon-neutral hiring framework isn’t just about technical fixes; it’s about demonstrating purpose and leadership in a world where climate accountability has become the baseline.
Ready to take the next step? Begin by measuring your recruitment emissions, experimenting with green tech, and being radically transparent. Small, focused steps today will have an outsized impact on your legacy tomorrow.
References
Deloitte (2023). Deloitte Global 2023 Gen Z and Millennial Survey.
The data points from 2022–2024 are included to illustrate ongoing trends and regulatory milestones. Readers are encouraged to review the latest versions of these studies and standards—especially as 2025 unfolds—to stay at the forefront of sustainable recruitment innovations.
With a forward-looking mindset, your recruitment strategy can become a catalyst for both organizational success and planetary well-being.
Sustainability in recruitment isn’t just about minimizing harm; it’s about maximizing impact for both talent and the planet
Think about the last time you applied for a job. What stood out? Was it the polished Job description or the company’s website company’s, or was it the follow-up email that felt genuine, the recruiter who made a well-researched outreach message, or the thoughtful feedback after an interview?
For most of us, it’s the little things—those small, thoughtful interactions—that stick in our memory. These micro-moments define how candidates feel about a company, whether they’re hired or not.
What Are Micro-Moments in the Candidate Experience?
Coined initially in the context of consumer behaviour by Google, micro-moments are the brief, highly focused interactions where decisions are made or impressions are formed. In talent Acquisition, these micro-moments are those seemingly minor but highly meaningful actions that show candidates they’re valued.
They don’t require flashy campaigns or big budgets, but they do require intention and care. And in a world where so much communication feels generic, these moments can make all the difference.
A recruiter taking a minute to send a personalized follow-up after an interview.
Keeping candidates in the loop with timely updates instead of making them wonder.
Sending a proactive, personalized video message using tools like Hintro or Odro —a refreshing human touch in an age of mass AI-generated outreach.
Or even providing a thoughtful, constructive rejection that doesn’t just close the door but leaves it ajar for future opportunities via a Talent Community .
These moments, while brief, can shift a candidate’s perception from “just another applicant” to “someone this company values.”
Why Micro-Moments Matter
People remember how you make them feel. And for candidates, the hiring process can be a nerve-wracking experience. Micro-moments are powerful because they tap into emotional connections—a crucial driver of trust. According to Josh Bersin, trust is the cornerstone of any great employee or candidate experience. When candidates feel valued and respected at every step, they’re more likely to trust the organization, even if they don’t land the role.
Research backs this up. According to LinkedIn’s Global Talent Trends, 63% of candidates say their experience during the hiring process reflects how a company treats its people (source). And trust me, candidates are paying attention. Every interaction—or lack of one—contributes to the impression they’ll share with their networks or on review sites like Glassdoor.
Even more telling: a survey by CareerArc found that 72% of candidates who had a poor experience shared it online or with friends (source). Think about that ripple effect. A little effort to personalize your process goes a long way in avoiding a wave of negative feedback.
How to Make Micro-Moments Meaningful
Be Proactive with Updates Nobody likes to feel forgotten. A quick message like, “We’re still reviewing applications, and I’ll be in touch by Friday,” can turn silence into reassurance. Setting expectations is an act of respect—and it costs nothing.
Use Personalization to Stand Out Imagine receiving a short video from a recruiter, tailored just for you. They mention your skills or highlight why your background caught their eye. Personalized video outreach not only grabs attention but also feels authentic in a world filled with Mass produced AI generated emails.
Show Empathy Rejection is hard, but it doesn’t have to be cold. Providing feedback—even a brief summary—shows you recognize the effort candidates put into the process. It’s a simple gesture that can build goodwill.
Balance Technology with Humanity Automated tools are great for efficiency, but they’re no substitute for the human touch. Use AI chatbots and automated emails wisely ideally at the top of the funnel, ensuring they enhance—not replace—genuine connection. The more effort the candidate has gone to in the process the more important it is for the organisation to return the favour in closing the loop. For further information on this topic there are two fantastic deeper reads from my colleagues Craig Hunter and Ellen Cobb
Celebrate the Candidate’s Effort A little gratitude goes a long way. Thanking someone for their time and highlighting something specific they did during the process can turn even a rejection into a positive interaction.
