I read a book last weekend. It was How to Think About AI by Richard Susskind, and, together with others that I have read, it left me feeling a little clearer on the excitement that surrounds AI (Artificial Intelligence), with its known and unknown potential. I continue to feel more than a little uncomfortable about the enormity of the challenges we face with AI – of relevance, ethics and energy consumption when it comes to how it is developed and operates. In this article I am sticking to my lane and reflecting on the implications when it comes to AI with a neurodiversity lens, and about the relevance that can be achieved with inclusive and thoughtful intent when thinking about talent.
AI is likely to transform how we hire, evaluate, and engage talent; it’s happening already. From algorithmic resume screening to automated video interviews and productivity tools, AI offers powerful opportunities to enhance workplace inclusion, especially when designed with a broad range of human experiences in mind. And for its full potential to be realized and optimal results achieved, we need to ensure these tools also support neurodivergent talent.
Neurodivergent individuals—those who think and process information differently, including people with autism, ADHD, dyslexia, and more—bring unique strengths to the workplace. AI can play a pivotal role in enabling more equitable access to opportunities and tailoring environments that allow diverse minds to thrive. To do this, we must consciously design systems that are inclusive by default.
Many AI-driven hiring tools rely on patterns based on past candidates. Without careful attention, this can risk replicating narrow definitions of success. But the good news is that AI, when thoughtfully applied, can help break these molds, and thinking with inclusivity in mind will ensure organizations are making choice that are both effective and ethical.
For example, tools can be configured to prioritize skills over traditional career trajectories or offer asynchronous, written alternatives to video interviews—benefiting not only neurodivergent candidates but many others. Productivity platforms can evolve to value outcomes over activity tracking, recognizing that focus, creativity, and problem-solving don’t always follow linear patterns.
When inclusivity is built into AI, it becomes a force multiplier: reducing bias, expanding access, and enhancing talent discovery. Rather than reinforcing old norms, it can usher in a more adaptive and human-centered era of work.
AI has the potential to dismantle barriers, not build them—if we design with intention.
The best tech is shaped by those who use it. Engaging neurodivergent people in the design and testing of AI tools ensures that systems reflect a variety of needs and working styles. This isn’t just inclusive—it’s smart design.
Neurodivergent employees and candidates can be keen adopters of technology. Many may embrace automation, clarity, and asynchronous communication—tools that minimize ambiguity and allow individuals to operate at their best. By incorporating their insights, organizations can create systems that are not only fairer but also more intuitive and effective for all users.
Including these perspectives from the ground up helps avoid unintended consequences and makes inclusion a feature— rather than a retrofit.
When we reimagine AI through a neuroinclusive lens, the workplace becomes more flexible, humane, and productive for everyone. Inclusive AI includes:
Offering choices in how people apply and engage, such as video or written formats
Creating interfaces that reduce sensory overload, with customizable layouts and quiet modes
Auditing systems regularly to ensure they support equity and access
Designing for flexibility, allowing individuals to showcase their strengths in ways that suit them best
Embedding transparency and explainability, so users understand how decisions are made
These aren’t just nice-to-haves—they’re features that make work more inclusive, resilient, and future-proof.
Forward-thinking organizations are already leading the way. Some companies now allow applicants to opt out of video assessments and complete written challenges instead. Others have built platforms that offer custom onboarding experiences, adaptive learning pathways, and interface personalization—all of which support neurodivergent success.
Vendors, too, are starting to see inclusion as a product differentiator. AI solutions that are more transparent, customizable, and sensitive to cognitive diversity are gaining traction in the marketplace. These innovations aren’t fringe—they’re fast becoming essential to ethical, scalable talent solutions.
The opportunity ahead
Neurodiversity is a wellspring of innovation, insight, and creativity. When AI is built with inclusivity in mind, organizations gain a deeper, more diverse talent pool and tools that reflect the richness of human potential.
AI isn’t inherently biased—it reflects the intentions behind its design. By embedding neuroinclusive thinking from the outset, we move beyond accommodation toward environments where all kinds of minds can excel. This shift can spark a broader transformation, where difference is not just accepted, but valued as a driver of success.
