Jenny Resnik

GrauntX just solved the $50K talent intelligence problem that's been blocking smart decision-making for years. You know the frustration: you need workforce insights, competitor analysis, or hiring trends to make critical business decisions, but first you have to navigate expensive enterprise platforms, wait weeks for custom reports, or settle for outdated quarterly data. Their AI-powered platform changes everything. Instead of hunting through complex dashboards or paying premium rates, you set intuitive filters and get real-time market intelligence at less than 10% of traditional costs. For VCs & PE Investors: Track portfolio company expansion moves, spot new market entrants, and identify workforce changes shaping tomorrow's investment landscape. Filter combinations like "Company → Series B Startups + Skills → AI/ML Hiring + Location → Emerging Tech Hubs" reveal growth signals weeks before they hit earnings calls. For Strategy & Analytics Teams: Monitor talent flows across industries, identify workforce risks, and drive smarter strategic decisions. Instead of waiting for expensive consultant reports, filter by "Industry → Your Sector + Job Level → Leadership Changes + Timeline → Last 6 Months" to spot competitive shifts in real-time. For Startup Founders: Gain competitive edge by tracking hiring patterns, salary benchmarks, and capability gaps before your competitors catch on. Set filters like "Skills → Critical Technologies + Experience → Senior Level + Location → Your Market" to identify talent acquisition opportunities and threats. The platform delivers insights that used to require entire analyst teams. Real-time workforce data, historical trend analysis, and early signal detection - all through an interface that doesn't require training or enterprise contracts. What makes this a game-changer: no vendor demos, no minimum commitments, no waiting for quarterly updates. Start with generous free tiers and scale based on actual usage. While others are still waiting for traditional research reports, early adopters are making data-driven decisions with live market intelligence. The democratization of talent market insights is happening now. The question isn't whether this shift will occur - it's whether you'll be ahead of it or catching up later. Try GrauntX free: https://lnkd.in/grBt7g8Q What workforce trend could transform your next strategic decision if you could track it in real-time?

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Global pay transparency requirements are rapidly evolving, and organizations need a reliable way to stay ahead. That’s why I’m excited to share Trusaic’s Global Pay Transparency Center, our one-stop resource for navigating reporting requirements in 50+ countries. With this tool, you can: ▪️ Filter by region to find jurisdiction-specific reporting obligations ▪️ Track EUPTD transpositions and deadlines at a glance ▪️ Access detailed country guides to help you stay compliant everywhere you operate If your team is responsible for pay equity or global compliance, this resource will keep you informed and ready. 🔗 Explore here: https://bit.ly/40ZTuP7 #PayTransparency #GlobalCompliance #EUPTD #PayEquity

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**. Talent Acquisition - Today vs Future** When considering the evolution of talent acquisition automation, the comparison between today and the future reveals intriguing insights: 🔹 Today: Utilizing tools like Manatal and Paradox.ai streamlines processes, automating resume screening and interview scheduling. Platforms such as myInterview leverage AI for video assessments, enabling more authentic interactions with candidates. Result? Expedited recruitment processes and increased focus on personal connections. 🔹 In 2035: Envisioning AI taking the lead in recruitment, accurately predicting candidate success and cultural alignment. Immersive VR/AR assessments could revolutionize interviews, enhancing engagement and reducing biases. Recruiters will transition into strategic partners, leveraging real-time data to cultivate diverse, high-performing teams globally. For me, automation signifies the liberation of time to nurture meaningful relationships and shape the future of work. How do you foresee your role evolving alongside automation? #TalentAcquisition #FutureOfWork #RecruitmentInnovations #AIinHR