The Bigger Picture
According to the latest Greenhouse 2024 State of Job Hunting report—a survey of 2,500 workers across the US, UK, and Germany—nearly half of US workers are actively job hunting. Yet, 79% of them admit to feeling heightened anxiety in today’s job market. One statistic in the report stood out as particularly troubling: 61% of job seekers reported being ghosted after a job interview, a figure that has risen by 9% since April 2024 (source).
Think about what this means in practice. These are individuals who’ve already cleared the initial hurdles of a crowded hiring process. They’ve dedicated time—often taking PTO, traveling, and showing up in person—to attend an interview. For many, it’s not just about answering questions; it’s about investing emotional energy and hope. The absolute minimum they should expect in return is closure, even if the news isn’t favourable.
Creating these moments isn’t about perfection; it’s about showing you care. Candidates understand that hiring is a busy, complicated process. They don’t expect constant communication or endless hand-holding. But they do expect respect and acknowledgment.
And as we have discussed earlier, candidates talk. The candidate who didn’t get the job today might refer their friend tomorrow because they were treated well. Or they might blast their bad experience to their network, or share the experience on growing sub Reddit’s like r/recruitinghell damaging your reputation. It’s in these small, seemingly insignificant moments that reputations are built or broken.
What’s Next?
If you want to stand out in a competitive hiring landscape, don’t just focus on the big stuff. Start small. Think about the touchpoints in your hiring process where you can inject a bit more thoughtfulness. A personalized note, a timely update, or even a short video message can be the difference between a candidate feeling like a number and feeling like they matter.
So, next time you interact with a candidate, ask yourself: What small moment of care can I create today?
We recently hosted a breakfast roundtable in partnership with Staffing Industry Analysts on, ‘Smart strategies for reducing costs through your non-permanent workforce’.
In today’s dynamic business landscape, the utilisation of non-permanent workers is becoming increasingly prevalent as more organisations seek flexible, agile, and cost-effective workforce management strategies.
We discussed smart strategies for cost reduction, how to effectively triage hiring requirements, how to unlock real value from your total workforce and the most effective direct sourcing strategies for cost reduction.
Below are six key takeaways that businesses can utilise to reduce costs through their temporary workforce.
1 – Analyse Cost Savings Opportunities
To effectively reduce costs, it’s crucial to identify key cost drivers in non-permanent workforce management. These may include recruitment fees, onboarding expenses, internal overhead to manage supply chains, and the differences in rates and charging mechanisms for the different engagement routes.
By analysing cost-saving opportunities such as optimising recruitment channels, negotiating better vendor contracts, and implementing payments based on deliverables, organisations can reduce expenses associated with their non-permanent workers.
2 – Leverage Technology for Efficient Workforce Management
Employing effective technology for tracking, reporting, onboarding and approvals enables organisations to enhance their resource allocation, track productivity, monitor output and maintain compliance with labour regulations. Working with an experienced partner to truly optimise the technology and drive the greatest benefits and value can be the key to achieving the most effective outcomes.
Automation of routine workforce processes like timesheet approvals, payroll calculations, finance processes, requirement creations and reporting can enhance efficiency and accuracy while reducing administrative burdens and improving the user experience. Integrating automation tools can improve operational effectiveness.
3 – Create Agile Solutions
When it comes to reducing costs through your non-permanent workforce, implementing flexible work arrangements can be a game-changer. By creating agile solutions, you can optimise resources based on demand, ensuring that you’re not overspending when it’s not needed.
4 – Establish Key Performance Metrics
To ensure cost-effectiveness with your non-permanent workforce, it’s crucial to establish key performance metrics to track their contributions. By monitoring the process performance closely, you can identify areas for improvement and address inefficiencies.
5 – Implement Smooth Onboarding and Offboarding Processes
Offboarding non-permanent workers smoothly is just as important as onboarding them effectively. By having clear exit procedures in place, you can minimise disruptions, protect company assets, and maintain positive relationships for future collaborations.