As we integrate AI more deeply into our workplaces, we have a tremendous opportunity: to build systems that elevate everyone’s contributions, especially those who have traditionally been misunderstood or overlooked.
It’s not about lowering standards—it’s about redefining excellence in ways that capture the full spectrum of human ability. Neurodivergent individuals have long been underrepresented in the workplace not due to lack of talent, but due to systems that fail to see or support their strengths. With AI, we can change that.
By listening, learning, and designing with intention, we can ensure AI doesn’t just reflect the world as it is—but helps shape a more inclusive and empowered future of work. For neurodivergent talent and beyond, that’s a future well worth building.
Let’s harness AI that is relevant, not just as a tool for efficiency, but as a catalyst for equity and innovation—where every mind has a place, and every contribution counts.
Leaders who invest in inclusive AI are investing in smarter systems, broader talent pipelines, and stronger business performance.
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.
Reframing workforce disruption in the age of AI
No one really knows what the future of work looks like right now. Not with certainty. Not really.
We don’t know what jobs will exist five years from now, what skills will define success, or what careers our kids will be preparing for. Roles are dissolving, industries are mutating, and the whole idea of a ‘career path’ is being rewritten in real time.
It’s unsettling—and if we’re honest, a bit disorienting. But it’s also wide open and so, so exciting!
And that’s the bit we sometimes forget: the future isn’t just happening to us—it’s something we get to help shape.
That’s the opportunity. It’s right there, hiding in plain sight. Ours to influence—as teams, as talent professionals, as humans.
“If you’re waiting for clarity, you’re already behind.”
It’s a line I’ve caught myself repeating lately—to clients, in team calls, and honestly, in my own head. Because let’s face it, the AI conversation is messy. There’s excitement, confusion, panic. Every other headline feels like it’s predicting the end of work as we know it.
But here’s the uncomfortable truth that no one’s really saying out loud: this isn’t an AI problem—it’s a wake-up call for all of us.
We’ve been talking about disruption for years. Digital transformation. Agile. Remote work. The metaverse. Take your pick. But AI feels different, doesn’t it? Not because it’s more dangerous—but because it’s exposing things we’ve maybe avoided for a while. The reality that our org structures, hiring habits, and a lot of our business logic were built for a different era.
This isn’t a moment of replacement—it’s a moment of recalibration. Treat it like a threat and you’ll stall. Treat it like an opening and you might just help shape what’s next.
Let’s bust a myth right up front: AI is not here to wipe out the workforce.
According to LinkedIn’s 2024 Workforce Report, while 80% of jobs globally will be impacted by AI in some way, only 7% are at risk of being fully automated. That’s not an extinction event—it’s a shift in how work gets done.
And if we zoom in, it’s actually pretty exciting. What’s going away isn’t human value—it’s repetition. Redundancy. The stuff no one really enjoyed doing in the first place.
Josh Bersin’s research hits the nail on the head: AI is accelerating the shift away from rigid job titles and towards capability-based thinking. The question is no longer “What role do we need to fill?” but “What outcomes do we need to drive—and what human strengths will get us there?”
It’s less about someone’s CV, and more about how fast they can learn. Less about where they’ve been, more about how they adapt.
So what’s being disrupted here? Not people. Not even work, really.
It’s how we frame value. And that requires a different kind of leadership—from all of us.
Gartner recently shared that only 24% of HR leaders believe their organisations are truly ready for a workforce that blends AI and human capability. That’s not a failure—it’s a signal. One that tells us we’re in a moment of leadership transition, not crisis.
And honestly? That’s fair. For years, transformation was something we planned for. We mapped it out, scoped the budget, ran the comms plan. But AI doesn’t play by those rules—it’s unpredictable, evolving daily. Which means we need to show up differently.
Leadership now isn’t about control—it’s about curiosity. It’s about asking better questions, being okay with ambiguity, and rethinking how we define performance and potential.
The shift is already happening. Now it’s about how we choose to respond.
The organisations getting this right aren’t scrambling. They’re designing.
They’re moving beyond job titles and investing in dynamic skill architectures. Everest Group highlights this in its research—high-performing businesses are prioritising ecosystems of capability over static roles.
