Latest / Edan Haddock - Total Talent / We Stopped Recruiting. We Started Acquiring. What Are We Calling Ourselves Next?

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We Stopped Recruiting. We Started Acquiring. What Are We Calling Ourselves Next? · Edan Haddock - Total Talent

• 0:51
  SPEAKER_00: Hello there 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, just an independent perspective from someone who's still very much on the tools, working in talent and people experience every day.
• 1:15
  SPEAKER_00: Today I want to talk about something we probably take for granted.
• 1:20
  SPEAKER_00: Our job titles.
• 1:22
  SPEAKER_00: Because when you look back, we've been through quite a few.
• 1:27
  SPEAKER_00: Personnel, human resources, people and culture, recruitment, talent acquisition, people experience.
• 1:38
  SPEAKER_00: And now we're seeing titles like talent intelligence, talent architecture, workforce strategist, and talent orchestration entering the conversation.
• 1:52
  SPEAKER_00: Some sound genuinely exciting, but others sound like somebody, well, they've spent far too much time with a management consultancy.
• 2:03
  SPEAKER_00: But underneath all of this is a really interesting question.
• 2:08
  SPEAKER_00: Are we genuinely evolving as a profession?
• 2:12
  SPEAKER_00: Or are we just getting better at rebranding ourselves?
• 2:17
  SPEAKER_00: We stopped calling ourselves recruiters and started calling ourselves talent acquisition professionals.
• 2:24
  SPEAKER_00: But did the work actually change?
• 2:28
  SPEAKER_00: And if it did, what's next?
• 2:32
  SPEAKER_00: Are we heading towards talent advisory?
• 2:36
  SPEAKER_00: Workforce intelligence?
• 2:38
  SPEAKER_00: Talent orchestration?
• 2:41
  SPEAKER_00: Or something we haven't even thought of yet?
• 2:46
  SPEAKER_00: And I think there's a bigger conversation here about what organizations actually need from us.
• 2:54
  SPEAKER_00: And perhaps more importantly, what they won't need from us in the future.
• 3:02
  SPEAKER_00: We'll start with the broader people profession.
• 3:07
  SPEAKER_00: Because its evolution tells us quite a lot about how organizations have historically viewed employees.
• 3:16
  SPEAKER_00: Go back far enough, and you'll find personnel departments.
• 3:22
  SPEAKER_00: Personnel officers, personnel managers.
• 3:27
  SPEAKER_00: The focus was largely administrative.
• 3:31
  SPEAKER_00: Employment records, payroll, industrial relations, policies, compliance, and employee welfare.
• 3:43
  SPEAKER_00: Then, particularly through the latter half of the twentieth century, human resource management became the dominant terminology.
• 3:55
  SPEAKER_00: And that represented a shift.
• 3:59
  SPEAKER_00: People weren't simply employees whose records needed managing.
• 4:06
  SPEAKER_00: They were organizational resources whose skills and performance needed to align with business strategy.
• 4:16
  SPEAKER_00: HR then started becoming more involved in workforce planning, leadership development, and organizational strategy.
• 4:27
  SPEAKER_00: But there was an interesting contradiction.
• 4:32
  SPEAKER_00: We were trying to become more human-centered while describing human beings, human beings as resources, something to allocate, something to optimize, something to reduce when the budget demanded it.
• 4:53
  SPEAKER_00: Eventually, the language changed again.
• 4:59
  SPEAKER_00: People and culture, chief people officer, people experience, people operations.
• 5:10
  SPEAKER_00: These titles signaled a move away from simply managing employment towards understanding the experience of being employed.
• 5:23
  SPEAKER_00: But there's a challenge here.
• 5:26
  SPEAKER_00: Calling your department people and culture doesn't automatically make it people-centered.
• 5:34
  SPEAKER_00: You can have a beautifully branded people and culture function that's still drowning in bureaucracy.
• 5:43
  SPEAKER_00: And equally, an old-fashioned HR department doing extraordinary work.
• 5:51
  SPEAKER_00: The title isn't the transformation, the work is.