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The TA Playbook is Being Rewritten in 2026—And Most Organizations Are Still Playing Last Year's Game If you're hiring the way did 12 months ago, you're leaving returns on the table. What's becoming clear heading into 2026 is this: talent acquisition is no longer a hiring function. It's a strategic asset��that directly impacts profitability, M&A readiness, and organizational resilience. Here's what's winning right now: 1. End-to-End Automation (With Strategic Human Oversight) 84% of talent leaders worldwide say they'll be using AI by 2026. But here's the critical nuance: the winners aren't replacing talent teams with bots—they're using automation to eliminate low-value work so strategists can focus on what matters: workforce planning, talent architecture, and stakeholder guidance. The ROI: Organizations automating sourcing and scheduling are reducing time-to-hire by 35–40% while improving quality-of-hire metrics. 2. Predictive Workforce Planning Over Reactive Hiring Most organizations still hire after a vacancy hits. The winners forecast workforce needs 6–12 months ahead using predictive analytics on attrition patterns, performance outcomes, and growth projections. For institutional players: This directly impacts operational forecasting, M&A integration timelines, and cost predictability—which ultimately flows to EBITDA and multiple compression. 3. Skills-Based Hiring is Now Table Stakes The skills gap will create a 5M+ worker shortage by 2032. Organizations that hire for capability adjacency and transferable skills—rather than exact experience matches—are winning the race. This is especially critical for financial services, where hybrid roles (digital + compliance + advisory) are becoming the norm, not the exception. 4. India's BFSI Opportunity is Rapidly Decentralizing India's BFSI sector is projected to add 2.5 lakh jobs by 2030 (8.7% growth in FY26, potentially 10% by FY30). But here's what's strategic: 48% of growth is happening in Tier-II/III cities, not metros. For PE firms scaling operations, this means: Dramatically expanded talent availability (often 30–40% cost advantages) Lower attrition in secondary markets. Geographic diversification of talent risk Access to undervalued workforce talent pools 5. Upskilling -Hiring Reskilling a 30,000-person organization costs $75–115M less than releasing and rehiring over 4 years. Yet most organizations treat internal mobility as Plan B. For financial services firms managing talent costs during integration or scaling phases, this shift from "replace" to "develop" dramatically improves retention metrics and cultural continuity. The Real Shift? Organizations treating talent acquisition as a cost function are losing competitive advantage. Those treating it as a strategic capability—aligned with business growth, M&A readiness, and profitability targets—are winning. What's your organization's approach? Are you leveraging TA strategy as a competitive lever, or running it like a traditional HR function

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Question for talent leaders: What’s the one change that would most increase candidate confidence in your hiring process today? Our new article tells you what candidates want employers to get right about AI in hiring. Check out how healthcare company Midland Care uses Indeed Smart Screening to hire faster without sacrificing criteria. https://lnkd.in/eG_NhSEV

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Vizient CEO Byron Jobe's latest blog uses the Apollo 13 story to show how real progress in healthcare happens when teams step out of silos and work from a shared vision. He highlights how bringing diverse expertise together, aligning around community needs and creating common data views can unlock solutions that once felt out of reach. It is a reminder that collaboration is the skill leaders need most when uncertainty rises.

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Check out this piece from Hebba Youssef on the 3 forces shaping HR heading into 2026. It captures HR leaders’ current reality: constant change, limited clarity, and employees looking to HR for answers we’re still actively figuring out. What resonated most for me is the idea that retention, manager effectiveness, and practical upskilling aren’t separate problems. They’re deeply connected. AI only creates value when employees are confident using it in real work. At Workera, we see this every day: organizations don’t need more they need clear, verified insight into what their workforce can actually do, and how capabilities can evolve. If 2026 planning already feels heavy, this article is a grounding read because it names the right questions: https://lnkd.in/g8NyYPdX

