As the challenges of recruiting the right talent continue to escalate, it is evident that these hurdles are only going to become more complex. Recently, I had the opportunity to speak with talent leaders in India to understand how they are navigating this increasingly demanding talent landscape.
It is apparent that companies must adapt and innovate to keep pace with the evolving job market. This includes implementing skills-based practices and fostering internal mobility. Additionally, optimising technological infrastructure, considering strategic outsourcing, and empowering recruiters to act as strategic advisors, are some critical steps towards achieving success in this dynamic environment.
Recently, AMS India hosted a conversation with Bill Pelster, Co-founder of The Josh Bersin Company, joined by talent leaders in two locations Bangalore & Mumbai. During our session, Bill and I explored the rapidly evolving talent and technology landscape, with a particular focus on the transformative impact of artificial intelligence (AI).
Navigating the shift
Globally, we are witnessing a persistent labour shortage, signalling a notable transformation in the employer-employee dynamic. An important element that has changed in the talent market is that we have very quickly moved from a talent surplus market to a talent shortage market. This shift heavily favours employees, accentuating their position of power in many parts of the world. Failing to recognise this fundamental change risks overlooking a crucial aspect of the evolving landscape.
Secondly, organisational reinvention is becoming widespread across industries. Large organisations like Disney and Netflix, are actively transforming their identities to adapt to evolving market demands.
Another critical theme revolves around the transformative impact of AI. Over the past year, AI’s impact has become increasingly pronounced. Those who underestimated its potential to revolutionise various aspects of business were at risk of being left behind. Despite the challenges it presents, understanding and embracing AI’s capabilities is essential for maintaining competitiveness.
Employees are increasingly vocal about their expectations and preferences, making it important for organisations to transition from traditional employee experience models to a focus on employee activation. This approach requires companies to respond promptly to employee signals and adapt strategies accordingly, similar to how consumer product companies react to market demands.
Redefining recruitment
Traditional recruitment methods are increasingly inadequate against the backdrop of today’s evolving business environment. Organisations must embrace a more holistic strategy that emphasises on internal mobility, upskilling, reskilling and reinventing to meet complex business objectives effectively.
AMS’s innovative approach has garnered recognition, illustrating the importance of aligning talent strategies with broader organisational goals. Considering the underlying dynamics, it is crucial to influence the global market, particularly amidst ongoing debates about recession and job growth.
Despite headlines suggesting job losses, the reality is more nuanced. Job openings are often swiftly filled, reflecting a seismic shift in global demographics. This presents significant challenges for talent acquisition professionals and highlights the need for innovative approaches to address evolving workforce dynamics.
Traditional notions of lifelong employment within a single industry are replaced by a new paradigm where individuals prioritise experiences and versatility over long-term loyalty to a single employer or industry. This shift is particularly pronounced among younger generations, who are more willing to switch jobs in pursuit of fulfilling experiences.
An analysis of LinkedIn data reveals a remarkable trend: nearly two-thirds of job changers are now switching industries, reshaping traditional recruitment norms. Recruiters are urged to adopt a skills-based approach, acknowledging that conventional boundaries between industries are becoming less relevant as skill sets continue to evolve.
In response to these challenges, HR and TA professionals must adopt a holistic approach to talent management. This includes upskilling and reskilling initiatives to align with evolving job demands, and actively encouraging open conversations about career transitions within the organisation. Instead of defaulting to mass layoffs, organisations should explore opportunities for internal mobility and skills development, capitalising on the transformative potential within their current workforce.
Adopting a skills-based recruitment strategy
By adopting a skills-based recruitment approach, promoting internal mobility, and fostering a culture of continuous learning and development, organisations can effectively navigate these challenges and position themselves for success in a rapidly changing global landscape.
Traditionally, employers held the upper hand due to an ample supply of talent. However, the landscape is changing, marked by the dwindling talent and the widening talent gap. We are transitioning into a post-industrial era where traditional HR practices may no longer suffice.
In this new paradigm, work and skills take precedence over job titles, demanding that organisations leverage technology for talent intelligence and create dynamic talent marketplaces. This approach promotes more flexible and responsive workforce management, aligning with the evolving needs and expectations of both businesses and employees.