They’re also recognising that Talent Acquisition isn’t just about hiring anymore—it’s about navigating the future. TA leaders are getting pulled into conversations around workforce design, internal mobility, and AI literacy—because how we find and grow people is business adaptability.
And yes, that means hiring differently. The most agile teams are recruiting for curiosity. For humility. For learning velocity.
They’re embedding AI fluency across departments—not just in tech teams. They’re working closely with L&D to make upskilling part of the everyday employee experience.
LinkedIn’s latest Talent Trends report backs this up—internal talent marketplaces are gaining traction, helping match people to projects in real time. It’s not just smart retention—it’s smart risk management. A way to build capability that actually sticks.
Now, let’s bring it back to the humans. Because even with all this talk of tech, they’re still the centre of the story.
But the bar is shifting. The future doesn’t need humans who can repeat tasks. It needs humans who can reimagine them.
People who ask “what if?” more than “what now?” People who are endlessly curious. Who get comfortable with discomfort. Who adapt—not because they have to, but because they want to.
This next chapter belongs to the fast-learners. The open-minded. The ones who move before the roadmap is printed. Who are okay with not having all the answers—but aren’t afraid to start asking better questions than the machine can answer.
Being human is no longer the default advantage. It’s a differentiator. But only if we’re willing to evolve.
And for TA leaders?
This really is the moment.
You’ve spent years proving talent isn’t just about filling roles—it’s about building futures. Now, the table has moved—and you’re already sitting at it.
Because when skills are the new currency, the people who understand talent are the people who understand business.
This is also a moment to lead differently.
To partner more boldly. To speak up more often. To help shape—not just support—the future of work.
Because AI isn’t a cost-cutting tool. It’s a spark. And what it lights up will depend on the people—and principles—guiding the change.
We’re not facing a workforce apocalypse. We’re facing a wake-up call.
AI won’t replace people. But it will replace mediocrity. It’ll ask us to think harder about how we lead, how we hire, how we learn—and how we measure value.
The ones waiting for certainty might get left behind. But the ones who embrace a bit of discomfort? They’ll be the ones who build the future.
AI won’t replace people. But it will replace mediocrity.
It’ll force us to rethink how we lead, how we hire, how we learn—and how we measure value.
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.
The Tech & Digital Contractor market is an ever evolving one, much like the skills required to work within it.
Recently it has been a challenging environment with all the ups and downs of the fairground, culminating in the last 12 months with a scarcity of opportunity and stagnant day rates. KPMG’s CEO said hirers face a “fiscally restrained” Spring Statement 2025, but there are some aptly timed ‘green shoots’ appearing.
ContractorUk.com states “For the first time since August 2024, the numbers on the REC’s index for temporary tech roles last month pointed upwards… The IT contractor jobs market carved out a potential foothold for growth in February 2025.”
Changes to the National Living Wage, Employer’s National Insurance and subsequently, The Employment Rights Bill are contributing to a cautious outlook, but technical advancements aren’t waiting around for anybody.
Organisations are increasingly under pressure to adopt AI functionality to remain competitive and the UK Government has clearly set out their ambition under the AI Opportunities Action Plan. This aims to harness the power of AI to transform various sectors and improve the quality of life for citizens.
Many employers do not currently have the internal talent to scope, lead and deliver in this space and they are likely to look to the contractor population.
Talent in Demand
Unsurprisingly AI skills top the list of those most in demand in the contingent market, closely followed by (and likely in conjunction with) cyber security, all-things data, cloud computing and python development.
Artificial Intelligence (AI) and Machine Learning: These skills are crucial for developing intelligent algorithms and models that drive automation and predictive analytics. The technology is moving so quickly that there are few true experts in the field; all and any commercial exposure to AI will be in demand.
Data Science and Analytics: With the increasing amount of data being generated, professionals who can analyse and derive insights from data are in high demand.
Cybersecurity: As cyber threats continue to evolve, skills in intrusion detection, risk assessment, and data protection are essential for safeguarding digital assets.
Cloud Computing: Expertise in cloud platforms and services is vital as more companies migrate to cloud-based systems.
DevOps and Automation: These skills help bridge the gap between development and operations, improving efficiency and collaboration.
Blockchain: Beyond cryptocurrencies, blockchain technology is being used in various industries for secure and transparent transactions.
