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Future-Proofing Talent Acquisition: 5 Capabilities I’d Build Right Now · Edan Haddock - Total Talent

• 0:52
  SPEAKER_00: Hello and welcome back to Eden Haddock Total Talent.
• 0:56
  SPEAKER_00: I am your host, Eden Haddock, Head of Talent and People Experience at Movember.
• 1:03
  SPEAKER_00: No guests, no sponsors, no vendor talking points.
• 1:07
  SPEAKER_00: Just one talent practitioner still on the tools, talking about where I think our profession is going.
• 1:15
  SPEAKER_00: And today I want to talk directly to my fellow internal talent acquisition professionals.
• 1:21
  SPEAKER_00: Because I think there's a little bit of nervousness out there at the moment.
• 1:26
  SPEAKER_00: Actually, let's call it what it is.
• 1:29
  SPEAKER_00: There is a lot of nervousness.
• 1:32
  SPEAKER_00: Teams are getting smaller, recruitment volumes have changed.
• 1:38
  SPEAKER_00: Again, there are restructures happening.
• 1:41
  SPEAKER_00: And again, there are redundancies happening.
• 1:45
  SPEAKER_00: AI is getting better incredibly quickly.
• 1:49
  SPEAKER_00: Technology that used to help recruiters perform individual tasks is increasingly capable of completing entire chunks of the recruitment process.
• 2:02
  SPEAKER_00: And I think there are people sitting inside internal talent teams looking around and wondering, well, where does this leave me?
• 2:11
  SPEAKER_00: Is my role going to exist in three years, five years?
• 2:17
  SPEAKER_00: What happens if recruitment volumes drop?
• 2:21
  SPEAKER_00: What happens if AI can source?
• 2:24
  SPEAKER_00: What happens if AI can screen?
• 2:27
  SPEAKER_00: What happens if AI can schedule, communicate with candidates, write advertisements, create interview guides, and analyze talent pools?
• 2:40
  SPEAKER_00: What happens to us?
• 2:43
  SPEAKER_00: So today I don't want to give you some fluffy reassurance that everything's going to be fine.
• 2:50
  SPEAKER_00: Because I don't know that.
• 2:53
  SPEAKER_00: And neither does anyone else.
• 2:56
  SPEAKER_00: What I do believe, though, is there is an enormous opportunity sitting in front of internal talent professionals.
• 3:06
  SPEAKER_00: But we have to stop defining our capability by recruitment activity.
• 3:13
  SPEAKER_00: The future isn't necessarily about becoming a better recruiter.
• 3:18
  SPEAKER_00: It's about becoming a broader talent professional.
• 3:23
  SPEAKER_00: And that distinction matters.
• 3:26
  SPEAKER_00: Because as we move into workforce 5.0, where humans and technology increasingly work together, I think the people who will thrive are going to be those who understand the entire talent ecosystem, not just acquisition.
• 3:46
  SPEAKER_00: So today I want to give you five capabilities I would personally start building right now if I were thinking about future-proofing my career in internal talent.
• 3:58
  SPEAKER_00: And I really believe we all should.
• 4:01
  SPEAKER_00: So it's not five AI tools, not five recruitment hacks, but five actual professional capabilities.
• 4:13
  SPEAKER_00: Number one, learn REM.
• 4:16
  SPEAKER_00: Learn REM.
• 4:19
  SPEAKER_00: This is probably going to surprise some people.
• 4:23
  SPEAKER_00: But if you work in internal talent acquisition and you don't understand remuneration, I think this is one of the biggest opportunities to expand your capability.
• 4:36
  SPEAKER_00: And I don't mean knowing roughly what a software engineer gets paid.
• 4:40
  SPEAKER_00: We already do that.
• 4:43
  SPEAKER_00: Recruiters develop incredible market knowledge.
• 4:47
  SPEAKER_00: We know when a salary isn't going to land.
• 4:51
  SPEAKER_00: We know when a hiring manager has unrealistic expectations.