• 5:57
  SPEAKER_00: And I think that distinction becomes even more important when we look at recruitment and talent acquisition.
• 6:07
  SPEAKER_00: For a long time, recruitment was recruitment.
• 6:13
  SPEAKER_00: You had a vacancy, you advertised it.
• 6:17
  SPEAKER_00: You found candidates?
• 6:19
  SPEAKER_00: You interviewed them.
• 6:21
  SPEAKER_00: You made an offer?
• 6:23
  SPEAKER_00: You filled the job.
• 6:26
  SPEAKER_00: And there's absolutely nothing wrong with that.
• 6:29
  SPEAKER_00: I still think recruitment is an incredibly valuable skill.
• 6:34
  SPEAKER_00: Some of the best professionals I've worked with are exceptional recruiters.
• 6:40
  SPEAKER_00: They understand people, build relationships, influence decisions, and genuinely change lives through the opportunities they create.
• 6:54
  SPEAKER_00: But along the way, recruitment apparently wasn't sophisticated enough anymore.
• 7:02
  SPEAKER_00: So we became talent acquisition.
• 7:06
  SPEAKER_00: And I understand the thinking.
• 7:09
  SPEAKER_00: Recruitment describes an activity.
• 7:13
  SPEAKER_00: Talent acquisition suggests a strategy.
• 7:19
  SPEAKER_00: Recruitment is often reactive.
• 7:23
  SPEAKER_00: Talent acquisition is supposed to be proactive.
• 7:28
  SPEAKER_00: Recruitment fills today's vacancy.
• 7:33
  SPEAKER_00: Talent acquisition anticipates tomorrow's workforce requirements.
• 7:39
  SPEAKER_00: At least that's the theory.
• 7:42
  SPEAKER_00: And in many organizations, that evolution has definitely happened.
• 7:49
  SPEAKER_00: Internal talent functions now manage employer branding, talent pipelines, workforce planning, candidate experience, market intelligence, and recruitment technology.
• 8:08
  SPEAKER_00: But I'll tell you what I find amusing.
• 8:12
  SPEAKER_00: We changed the title, created talent acquisition functions, appointed talent acquisition partners, hired heads of talent acquisition.
• 8:26
  SPEAKER_00: And then in plenty of organizations, we continued doing exactly what we've always done.
• 8:37
  SPEAKER_00: A hiring manager would arrive with a position description and say, Can you find me somebody?
• 8:45
  SPEAKER_00: And off we'd go.
• 8:48
  SPEAKER_00: Except now we were doing recruitment with a slightly more impressive title.
• 8:55
  SPEAKER_00: And still being measured on how quickly we filled the vacancy.
• 9:01
  SPEAKER_00: Another challenge.
• 9:04
  SPEAKER_00: If you're only involved after the hiring decision has been made, are you really operating as a strategic talent acquisition professional?
• 9:18
  SPEAKER_00: Or are you recruiting?
• 9:20
  SPEAKER_00: And again, there's nothing wrong with recruiting.
• 9:27
  SPEAKER_00: But let's not confuse language with capability.
• 9:32
  SPEAKER_00: For me, genuine talent acquisition starts when we can challenge the hiring request itself.
• 9:42
  SPEAKER_00: When we can say, actually, I don't think you need to recruit.
• 9:49
  SPEAKER_00: Perhaps the capability already exists internally.
• 9:54
  SPEAKER_00: Perhaps the job needs redesigning.
• 9:58
  SPEAKER_00: Perhaps the salary isn't competitive.
• 10:03
  SPEAKER_00: Or perhaps you don't need another permanent employee after all.
• 10:07
  SPEAKER_00: It's a very different conversation.
• 10:11
  SPEAKER_00: And that's where our profession genuinely becomes strategic.
• 10:18
  SPEAKER_00: Not when we changed recruitment to acquisition, but when we moved from fulfilling requests to influencing decisions.
• 10:32
  SPEAKER_00: So I wonder, is talent acquisition becoming outdated?
• 10:39
  SPEAKER_00: This is something I've been considering.