By focusing on skills, organisations can uncover latent potential within their workforce. This approach aligns with the concept of “licensed work”, which prioritises human capabilities over repetitive tasks, fostering a more adaptive and innovative environment.
Harnessing AI
Just as Excel revolutionised the approach of data analysis, AI is poised to revolutionise how we approach work. By harnessing AI, organisations can optimise processes in areas like recruitment and career mobility. For instance, Starbucks has streamlined its hiring process to make it as easy as ordering a cup of coffee, demonstrating the power of removing friction in high-volume recruitment.
Similarly, AI is reshaping learning and development, thereby unlocking new opportunities for skill enhancement and career advancement. However, it is crucial to distinguish between AI as a mere feature and AI as a foundational solution. True integration of AI requires a fundamental shift in mindset and approach, heralding a new era of workplace efficiency and effectiveness.
When evaluating technology solutions, it is essential to discern between those merely augmented with AI and those fundamentally built on AI principles. This transition towards AI-native applications poses a significant challenge for established industry players like Oracle, SAP, and Workday, as they grapple with retrofitting their platforms for seamless AI integration.
The talent acquisition landscape is saturated with vendors offering a multitude of solutions. Partnering with experts like AMS, who bring valuable insights from the real-world experiences of hundreds of clients, can be transformative. As talent intelligence grows in importance, the use of AI in recruitment processes becomes crucial. For instance, AI can uncover additional skills not explicitly listed on resumes, thereby broadening the candidate pool and enhancing the alignment between job roles and applicants.
Consider the concept of “top of license” for recruiters, where they focus on the crucial 20% of the hiring process that requires human intuition and emotional intelligence. AI can manage the transactional aspects, freeing recruiters to focus more on assessing cultural fit and soft skills. While AI boosts efficiency, it is the human touch that remains irreplaceable for evaluating candidates’ suitability, particularly in aspects that require a nuanced understanding of personality and team dynamics.
These advancements herald a new operating model for HR, characterised by systemic HR practices. This paradigm shift compels a deeper understanding of AI-native technologies and their transformative potential for HR success. By embracing AI and effectively leveraging its capabilities, organisations can gain a competitive edge in talent acquisition and management.
The imperatives for the future
The research on systemic HR emphasises the need to rethink the HR function to operate more horizontally, directly aligning with the business’s primary concern: efficiently filling vacancies with the right talent. This involves breaking down traditional silos and fostering collaboration across HR domains, such as recruitment, retention, re-skilling, and job re-design.
Organisations must also redefine work processes in environments where skills are scarce, enabling employees to operate at their full potential. This means that departments, which have historically operated independently, must now collaborate in unprecedented ways, laying the foundation for systemic HR.
In India, where the pace of technological change is swift, it is crucial to embrace advanced concepts like AI in recruitment and agility in adapting to evolving skill sets. By aligning these concepts with organisational needs, businesses can effectively navigate the complexities of talent acquisition and management, ensuring a responsive and competitive stance in the global market.
At first glance, hiring a painting contractor and managing campus recruiting seem worlds apart. Yet, dive a bit deeper, and you’ll find they share a core principle that’s surprisingly universal. Intrigued? Let me share a story.
After moving into our new home, with the holidays fast approaching and my to-do list overflowing, the walls still needed painting. Despite my DIY enthusiasm, time was not on my side. Reluctantly, I called in a commercial painter. To my amazement, they transformed our home in a day, allowing me to focus on what truly mattered – welcoming family.
This experience was a lightbulb moment, mirroring a concept well-known in business: outsourcing, or specifically, Recruitment Process Outsourcing (RPO) in talent acquisition. In our everyday lives, we do this everywhere – we outsource our car repairs to trained mechanics, healthcare to medical professionals, gardening to lawncare professionals, and the list goes on. But when it comes to recruiting, especially campus recruiting, we seem to forget help is available in the form of RPO.
Let’s explore why handing the brush (or the resumes) over to the experts might just be the smartest play you make this season.