• 4:57
  SPEAKER_00: We know when the market has moved before sometimes the organization itself knows the market has moved, right?
• 5:05
  SPEAKER_00: But there is a massive difference between knowing salary and understanding remuneration.
• 5:16
  SPEAKER_00: Learn how organizations actually determine the value of a role.
• 5:21
  SPEAKER_00: Learn job evaluation.
• 5:24
  SPEAKER_00: Learn salary bands.
• 5:28
  SPEAKER_00: Learn market percentiles.
• 5:32
  SPEAKER_00: Learn comp ratios.
• 5:35
  SPEAKER_00: Learn internal equity.
• 5:39
  SPEAKER_00: Understand fixed remuneration versus total remuneration.
• 5:45
  SPEAKER_00: Understand short-term incentives, long-term incentives, benefits, allowances.
• 5:54
  SPEAKER_00: Understand what P25, P50, and P75 actually mean in salary benchmarking.
• 6:05
  SPEAKER_00: Then go deeper.
• 6:08
  SPEAKER_00: Learn some of the frameworks organizations use.
• 6:13
  SPEAKER_00: Understand MERSA IPE.
• 6:17
  SPEAKER_00: Understand the principles behind the Hay methodology.
• 6:22
  SPEAKER_00: You don't necessarily need to become a REM specialist.
• 6:28
  SPEAKER_00: But imagine the difference in the conversation.
• 6:31
  SPEAKER_00: A hiring manager says, I need to increase the salary because I can't find anyone.
• 6:38
  SPEAKER_00: Traditional recruitment thinking might be, yep, the market is telling us we're under.
• 6:45
  SPEAKER_00: But a broader talent professional might say, possibly.
• 6:51
  SPEAKER_00: But let's don't understand where this role sits against our internal architecture, where we're positioned against the external market.
• 7:01
  SPEAKER_00: Whether the issue is base salary or total reward.
• 7:07
  SPEAKER_00: And what changing this package does to internal equity.
• 7:12
  SPEAKER_00: You see, that's a totally different conversation.
• 7:18
  SPEAKER_00: You're no longer simply filling the vacancy, you're advising on workforce decisions.
• 7:25
  SPEAKER_00: And that is where I think our value sits.
• 7:29
  SPEAKER_00: Our future value.
• 7:33
  SPEAKER_00: Number two, learn workforce planning.
• 7:37
  SPEAKER_00: This one is massive.
• 7:40
  SPEAKER_00: For years, talent acquisition has largely been brought into the conversation when somebody says we need to hire.
• 7:49
  SPEAKER_00: By that point, an enormous number of decisions have already happened.
• 7:56
  SPEAKER_00: Someone has decided there is a vacancy.
• 8:00
  SPEAKER_00: Someone has decided the vacancy needs replacing.
• 8:04
  SPEAKER_00: Someone has decided it should be permanent.
• 8:08
  SPEAKER_00: Someone has decided where it should sit.
• 8:13
  SPEAKER_00: Someone has probably already recycled the previous position description.
• 8:17
  SPEAKER_00: Ah! Drives me nuts.
• 8:20
  SPEAKER_00: And then talent gets the requisition.
• 8:23
  SPEAKER_00: Can you find me someone?
• 8:27
  SPEAKER_00: I think Workforce 5.0 completely challenges that model.
• 8:33
  SPEAKER_00: Because the first question increasingly shouldn't be who do we hire?
• 8:39
  SPEAKER_00: It should be what work needs to be done?
• 8:44
  SPEAKER_00: Then, what capability does that work require?
• 8:50
  SPEAKER_00: Do we already have that capability?
• 8:54
  SPEAKER_00: Could someone internally develop it?
• 8:58
  SPEAKER_00: Could technology perform part of the work?
• 9:02
  SPEAKER_00: Could AI augment someone already in the team?
• 9:07
  SPEAKER_00: Could we redesign the role?
• 9:10
  SPEAKER_00: Could we use contingent labor?