In the last year many organisations have evolved to hybrid working models. This has been mandated to permanent employees and therefore frequently includes contractor populations. There will still be some fully remote opportunities, or potential exceptions based on skills v needs – but realistically, most contract opportunities moving forward will require some onsite presence.
Soft Skills Revolution
One of the most interesting aspects of the GenAI ‘revolution’ is the recognised requirement for a range of soft skills in employees within the field. These skills include critical thinking, problem-solving and collaboration alongside the ability to communicate the strengths and weaknesses of using artificial intelligence, as well as when not to use it.
Qualities like creativity, persistence and decision-making will grow more and more important as AI and the very nature of the professional world continues to evolve. While technical skills will always prove important, intangibles like these can often make the difference between two equally skilled candidates.
Non-Traditional Role Parameters
In the last 12-18 months within the UK Tech & Digital market, there has been an increased demand for candidates with blended skill sets—roles that now often combine expertise in multiple disciplines.
For example, there is an upward trend in full stack development as opposed to front or back-end disciplines; DevOps processes (such as CI/CD, Kubernetes) added to support or development roles; Data aligned roles requiring significant Python or R coding; and most needs requiring diverse levels of cloud storage or security capabilities – stand-alone Cloud Engineers are now a rarity.
Advancements in using AI to streamline hiring processes have also driven a ‘skills-first hiring” trend, led by the Tech Sector and including companies such as Google and Apple. Approximately 50% of technology job postings no longer require degrees and 80% of employers prioritise demonstrated abilities over academic credentials.
Forbes writes the “These organizations recognize that conventional degree requirements often exclude qualified candidates who’ve developed valuable skills—particularly in high-demand areas like machine learning, data science, and automation—through alternative means.”
Legacy Alive & Well
The headlines will always focus on the shiny new toys (not taking away from the leaps forward GenAI has brought to the world) but organisations can’t just wipe their tech estate slate clean and start again.
Financial Services and Public Sector bodies offer contracting opportunities for those underpinning and therefore critical legacy tech stacks, on which new functionality is built. New arrivals into the contracting market will not have these skills, and expertise will become a commodity in demand.
IT Contracting as an Opportunity
Robert Half stipulates that “Contract work will become a significant employment model in 2025, encompassing freelancing, right-to-hire positions, and on-call work. Companies increasingly use contractors to fill critical skill gaps, especially in AI, technology, and marketing, with about 40% of managers planning to use contract professionals for key projects.”
Contingent Tech & Digital offers scope to broaden expertise – no client has the same tech stack – and gain valuable knowledge and differing industry experience. Contractors have always needed to stay relevant and therefore employable: with the speed of technical advancement this is now more common in permanent roles and therefore even more critical. An appetite to evolve, a curiosity to learn, and a willingness to step outside traditional role parameters to gain new skills, will make you stand out from the crowd.
And on that final note (with a nod to the volume of AI generated CVs and applications), to maximise your success, ensure your online persona and/ or CV are representative of skills and clear on capability; if they are technical, include the hobbies and online hangouts evidencing your interests; and build credibility with TA, Recruiters and Hiring Managers and leverage your professional network.
So, the roller coaster may be stomach churning at times, but it is fast, and it is thrilling, and few really want it to end!
The conversations at Workday’s FY26 SKO in Las Vegas made one thing evident: AI is no longer just a tool for optimization—it is becoming an autonomous force reshaping the enterprise.
While artificial intelligence has been embedded in HR technology for years, the discussion has evolved. The focus is shifting from AI as a support mechanism to AI as an independent agent capable of executing tasks, making decisions, and orchestrating workflows.
At the center of this transformation is Agentic AI, a departure from traditional automation. Rather than augmenting human effort, Agentic AI fundamentally redefines roles, workflows, and decision-making structures.
The Shifting Landscape of Hiring
Talent acquisition has long been characterized by inefficiencies. Recruiters manage administrative burdens, hiring managers navigate approval bottlenecks, and candidates expect seamless, personalized experiences that many organizations struggle to deliver. AI-powered automation has addressed some of these pain points. Agentic AI introduces a different paradigm.