Quality:
Quality isn’t just about getting it done but getting it done so well, people can’t help but notice. It’s like comparing walls and trim painted by a seasoned painter to your first attempt at painting; the difference is night and day. Outsourcing campus recruiting throws professional expertise into the mix, ensuring that the job isn’t just completed, but it’s done with a level of polish and finesse that only comes from years in the game. As an example, AMS supported an aerospace client in the redesign of their global engineering program, providing market best practice, insights, structure, and the delivery of a new assessment process. Results: We conducted over 2K final round interviews resulting in female hires increasing from 28% to 42% and had less than 2% written offer declines.
Cost:
Now, let’s talk dollars and sense. Economies of scale? Check. Lower opportunity costs because you’re not tied up doing something outside your wheelhouse? Double-check. Leveraging a professional’s access to significant and varied expertise? Triple-check. But it is not always about saving money. In some cases, it’s about creating better outcomes in the long-term that translates into high-quality hires, improved DEI outcomes, and improved retention, among other things. But make no mistake, administrative aspects of a campus program are the ideal areas to consider outsourcing as cost savings are extremely likely.
Time:
Time is that one thing we’re always running out of, and let’s be honest, spreading ourselves too thin is a recipe for disaster. Handing off aspects of your campus recruiting program can free your experienced team members up to execute where it makes a difference or tackle big-picture projects that really move the needle. It’s about playing it smart and making every second count.
Expertise and Specialization:
There’s something about someone who knows their stuff inside out that just inspires confidence. Whether it’s the pro painter who knows exactly how to bring your vision to life or a talent acquisition expert who can navigate the campus recruiting scene like a boss, that level of expertise is a game-changer. It means better outcomes, less fuss, and a whole lot of impressed onlookers.
Risks and Challenges:
Sure, handing over the reins comes with its own set of worries. Will the service provider get it? Can they deliver to your standards? It’s like letting someone else cook your signature dish for a big party. The trick is in the vetting—checking out their past work, talking to references, and making sure they’re the real deal. Consider AMS: With a 97% client retention rate, a unique specialization in campus recruiting, over 100+ years of campus leadership experience, choosing us isn’t just a safe bet—it’s a strategic advantage.
Benefits and Drawbacks:
The upside? Think potential cost savings, top-notch quality, and the freedom to dive into work that really makes an impact. Not to mention, the ability to scale up or down as your business ebbs and flows. The downside? Costs may add up, building trust takes time, and you might miss having those extra hands for odd jobs.
Conclusion:
The moral of the story? Whether it’s ensuring your home looks its best or sculpting a top-tier early career recruiting program, smart outsourcing is your strategic ace. It’s not just about delegating tasks; it’s about empowering your organization to excel at what it does best, unlocking potential and efficiencies along the way. Ready to play it smart? Let’s chat: Connect with a talent acquisition expert.
“Master your strengths, outsource your weaknesses.” – Ryan Khan
In a world of uncertainty, India’s talent market continues to experience significant growth. Global Capability Centres (GCCs) are successfully navigating the dynamic landscape by embracing new technologies, particularly evident in the recruitment space.
India’s GCCs have acknowledged the benefits of incorporating technology into their hiring processes, with many transitioning towards a more digital and data-driven approach. Notably, 96.5% of recruiters in this market agree that Artificial Intelligence (AI) stands out as one of the best ways to improve recruitment process and eliminate bias.
The transition towards a digitally driven hiring strategy not only conserves time and resources for TA teams, but also streamlines administrative tasks. For instance, the integration of automated chatbots for interview scheduling alleviates the administrative burden on recruiters, enabling them to focus on more critical tasks. Data-led hiring also empowers organisations to source, attract and engage a wider, more diverse pool of candidates globally, leveraging AI-driven skills, intelligence, and mapping.
However, It’s not all smooth sailing!
While it would seem logical to introduce technology into aspects of your recruitment process, it is not as simple as flipping a switch. Many GCCs are recognising that digital transformation poses a significant challenge.