• 9:13
  SPEAKER_00: Could we use a consultant?
• 9:17
  SPEAKER_00: Could we borrow capability from another team?
• 9:21
  SPEAKER_00: Could we automate the work entirely?
• 9:26
  SPEAKER_00: And only after exploring those questions might we arrive at, yes, we need to recruit.
• 9:35
  SPEAKER_00: Now that's simplified, but that is workforce planning.
• 9:40
  SPEAKER_00: And internal talent professionals, we're beautifully positioned to become good at it.
• 9:47
  SPEAKER_00: Why?
• 9:49
  SPEAKER_00: Because we already sit at this incredible intersection between the external market and the internal organization.
• 10:00
  SPEAKER_00: We know what capability exists externally.
• 10:06
  SPEAKER_00: We know what candidates are asking for.
• 10:10
  SPEAKER_00: We see emerging job titles.
• 10:14
  SPEAKER_00: We see skills changing.
• 10:17
  SPEAKER_00: We see salary movements.
• 10:20
  SPEAKER_00: We hear what competitors are doing.
• 10:24
  SPEAKER_00: That information is incredibly valuable.
• 10:28
  SPEAKER_00: But only if we elevate ourselves from order takers to workforce advisors.
• 10:37
  SPEAKER_00: So learn workforce planning.
• 10:40
  SPEAKER_00: Learn demand forecasting.
• 10:44
  SPEAKER_00: Learn scenario planning.
• 10:47
  SPEAKER_00: Learn capacity versus capability.
• 10:51
  SPEAKER_00: Learn how organizations map critical roles.
• 10:55
  SPEAKER_00: Learn how they assess workforce risk.
• 11:00
  SPEAKER_00: Learn build, buy, borrow, bot.
• 11:05
  SPEAKER_00: Whatever framework your organization uses, understand the thinking behind it.
• 11:12
  SPEAKER_00: Because I genuinely believe one of the biggest evolutions of talent acquisition is going to be moving from how do we fill this role to how should we solve this capability problem?
• 11:29
  SPEAKER_00: That's a much more valuable question.
• 11:35
  SPEAKER_00: Number three, get serious about talent management.
• 11:40
  SPEAKER_00: This is where I think the artificial walls we've built inside HR are going to become increasingly unhelpful.
• 11:50
  SPEAKER_00: Talent acquisition over here, learning over there, performance over there, succession somewhere else.
• 11:59
  SPEAKER_00: Organizational development again, somewhere else.
• 12:03
  SPEAKER_00: But why?
• 12:06
  SPEAKER_00: The employee doesn't experience themselves in those little HR boxes.
• 12:13
  SPEAKER_00: The organization doesn't experience talent like that either.
• 12:19
  SPEAKER_00: If I'm trying to fill a critical role, external recruitment is only one possible answer.
• 12:27
  SPEAKER_00: There might be someone sitting three desks away who could already do it.
• 12:34
  SPEAKER_00: There might be someone at 70% readiness who could do it within six months of development.
• 12:41
  SPEAKER_00: There might be someone identified as high potential who needs exactly this opportunity.
• 12:49
  SPEAKER_00: There might be someone who is a retention risk because they can't see their next move.
• 12:56
  SPEAKER_00: And simultaneously, we're spending thousands of dollars trying to find the same capability externally.
• 13:03
  SPEAKER_00: That just doesn't make sense.
• 13:07
  SPEAKER_00: So learn talent management.
• 13:09
  SPEAKER_00: Understand succession planning.
• 13:13
  SPEAKER_00: Understand performance and potential.
• 13:17
  SPEAKER_00: Understand nine-box methodology, but also understand its limitations.
• 13:24
  SPEAKER_00: Learn about critical roles.
• 13:28
  SPEAKER_00: Learn talent risk.
• 13:30
  SPEAKER_00: Learn internal mobility.
• 13:33
  SPEAKER_00: Learn career pathways.
• 13:35
  SPEAKER_00: Learn skills taxonomies.