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Last week, I shared my thoughts on measuring People and Talent as a business function, not just as a collection of activities and if I had to pick one metric that’s genuinely changed how exec teams see the function, it’s eLTV:eARC - essentially our version of ROI for people. On one side → the value our employees ('Primigos') create over their time with us. On the other → what it costs to hire, support, develop and retain them. It forces the ultimate question that HR teams sometimes forget to answer “Are we increasing company value through how we design, support and grow our talent?” I’ve yet to find a reliable industry benchmark for what “great” looks like in the eLTV:eARC ratio, because companies calculate it in wildly different ways. So we built our own internal model and track it YoY to make sure it’s meaningfully shifting in the right direction 📈 At a high level: Employee Lifetime Value (eLTV) We look at revenue per FTE, projected growth and average primigo tenure. That gives us a forward-looking view of the value created over someone’s time with us. Employee Acquisition & Retention Cost (eARC) This includes all salaries, variable/commission, employer contributions, hiring costs, and our broader people budget - benefits, L&D, tools, co-working membership, workations, retreats, recognition, etc. And measuring this is not about squeezing costs, but about understanding which investments compound over time, through stronger capability, higher engagement, better leadership and lower regretted attrition. The ratio really highlights the importance of: - Tenure and retention - Ramp time and time to capability - Engagement and performance - Leadership quality and succession depth Because all of these expand the lifetime value curve and reduce company risk at the same time. By measuring this properly last year, we were able to significantly improve the ratio by reallocating spend towards productivity, engagement and hiring discipline, and being more deliberate about where investment creates durable value. Just like Customer LTV informs smarter marketing investment, eLTV helps us make smarter people investments & for me this helped shift our conversations into the same language as Product and Finance. It made the link between happy, skilled employees and commercial performance explicit rather than assumed. Really curious whether others are using a version of eLTV - how you’re calculating it, and whether you’ve found a useful industry benchmark. *Kudos to the brilliant Jessica Z. for bringing the concept of eLTV:eCAC (aka eARC) to life. If you’re curious, go check out her amazing books.

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TA at the Table: Aligning Talent Strategy with Business Strategy This time of year, many companies are deep in Annual Operating Planning defining priorities, investments, and what success looks like for the year ahead. Too often, Talent Acquisition is brought in after those plans are set. The headcount is already fixed, timelines are compressed, and the focus becomes “how fast can we hire?” But the real value of TA happens when we’re involved early, as part of the strategic conversation with CFOs, CEOs, and business leaders. In my past roles, I’ve partnered directly with executive teams during AOP to: **Map out what growth actually looks like; by region, function, and critical skill area. **Align workforce planning with revenue goals and product roadmaps. **Build hiring scenarios that model cost, timing, and talent availability. That kind of alignment transforms TA from a reactive function into a strategic enabler of the business plan. It also helps leaders make smarter decisions, because talent availability, market data, and hiring velocity all impact what’s realistic to achieve. When TA has a seat at the table, workforce planning becomes a competitive advantage.

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"Beyond the 'Funnel': The Journey is the New Metric" For too long, the recruiting funnel has been our north star—a rigid, linear model borrowed from sales. We've optimized for speed and conversion, treating candidates as if they were leads to be pushed through a process. This quantitative focus is a relic, ill-suited for the creative, human-centric fields of Tech, Product, and Design. The top talent leaders are no longer thinking about funnels. They are obsessing over the candidate journey. This is a holistic, empathetic approach that views every interaction—from the first touchpoint to the final decision—as a critical moment of truth. It's about designing an experience that is personalized, respectful, and reflective of the company's true values. My conviction is that in the war for talent, the quality of our candidate journey is our most powerful brand asset. The new metrics aren't just "time to fill" or "cost per hire." They are qualitative: the level of trust we build, the quality of the feedback we provide, and a candidate's willingness to refer us, even if they don't get the job. Are you measuring the efficiency of your funnel, or the quality of your candidate's journey? #TalentAcquisition #CandidateExperience #HiringStrategy #TechHiring #FutureofWork