Amidst the myriad of talent technology solutions and tools available in the market, identifying the right option for your unique business needs can be an intense endeavour – not to mention the subsequent challenges of implementation and optimisation.
Building a strong technology stack is not done by simply picking something off the shelf. What might work for one business may not necessarily work for your unique requirements.
This is where partnering with an expert Recruitment Process Outsourcing (RPO) provider can be a game-changer.
Making technology work for you
An expert RPO partner will identify the optimal talent technology stack tailored to your specific business goals, whether it involves streamlining candidate processing, insight-led sourcing, or improving diversity and inclusion.
RPO organisations regularly trial, evaluate and rank new talent technology solutions, providing deep insight into the talent tech landscape. They also train your talent acquisition teams on utilising the resources if your business decides to integrate them into the organisation.
How AMS simplifies your hiring process through technology
Be it utilising AMS’ own technologies or tapping into our extensive partner network, we present the right solution to enhance the effectiveness and efficiency of your hiring process.
An AMS success story
The challenge
In 2020, a customer services client partnered with AMS to hire 1,200 junior-mid level specialists annually. By 2023, this forecast was predicted to more than double, reaching over 5,000 hires. AMS took on the responsibility to improve the client’s recruitment processes to effectively manage the significant surge in hiring volume.
The solution
AMS initiated a three-month pilot programme to streamline the candidate screening process. This included implementing a new technology that eliminated the need for recruiters to individually test for language skills and conduct assessments on numerous candidates.
AMS also supported the in-house recruitment team to expedite interviews, and managed offer processes to lessen the client team’s involvement – resulting in a weekly time savings of 50 hours.
The results
The partnership achieved significant results:
Read the full case study here.
To find out more about how AMS can develop the right tech strategy to tackle your talent acquisition challenges, get in touch today.
2023 saw a significant decline in hiring rate across the globe with LinkedIn noting a 24% decline across markets such as the UK and USA. Despite that weakening of hiring volumes, LinkedIn Chief Economist states that there was evidence the rate of decline was slowing. As a result, it is their view 2024 would see a return to stabilisation and potential for a cautious return to hiring at the back end of the year. This decline and stabilisation coincide with a noted increase in candidates applying to jobs across the year.
In their Global talent trends article, LinkedIn report a 23% increase in the rate at which candidates have been applying for jobs in the UK as an example. The final factor that continues to cause a challenge is the impact of layoffs across multiple industries but particularly in the technology space. So far in 2024, at the time of writing, we have seen 213 different tech companies announce layoffs with approx. 45,052 people impacted, 1,251 people per day.
With reduced opportunities and increasing applications this causes some fundamental challenges to TA teams to ensure top talent is considered for the right roles.
“Hiring Challenges noted by The Josh Bersin Company. Time to Hire:45 days (1-2 days longer in 2023 vs 2022). Applicants up by 20-25%”
Given that backdrop there are number of steps companies will have to take to mature their application management processes and limit impacts in the short to long term.
Potential Solutions
There are many ways to pivot your existing strategy to help solve for this challenge. Below are some of the most effective to support your organisation, from fully utilising your existing technology stack, all the way through to tech that may require further investment but supports an improved candidate and hiring manager experience.
Top of funnel chat bot
Applications like RoboRecruiter or Paradox AI plugged into the very beginning of the application process, supercharge the candidate application process, asking key screening questions, serving up relevant job roles and essentially automating the response handling process in an easy and convenient way for the candidate. Removing this activity from a Sourcers capacity, will provide more opportunity to perform the necessary headhunting activities on those critical and challenging positions that are not impacted by this surge in applications.
Technology enabled Screening.
A huge amount of lost time in a process is always in the organisation of a suitable time for all parties to partake in a meeting. This can occur during screening but also across every stage of interviews. A remarkably simple introduction of a calendar matching software like Calendly solves this issue instantly and again supports candidates with a best-in-class experience eliminating needless wastage in an already time restrictive process flow.
Once we have a date and time, we can focus on improving the screening experience. Another potential byproduct of having Generative AI built into the Sourcers toolkit would be accurate instantaneous note taking, whilst conducting a verbal screening call. This allows the Sourcer to focus on engaging the suitable candidate instead of having to dual focus on note taking as well as having an interesting conversation.
