The future of the talent acquisition function is rapidly taking shape. Modern tools and technology-driven innovations are beginning to transform how organisations find, attract, and retain talent, allowing teams to address some of the most pressing challenges facing businesses today.

That’s according to a panel discussion at the HRO Today EMEA Forum lead by Senior Vice President and Editorial Director Debbie Bolla. Joining her on stage were Sarath Koppolu, global TA director for Cargill; Predrag Pivarski, director of TA for HTEC; and Ahmed ElAtarr, senior leader of global TA for TeKnowledge. Together, they gave insight into an evolving profession where AI is already making in-roads, aiding professionals in delivering value to their organisations. With technology’s role primarily aimed at helping teams handle hiring at volume, there is also evidence of a shift in talent acquisition overall, making the function more strategic and value driven for the businesses it serves.

This movement is a clear response to the various talent challenges companies are facing. The goal has always been to enable TA leaders to find the candidates they need as promptly as it is required, but competition and skills shortages have added an edge to this objective.

The panel gave the impression that the TA function is repositioning within their organisations. There is a shift away from regional TA operations to a more global, organisation-wide approach. ElAtarr noted how it is now possible for organisations to hire anyone anywhere in the world (from anywhere in the world) and a shared series structure (backed by automation and AI) makes it possible for this configuration to work. Koppolu also agreed that business has switched away from a regional model and now identifies specific types of talent that’s critical for the business. Under this type of approach, TA leaders are able to now work in partnership with other parts of the business, contributing to the overall strategy of the organisation.

Koppolu also made the point that TA is increasingly about creating an underpinning strategy for a business rather than simply delivering talent. The function’s importance now lies in the value that it brings to the business rather than just the new employees that are hired.

Current economic factors were also discussed. The “job hugging” trend is having a big impact on the talent market, the panelist said, creating a downward pressure on applications. Some businesses are also looking to relocate their talent according to cost, identifying geographical areas where salaries—and therefore talent—may be cheaper. Koppolu also said how internal recruitment and development was now an important consideration for talent acquisition. Organisations need to make the most of the talent they have and ensure that it is being used in the most productive way, wherever it sits in the organisation. Plus, where they are today may not be where they are tomorrow, so TA teams need to be aware of when training can be delivered to ensure employees are prepared to fulfil the needs of the business.

The panel shared how AI had entered their work, generally bringing with it the ability to process greater numbers of candidates with a consistent approach. Pivarski highlighted how organisations need to build their own solutions based on their business priorities and candidate demands. It was interesting to note that in his opinion, AI would not be replacing jobs, but people with AI skills would be at an advantage.

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