• 13:39
  SPEAKER_00: Understand the difference between someone's current performance and their future potential.
• 13:46
  SPEAKER_00: Get comfortable talking about bench strength.
• 13:51
  SPEAKER_00: Ask what happens if a critical person leaves tomorrow.
• 13:56
  SPEAKER_00: Start thinking about talent pools as including people who already work for the organization, not just candidates sitting in your ATS.
• 14:07
  SPEAKER_00: Because I think the future talent professional needs to be able to look at a vacancy and see the whole talent system, not just LinkedIn.
• 14:18
  SPEAKER_00: And here's where it gets really interesting.
• 14:22
  SPEAKER_00: Once you understand workforce planning, remuneration, and talent management together, suddenly you start seeing connections.
• 14:34
  SPEAKER_00: The organization doesn't need another recruiter.
• 14:38
  SPEAKER_00: It needs somebody who can say, We have a capability risk here.
• 14:44
  SPEAKER_00: Our external market data tells us this skill is becoming more expensive.
• 14:50
  SPEAKER_00: Our succession data tells us we don't have internal coverage.
• 14:56
  SPEAKER_00: Our workforce plan says demand will increase over the next two years.
• 15:03
  SPEAKER_00: So we need to start building this capability now.
• 15:08
  SPEAKER_00: That is strategic talent.
• 15:11
  SPEAKER_00: That is an entirely different value proposition.
• 15:16
  SPEAKER_00: Number four, become fluent in data.
• 15:21
  SPEAKER_00: Now notice I didn't say become a data analyst.
• 15:24
  SPEAKER_00: You don't need to be.
• 15:26
  SPEAKER_00: But you absolutely need to become comfortable with data.
• 15:31
  SPEAKER_00: Tel and acquisition has historically had a slightly weird relationship with metrics.
• 15:37
  SPEAKER_00: Time to hire, time to fill, cost per hire, source of hire, offer acceptance.
• 15:44
  SPEAKER_00: All useful.
• 15:47
  SPEAKER_00: But if those are the only numbers we can talk about, we're measuring the recruitment machine rather than measuring talent.
• 15:57
  SPEAKER_00: Start learning the language of business data.
• 16:00
  SPEAKER_00: Attrition.
• 16:02
  SPEAKER_00: Regrettable attrition, retention, performance, potential, engagement, productivity, capability gaps, workforce cost, vacancy risk, internal mobility, succession coverage.
• 16:26
  SPEAKER_00: Learn how those things connect.
• 16:29
  SPEAKER_00: And most importantly, learn to tell the story behind the numbers.
• 16:37
  SPEAKER_00: Because executives generally don't care that your time to hire moved from 43 days to 39 days, unless you can explain why that matters.
• 16:50
  SPEAKER_00: But tell a leader, three of your five most critical roles have no identified successor.
• 16:59
  SPEAKER_00: The external market for those capabilities has tightened.
• 17:03
  SPEAKER_00: And average recruitment time is four months.
• 17:07
  SPEAKER_00: Now, you've got a conversation.
• 17:11
  SPEAKER_00: That's risk.
• 17:13
  SPEAKER_00: And businesses understand risk.
• 17:17
  SPEAKER_00: Get comfortable with dashboards.
• 17:19
  SPEAKER_00: Get comfortable with Power BI or whatever your organization uses.
• 17:25
  SPEAKER_00: Understand basic data visualization.
• 17:29
  SPEAKER_00: Learn how to interrogate data rather than just report it.
• 17:34
  SPEAKER_00: Ask, so what?
• 17:38
  SPEAKER_00: What is this number telling us?
• 17:41
  SPEAKER_00: What decision should we make because of it?
• 17:45
  SPEAKER_00: What might happen next?
• 17:47
  SPEAKER_00: Right?
• 17:48
  SPEAKER_00: That last question becomes really important.
• 17:53
  SPEAKER_00: Because the next evolution isn't reporting, it's prediction.
