🔹Andrea Long

The best TA leaders I meet all share one trait. They know how to sell. Not in the sense of selling a product. But in the sense of selling a vision. They sell to candidates - why this role matters, why this culture is different. They sell to hiring managers - why the process has to change, and why focusing on quality over pure volume is a non-negotiable. They sell to the board - why talent is the lever that drives growth. Recruiting has always been about people. But the very best know it’s also about persuasion. As AI automates more of the admin in hiring, this human skill - storytelling, influence and advocacy - only becomes more valuable. TA leaders who can combine data + persuasion will set the standard. #TalentLeadership #Recruitment #FutureOfTA

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Every TA Leader Should Spend 2 Years in Recruiting Ops—Not Just Observe, But Do It. When I first stepped into TA leadership, I inherited messy systems, broken processes, and chaos. Overnight, I had to master systems, data, employer branding—and still fill roles. The real learning? Happened during nights & weekends in the ops trenches. True TA leadership isn’t just about vision—it’s about knowing the engine inside out. If you haven’t done RecOps, you’re missing key insights. Walk the walk or partner with someone who has. Your team (and your sanity) will thank you! #RecOps #TAMETRICS #Recruitment #Leadership

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Talent Acquisition feels pretty shaky right now. (I just heard from another friend in GTM TA that was laid off this week) Layoffs keep making headlines, and honestly, it’s one of the most unstable times for recruiting since 2009. It makes you wonder—are we seeing a permanent shift in the industry, or is this just a rough patch? Should we be optimistic, or start thinking about other paths within TA? AI tools are amazing, but they’re only as good as the people using them. Lately though, it feels like some companies see TA more as a cost‑cutting line item than a real strategic driver—and that’s concerning. With all this change, staying plugged in, sharpening your skills, and being ready to pivot is key. The industry is evolving fast, and the recruiters who blend tech with true human insight will be the ones who thrive...I hope.

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There's a secret to what makes pay programs thrive. I've seen it again and again at Google, Cruise, Instacart, and now as CEO of Pequity. The secret? Your pay programs don’t need to be complex. The best programs are clear, consistent, and grounded in data—building trust and fueling scalable growth. They can easily be articulated. The best pay programs can be spotted in one critical piece: pay ranges. They’re the foundation of any comp program that lasts. Here’s how to build ranges that scale, drawn from battle-tested best practices: 1. 𝗦𝘁𝗮𝗿𝘁 𝘄𝗶𝘁𝗵 𝘀𝘁𝗮𝗻𝗱𝗮𝗿𝗱𝗶𝘇𝗲𝗱 𝗹𝗲𝘃𝗲𝗹𝘀, 𝗱𝗼𝗻'𝘁 𝗿𝗲𝗶𝗻𝘃𝗲𝗻𝘁 𝘁𝗵𝗲 𝘄𝗵𝗲𝗲𝗹. Across major surveys (Mercer, Radford, etc.), 9 core levels emerge. Levels range from Entry (L1: HR Coordinator) to Executive (L9: CXO). Tie IC and manager tracks: L3 Career/Lead, L5 Expert/Sr Manager, L7 Architect/Sr Director. This creates a leveling system that grows with you. You can add more levels later, but this will give you the closest reflection of the market to start with. 2. 𝗚𝗿𝗼𝘂𝗽 𝗶𝗻𝘁𝗼 𝗷𝗼𝗯 𝗳𝗮𝗺𝗶𝗹𝘆 𝗰𝗹𝘂𝘀𝘁𝗲𝗿𝘀 𝗳𝗼𝗿 𝗲𝗳𝗳𝗶𝗰𝗶𝗲𝗻𝗰𝘆. Examples of job families are Tech Premium (SW Eng, Data Science), Business (Recruiting, IT), and Sales. Benchmark broadly unless precision adds real value—e.g., don't split Full-Stack from Back-End if the delta's just $5K in a 100K–$140K range. It keeps maintenance sane and prevents overcomplication. 3. 𝗦𝗲𝘁 𝗺𝗶𝗱𝗽𝗼𝗶𝗻𝘁𝘀 𝗮𝘁 𝗽𝗲𝗿𝗰𝗲𝗻𝘁𝗶𝗹𝗲𝘀 𝘁𝗵𝗮𝘁 𝗺𝗮𝘁𝗰𝗵 𝘆𝗼𝘂𝗿 𝗲𝗱𝗴𝗲. Most tech companies aim for tech roles at P75 for base/equity/total comp and Business/Support/Sales P50. Tweak from here for what fits your strategy. This positions you competitively -- blend data from your stage and the next to stay ahead. 4. 𝗕𝘂𝗶𝗹𝗱 𝘄𝗶𝗱𝗲, 𝗼𝘃𝗲𝗿𝗹𝗮𝗽𝗽𝗶𝗻𝗴 𝗿𝗮𝗻𝗴𝗲𝘀 𝗳𝗼𝗿 𝗳𝗹𝗲𝘅𝗶𝗯𝗶𝗹𝗶𝘁𝘆. Salary: 40% spread (min 20% below midpoint, max 20% above). Equity: 60% (min 30% below, max 30% above). Assume new hires/promos start at min, midpoint for fully performing, max for exceeding. Allow some negotiations, but anchor on pay parity. 5. 𝗛𝗮𝗻𝗱𝗹𝗲 𝗲𝗾𝘂𝗶𝘁𝘆: 𝗩𝗲𝘀𝘁 𝘀𝗺𝗮𝗿𝘁, 𝗿𝗲𝗳𝗿𝗲𝘀𝗵 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰𝗮𝗹𝗹𝘆. The standard has been 4-year grants with 1-year cliff (Bay Area standard). If offering % equity, understand what surveys' "total held" means— you have to adjust for assumed vesting/promos/refreshes to keep ranges conservative yet competitive. For multiple pay regions: Anchor ranges on HQ cost of labor (not living—helps avoid subjectivity), then add a % to adjust for the other regions you pay in. I like ERIERI and Numbeo to find cost of living differences. Also, if you've read this far, I have a surprise for you 👇 I put together a guide on exactly how to build salary ranges + a range creation training deck (based on the exact systems used by top-performing comp and HR teams). 💬 Just 𝗰𝗼𝗺𝗺𝗲𝗻𝘁 "𝗥𝗮𝗻𝗴𝗲𝘀" below, and I’ll message you the link to the Google Drive.

