Recruiting Future with Matt Alder - What's Next For Talent Acquisition, HR & Hiring?

People are worried about the use of AI in recruiting. Headlines warn us that artificial intelligence might amplify biases and automate unfairness. Regulators are scrambling to introduce legislation, and talent acquisition leaders are cautious about adopting these new tools. But is this fear causing us to miss the bigger picture? When implemented intentionally and responsibly, could AI become one of the most powerful tools we've ever had for reducing systemic bias and creating fairer hiring practices? Keep listening to find out.

Recruiting processes often prioritize speed and familiarity over fairness and inclusion and, in so doing, reinforce existing biases. With AI becoming increasingly integrated into hiring, many worry that this technology will amplify bias even more. However, some recently published research suggests this assumption doesn't tell the whole story.

My guest this week is Torin Ellis, an experienced recruiter, DEIB strategist, and high-profile advocate for fair and inclusive hiring. Torin recently published research in collaboration with Plum, specifically highlighting how organizations that use AI in an intentional way are seeing significant improvements in diversifying their candidate slates and expanding their talent pools. He believes that AI can create a more level playing field for all candidates if it's properly deployed. Torin also emphasizes that the risks of AI-driven biases are real, and recruiters need to approach AI thoughtfully and responsibly.

In the interview, we discuss:

• What makes recruiting systemically biased

• Democratizing access to opportunity

• How AI is diversifying slates of talent

• The dangers of relying on resumes

• Using AI intentionally to reduce bias 

• Upskilling, reskilling, and driving toward equal compensation

• What are the dangers of AI?

• How are employers responding to the attacks on DE&I?

• What does the future look like

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According to Gartner 83% of HR technology buying decisions end in regret. In a world where talent acquisition is more complex and business-critical than ever, why are so many organizations making technology investments they later wish they hadn't? The challenge isn't just about picking the right tools; it's about proving its value, winning stakeholder buy-in, and ensuring it delivers tangible business outcomes.

Buying talent acquisition technology has never been more challenging. Economic uncertainty, increasing stakeholder scrutiny, and the rapid pace of innovation mean that making the right decision—and proving its value—can feel like an uphill battle. With so much information available, how do TA leaders ensure they're making the best possible choice while also securing the budget and support they need?

My guest this week is Matt Sharp, SVP of Go-To-Market and General Manager of EMEA at iCIMS. Matt shares expert insights into how organizations can navigate the complexities of building a compelling business case, engage vendors more strategically, and ultimately make technology decisions they won't regret.

In the interview, we discuss:

• The difficulties and complexity of the current tech procurement landscape

• The increasing number of stakeholders involved in making a decision

• Mitigating risk through better research

• Involving vendors in the process in a strategic way

• Understanding what different stakeholders care about

• Dealing with mandated software that is not fit for purpose

• The business case isn't the process. It is the output of the process.

• Value journeys and value engineering

• What does the future look like?

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Talent acquisition is evolving faster than ever. With AI reshaping the hiring landscape, skill gaps widening across industries, and businesses facing constant disruption, the role of TA leaders is shifting significantly. It’s no longer just about hiring—it’s about breaking down silos, driving workforce transformation, and ensuring companies have the right talent to stay competitive.

So, what does this mean for TA leaders? How can they move beyond being reactive and take on a more strategic role in shaping the future of work? And with the rise of fractional and interim TA leadership, is this the next big shift in how companies access talent expertise?

My guest this week is Virginia Tirado, an experienced TA and talent leader who has seen firsthand how the function is evolving. In this episode, she shares her insights on the growing need for skills-based hiring, how TA leaders can build stronger partnerships across the business, and why embracing change is key to staying relevant in an uncertain future.

In the interview, we discuss:

• From reactive to strategic

• Data-driven decision making

• How does TA now fit into the talent function?

• Breaking down silos

• Influencing business objectives

• The importance of partnering 

• What skillset and outlook do leaders need right now?