By deploying autonomous AI agents, organizations can move beyond task automation to true orchestration of the hiring process. These agents do not wait for human input, rather they can:
Identify what needs to be done
Make decisions based on real-time data
Execute tasks across multiple systems
Learn and adapt over time
This represents a shift from AI as a passive assistant to AI as an active agent capable of managing hiring workflows with reduced human intervention. The implications are significant. Instead of recruiters focusing on process execution, their roles can evolve to emphasize strategy, relationship-building, and candidate engagement. Hiring managers can spend less time navigating approvals and more time making informed talent decisions.
Challenges of Scaling Agentic AI
The adoption of Agentic AI presents challenges that organizations must address to ensure effective deployments.
Key considerations include:
Accountability: As AI agents take on decision-making responsibilities, defining ownership and oversight becomes critical.
Transparency: Organizations must establish mechanisms for tracking and auditing AI-driven actions to maintain compliance and trust.
Integration: Many HR technology ecosystems remain fragmented, raising questions about how AI agents will operate across disconnected systems.
EthicalConsiderations: AI-driven decision-making introduces risks related to bias, fairness, and regulatory compliance.
Governance: The spread of AI agents requires organizations to establish frameworks for monitoring their scope, actions, and impact.
Striking the right balance between innovation and control will determine the success of Agentic AI adoption.
Workday’s Vision: The Agent System of Record
A key takeaway from Workday’s SKO was its strategic commitment to an enterprise-wide AI, with the Agent System of Record at the core. This concept is designed to provide organizations with visibility, governance, and control over autonomous AI agents as they become embedded in business operations.
Just as Workday redefined how companies manage financial and workforce data, the Agent System of Record will serve as the foundation for managing, deploying, orchestrating, and measuring AI-driven agents across the enterprise.
Closing Thoughts
AI agents represent a new category of enterprise resource. Organizations must manage, track, and optimize to fully realize its value. As businesses integrate these autonomous systems, governance and strategic oversight will be essential.
Workday has positioned itself at the center of this transformation, envisioning a future where AI agents operate alongside human employees and financial systems to drive business outcomes. This shift is not just about automation—it is about fundamentally redefining how work gets done. Organizations that embrace this new model will be better equipped to navigate the evolving AI landscape and unlock new levels of efficiency, decision-making, and innovation.
In the rapidly evolving landscape of talent acquisition, digital orchestration is emerging as critical to optimize and conduct frontline hiring at scale. This approach involves meticulously designing and managing system workflows to ensure every step of the hiring process is efficient, compliant, and tailored to the needs of all end users.
Let’s explore digital orchestration in recruiting and the dedicated roles necessary to make it a reality.
Digital orchestration in recruiting refers to the integration and coordination of various digital tools and processes to create a seamless, highly personalized, efficient, and scalable hiring workflow.
Key components of digital orchestration include:
Intricate workflow design goes beyond the days of steps and statuses and focuses on detailed elements of automation. This includes push notifications, SMS based calls to action, in system prompts, dashboard refreshes, and content delivery that is tailored by role, location, and manager.
Multi-channel communication isn’t a one size fits all as we know from our day-to-day consumer lives. Directly within the workflows and experiences, enable multi-channel communication that includes SMS, WhatsApp, AI based conversational interfaces, and email across the entire lifecycle. The channel options should span candidates, managers, and recruiters and configuration should be aligned to personas and individual preferences.
Dynamic content that gets delivered based upon what we know about the individual candidate and role. Historically content development and refresh for the purposes of recruitment has been done as a project or initiative once or twice a year with ad hoc attraction campaigns. Here we are talking about leveraging both AI based experiences combined with purposefully designed videos, photos, and written snippets that may be refreshed and linked to workflow automation as often as weekly.
Deep integrations that go well beyond the years ago approach of one- and two-way feeds happening every few hours. A well-designed TA technology ecosystem leverages a real-time API based approach with digital experience roles also working with integration experts as the various system configurations evolve.
System workflows are the backbone of digital orchestration. They ensure that every action in the recruitment process is predefined and automated where possible. Digital experience experts leverage data, insights, and sentiment from lifecycle listening to refine and improve workflows continuously.
With this comes responsibility to work very closely with compliance teams on regulations to ensure fair hiring processes are maintained. When there are significant experience re-designs or changes, adverse impact analyses should also be considered.