Integrated Recruitment Operating Systems
Having a consistent Recruitment operating system like AMSOne that integrates across your ATS, CRM and HCIS, with Stack and rank technology built in, enables your sourcing function to get to the most relevant and suitable candidates in a much quicker fashion. eliminating wastage in reviewing profiles that just do not meet the spec. In addition, time saved in having a system that overlays across your talent ecosystem, enables seamless disposition of candidates into Talent pools or more suitable live vacancies again supporting time efficiency.
Overall, 2024 looks to bring with it a diverse set of challenges than the year that proceeded it, but with some tweaks to using your existing tech as well as some further investment, your organisation can come out on top with the best available talent in your market.
While we’re still seeing a year-over-year decline in hiring, the rate of decline is slowing in certain regions and countries, which we can take as a sign of stabilization.
https://business.linkedin.com/talent-solutions/global-talent-trends
In the late 90’s to the early 2000’s, India witnessed the emergence of numerous Business Process Outsourcing (BPOs) and Information Technology Enabled Services (ITES) firms across the country. This period saw a significant influx of talent, primarily for low to semi-skilled, white-collared roles.
Fast forward to today, India has solidified its position as a hub for Shared Services Centres (SSCs), hosting 45% of global SSCs. According to a Nasscom-Zinnov report, India had 1,580 SSCs with 1.66 million employees as of 2022-23, with projections indicating the establishment of another 1,000 by 2030. That is an astounding average of 140 new centres each year.
Over the last decade, the talent landscape within SSCs has undergone a transformative shift. While these centres initially handled basic and tech-related tasks, the expectations from corporate headquarters have evolved rapidly. CEOs of these SSCs unanimously opined, “Our corporate HQs expect us to lead the way with deeper insights into business, requiring more advisory and consultancy services from our teams.”
This paradigm shift in expectations is reshaping the workforce significantly. A new baseline is emerging, ushering positive changes. However, this evolution also presents talent challenges, posing difficulties for SSCs to attract and retain the necessary workforce.
A time for change
To thrive in the rapidly expanding SSC market, companies are revaluating their talent strategies. A notable shift from generic hiring to specialised skills, particularly in technology (e.g., AI, Advanced Engineering, cybersecurity), is evident.
Recognising the growing technology talent gap, a recent survey indicates that 90% of SSCs are actively recruiting for niche skills and retraining existing staff. This approach has proven successful in bridging talent gaps for SSCs.
Expertise that makes a difference
To meet the surging demand for tech-savvy talent, SSCs must establish a robust long-term strategy. A crucial element in this endeavor is a seasoned Recruitment Process Outsourcing (RPO) partner. Armed with extensive market experience, the right RPO provider can adeptly address talent challenges, understand diverse industries and global markets.
With access to detailed market mapping tools, RPO organisations significantly contribute to identifying specialist skills, offering a distinct advantage for India’s SSCs. This strategic partnership enhances SSCs’ success in adapting to the evolving technology landscape.
How AMS can be the right partner for you
SSCs require a dependable RPO partner for swift and efficient talent acquisition. As a market leader with decades of cross-industry experience, AMS offers comprehensive talent solutions. Drawing on our expertise, we seamlessly design, build, and manage customised Talent Acquisition capabilities, ensuring a sustainable talent pipeline from sourcing to onboarding.
The challenge
The client, a global expert coatings company, had a decentralised hiring process involving multiple vendors to manage recruitment across various business units including its Global Shared Service (GBS) division in Pune and Sales division pan India.
The Solution
AMS partnered with the client since March 2023 and implemented diverse talent acquisition solutions that best fit the client’s needs. This approach not only enabled the client to attract and secure the best talent in the industry, but also optimise their overall hiring process.
The partnership has achieved great success:
To find out more about how AMS has the expertise to solve your talent challenges, get in touch today.