• 10:43
  SPEAKER_00: Is talent acquisition itself becoming an outdated term?
• 10:49
  SPEAKER_00: Because think about what acquisition means.
• 10:53
  SPEAKER_00: You're acquiring something.
• 10:56
  SPEAKER_00: You're bringing something into the organization.
• 11:02
  SPEAKER_00: And in our world, that genuine that generally means we are hiring somebody, right?
• 11:10
  SPEAKER_00: But what happens when the best workforce solution doesn't involve hiring anybody?
• 11:20
  SPEAKER_00: What happens when that answer to this is developing an existing employee?
• 11:26
  SPEAKER_00: Redeploying someone internally?
• 11:29
  SPEAKER_00: Engaging a contractor, redesigning a role, and importantly, particularly today, using technology to automate part of the work.
• 11:44
  SPEAKER_00: What happens when an AI agent can undertake a workflow?
• 11:48
  SPEAKER_00: Freeing an existing employee to focus on more valuable responsibilities.
• 11:56
  SPEAKER_00: None of those solutions necessarily involve acquiring talent.
• 12:03
  SPEAKER_00: But they absolutely involve making strategic talent decisions.
• 12:10
  SPEAKER_00: And that's why I think the next evolution of our profession is going to be much more interesting than the last one.
• 12:20
  SPEAKER_00: We're moving away from thinking exclusively about bringing people into organizations towards understanding how we build, access, develop, and deploy capability.
• 12:40
  SPEAKER_00: LinkedIn's future of talent research has explored this shift towards talent orchestration.
• 12:48
  SPEAKER_00: Connecting hiring, skills, internal mobility, workforce planning, and AI.
• 12:59
  SPEAKER_00: Not simply filling vacancies.
• 13:02
  SPEAKER_00: Again, it's an important distinction.
• 13:06
  SPEAKER_00: Because perhaps the future isn't about acquiring more talent.
• 13:13
  SPEAKER_00: Perhaps it's about making better decisions with the capability already available.
• 13:21
  SPEAKER_00: And that brings us to some interesting titles emerging in the market.
• 13:28
  SPEAKER_00: And the new titles are already here.
• 13:32
  SPEAKER_00: Talent intelligence.
• 13:36
  SPEAKER_00: Let's start with one I particularly like.
• 13:40
  SPEAKER_00: Talent intelligence.
• 13:43
  SPEAKER_00: Now, this isn't an entirely new discipline, but it's becoming increasingly important.
• 13:52
  SPEAKER_00: For years, talent teams have been sitting on extraordinary amounts of information.
• 14:01
  SPEAKER_00: We know where skills are concentrated.
• 14:07
  SPEAKER_00: Which organizations are competing for particular capabilities?
• 14:14
  SPEAKER_00: What REM expectations look like?
• 14:19
  SPEAKER_00: And which positions are becoming increasingly difficult to fill.
• 14:25
  SPEAKER_00: But historically, much of that knowledge has been used almost exclusively to support recruitment.
• 14:36
  SPEAKER_00: Talent intelligence changes that.
• 14:41
  SPEAKER_00: It's about turning workforce information into strategic business advice.
• 14:49
  SPEAKER_00: Rather than telling a leader how many applications they've received, we can explain whether their workforce strategy is sustainable.
• 15:03
  SPEAKER_00: Whether particular capabilities are becoming scarce.
• 15:09
  SPEAKER_00: Whether their REM is competitive.
• 15:22
  SPEAKER_00: LinkedIn's 2026 Future of Talent Research, again, it reported significant growth in job postings associated with talent intelligence.
• 15:34
  SPEAKER_00: And I think that makes sense.
• 15:38
  SPEAKER_00: Because as technology takes on more recruitment administration, our ability to interpret information and influence decisions becomes increasingly valuable.
• 15:54
  SPEAKER_00: It's no longer just about knowing where candidates are, it's about understanding what the market is telling us and what the business should do about it, more importantly.
• 16:10
  SPEAKER_00: Let's move on.
• 16:11
  SPEAKER_00: Strategic talent advisor, the next one.