• 17:59
  SPEAKER_00: Can talent start identifying where capability gaps are likely to emerge before somebody raises a requisition?
• 18:07
  SPEAKER_00: Can engagement data tell us where we might experience attrition?
• 18:13
  SPEAKER_00: Can succession data tell us where we're exposed?
• 18:19
  SPEAKER_00: Can recruitment data tell us which capabilities are becoming harder to acquire?
• 18:26
  SPEAKER_00: That's where talent gets really interesting.
• 18:32
  SPEAKER_00: Number five.
• 18:34
  SPEAKER_00: Learn how to design human and technology work together.
• 18:39
  SPEAKER_00: Haha.
• 18:40
  SPEAKER_00: Of course, AI had to appear somewhere.
• 18:44
  SPEAKER_00: But deliberately it's number five.
• 18:47
  SPEAKER_00: Because I don't think the answer to future proofing yourself is simply learn AI.
• 18:53
  SPEAKER_00: That advice is too basic.
• 18:56
  SPEAKER_00: Everybody is going to use AI.
• 19:00
  SPEAKER_00: Knowing how to write a prompt isn't going to be some incredible competitive advantage forever.
• 19:09
  SPEAKER_00: The capability I think matters is understanding work design.
• 19:15
  SPEAKER_00: What should humans do?
• 19:17
  SPEAKER_00: What should technology do?
• 19:20
  SPEAKER_00: And how do the two work together?
• 19:24
  SPEAKER_00: That's Workforce 5.0.
• 19:27
  SPEAKER_00: Look at your recruitment process.
• 19:30
  SPEAKER_00: Really look at it.
• 19:32
  SPEAKER_00: Not from the perspective of where can I add AI?
• 19:36
  SPEAKER_00: Ask, why does this process exist in this form at all?
• 19:42
  SPEAKER_00: Take screening.
• 19:43
  SPEAKER_00: Does a recruiter need to manually read three hundred applications?
• 19:48
  SPEAKER_00: Probably not.
• 19:49
  SPEAKER_00: Could technology help?
• 19:51
  SPEAKER_00: Absolutely.
• 19:53
  SPEAKER_00: But should technology make the final decision?
• 19:55
  SPEAKER_00: Maybe not.
• 19:58
  SPEAKER_00: Where does human judgment create value?
• 20:01
  SPEAKER_00: Where does empathy matter?
• 20:04
  SPEAKER_00: Where does context matter?
• 20:08
  SPEAKER_00: Where does judgment matter?
• 20:11
  SPEAKER_00: Where does human interaction materially improve the candidate experience?
• 20:19
  SPEAKER_00: And then ask the opposite.
• 20:22
  SPEAKER_00: Where are humans currently doing repetitive work that technology could perform faster and more consistently?
• 20:31
  SPEAKER_00: Scheduling, administration, transcription, basic communications, data entry, market mapping, first drafts, process coordination, potentially elements of screening.
• 20:54
  SPEAKER_00: The goal shouldn't be protecting tasks because recruiters have historically done them.
• 21:01
  SPEAKER_00: That's the dangerous approach.
• 21:04
  SPEAKER_00: If forty percent of my job can be done better by technology, fantastic.
• 21:10
  SPEAKER_00: Take it.
• 21:11
  SPEAKER_00: Because I want that forty percent back.
• 21:15
  SPEAKER_00: I can reinvest it into workforce planning, talent conversations, candidate relationships, hiring manager advisory, succession, market intelligence, work design.
• 21:35
  SPEAKER_00: That's the opportunity.
• 21:39
  SPEAKER_00: The people I think will struggle most with AI aren't necessarily those who don't understand the technology.
• 21:46
  SPEAKER_00: They'll be the people whose professional identity is attached to tasks that technology can increasingly perform.
• 21:57
  SPEAKER_00: So don't protect the tasks.
• 22:01
  SPEAKER_00: Elevate the role.
• 22:05
  SPEAKER_00: The bonus capability commercial acumen.