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I heard someone at the Gartner CHRO Inner Circle Dinner this week say they've added an AI agent to their board. Let’s let that sentence exist for a second …. I'm still processing. The conversation at this dinner broke my brain in the best possible way – because that's what happens when a room full of people leaders stops performing certainty and starts getting real. Tchernavia Rocker of Revlon hilariously summed up what it’s like being a people leader in the age of AI: "I'm now a therapist to a sentient toaster that thinks it's Socrates." That’s a paraphrase, but it paints a vivid picture of the absurdity of the moment. The work of people leadership has always been: • Center the human • Protect the business • Develop the talent • Hold the culture And now it's all of that, plus figure out whether you're supposed to thank your AI agent, or whether you're wasting a gallon of water every time you do. An AI agent on a board seat is – let's just say it – a little unhinged. But it’s also clarifying. Because boards are where information politics are most expensive. The prep, the positioning, the managing of how something will land, who gets to present it, and in what order. If that's where AI is showing up first, it's telling us something about where the real inefficiency actually lives. And yet the conversation about AI efficiency keeps landing at headcount. Boards are being pushed by shareholders to get leaner. CEOs are being asked to show returns. The fastest visible number to move is people. That gap – between where AI is actually creating leverage and where organizations are pointing it – is worth sitting with. My take from this dinner: we're in a moment where the most important thing isn't having the answer. It's staying in the room, asking the actual question, and not pretending the toaster thing is fine just because everyone else seems calm. No one has this stuff figured out. Not the companies making announcements. Not the consultants with the frameworks. Not even me. But these types of conversations are where the real work is happening. So. Therapist to a sentient toaster. Board seat for an agent. What does it REALLY feel like for you to be leading people in the age of AI? Gartner C-level Communities

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Candidate Verification Will Become a Core Hiring Layer Candidate fraud will continue to accelerate, and verification will no longer be optional at the earliest stages of the funnel. In 2025, verification and trust became one of the fastest growing segments in recruiting technology. Am I talking to a real person? Are their credentials real? Is this the same person who applied, interviewed, and accepted the offer? In 2026, verification will become a necessary layer across every major recruiting suite. But it is a feature, not a stand-alone business. The startups that prove their verification technology works will get acquired. Thoughts?

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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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Especially in hyper-growth environments, where the mantra is speed, scale, and survival. In the rush to hit targets, raise capital, or for the next big launch, HR often becomes the invisible engine: 🚀 Hiring faster than the org chart can keep up, yet the pressure never eases because the real issue is relentless business demand for more people. 🤝 Holding the culture together when chaos threatens to pull it apart. 💨 Creating stability and fairness in environments that move faster than people can catch their breath. 🧘‍♀️ Managing burnout while quietly burning out themselves. The paradox? When challenges surface - attrition, culture cracks, compliance gaps - HR is expected to have all the answers. Yet when things go well, the spotlight often shines elsewhere. HR is the backbone of sustainable growth. No hyper-scaling company survives without strong people foundations. You can build product without HR, but you can’t build an enduring company without it. So here’s to every HR professional hustling in the shadows of high-growth: you are the unseen architects of tomorrow’s great companies. 🎉 Your work may not always get the headlines, but it creates the legacy. 💪👏 #HR #Leadership #ScalingCulture #FutureOfWork