• Fractional, interim, and consulting

• Skills-based hiring

• What does the future look like for TA

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For as long as we can all remember, hiring has been built around resumes detailing previous experience, qualifications, job titles, and technical skills. But in a world where jobs are changing faster than ever, the skills that seem essential today can quickly become obsolete tomorrow. Hard skills are perishable, but durable skills like adaptability, problem-solving, and teamwork are now the real predictors of long-term success.

 So, how can companies move beyond outdated hiring practices and focus on what really matters? And what does this shift towards durable skills mean for hiring managers and job seekers looking to future-proof their careers?

My guest this week is Caitlin MacGregor, CEO and co-founder of Plum. Caitlin is a massive advocate for hiring based on durable skills and the science behind this. She shares why resumes are no longer enough and why focusing on durable skills could be the key to long-term success for employers and employees.

In the interview, we discuss:

• What are durable skills?

• Why do they ensure while hard skills are perishable?

• The science behind this

• Innate talent, drivers, and drainers

• Using accurate assessment data rather than inaccurate resume data

• How to elevate durable skills in the hiring process

• How to identify key behavioural indicators at a time when jobs are changing so quickly

• How should individual think about their durable skills?

• What does the future look like?

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Eleven years ago, I wrote a blog post with a title that asked the question, “Can you replace a recruiter with an algorithm?”. It provoked an instant reaction and a resounding no from everyone who read it. Fast forward to the present day, and technology has moved on exponentially, but the debate about technology replacing what have always been considered very human aspects of recruiting remains as emotionally charged as it has always been.

The mental models and cultural norms around recruiting run deep, but are we having the right debate? Perhaps the real shift isn’t about AI replacing recruiters. It’s about how quickly recruiters can rethink their role and let go of outdated assumptions. There are several recruiting tasks that AI can already do much better than humans, and the scope is only going to increase.

So what’s left for recruiters? How do we redefine the role of talent acquisition in an AI-driven world? And why is mindset the most critical factor in whether AI becomes a threat or an opportunity?

My guest this week is Nikos Moraitakis, CEO of Workable. In our wide-ranging conversation, we discuss the advancing cognitive ability of AI and how it is changing the way we need to think about what it means to be a recruiter.

In the interview, we discuss:

• The increasing cognitive ability of technology

• Recruiting tasks that AI can already do better than humans

• How AI can do things that are impossible for humans

• Lessons from adjacent areas, such as finance

• The importance of recruiters focusing on high-value tasks

• Agentic AI and Reasoning Models

• What will the ATS of the future be like

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Talent acquisition is fundamentally about people making decisions, but how often do we stop to consider why people make the decisions they do? Whether it’s a recruiter screening a resume, a hiring manager assessing a candidate or a successful applicant deciding whether to accept the role, behavioral science plays a role in every step of the process.

Yet, despite its power, the psychology of hiring goes unnoticed, operating in the background rather than being used strategically. What if we could harness it to improve candidate experience, reduce bias, and make hiring more effective?

My guest this week is Stephen Reilly, an experienced Global Talent Acquisition & Talent Transformation Specialist. In our conversation, he explains how behavioral science and psychology influence hiring, why recognizing these patterns is critical, and how TA leaders can apply these insights to transform their processes.

In the interview, we discuss:

• Behavioral science and behavioral psychology

• Why behavioral science is so vital in TA right now

• Transparency in the candidate experience

• Small interventions that make a massive difference

• How recruiters are already using behavior science but might not realize it

• Apply science at scale to recruiting.

• Process optimization and evolution

• Advice to TA leaders on the first steps to take

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At a time when DE&I initiatives are facing increasing hostility, it's more important than ever to highlight the real value of inclusive hiring. Beyond being the right thing to do, inclusive hiring broadens talent pools, fosters innovation, and ensures that organizations tap into the full spectrum of people's skills and potential.

But what does true accessibility in hiring look like, and how can companies create recruitment processes that are genuinely fair for everyone?  