• 16:14
  SPEAKER_00: That's another title gaining attention.
• 16:17
  SPEAKER_00: Again, strategic talent advisor.
• 16:23
  SPEAKER_00: And I know what some of you are thinking.
• 16:28
  SPEAKER_00: Haven't we been calling ourselves talent advisors for years?
• 16:32
  SPEAKER_00: Well, yes.
• 16:36
  SPEAKER_00: But there's a difference between having advisor in your title and actually being empowered to advise.
• 16:46
  SPEAKER_00: A genuine strategic talent advisor understands the business, its commercial pressures, its workforce risks, its future capability requirements, and the external labor market.
• 17:08
  SPEAKER_00: They're not simply asking a hiring manager what skills they're looking for, they're challenging whether those skills are actually required, whether the role should exist, whether internal capability has been considered, and whether the recruitment strategy makes commercial sense.
• 17:34
  SPEAKER_00: But there is a catch.
• 17:36
  SPEAKER_00: If we want to call ourselves strategic advisors, we need to develop the capability to provide strategic advice.
• 17:46
  SPEAKER_00: REM, workforce planning, organizational design, business strategy, financial pressures, technology.
• 17:58
  SPEAKER_00: You cannot be a strategic advisor if you don't understand the business you're advising.
• 18:04
  SPEAKER_00: It's that simple.
• 18:07
  SPEAKER_00: We'll move to the next one.
• 18:10
  SPEAKER_00: Talent architecture and orchestration.
• 18:14
  SPEAKER_00: Because this is where things get particularly interesting.
• 18:19
  SPEAKER_00: Talent architecture.
• 18:22
  SPEAKER_00: Talent orchestration.
• 18:26
  SPEAKER_00: Two concepts that I suspect we're going to hear much more about.
• 18:32
  SPEAKER_00: Talent architecture is about designing an organization's capability structure.
• 18:40
  SPEAKER_00: What skills do we need?
• 18:43
  SPEAKER_00: How should work be organized?
• 18:47
  SPEAKER_00: What should we develop internally?
• 18:51
  SPEAKER_00: What should we access externally?
• 18:55
  SPEAKER_00: Talent orchestration is about coordinating those different sources of capability: employees, contractors, consultants, internal talent, external talent, and increasingly AI agents.
• 19:17
  SPEAKER_00: Think about the difference.
• 19:21
  SPEAKER_00: Traditionally, a leader might say, I need five more people.
• 19:26
  SPEAKER_00: And of course, us productive talent acquisition folk, we start recruiting.
• 19:33
  SPEAKER_00: But a talent orchestration function might ask, what work are you trying to deliver?
• 19:40
  SPEAKER_00: What capability does that require?
• 19:45
  SPEAKER_00: What already exists?
• 19:48
  SPEAKER_00: What could be developed?
• 19:51
  SPEAKER_00: What could be automated?
• 19:54
  SPEAKER_00: And what genuinely requires additional headcount?
• 20:00
  SPEAKER_00: An entirely different starting point.
• 20:05
  SPEAKER_00: The Australian talent community has explored talent architecture and orchestration as part of a future-ready operating model for people and talent teams.
• 20:18
  SPEAKER_00: And I think there's something compelling about it.
• 20:23
  SPEAKER_00: Because the business doesn't necessarily care which department provides the solution.
• 20:31
  SPEAKER_00: It cares about having the capability to deliver the work.
• 20:37
  SPEAKER_00: Another one I want to share.
• 20:40
  SPEAKER_00: Head of Talent Agility.
• 20:45
  SPEAKER_00: It's a title that really caught my attention.
• 20:50
  SPEAKER_00: Head of Talent Agility.
• 20:55
  SPEAKER_00: Cybersecurity company Zscaler has advertised a position with exactly that title.
• 21:03
  SPEAKER_00: And the responsibilities are fascinating.
• 21:07
  SPEAKER_00: Skills intelligence, internal mobility, AI-powered talent profiling, career pathways, succession planning, and helping the organization respond quickly to changing capability requirements.
• 21:32
  SPEAKER_00: I actually like the word agility here.