Organizations that embrace a highly digital driven experiences typically find the need for further specialisms that include brand strategists, automation gurus, and technical consultants. The outcomes of this approach and having these capabilities include increased scalability, amazing candidate experiences, increase in manager satisfaction, decrease in time to fill, and more time available to spend in meaningful conversations with candidates and managers.
Digital orchestration is transforming the way organizations approach recruiting.
As the hiring expectations for frontline talent continues to grow, the roles dedicated to digital orchestration within TA teams will become increasingly vital in ensuring successful volume hiring.
The outcomes of this approach and having these capabilities include increased scalability, amazing candidate experiences, increase in manager satisfaction, decrease in time to fill, and more time available to spend in meaningful conversations with candidates and managers.
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
We all want the best person for the job. In recent years, a new acronym has emerged – MEI, which stands for Merit, Excellence, and Intelligence. Proponents of MEI argue that organizations should focus on hiring the best candidates based solely on their talent and qualifications, with a view that diversity will naturally happen as a by-product when decisions are based purely on merit.
Some see Diversity, Equity & Inclusion (DEI) as a performative exercise, with tokenistic representation as an ‘overcorrection’ to historic underrepresentation. And understandably, no underrepresented person wants to feel like the ‘diversity hire’, advancing in their career purely because of their gender, skin color, or other characteristic.
To summarize the perceived differences:
Merit-based:
Assumes we live in a meritocracy, where humans make objective, bias-free decisions; a society where people are able to progress or find success purely based on skills, ability and talent
Focuses on individual performance and achievements
Removes consideration of demographic factors
DEI-based:
Strives to make workforces representative of the communities they operate in
Works to level the playing field, recognizing that systemic barriers might prevent equally qualified individuals from certain groups from reaching the same level of opportunity
May involve strategies like targeted outreach, bias or conscious inclusion training, and creating fair selection criteria to address historical inequalities
These diverging viewpoints are at the heart of the ongoing debate that pits DEI against MEI. But arguing that DEI and MEI are in opposition creates a false dichotomy; it isn’t about choosing one over the other. It’s about recognizing that diversity and merit are not mutually exclusive—they’re mutually reinforcing.
For merit-based approaches to work, we need to live in a meritocracy. Unfortunately, without taking positive action to address systemic inequalities, we don’t.
We cannot have a meritocracy without fair opportunity, or overlook that there are structural reasons some groups are more likely to outperform others. A meritocratic system reflects the status quo, and therefore, it can perpetuate existing inequalities by continuously favoring those who already have advantages.
Diversity doesn’t simply happen; the goal of constructing a workforce based on merit requires a thoughtful approach to DEI.
Casting a wide net for talent and making objective hiring decisions that do not disadvantage candidates based on identity is exactly what DEI work seeks to do. At its heart, it’s about fairness of opportunity. True meritocracy can only be achieved when we recognize and actively work to remove the barriers that have historically excluded talented individuals from certain backgrounds.
Organizations that assume meritocracy is inherent and not something to be achieved actually run the risk of increased bias – where, for example, hiring managers do not feel they need to exert any significant effort to be fair and objective in their decision-making.
The sticking point is perhaps the ‘equity’ part, which has been the subject of considerable debate and misunderstanding. Equity is about promoting fairness based on individual needs to level the playing field, recognizing that not everyone starts from the same place.
For instance, workplace adjustments aren’t about giving disabled people an unfair advantage, but are about removing barriers that wouldn’t exist if environments, processes, and systems were designed inclusively in the first place.
Consider:
A screen reader isn’t a luxury for a blind employee; it’s essential for accessing information that others can see
Flexible working hours aren’t a privilege for working parents who can’t afford childcare
Not everyone has equal access to quality education, mentorship, or professional networks, which are often essential for developing skills and demonstrating merit
The perceived differences between DEI and merit-based approaches likely stem from how these concepts are interpreted – and in the current climate, politicized and weaponized – rather than their original intent.
Rather than tying ourselves up in knots over polarizing and divisive rhetoric, we should be focusing on what we all want: the opportunity to get a job for which we are qualified, and to progress in our careers based on good performance.
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