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My favorite part of being a VA has to be the transformation. Health Tech founders carry a lot on their minds. Product decisions. Hiring. Customer calls. Investor pressure. Patient outcomes. And somewhere inside all that, operations begin to feel heavy. This is where my work becomes meaningful for me. Because the real win isn’t ticking tasks off a list. The real win is watching a founder breathe again. Here are simple steps I use with clients that helps create that shift, from scattered to clear, from overwhelmed to light. The Lighter Operations Framework 1. Unload the Mental Weight We start with one question: “What’s currently sitting in your mind that you haven’t written anywhere?” Founders pour everything out: tasks, decisions, deadlines, ideas. This step alone creates calm because clarity begins with unloading. 2. Sort the Essentials I help identify three categories: * What matters now * What can wait * What belongs to someone else Most founders feel overwhelmed because everything looks urgent. Once we sort this, the week begins to make sense. 3. Create Smart Structure I translate their messy notes into structure: * A living task board * Clear weekly priorities * Time blocks that match energy, not pressure * A simple communication flow that keeps the team aligned This gives the founder a clear rhythm. Not a strict routine, a simple flow that feels natural. 4. Remove the Bottlenecks I handle the work that slows them down: * Admin tasks * Scheduling * Coordination * Inbox filtering * Follow-ups * Documentation This frees up their brain for higher work, product, strategy, and people. 5. Maintain the Flow The goal is ease. I check in, adjust systems, notice gaps, and fix things before they break. This is how the transformation happens consistently, one intentional week at a time. So yes… tasks matter. But the real joy is watching a founder say, “I feel lighter.” If you’re a Health Tech founder and your mind feels full, your structure isn’t clear, or your operations feel heavy, I’d love to support you. Send me a message and let’s lighten your load, together. #VATransformation #ExecutiveVirtualAssistant #TimiAdepitan #philadelphia

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Hot off the press from Indeed Hiring Lab! May’s JOLTS report shows job openings climbed to 7.8 million, marking two consecutive months of growth—the first streak since early 2022. While hiring remains cautious and economic headwinds linger, this upswing signals that business leaders are choosing action in the moment rather than holding back amid uncertainty, especially in transportation, warehousing, utilities, finance, and insurance. Why it matters for you: - Employers are making bold moves now — even without long-term clarity. - Talent markets in logistics, finance, and insurance are hotter than you might think. - Signals that agility and decisiveness are in demand—both for organizations AND individuals. Curious how this momentum could influence your talent strategy—or your next career move? Dive deeper into the trends that are reshaping today’s labor landscape

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In the private HR Slack communities that I’m in, every vendor - including the darling you represent - catches heat. Dunking on a rival logo feels tone-deaf to buyers who’ve already heard the good, the bad and the ugly on every vendor. Instead of selling against a competitor, buyers want to hear you own your lane: “If global payroll in forty countries tops your list, Vendor X might edge us out. Where we shine is U.S. compliance, boutique support, and complex integrations.” One honest sentence does three things: • Displays product mastery. • Respects the buyer’s intelligence. • Turns a skeptical room into a collaborative one. Humility travels faster than any mud slinging - and makes it easier for your champion to pitch you upstairs without sounding like a hype machine. Up next: Lose gracefully and win the long game

