Discover the top 7 TA and HR podcasts for ANZ and global talent leaders. Benchmark your hiring strategy with insights from TaPod, Edan Haddock – Total Talent, bAIbes, and more on TA strategy and AI tech.
The shift to becoming a Skills-Based Organisation sounds straightforward: understand the skills you have, identify the capabilities you need, and use that insight to make better workforce decisions. In practice, getting there requires changes to how organisations think about jobs, workforce planning, learning, technology and, importantly, the role of Talent Acquisition.
For TA Teams, this creates an opportunity to move beyond replacing roles like-for-like and play a more active role in shaping the capabilities the organisation needs next. But what does that actually look like in practice?
TA has spent the last few years getting more strategic. Talent mapping, market engagement, pipeline building, structured outreach. All of it useful, all of it necessary. But none of it works if the hiring manager is still operating in replacement mode, treating every vacancy as a like-for-like backfill and every brief as a search for the last person who held the role.
Our recent LinkedIn poll surfaced an important mindset shift for Internal Talent Acquisition Teams.
When asked who they saw as their ‘Customer’, the largest proportion of respondent (all Talent Acquisition Leaders and Senior Recruiters) chose ‘The Hiring Manager’. That perspective reflects a traditional recruitment model, where success is defined by responding well to a hiring request.
As organisations rethink how work gets done, the boundaries between Human Resources, Talent Acquisition, Learning and Development, and the emerging discipline of Talent Architecture and Orchestration are becoming less clear. This operating model provides a practical comparison of each function’s purpose, trigger point, responsibilities, risks and measures of success.
Recognition calendars are increasingly becoming a reflection of organisational identity, not just a schedule of awareness dates. The most effective organisations use these moments to reinforce culture, strengthen belonging, connect employees to purpose, and create opportunities for education and advocacy throughout the year. Rather than relying on top-down HR campaigns alone, many are shifting toward community-led approaches where employee networks, affinity groups, and mission-aligned teams help shape how these moments are recognised.
Why do you need a Candidate AI Usage Policy? It tells applicants where AI usage and assistance is acceptable in the hiring process and soon it will be required for you to be transparent when personal candidate information is used in automated hiring decisions.
Like many organisations, Netwealth had a clearly articulated EVP. However, it largely lived in messaging and assets rather than in visible, employee‑led stories. From a TA perspective, this created a credibility gap. Candidates were increasingly sceptical of polished employer branding, while employees were unsure how, or whether, to share their own experiences publicly.
Despite strong internal capability, we continued to rely heavily on external hiring for critical roles, with limited visibility of internal talent and inconsistent career conversations happening across the business. We introduced career conversations initiative. This initiative aligned strongly to broader business goals, including building future capability in a competitive tech market, improving retention of critical talent, increasing organizational agility, and reducing dependency on external hiring by unlocking internal talent pathways.