“One of the biggest challenges recruiters will face is the growing demand for specialized talent and knowledge workers, particularly in areas including data analytics, AI, and software engineering,” said Sharon Strauss, Chief People Officer, at ETS.

In an exclusive interview with HR.com, Sharon discusses her plans to incorporate AI in hiring, their hiring strategy for 2025, and recruiting trends and challenges for the future, among others.

Excerpts from the interview:

Q: How do you plan to incorporate AI into your hiring strategy?

Sharon: Like many other organizations, we recognize the potential AI has to streamline and enhance our talent acquisition strategy. One area we’re focusing on is leveraging AI to not only parse through initial application information, but to identify and match skills more effectively to our open roles.

We're particularly excited about Futurenav, our skills-based talent solution, which is AI-powered and offers a variety of skill measurement tools that we plan to integrate into our talent acquisition process.

Incorporating durable skill assessments into our hiring practices allows us to assess candidates more holistically rather than relying on traditional qualifications alone. This aligns with our broader goal of moving towards a skills-based mindset in both hiring and talent management.

It's an important shift, and we’re committed to continuing to evolve and refine our processes to ensure we’re bringing the right talent on board in the most efficient and effective way possible.

Q: What key areas must be addressed before AI can be widely adopted in recruitment and hiring processes?

Sharon: Baseline education is essential for any organization looking to integrate AI into its recruitment and hiring processes. This includes understanding the limitations of AI, interpreting AI-generated insights, and effectively collaborating with AI tools. Alongside this education, ethical considerations are crucial to ensure responsible decision-making and mitigating bias.

It’s also important to emphasize that AI tools are only as effective as the data they are trained on. The data used for training must be accurate, relevant, and aligned with the desired outcomes. Using company-specific data tailored to your unique goals, rather than relying on generic datasets is crucial to making sure the insights we derive are relevant and truly reflective of what success looks like within your organization.

Q: What does your hiring strategy look like for 2025?

Sharon: Workplaces are fundamentally evolving, with employers increasingly prioritizing performance and skill-based contributions over traditional experience and degrees—ETS is no exception.

We are in the process of transitioning to a skills-based hiring model, where the focus is on identifying and developing talent based on their specific abilities. Our goal is to gain a clearer understanding of the skills individuals bring to the table. Skills like adaptability are becoming more crucial, but the challenge lies in measuring them effectively.

Q: What are the most significant trends in the hiring landscape?

Sharon: One key trend we're observing is that people today are increasingly focused on developing and growing within their organizations. This shifts the need for us to define a new framework for growth—one that doesn’t always equate to promotions.

Growth can take many forms as people navigate their careers, whether through skill development, new experiences, or expanded responsibilities. As we do this, we also need to rethink how we define career growth, emphasizing the importance of constant learning and how that learning directly contributes to development in each role.

Another trend we’re seeing is the ongoing conversation around hybrid work. Many employees, especially after the pandemic, have become accustomed to remote work, which has shifted their expectations. For roles that can be done remotely, employees now have more flexibility to manage their lives in new ways, and there is a reluctance to return to a full-time, in-office schedule.

However, balancing this new way of working in the knowledge sector with company desires helps to build cohesion and drive a culture of innovation through targeted, in-person collaboration. This dynamic is evolving and will continue to do so, with different teams and individuals having varying preferences.

Lastly, we’re witnessing a major shift in how employees connect with their workplace community. Twenty years ago, work and personal values were often separate, but today’s younger generations are seeking work environments that align with their moral compass. They want their jobs to reflect their values and make a meaningful social impact.

Employees are increasingly looking for companies that take a stand on world and political issues, and they want to work for organizations where they can quickly grow, develop, and contribute to causes that matter to them.

Q: What is your top priority at the moment?

Sharon: A key focus for me is driving a sense of unity and belonging across a global organization, where each individual feels connected to the larger purpose, regardless of their location or role.

When we talk about being a global workforce, it's important to move beyond simply acknowledging geographical boundaries – being intentionally global in scope but local in impact. This means we recognize and value the diversity of cultures, perspectives, and experiences that exist within our teams, and work to create an environment where each team member feels empowered and included.

Driving engagement on a global scale begins with understanding that engagement means different things to different people. For some, it might be the ability to learn and grow, while for others it could mean recognition, work-life balance, or making a tangible impact on the business.

Q: What are the biggest challenges recruiters will likely face in 2025?

Sharon: One of the biggest challenges recruiters will face is the growing demand for specialized talent and knowledge workers, particularly in areas including data analytics, AI, and software engineering. If you possess a highly specialized skill, you're in a strong position to find job opportunities.

Knowledge workers with expertise in these fields are crucial, but the competition for this talent is intense, which can put pressure on both businesses and candidates. At the same time, there’s a sense of conservatism as we enter the new year. With the shift in administration this new year, many companies are taking a "wait-and-see" approach, particularly when it comes to hiring. There's a level of uncertainty about what economic conditions will look like and how global factors, such as geopolitical changes, might influence hiring strategies.

Q: Do you anticipate an increase or decrease in hiring with the new government in place? What factors are influencing your outlook?

Sharon: With any new administration, organizations often take a wait and see approach when evaluating their hiring processes. We’re no exception. We’re in an important period of transformation, and it's crucial that we fully understand the macro and market factors before making decisions – which is consistently done in a thoughtful and responsible way.

That said, we remain committed to hiring, but we'll continue to do so in a responsible and thoughtful way, ensuring that our decisions align with both the needs of the business and the broader economic environment.

 
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