• 21:36
  SPEAKER_00: Because historically, we've built some pretty rigid workforce structures, right?
• 21:43
  SPEAKER_00: Job families, grades, hierarchies, position descriptions, career ladders.
• 21:53
  SPEAKER_00: And we've tried to fit our people neatly into them.
• 21:59
  SPEAKER_00: But what happens when someone's skills evolve faster than their position description?
• 22:06
  SPEAKER_00: Or when an employee can contribute across multiple functions.
• 22:13
  SPEAKER_00: Talent agility suggests our workforce systems need to become more fluid.
• 22:20
  SPEAKER_00: Although I will say this: if you appoint ahead of talent agility and then make them spend six months getting approval to change a position description, then you've probably missed the point.
• 22:37
  SPEAKER_00: So I'm going to move to the final one workforce intelligence and capability.
• 22:44
  SPEAKER_00: Another area worth watching.
• 22:47
  SPEAKER_00: Workforce intelligence, workforce strategy.
• 22:51
  SPEAKER_00: Workforce capability.
• 22:54
  SPEAKER_00: Of course, these aren't entirely new disciplines, but they're becoming more closely connected to talent.
• 23:04
  SPEAKER_00: They're concerned with understanding the workforce as a whole, current skills, future skills, succession risk, productivity, capacity, and the impact of technology.
• 23:26
  SPEAKER_00: We're beginning to recognize that recruiting somebody is only one possible response to a workforce problem.
• 23:36
  SPEAKER_00: And that could fundamentally reshape what internal talent functions are responsible for.
• 23:46
  SPEAKER_00: Now my title is Head of Talent and People Experience.
• 23:52
  SPEAKER_00: So I want to discuss where does people experience fit?
• 24:00
  SPEAKER_00: It's another title I want to touch on because we're seeing it more and more.
• 24:05
  SPEAKER_00: People experience.
• 24:08
  SPEAKER_00: Traditionally, we've treated recruitment and employment as separate experiences.
• 24:17
  SPEAKER_00: Talent acquisition owns the candidate.
• 24:22
  SPEAKER_00: Then once they accept the offer, responsibility transfers to HR or people in culture.
• 24:31
  SPEAKER_00: But from the individual's perspective, that's artificial.
• 24:36
  SPEAKER_00: They don't experience an organization through departmental boundaries.
• 24:42
  SPEAKER_00: They experience a relationship.
• 24:45
  SPEAKER_00: They discover the organization, they apply, they interview, they join, they develop.
• 24:55
  SPEAKER_00: And eventually they might leave.
• 24:59
  SPEAKER_00: But the relationship doesn't necessarily end there.
• 25:03
  SPEAKER_00: They might become an advocate, a customer, a donor, or a future employee.
• 25:12
  SPEAKER_00: And that's why I think people experience is such an interesting evolution.
• 25:18
  SPEAKER_00: It encourages us to think about the entire relationship, not simply the transaction of hiring.
• 25:28
  SPEAKER_00: At Movember, our employer brand is built around a simple proposition.
• 25:35
  SPEAKER_00: Do good, work for Movember.
• 25:39
  SPEAKER_00: And that promise doesn't end when somebody signs an employment contract.
• 25:46
  SPEAKER_00: The experience needs to match the brand.
• 25:51
  SPEAKER_00: I've spoken before about being comfortable when exceptional people joining an organization for one or two years, making a meaningful contribution, are moving on.
• 26:04
  SPEAKER_00: For me, that's not necessarily a failure of retention.
• 26:11
  SPEAKER_00: It might be an incredibly successful employment relationship.
• 26:19
  SPEAKER_00: And perhaps the next evolution of talent is about creating experiences that make people want to contribute, develop, return an advocate, not simply acquiring them.
• 26:38
  SPEAKER_00: So there is another dimension to this when our workforce isn't entirely human.
• 26:44
  SPEAKER_00: Artificial intelligence.
• 26:46
  SPEAKER_00: And I'm not talking about AI helping recruiters write job ads.
• 26:53
  SPEAKER_00: I'm talking about humans and AI agents increasingly working together.
