State of Talent Acquisition Annual Survey, War on Middle Managers, a Journey to Synergy, How to Guide for Neurodiverse Hiring and a chat in Vienna reviewing the year 2024...
Ooof that recruitment inefficiencies link is very useful! I really want to start measuring recruitment success next year (beyond agency spend...) and acceptance rate is something I hadn't considered including, but should.
1. The annual report "Understanding priorities and trends in Talent Acquisition" is an interesting paradox of insight.
On the one hand, clear data that filling vacancies remains incredible difficult, yet at the same time, TA resources are being eroded more and more.
Sure there is a tech/AI element to this, but if "cross-sector shortfalls continue to increase up to 80%, reaching an 18-year high" as per the cited Manpower report, how does tech or AI help solve this any better than humans - genuine open question?
Feels to me like under-investment in one of the most important areas of candidate attraction and retention will score some serious own-goals going forward.
Neil Hartley - Some interesting insight reinforcing why identifying Pathfinder capability so crucial, especially as resources more stretched.
Note: There is high investment in so-called sustainability initiatives that are (mainly) window-dressing, so why not be honest about this, and redirect investment into Talent Acquisition and DEI teams for more honest business impact?
2. The Ultimate Guide to Neurodiversity Hiring 2025
Fantastic resource on Neurodiverse hiring, I learned a lot by reading this, especially understanding the impact that psychometric tests have on those with neurodiversity.
This is exactly why DEI IS so important as a dedicated function and business area.
Check out Supremacy Culture patterns by Tema Okun to understand what is happening around the DEI roll-back...
5. How to grow professional relationships
This is a fantastic resource and as someone myself that is often viewed as a super-connector (of awesome people to other awesome people based on values and experiences), I totally relate to a) this model and b) the value of knowing where your strong and weak bonds are in relation to the different areas of this model.
Strongly inviting my network to read this, and also, an invitation to reflect on your professional network i.e how transactional is it, how relational is it (beyond niceties), and how open are you to collaboration based on reciprocity?
10. The Great Flattening is here to stay
"There just aren't enough supervisory jobs to go around anymore" is one quote from this super interesting report.
I am curious based on reading this if we are seeing an organic trajectory towards new organisational structures such as self or collectively-managed structures (which would be no bad thing in and of itself from an employee experience and performance point of view, in principle), or if this is a pure reaction to cost-cutting and perception of ineffectiveness of hierarchy.
Knowing of a range of mid sized corporates entering 'cost-cutting zones,' despite making millions of EBITDA each quarter, has me thinking its more the latter.
Ooof that recruitment inefficiencies link is very useful! I really want to start measuring recruitment success next year (beyond agency spend...) and acceptance rate is something I hadn't considered including, but should.
we probably need to do a few Brainfood Lives on this next year
As always loved the newsletter Hung. Scanned it and then downloaded the talent trend report and just resurfaced after 1.5 hour :).
Great, as always!
very glad to read this Johannes! Hope all is good hombre. What big plans can we expect from you in 2025 when it comes to AI + HR?
Superb smorgasbord of insight today Hung - enjoyed this edition a LOT!
thanks Garry - what was your favourite item this week?
1. The annual report "Understanding priorities and trends in Talent Acquisition" is an interesting paradox of insight.
On the one hand, clear data that filling vacancies remains incredible difficult, yet at the same time, TA resources are being eroded more and more.
Sure there is a tech/AI element to this, but if "cross-sector shortfalls continue to increase up to 80%, reaching an 18-year high" as per the cited Manpower report, how does tech or AI help solve this any better than humans - genuine open question?
Feels to me like under-investment in one of the most important areas of candidate attraction and retention will score some serious own-goals going forward.
Neil Hartley - Some interesting insight reinforcing why identifying Pathfinder capability so crucial, especially as resources more stretched.
Note: There is high investment in so-called sustainability initiatives that are (mainly) window-dressing, so why not be honest about this, and redirect investment into Talent Acquisition and DEI teams for more honest business impact?
2. The Ultimate Guide to Neurodiversity Hiring 2025
Fantastic resource on Neurodiverse hiring, I learned a lot by reading this, especially understanding the impact that psychometric tests have on those with neurodiversity.
This is exactly why DEI IS so important as a dedicated function and business area.
Check out Supremacy Culture patterns by Tema Okun to understand what is happening around the DEI roll-back...
5. How to grow professional relationships
This is a fantastic resource and as someone myself that is often viewed as a super-connector (of awesome people to other awesome people based on values and experiences), I totally relate to a) this model and b) the value of knowing where your strong and weak bonds are in relation to the different areas of this model.
Strongly inviting my network to read this, and also, an invitation to reflect on your professional network i.e how transactional is it, how relational is it (beyond niceties), and how open are you to collaboration based on reciprocity?
10. The Great Flattening is here to stay
"There just aren't enough supervisory jobs to go around anymore" is one quote from this super interesting report.
I am curious based on reading this if we are seeing an organic trajectory towards new organisational structures such as self or collectively-managed structures (which would be no bad thing in and of itself from an employee experience and performance point of view, in principle), or if this is a pure reaction to cost-cutting and perception of ineffectiveness of hierarchy.
Knowing of a range of mid sized corporates entering 'cost-cutting zones,' despite making millions of EBITDA each quarter, has me thinking its more the latter.
Signal to noise is off the hook Hung 🔥
I’m not even in HR but your weekly is a must on my pancake 🥞 making Sunday morning. 🙌
amazing to read this comment - thank you 🙏