As we close out 2023 and reset for the months ahead, AMS is looking forward to a new year of tech talent learnings and industry changes. Heading into the unknown tech landscape is going to be undoubtedly transformative for talent teams worldwide. I’ve spent the last few weeks on press tours and other motivational meetings and I’ve come to several reflections and conclusions about 2023 as they relate to progress I think we’ll see in the next 12 months.
AMS’ regional MDs share their insights into the current talent acquisition issues.
The market for Shared Service Centres (SSCs) in India is dynamic. Finding the right people is increasingly challenging due to the rapidly evolving trends that are impacting the supply and demand of talent.
A recent survey by Ernst & Young India highlighted that the expansion of SSCs in India could reach $110 billion (USD) by 2030. That’s a $65 billion (USD) increase from today’s market. As India continues to be a global hotspot for SSCs, addressing the escalating demand for talent becomes a pivotal question.
Navigating talent shortages
In a constantly evolving market, SSCs’ success hinges on being able to react quickly. Whether it is launching a new SSC or expanding the current workforce for a particular project, it is vital to be able to scale talent functions up and down at speed to avoid unnecessary hold ups.
There is a considerable need for talent in the market, as evidenced by the fact that 57% of SSCs in India want to increase their workforce, maybe even doubling it over the course of the next year. In fact, according to a recent NLB Services report, SSCs will add 3.64 lac new jobs over the next year – an approximate 38% growth from the previous year.
An RPO partner can provide the agility a business needs in view of market demands. Hiring managers can source, engage, and acquire the right talent more quickly and effectively, leveraging on the scalability the RPO partner offers during peaks and troughs.
Accessing expertise when you need it
Businesses are shifting away from general positions toward hiring for specific niches. There is currently a great need for employees to retrain and upskill in hard-to-find technology skills. The need for talent with expertise in technical skills such as AI/ML, ERP, advance engineering and cyber security has increased dramatically over the past 12 to 18 months.
When working closely with an RPO partner, businesses can harness decades of market experience across a range of global industries and recruitment campaigns. This includes working with specialist sourcing teams with access to wide talent pools, from entry-level roles to specialist and niche skills.
Leveraging this depth and breadth of expertise and insight, SSCs will be well-supported at every step of the recruitment journey. From sourcing to onboarding, an RPO partner can help design, build, and run a fully optimized talent acquisition function that is tailored to the needs of the business.
Finding the right strategy
Amid the intensifying talent war, SSCs are fighting for the best candidates – globally and locally – from an ever-shrinking talent pool. SSCs are recognising the need to attract and retain highly skilled talent, with 67% of those in India agreeing that their ability to attract talent needs improving. For that, a robust talent strategy is vital.
However, crafting such a strategy can be challenging. Businesses can partner with RPO providers equipped with expert advisory teams embedded in every aspect of TA – from Employee Value Proposition (EVP), technology, to diversity, equity, and inclusion (DEI) and employer branding. With access to their data and market insights, and the ability to tap into a wide client base covering many sectors, this advantage can help businesses create a successful candidate attraction strategy and position themselves as an employer of choice.
Investing in the right technology
Technology is changing the way we work. As SSCs move towards a more technical and data-driven approach to recruitment, many agree that having the right technology in place will deliver better candidate outcomes.
Specifically, around 96% of recruiters identify Artificial Intelligence (AI) as one of the best ways to enhance their recruitment processes. For instance, it can help businesses save time by eliminating admin bottlenecks, allowing them to focus on other critical tasks, such as connecting with candidates.
However, it can be overwhelming to choose the best talent technology tools for your business when there are plenty of options available.
An experienced RPO partner will determine the best technology stack for your business goals – evaluating, implementing, deploying, and optimizing the right technology for your specific challenges. They can even train TA teams on using the new technology if businesses opt for in-house integration.
In conclusion, as SSCs navigate the multifaceted challenges of talent acquisition, strategic partnerships with RPO providers can emerge as a linchpin for success, ensuring that SSCs are well-equipped to thrive in the evolving landscape and secure the right talent every time.
Look out for the next article in this series, where we will do a deep dive into each of the above on how AMS can sharpen your hiring strategy.
Find out more about AMS’ solutions by getting in touch today.