• 27:00
  SPEAKER_00: Because that really does raise a fascinating question.
• 27:05
  SPEAKER_00: If talent acquisition is responsible for acquiring organizational capability, what happens when some of that capability isn't human?
• 27:19
  SPEAKER_00: Traditionally, when a business needs additional capacity, we look at headcount.
• 27:27
  SPEAKER_00: We approve a position, we recruit.
• 27:31
  SPEAKER_00: But what happens when part of that work can be delivered through technology?
• 27:37
  SPEAKER_00: When an AI agent can manage a workflow?
• 27:41
  SPEAKER_00: Or when automation creates enough capacity for an existing team to take on additional responsibilities?
• 27:51
  SPEAKER_00: Who is responsible for designing that workforce?
• 27:55
  SPEAKER_00: IT, HR, talent acquisition, workforce planning, or is it a new discipline altogether?
• 28:09
  SPEAKER_00: I don't think we fully understand that question.
• 28:14
  SPEAKER_00: We haven't fully answered that question.
• 28:19
  SPEAKER_00: But I suspect it's going to become increasingly important.
• 28:25
  SPEAKER_00: Because the future workforce won't necessarily be defined exclusively by the number of people on the payroll.
• 28:35
  SPEAKER_00: It will be increasingly defined by the capability available to deliver work.
• 28:42
  SPEAKER_00: And that capability may come from multiple sources.
• 28:47
  SPEAKER_00: And that doesn't mean replacing human connection with technology.
• 28:53
  SPEAKER_00: Quite the opposite.
• 28:55
  SPEAKER_00: I think the more technology we introduce, the more deliberate we need to become about where human judgment, empathy, creativity, and relationships add value.
• 29:12
  SPEAKER_00: But it does mean talent professionals need to understand technology as part of workforce design.
• 29:21
  SPEAKER_00: Not simply a tool to make recruitment faster.
• 29:27
  SPEAKER_00: So what are we calling ourselves next?
• 29:30
  SPEAKER_00: Let's return to the original question.
• 29:33
  SPEAKER_00: We started with recruitment.
• 29:36
  SPEAKER_00: We moved towards talent acquisition.
• 29:39
  SPEAKER_00: What's next?
• 29:41
  SPEAKER_00: I don't think there's going to be one universally accepted answer.
• 29:46
  SPEAKER_00: And I actually hope there isn't.
• 29:49
  SPEAKER_00: Because the profession is becoming too diverse for one title to capture everything.
• 29:56
  SPEAKER_00: Some people will become exceptional specialist recruiters.
• 30:01
  SPEAKER_00: Others will move into talent intelligence.
• 30:04
  SPEAKER_00: Others into workforce strategy.
• 30:07
  SPEAKER_00: Others into people experience.
• 30:10
  SPEAKER_00: And others into designing how human and technology capability work together.
• 30:16
  SPEAKER_00: But if I had to choose one concept that captures where we're heading, I think it might be talent orchestration.
• 30:25
  SPEAKER_00: Not necessarily because I want everybody changing their LinkedIn title to talent orchestrator.
• 30:31
  SPEAKER_00: I'm not even convinced that's the best name.
• 30:34
  SPEAKER_00: But I like the philosophy.
• 30:37
  SPEAKER_00: Because it moves us away from thinking about talent as something we acquire, towards thinking about capability as something we coordinate, develop, and enable.
• 30:52
  SPEAKER_00: The future talent professional might not be asked, how quickly can you fill this vacancy?
• 30:59
  SPEAKER_00: They might be asked, what's the best way for us to deliver this work?
• 31:06
  SPEAKER_00: And it truly opens up an entirely different conversation.
• 31:12
  SPEAKER_00: One that includes recruitment, but doesn't begin and end with recruitment.
• 31:21
  SPEAKER_00: And here's my final challenge.
• 31:25
  SPEAKER_00: We shouldn't become obsessed with evolving our titles.
• 31:30
  SPEAKER_00: We shouldn't become so obsessed with evolving our titles that we lose sight of what makes our profession valuable.