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📊 Candidate feedback isn’t “nice to have.” It’s a conversion engine. Most TA teams measure time-to-fill. Few systematically measure candidate experience signals — and even fewer operationalize them. Here’s the practical blueprint: 1️⃣ Make feedback fast and mandatory Send within 24–48 hours of interview or rejection Keep it under 90 seconds 3–5 Likert questions (1–5 scale) + one short open-text field Aim for 40–60% email response, 70%+ for phone outreach If it takes longer, response rates collapse. 2️⃣ Ask questions that map to hiring stages Measure clarity of: Job description Recruiter responsiveness Interview fairness Feedback timing Offer/onboarding experience Add one prompt: 👉 “What one change would most improve this stage?” Numbers show direction. Comments show root cause. 3️⃣ Tag and segment the data Break feedback down by: Role Location Channel/source Recruiter Hiring manager Track themes like: Communication delays Unclear role scope Scheduling friction Missing compensation details Assign owners and deadlines. No orphan insights. 4️⃣ Convert patterns into micro-experiments Instead of debating opinions: A/B two job descriptions Test interview format changes Adjust compensation transparency Modify communication cadence Then measure: Offer acceptance No-show rate Drop-off percentage Cost per hire Target outcomes: ✔ 15% drop in interview no-shows ✔ 10% increase in offer acceptance within 90 days 5️⃣ Close the loop Acknowledge negative feedback. Escalate serious concerns within 24 hours. Tell candidates when improvements are made. Being heard improves referrals — even from rejected candidates. 6️⃣ Operationalize it Use your ATS to: Trigger surveys automatically Store structured tags Publish a weekly dashboard Track open rate, 24-hour response rate, actionable comment rate Feedback without dashboards = anecdotes. Dashboards without action = wasted data. 📌 Bottom line: Candidate feedback isn’t about reputation management. It’s about conversion optimization in your talent supply chain. Measure it. Test it. Improve it. Repeat. The teams that systematize this loop will out-hire those that rely on instinct.

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A good read if you are an early stage founder/HR leader navigating compensation! These highlights stood out for me: - The first 10 hires should collectively receive no more than 10% of the total equity pool. Remember, a late-stage company might offer around 1% to its CEO — so extending a similar stake to every early employee is a lot of equity.   - It’s not sustainable to overpay. Your average compensation shouldn’t exceed that of late-stage companies like Google or Amazon. Align compensation with your revenue generation and growth capacity.   - Define compensation philosophy at the earliest; enhances decision making through data, replicate your company values to the comp philosophy, define for scale. - Leave room to reward on impact; top performers will move up quicker than you anticipate.

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Hot take in this moment of market volatility: Now is exactly when talent strategy matters most. When the market gets uncertain, it's natural for companies to reassess almost EVERYTHING—including talent priorities. Here's what I keep coming back to: regardless of market conditions, the fundamentals don't change. The best talent still matters. The competition for exceptional people is still fierce. And your current employees still need investment, development, and a clear path forward. At ServiceNow, we're moving forward with intention—taking a strategic approach. Bill McDermott's commitment to remain our Chairman and CEO through 2030 sends a clear signal: we're building for the long term. And that commitment is backed by action—continued investment in both product innovation and our people. We're getting even more deliberate about competing for the best while simultaneously giving the people we already have the skills and support they need to thrive. Because talent strategies aren't something you optimize only when conditions are perfect—it's a competitive advantage you build consistently, through every cycle. The companies that come out stronger aren't the ones that treat talent as an afterthought during periods of fluctuation. They're the ones that stay disciplined, stay strategic, and keep building capability even—especially—when it requires conviction. The best is always worth competing for. 

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From a People Ops perspective, one theme that keeps coming up in my post comments and DMs is manager support. A few people doubled down on how difficult tough conversations can be without the right guidance, some on the importance of manager enablement, and many on proper management support. We often talk about frameworks, training, and enablement, and those things matter. But in practice, manager support usually looks a lot simpler. Yes, manager enablement definitely includes clear frameworks, expectations, talking points, and safe spaces to practice. But realistically, day to day, it often looks like this: • A manager messaging HR before a hard conversation asking, “Am I thinking about this the right way” • A quick sync to sanity check feedback before it’s delivered • Helping a manager prioritize what actually needs to be addressed now versus later • Reframing language so feedback is direct but human • Being available in the moment instead of pointing to a policy or training deck This is the part of People Ops work that often goes unseen by the masses, but it’s where the real impact happens. Managers do not need perfection. They need partnership, clarity, and someone in their corner. That’s how confidence is built. That’s how culture shows up. #PeopleOps #ManagerEnablement #Leadership #HRStrategy #WorkplaceCulture

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