Last month AMS joined a roundtable with global HR industry analyst, Josh Bersin, and senior talent representatives from six major multinationals. The discussion was centered on key trends in the talent landscape, and how they’re changing the market and powering success.
Here are the five key things we learnt:
1. The future is skills-based
The trend away from the traditional, role-based hiring model to a skills-based approach continues. Some roundtable participants had already begun taking on skills-based hiring projects and pilots. The group started their discussion by focusing on some of the most common teething problems. As with all major transformations, getting used to doing things differently takes time.
Scaling up skills-based hiring away from project-based skills hiring is proving to be a challenge. Moving away from role taxonomies to skills architecture is a huge undertaking.
Most organisations don’t yet have a handle on the skills that exist in the workforce, nor do they fully understand what the critical skills for their organisation in the future are. Getting agreement on the key skills and finding a way to track hidden and transferrable skills in their workforce is a significant feat. For example, how do you know what skills specific employees have without relying on employees for their own input?
A change of mindset is also needed with hiring managers and recruiters. Moving away from ‘experience’ to ‘skills’ requires stepping out of comfort zones. Learning to value ‘power’ skills (such as curiosity and life-long learning) is key.
2. The role of the recruiter is changing
The role of the recruiter is changing, and ‘talent advisory’ is increasingly in demand.
recruiters need to use data to demonstrate the availability of skills, to hiring managers and to provide alternative approaches to hiring that are cost effective and sustainable”. To exploit new technologies, they need to be data interpreters and move away from opportunistic sales to consultative insight. Sourcing like this is giving definition to TA careers, boosting the reputation of the industry to new talent, and powering internal change.
“Alongside skill-based hiring, there’s a need to upskill the recruiting role,” explained Bersin. “Skills-based hiring requires recruiters to become talent advisors,” and TA needs to recognise and get ahead of that shift.
“People often have overly high expectations of what a skills project will do for them – it is important but not just a technical solution,” explained Bersin. “Skills hiring is being manifested in tools and AI to help recruiters. But, as you know, finding the right person for the right job is a ‘human’ problem.”
3. A focus on skills will help retain early career talent
The sparkle of drawn-out graduate programmes has gone. Jobs lasting more than two years are no longer the norm, and early careers Gen Z talent expect and plan to move around. A skills-based approach aligns with this shift.
Fostering transferable skills allows organisations to satisfy their employees’ thirst for change and to embed internal mobility in place of a culture of movement outside of organisations. It also allows companies to train their people for those critical roles, outside the structures of graduate/traditional pathways.
4. TA has a seat at the table and is influencing change
“When executives are focussed on recruiting and put TA in a strategic position, that leads to success,” explained Josh Bersin.
This was one of the strongest areas of agreement around the table: Talent leaders need to stay connected to business strategy because they’re best placed to advance it when the market improves.
Businesses should avoid making their talent acquisition teams a victim during recessions. Instead, they should apply the transferrable-skills model and transition their teams into other areas of the business, such as research advisory or AI technologies. So when hiring starts again, businesses have retained their key people.
5. AI is changing the game, but we’re still the players
“AI is a phenomenon picking up speed like a snowball,” said Bersin. Online, mobile, cloud technologies, and AI are changing everything. But AI needs to be demystified to increase uptake and encourage meaningful deployment.
Businesses need to move towards AI technology, not fear it. And this comes from top-down leadership.
As with other industries, AI is enabling valuable efficiencies and offering keen insights, but human instinct and experience remains crucial in recruitment decision-making. TA teams need to reposition themselves around the skills agenda, not hand over responsibility to algorithms.
So, is your TA team set up for success?
To speak to AMS about how to progress skills-based hiring in your organisation, embed transformative AI, streamline hiring strategies, and upskill your talent teams, get in touch today.
People often have overly high expectations of what a skills project will do for them – it is important but not just a technical solution,” explained Bersin. “Skills hiring is being manifested in tools and AI to help recruiters. But, as you know, finding the right person for the right job is a 'human' problem.”
© 2025 Alexander Mann Solutions (AMS)