1. Technological advancements have ultimately shifted the hiring process and thus show no signs of slowing down and are predicted to present other new recruitment trends. What, according to you, are some of the most significant trends in the recruitment tech space now?

It's not exactly new—we've been using AI in recruitment for years, but how it's used is changing. It used to be that companies would use AI to help with certain parts of their hiring process: maybe they'd use an automated tool to screen resumes, or perhaps they'd use a bot to handle some aspects of the interview process. But now we're seeing companies start using AI across all parts of their hiring process, from screening candidates' resumes and conducting phone screens through all stages of the interview processto deciding who gets hired and who doesn't.

There are several reasons why this trend is so important. First, in many cases, more candidates get screened out automatically, saving time for recruiters and managers. Second, fewer bad hires are made due to human bias or lack of attention on the part of the recruiter or manager making those decisions. Thirdly (and perhaps most importantly), more accurate data is collected about each candidate being considered for hire. This data can be used to develop a successful talent acquisition strategy.

2. What steps do you want to take for your company that goes the extra mile toward achieving better leadership goals?

To achieve better leadership goals, we must first identify critical components in our overall strategy. We must then create a plan that addresses these components and implement them into the organization. These components include:

-A high-performing employee base (employees who are engaged, motivated, and productive)

-A clear vision for the organization's future

-A solid strategy for achieving this vision

To create a clear vision for our company. We must articulate what our company stands for, where it's going, and why people should believe in the vision. Once we have that down, our focus is always to hire the best and ensure we can build a team of people who share the same values as our company.

Next, setting goals that will help us achieve our overall vision. These are attainable yet challenging goals. We prioritize ensuring that these goals are cascaded to everyone and all levels of the company. We focus on making sure that everyone on the team understands how they fit and why they matter, how their actions are contributing to these goals, and make sure they know how important it is for them to do their job well.

Finally, make sure that everyone on the team has an opportunity to grow and develop as professionals through training opportunities and mentorship programs. We want our people to feel empowered by their job rather than just doing them because they have to—and part of achieving this empowerment is giving them opportunities for professional development.

On another note, we recently reviewed our total reward strategy and realized we were not meeting our employees' needs. We have decided to revamp our strategy, offering new benefits to better care for our employees as a whole. With that, we started to offer several new benefits, such as education reimbursement for them, and their dependents, childcare reimbursement, onsite development courses, and much more. We have always believed in the power of our people, and that is why we are committed to innovating, being creative in our offerings, and investing the time and money to ensure they are well taken care of.

3. Can you tell us about the latest project that you have been working on, and what are some of the technological and process elements that you leveraged to make the project successful?

One of the most essential elements of successful projects is knowing what needs to be done and how to do it. In every project I led, I developed a tool called the "Project Management Toolkit." This toolkit allows us to break down every project step into discrete parts and assign them to different team members.

For example, when we were working on our HRIS transformation project, we broke down the process into steps like "develop a plan," "make a selection," "implementation & testing," and so on. Each one of these steps would be assigned to different people on our team who have been trained in their responsibilities for that step.

Once all the tasks have been assigned, we can begin working on them. Each task has an estimated completion time, so everyone knows exactly what they expect at any moment. This helps us stay focused and ensures that nothing falls through the cracks during our busy days!

"Remember this as you plan a strategy for your company and department: keep the people in mind, and everything else will fall into place."

In my eyes, one of the most critical steps to ensure the success of a project is to evaluate resources and make sure that we allocate everything needed to deliver. This means considering our available resources and how much time and money we are willing to spend on the project. We also looked at each team member's experience in this project. Next, we needed to keep track of cost and ROI (return on investment). This will help us ensure that we don't spend too much money or take too long on the project.

As we evaluated our resources and skillset, we realized that the team might be lacking something. We knew that any outside assistance would cost us money but based on the project's complexityand the investment tied to it, we knew that we could not afford any setbacks. Therefore, we partnered with outside subject matter experts who could provide insight into the different steps of the project. Project sponsors should be involved early in the process to ensure everyone is on board.

4. In this post-COVID era of remote and hybrid work, what are the initiatives you have been undertaking to encourage employee engagement?

As the world moves into a post-CVID era, we have been focused on encouraging employee engagement.

With remote and hybrid work becoming increasingly common, we needed to find ways to keep employees engaged with their work and feel like they are part of a community. We did this by offering a variety of tools and initiatives that help employees stay connected, as well with their work.We have had to adapt how we do business.

One thing we've done is institute regular meetings with all of our employees—whether they're remote or not—to keep everyone updated on what's going on in the office. We also encouraged communication between employees so they could stay up to date.

We've also made it a priority to offer tons of flexibility to accommodate all of our employee's needs, whether it be time off for vacations or family emergencies or working from home when possible.

We recognize good work and always reward it with resources and support. We reminded them of our commitment to fulfil their needs and their families.

Finally, we listened and ensuredour decisions put our people first and addressed their needs.

We made sure that our employees were constantly reminded about their roles. They are the heart and soul of our business and the foundation of everything we do. Therefore, we want them to know how their work impacts the world.

5. As an ending note, what is your advice for other senior leaders and CXOs in the HR sector?

As a senior leader in the HR sector, I have had the opportunity to see many of my peers lead their organizations with integrity and purpose. It has been inspiring to witness so many people who are not only qualified for the job but also passionate about their role.

I have also seen some of my peers' struggle when it comes to managing their teams. With the rapid changes happening all around us, it is easy for leaders to become overwhelmed and stressed out. This is especially true when you feel like you don't have enough time or resources to get your work done.

But there is one thing you cannot forget: it's all about the people. Your people are everything. So, remember this as you plan a strategy for your company and department: keep the people in mind, and everything else will fall into place.

The impact of your work matters. It matters to you, and it matters to the people you work with, the customers you serve, and the communities where you do business. Because when you do great work, it helps build better workplaces for everyone. And when you do great work ethically, you are building a better world for everyone