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I’m just wrapping up about 30 interviews this past week for a junior GTM role (think BDR/SDR). I’ve spent most of the last decade interviewing technical candidates, so I’ve got to say it’s a nice change of pace to get out of the product world. No offence to my beloved product managers and engineers, of course. If you’re currently interviewing for junior level GTM positions, here’s some quick reflections on what I think helps you show up with impact: Do a bit of homework: Yeah, this tip is never going away, and for good reason. Just find something specific about the company that genuinely gets you excited. The product? The customers? The marketing materials? Anything! All you need to do is be prepared to explain why that thing clicks with you. Build rapport immediately: You don’t have much time to get settled into the interview. An easy win to start? Just ask the interviewer how to say their name correctly, or where they're interviewing you from. It’s a small thing, but it makes a connection right away. And yeah, not everyone is named Yiorgos, but I think if you asked a Matt how to pronounce his name, he'd crack a smile too. You can repeat your examples: Don't stress about having little career experience. It's an entry-level role after all. It’s fine if you pull from the same work examples a few times. Just focus on your actions as they relate to each question, and you’re good to go. Show us you're coachable: Along the same lines, we don't expect you to know everything. What we do want is that you're excited to learn from your future teammates and leaders. Remember, the hiring team is taking a bet on your potential, so just be confident in yourself and what you bring to the table.

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🚀 Scrappy. Strategic. Self-Built. Talent teams are no longer just using tools—we’re building them. Over the past few months, I’ve seen a quiet revolution in TA: Teams shipping small but powerful tools—without waiting for product or engineering. ✅ Streamlined interview scheduling ✅ Automating Feedback ✅ Building JD reviews, rubrics, and sourcing heatmaps ✅ Turning TA pain points into tiny apps—with real impact 💡 In this piece, I dive deep into: • What vibe coding is, and why it matters now • Real examples from real TA teams • How it ties into workforce planning, budget visibility, and exec reporting • A Maturity Model to evaluate and scale the right ideas • Practical enablement ideas (bootcamps, demos, build weeks) • AND the blindspots we need to solve: integration, governance, adoption, ROI This isn’t just about tools. It’s a culture shift—and the rise of a new kind of talent practitioner. 👉 Read the full piece here: https://lnkd.in/d3pDHpdC 👀 Curious to see what others are building too. Drop your vibe-coded builds, experiments, or even your wishlist in the comments! #talentacquisition #taops #futureofwork #hrtech #nocode #ai #automation #recruiting #vibecoding

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Sometimes market disruptions create the biggest opportunities. The new H-1B fee structure is one of those moments which is forcing every scaling company to rethink their talent strategy, and frankly, that's overdue. I've been in conversations with dozens of CEOs over the past week, and there's a common theme: "We never seriously considered global hiring before, but now we must." The reality check: A $100K visa fee makes you question everything. Why limit yourself to one geography when exceptional talent exists everywhere? Why deal with relocation complexities when remote collaboration tools are better than ever? The smart play: The companies winning right now aren't just adapting, they're using this as an excuse to build something better. I'm seeing businesses create truly global operations, tap into underserved talent markets and build 24-hour development cycles across time zones. The bottom line: Regulatory changes often reveal that the "constraints" we accepted weren't actually necessary. Global talent isn't plan B anymore, it's plan A for companies that want to scale efficiently. The question isn't if this shift will impact your business, it's whether you'll lead the transformation or get left behind by competitors who do. If you’re rethinking your own hiring approach, I’d be glad to exchange notes and share what’s working for companies we speak with every day.

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From the trenches of People Ops + HR 🚀 For all my fellow lean People teams (or teams of 1)I want to share an experiment we ran recently that worked really well. Throughout my career in management & People Ops, I’ve often had to just figure things out on my own. Now that I’m many years and experiments on in my career, I want to share more of those scrappy tactics with those of you in the same boat. One thing we tested this week: asking candidates to submit a short video or voice note as part of the process. Here’s the exact prompt we used 👇 ⸻ 🎥 Candidate Task Please record a max 2:30 video or voice note responding to the following: 1. Imagine you’re reaching out to a potential customer for a company you’ve researched (any company, not just ours). 2. Introduce yourself in a way that builds quick rapport. 3. Explain a problem you believe that company’s customer might have. 4. Share how you’d start a conversation about solving that problem. Format is up to you: a live cold-call style, a video pitch, or something creative that shows your personality and style. ⚡️ Important: • Keep it under 2:30 — anything longer won’t be reviewed. • Deliver however you like (link, file upload, etc.). • We’re looking for: clarity, confidence, and your ability to grab attention quickly. • Deadline: within 3 days of receiving the email. ⸻ This narrowed our applicant pool significantly while surfacing candidates who actually fit the tone and energy we needed. Oh and no expensive software needed, IYKYK. Let me know if you give it a go or what you think! Can’t wait to try this format with other roles.

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No doubt about it. AI has definitely changed recruiting. Faster workflows. Better insights. Bigger influence on hiring decisions. But layering AI on top of a stack of disconnected tools? That just creates more noise. Real progress comes from orchestration. Workflow-driven recruiting on one connected platform where every interaction, every data point, and every decision stays aligned. Less juggling systems. More focus on candidates and decisions that matter. If you’re thinking about where TA tech is headed, this ebook digs into it 👉 https://lnkd.in/eih3AgFQ

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