6 – Plan for Succession and Talent Pipeline Development
Strategic succession planning ensures that your organisation is always prepared for changes in staffing. By developing a talent pipeline for non-permanent roles, you can seamlessly transition between workers, reduce recruitment costs, and maintain operational continuity.
Embracing the evolving landscape of workforce management and prioritising efficient and integrated utilisation of non-permanent solutions can position businesses for long-term success in today’s competitive and ever-changing market environment.
The next roundtable in our series will be held in February 2025. You can also read ‘Smart strategies for reducing costs through your non-permanent workforce’ on the SIA’s Staffing Stream here.
I recently sat down with Natalie Taylor, PSR Diversity Specialist, to explore the unique employment barriers faced by military spouses. As a military spouse herself, Natalie talked openly about frequent relocations, lack of stable support networks, and the need to prioritise family responsibilities.
Despite these obstacles, Natalie shared that military spouses often bring adaptability, resilience, and many transferable skills to the workplace. Understanding their journey offers insight into an overlooked yet vital segment of the workforce.
The Impact of Frequent Relocations
Military spouses relocate every 2.5 years on average, according to recent data published by Military Family Advisory Network. This constant upheaval limits career continuity and growth. As Natalie shares, frequent moves have led many spouses to settle for roles outside their preferred or aspirational fields just to maintain income, impacting long-term career progression.
Facing Stereotypes
Statistics reveal that 24% of military spouses are unemployed or underemployed according to data published by Deloitte with stereotyping being a major issue. Employers often assume military spouses won’t stay long which affects hiring decisions however Natalie emphasised the adaptability and commitment of military spouses, noting that many of them work diligently in roles from healthcare to administrative positions despite these misconceptions. While a military spouse may have a limited time frame for a given position, hiring a civilian offers no greater guarantee of long-term commitment.
Juggling Family Life
Natalie highlighted common issues faced by military spouses including limited childcare options and transportation challenges as many military households operate on a single income, adding to financial pressures and limiting access to resources that could enhance employability. If more career opportunities offered flexibility for military spouses—accommodating frequent relocations and family responsibilities—more spouses would be able to build lasting careers.
Advice for Military Spouses
Many organisations actively encourage applications from military spouses, fostering supportive environments, especially those committed to the Armed Forces Covenant. Partnerships with organisations like Recruit for Spouses —an independent, award-winning social enterprise dedicated to empowering military spouses through meaningful employment—are instrumental in this mission.
Through the AMS Diversity & Inclusion Alliance, we’re proud to partner with Recruit for Spouses, enabling military spouses to access roles across a wide range of public sector organisations via the Public Sector Resourcing (PSR) framework. In addition to this, we’ve deployed a Guaranteed Interview Scheme which aims to remove the barriers to employment for veterans and military spouses. More information can be found on the candidate support page of our website.
Advice for Employers
Natalie urges employers to recognise the unique strengths that military spouses bring to the workplace. Military spouses are often highly resilient, adaptable, and capable of managing complex responsibilities—a skill honed through balancing family life and frequent relocations. They are often quick learners, resourceful, and can bring a strong work ethic to any role.
By offering flexibility, such as remote or hybrid work options, and understanding the potential need for relocation, employers can benefit from a motivated and loyal workforce that is eager to prove itself. Additionally, implementing policies that support career growth, even during shorter tenures, can help attract and retain military spouses.
Recognising the value of these attributes not only enhances diversity but also enables companies to access a highly capable, yet often untapped, talent pool.
Click here to read my first article article on this topic, ‘Mission Employable: Insights into the Employment Barriers faced by the Armed Forces Community. Episode 1 – Military Veterans.’
Click here to read my second article article on this topic, ‘Mission Employable: Insights into the Employment Barriers faced by the Armed Forces Community. Episode 2 – Military Children.’
AMS is proud to be a signatory of the Armed Forces Covenant and holds Gold Status under the Defence Employer Recognition Scheme. This year, AMS were the first talent solutions business to re-sign the Armed Forces Covenant after 10 years.
Military spouses often bring adaptability, resilience, and many transferable skills to the workplace. Understanding their journey offers insight into an overlooked yet vital segment of the workforce.