My guest this week is Ron Fish, Global Talent Acquisition Leader at Ivanti and a passionate advocate for disability inclusion in the workplace. Ron is at the forefront of championing accessibility not just to comply with regulations but to build environments where everyone can succeed.

In the interview, we discuss:

• How a revelation about the corporate career site accelerated Ron's journey as an advocate for disability inclusion.

• Optimal work environments work for everyone.

• How accessibility has massively advanced inclusion and belonging at Ivanti

• When bias outweighs common sense

• Focusing on skills and abilities

• Treating people as individuals rather than labels

• Accommodations in the hiring process, how simple changes can make a huge difference

• Why individuals with disabilities might be reluctant to disclose their needs during the recruitment process, and what strategies can address these concerns

• Shifting the perception of disability to make hiring more inclusive

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Have you ever wondered how an elite baseball player can track a 95-mile-per-hour fastball and actually connect? Or how a Premier League footballer can deliver a perfect pass over half the pitch to a moving teammate? The way elite athletes develop their attributes and build skills has big lessons for how we need to think about talent and hiring in the workplace.

We've been discussing skills-based hiring and skills-based organizations for a while now. As the need for skills agility grows, we must deepen our understanding of the attributes, skills, and potential to make better hiring decisions.

One area that uses cutting-edge science to do this is elite sport. My guest this week is Dr. Daniel Laby, a Sports Vision Ophthalmologist who works with elite athletes and top baseball teams, including the Chicago Cubs and the Boston Red Sox.

This is a really fascinating discussion with some important lessons for HR and Talent Acquisition, for example, why we should emphasize future potential over past performance, the importance of recognizing that sometimes there is a specific order in which skills need to be developed, and why average can sometimes be mistaken for best in skills assessment.

In the interview, we discuss:

• How do you improve elite performance?

• Working with Red Bull and Trent Alexander-Arnold

• A common misconception about vision

• The importance of specific attributes in specific sports

• Nature, nurture and brain plasticity

• The skills pyramid

• How small changes make a big difference

• The role of technology

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A full transcript will appear here shortly

Round Up is the monthly show on The Recruiting Future Podcast channel that highlights episodes you may have missed and gives you my take on some of the key learnings from the guests.

Episodes mentioned in this Round Up:

Ep 666: The ROI Of Employer Branding

Ep 667: Traditional HR is Dead, Here’s What’s Next

Ep 668: Strategic Budgeting For TA Leaders

Ep 669: How L’Oréal Group is Using AI To Evolve Talent Acquisition

Ep 670: Jeff Taylor: Rethinking Hiring for the AI Age

Ep 671: Balancing AI & The Human Touch

Ep 672: Are Career Sites Evolving Quickly Enough?

Ep 673: The Route To Skills-Based Hiring

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The move towards skills-based strategies in organizations is still a big topic. This is unsurprising, as the advantages are significant. Skills-based thinking solves critical business challenges by better aligning talent strategies to business goals and offering the skills agility many employers badly need. Skills-based hiring also widens talent pools and challenges the entrenched mental models that sometimes form barriers to companies hiring the talent they actually need.

However, the road to being a skills-based organization is long and complex, and only a small minority of employers are making real progress. So, what needs to change? How can AI be harnessed? How can we anticipate future skills needs? And how should TA teams be reimagined to make skills-based hiring a reality?

My guest this week is Jen Cunningham, VP of Global Talent Acquisition at Pearson. Pearson is leading the way with skills-based people strategies, and Jen has a wealth of experience and insight to share.

In the interview, we discuss:

• How TA is evolving

• Elevating the candidate experience

• Agility, resilience, and authenticity

• Better alignment between people strategy and business strategy

• How do you identify and validate skills?

• Internal and external agility

• How the traditional structure of HR is changing.

• Data, strategy, and influence

• What skills should TA teams have in the age of AI?

• What does the future look like?

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