• 22:09
  SPEAKER_00: I know I said five, but I'm sneaking one more in.
• 22:12
  SPEAKER_00: Why not?
• 22:13
  SPEAKER_00: Because this one underpins everything I've just talked about.
• 22:17
  SPEAKER_00: Learn the business.
• 22:19
  SPEAKER_00: And I mean learn it.
• 22:21
  SPEAKER_00: Learn it properly.
• 22:23
  SPEAKER_00: How does your organization make money?
• 22:27
  SPEAKER_00: Or if you're in a purpose-led or not-for-profit organization like me, how does it fund its mission?
• 22:34
  SPEAKER_00: Where does the money go?
• 22:37
  SPEAKER_00: What are the biggest costs?
• 22:39
  SPEAKER_00: What drives growth?
• 22:42
  SPEAKER_00: What constrains growth?
• 22:45
  SPEAKER_00: What are your organization's strategic priorities?
• 22:49
  SPEAKER_00: Who are your customers?
• 22:50
  SPEAKER_00: Customers?
• 22:51
  SPEAKER_00: Who are your competitors?
• 22:54
  SPEAKER_00: What could disrupt the organization?
• 22:58
  SPEAKER_00: What capabilities create competitive advantage?
• 23:03
  SPEAKER_00: Because you cannot be a strategic talent professional if you only understand talent.
• 23:09
  SPEAKER_00: You need to understand the organization deeply.
• 23:15
  SPEAKER_00: This is probably one of the biggest differences between recruitment and talent advisory.
• 23:22
  SPEAKER_00: A great recruiter understands the vacancy.
• 23:26
  SPEAKER_00: A great talent advisor understands why the vacancy matters.
• 23:33
  SPEAKER_00: And sometimes understands why it doesn't.
• 23:38
  SPEAKER_00: We need to become comfortable challenging demand.
• 23:43
  SPEAKER_00: Do you actually need this role?
• 23:47
  SPEAKER_00: Why is this role permanent?
• 23:50
  SPEAKER_00: Why is this role at this level?
• 23:53
  SPEAKER_00: Why is this role in this location?
• 23:56
  SPEAKER_00: What happens if we don't hire?
• 23:59
  SPEAKER_00: Could we solve this another way?
• 24:02
  SPEAKER_00: Those aren't recruitment questions.
• 24:05
  SPEAKER_00: They're business questions.
• 24:08
  SPEAKER_00: And I think we're going to need to ask a lot more of them.
• 24:12
  SPEAKER_00: I really do.
• 24:15
  SPEAKER_00: So is talent acquisition dying?
• 24:17
  SPEAKER_00: No, no, no, no, I promise.
• 24:20
  SPEAKER_00: But I think the narrow definition of talent acquisition probably is.
• 24:25
  SPEAKER_00: And maybe that's okay.
• 24:28
  SPEAKER_00: Because I actually think what comes next is more interesting.
• 24:33
  SPEAKER_00: I understand why people are nervous and I empathize.
• 24:38
  SPEAKER_00: When you've built a career around something and suddenly technology starts doing part of that something incredibly well, of course that's uncomfortable.
• 24:50
  SPEAKER_00: It's hard.
• 24:52
  SPEAKER_00: And redundancies aren't theoretical.
• 24:56
  SPEAKER_00: They're affecting real people.
• 25:00
  SPEAKER_00: So I'm certainly not going to sit here and tell everyone to simply embrace change and everything will magically work itself out.
• 25:10
  SPEAKER_00: But I do think we have agency over the capabilities we choose to build.
• 25:17
  SPEAKER_00: If you're sitting in internal TA right now wondering what the next few years look like, don't spend all your energy trying to become marginally better at recruiting.
• 25:30
  SPEAKER_00: Expand.
• 25:32
  SPEAKER_00: Learn remuneration.
• 25:35
  SPEAKER_00: Learn workforce planning.
• 25:37
  SPEAKER_00: Learn talent management.
• 25:40
  SPEAKER_00: Learn data.