• 31:40
  SPEAKER_00: Recruitment is still an extraordinary skill.
• 31:47
  SPEAKER_00: Building relationships, understanding motivations, recognizing potential, influencing decisions, helping people make career choices that genuinely change their lives.
• 32:09
  SPEAKER_00: Those things matter.
• 32:12
  SPEAKER_00: And they aren't becoming irrelevant because someone invented the title workforce orchestration architect.
• 32:20
  SPEAKER_00: In fact, I think they're becoming more important.
• 32:24
  SPEAKER_00: Because as technology takes on more transactional work, the genuinely human elements of our profession become even more valuable.
• 32:36
  SPEAKER_00: Perhaps the next evolution isn't about abandoning recruitment.
• 32:42
  SPEAKER_00: It's about building something much bigger around it.
• 32:48
  SPEAKER_00: As I wrap up today's episode, I want to leave you with one final thought.
• 32:53
  SPEAKER_00: We've spent decades evolving the language of our profession.
• 32:58
  SPEAKER_00: Personnel became human resources.
• 33:01
  SPEAKER_00: Human resources became people and culture.
• 33:04
  SPEAKER_00: Recruitment became talent acquisition.
• 33:07
  SPEAKER_00: And now that we are seeing talent intelligence, talent advisory, talent agility, and talent orchestration entering the conversation, right?
• 33:20
  SPEAKER_00: But a new title doesn't automatically create new capability.
• 33:26
  SPEAKER_00: Calling yourself a strategic talent advisor doesn't make you strategic.
• 33:31
  SPEAKER_00: Calling yourself a people experience leader doesn't mean you're delivering a great employee experience.
• 33:39
  SPEAKER_00: And calling yourself a talent architect doesn't mean you're genuinely influencing workforce design.
• 33:47
  SPEAKER_00: Those titles need to be earned through the work.
• 33:52
  SPEAKER_00: For me, the exciting thing isn't the possibility of having a new title on LinkedIn.
• 33:59
  SPEAKER_00: It's the possibility that our profession is finally moved or moving beyond being viewed primarily as the function that fills vacancies.
• 34:10
  SPEAKER_00: And we're moving towards being recognized as a discipline that helps organizations understand, develop, and deploy capability.
• 34:23
  SPEAKER_00: But we can't simply wait for organizations to hand us those responsibilities.
• 34:30
  SPEAKER_00: We need to build the skills, understand the business, become comfortable with data, understand REM, workforce planning, and technology while retaining the human connection that makes our profession so valuable.
• 34:51
  SPEAKER_00: Because ultimately, I don't think the future belongs to the person with the most futuristic job title.
• 35:00
  SPEAKER_00: I think it belongs to the person who can answer the most important workforce questions.
• 35:07
  SPEAKER_00: We stopped simply recruiting, we started acquiring, and now maybe it is time we started orchestrating.
• 35:17
  SPEAKER_00: I'd love to know what you think.
• 35:20
  SPEAKER_00: Are we genuinely heading towards a new era of talent?
• 35:25
  SPEAKER_00: Or are we simply about to rebrand recruitment all over again?
• 35:31
  SPEAKER_00: Thanks for listening to another episode of Eden Haddock Total Talent.
• 35:36
  SPEAKER_00: As always, no guests, no sponsors, just an independent perspective from somebody who's still very much on the tools.
• 35:45
  SPEAKER_00: If you've enjoyed this episode, please follow the show, share it with someone working in talent or people in culture, and keep these conversations going.
• 35:56
  SPEAKER_00: And of course, we're getting very close to November and my 30 days, 30 episodes, one mission campaign supporting November and men's health.
• 36:08
  SPEAKER_00: 30 consecutive days of episodes, all in support of an incredibly important cause.
• 36:15
  SPEAKER_00: If you'd like to support the campaign, you can donate at my November fundraising page embedded in this episode.
• 36:23
  SPEAKER_00: Every contribution makes a difference.
• 36:27
  SPEAKER_00: Until next time, take care, look after each other, and keep challenging what our profession can become.