• 25:42
  SPEAKER_00: Learn work design and human AI augmentation.
• 25:47
  SPEAKER_00: And learn your business.
• 25:50
  SPEAKER_00: Because look at what happens when you combine those capabilities.
• 25:55
  SPEAKER_00: You're no longer the person waiting for a requisition.
• 25:58
  SPEAKER_00: You're sitting upstream.
• 26:01
  SPEAKER_00: You're helping the organization determine what capability it needs.
• 26:07
  SPEAKER_00: You're identifying whether that capability exists internally.
• 26:12
  SPEAKER_00: You're understanding what that capability costs externally.
• 26:18
  SPEAKER_00: You're looking at the risk of losing it.
• 26:21
  SPEAKER_00: You're helping determine whether to build it, buy it, borrow it, or augment it.
• 26:27
  SPEAKER_00: And yes, sometimes the answer will still be recruit somebody.
• 26:33
  SPEAKER_00: And when it is, brilliant! We're recruiters.
• 26:37
  SPEAKER_00: We know how to do that.
• 26:38
  SPEAKER_00: We do that so well.
• 26:40
  SPEAKER_00: But recruitment becomes one tool in the toolbox.
• 26:46
  SPEAKER_00: It stops becoming the entire toolbox.
• 26:51
  SPEAKER_00: I think Workforce 5.0 creates a choice for our profession.
• 26:57
  SPEAKER_00: We can fight to protect the traditional boundaries of talent acquisition, or we can knock them down ourselves.
• 27:05
  SPEAKER_00: Personally, I want the bigger playground.
• 27:09
  SPEAKER_00: I want talent professionals involved in workforce planning.
• 27:13
  SPEAKER_00: I want us understanding REM.
• 27:15
  SPEAKER_00: I want us participating in succession conversations.
• 27:20
  SPEAKER_00: I want us talking about performance and potential.
• 27:23
  SPEAKER_00: I want us using workforce data.
• 27:26
  SPEAKER_00: I want us designing augmented teams.
• 27:30
  SPEAKER_00: I want us understanding the external talent market better than anyone else in the organization.
• 27:36
  SPEAKER_00: And then combining that knowledge with what's happening internally.
• 27:41
  SPEAKER_00: Because that's a bloody powerful capability.
• 27:47
  SPEAKER_00: So if you're nervous about where talent acquisition is heading, my challenge isn't to ignore that feeling.
• 27:54
  SPEAKER_00: Use it.
• 27:56
  SPEAKER_00: Use it.
• 27:58
  SPEAKER_00: Pick one adjacent capability, just one, and start learning.
• 28:03
  SPEAKER_00: Go and sit with your M team.
• 28:07
  SPEAKER_00: Ask them to teach you how they benchmark a role.
• 28:10
  SPEAKER_00: Join a workforce planning conversation.
• 28:15
  SPEAKER_00: Ask to observe a succession meeting.
• 28:19
  SPEAKER_00: Open the People Talent dashboard and actually understand the numbers.
• 28:24
  SPEAKER_00: Learn how your organization is approaching AI and automation.
• 28:28
  SPEAKER_00: And start joining the dots.
• 28:31
  SPEAKER_00: Because the future of talent acquisition isn't about desperately proving to organizations that they still need recruiters, right?
• 28:42
  SPEAKER_00: It's about becoming so commercially useful that that question becomes irrelevant.
• 28:50
  SPEAKER_00: Don't protect your role.
• 28:52
  SPEAKER_00: Expand your capability.
• 28:55
  SPEAKER_00: And maybe that's the real opportunity sitting inside Workforce 5.0.
• 29:01
  SPEAKER_00: Thanks for listening.
• 29:03
  SPEAKER_00: I'm Eden Haddock, and this is Eden Haddock Total Talent.
• 29:08
  SPEAKER_00: No guests, no sponsors, just conversations about where talent is actually heading.
• 29:15
  SPEAKER_00: And I'll catch you next week.