TRY HARDER IS NOT A STRATEGY

Podcast

The world of hiring is experiencing more change now than anytime in my 30 year career in talent. Try harder won’t cut it. We need real strategy. The business expects more. Candidates need more. And because of the impact of AI on our profession, we’re in the middle of the biggest lead or be led moment of my career. The choices we make now about how we leverage AI, how we think about candidate quality, how we think about fairness, how we think about the role of recruiter – it’ll all impact hundreds of thousands of candidates.

Frontline hiring has historically been under-led and under-resourced. That’s gotta change. The stakes are high. Join me as I interview talent leaders from companies who are leading the way around high volume hiring, deploying tools like Paradox to help their businesses staff their teams with the right talent.

Tyler Weeks

VP, People Technology, Research, and Analytics

Marriott International

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Rethinking Quality of Hire and People Analytics at Marriott

In this episode, I talk with Tyler Weeks, Vice President of People Technology, Research and Analytics at Marriott International, about quality of hire, assessments, people analytics, and the emerging role of AI. Tyler previously led HR data science at Intel and began his career as an R&D engineer after earning a Ph.D. in applied physics.

Marriott operates nearly 10,000 hotels across 143 countries, with close to one million people around the world wearing a Marriott badge. Its workforce includes a vast range of frontline roles—from housekeepers and front-desk associates to restaurant employees and valet attendants. That scale and diversity create an extraordinary environment for studying how people, teams, technology, and workplace practices affect business and guest outcomes.

Tyler challenges several common assumptions about quality of hire. Assessments can improve hiring odds across thousands of similar decisions, but they cannot reliably identify the one “perfect” candidate. Traditional measurements also put too much responsibility on the person hired while overlooking the manager, team, onboarding experience, and workplace conditions that influence whether someone succeeds.

We also explore why AI’s greatest organizational impact may come from measurement—not just automation. Tyler shares an experiment in which his team used AI to uncover how work actually moves through the organization, including collaboration patterns, handoffs, dependencies, and bottlenecks. These insights can help leaders improve productivity and employee experience while making more informed decisions about hiring and work design.

Questions We Explore

How useful are assessments in predicting whether someone will become a successful hire?
Should quality of hire be measured at the individual or team level?
How much responsibility do managers and teams share for a new hire’s success?
Could AI’s greatest value come from measuring work rather than automating it?
Should people analytics predict the future—or help leaders prepare for multiple scenarios?

Five Big Ideas

Assessments improve the odds; they don’t identify the perfect candidate. Even a strong assessment explains only a small portion of the differences in future performance. That small advantage can create meaningful value across thousands of hires, but it is far less useful when making a single hiring decision.
Great individual talent doesn’t automatically create a great team. A highly skilled person can still reduce team performance by damaging trust, collaboration, or information sharing. Quality of hire should consider how someone contributes to the team—not simply their individual output.
Quality of hire is a shared outcome. Managers have an outsized influence on onboarding, engagement, performance, and retention. If a new employee struggles because the manager failed to integrate or support them, labeling that person a “bad hire” puts the entire burden in the wrong place.
Ask about observable behaviors—not whether managers think they made a good hire. Hiring-manager surveys often ask leaders to rate the quality of their own decisions, producing predictably positive but weak data. More useful questions examine whether the employee consistently demonstrates specific, role-relevant behaviors.
Use AI to understand how work really happens. AI can reveal collaboration networks, informal approval paths, hidden dependencies, and process bottlenecks that don’t appear in an official workflow. Rather than pretending to predict an uncertain future, people analytics can identify causal relationships and help leaders plan for different scenarios.

Shay Johnson

VP, Strategic HR Partnerships

Compass Group USA

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Designing Better High-Volume Hiring Experiences at Compass Group

In this episode, recorded live as part of The Conversation: A Paradox Talk Series, I talk with Shay Johnson, Vice President of Strategic HR Partnerships at Compass Group USA, about high-volume hiring, HR technology, automation, and the next generation of AI in talent acquisition.

Compass Group employs approximately 300,000 associates in the United States and 600,000 globally. In the U.S. alone, the company makes between 150,000 and 180,000 W-2 hires annually—not including seasonal or temporary labor. It also operates through more than 30 companies and brands across sectors including healthcare, education, and sports, creating enormous scale as well as diverse hiring needs.

After spending the first decade of his career in talent acquisition—including five years overseeing frontline and high-volume hiring—Shay moved into a role connecting HR partnerships, products, and technology. His focus is selecting the right partners and designing solutions that create continuity as candidates become employees.

We discuss why a company’s advantage doesn’t necessarily come from having technology its competitors don’t. Increasingly, the opportunity is to create a connected, familiar, consumer-grade experience—and then use data, experimentation, and human judgment to determine where automation helps and where personal interaction matters most.

Questions We Explore

How do you design hiring technology for 150,000 to 180,000 annual hires across more than 30 brands?
Can familiar technology create a better candidate experience than a highly differentiated one?
Where should automation lead the hiring process, and where should humans step in?
How can TA leaders demonstrate ROI beyond efficiency and cost reduction?
What could agentic and voice AI make possible for hiring and internal mobility?

Five Big Ideas

A familiar experience can be a competitive advantage. Candidates don’t necessarily want the newest or most distinctive interface. They value technology that feels intuitive and works like the consumer tools they already use. The priority should be creating a simple, connected experience with fewer points of friction.
Build one adaptable foundation instead of separate solutions for every use case. High-volume roles may benefit from an almost fully automated path from engagement to interview, while complex roles need greater recruiter and hiring-manager control. The right platform should support both without creating a fragmented technology stack.
Measure ROI by how automation changes the recruiter’s role. The real benefit isn’t simply completing more administrative tasks with fewer people. By removing tedious work, Compass Group’s recruiters can respond to important business needs—such as deploying a team to support hiring for major new airport lounges—that they previously lacked the capacity to handle.
Pilot, learn, and understand the product before committing to the build. Test a solution with real users before entering a long-term agreement or launching at scale. Then pause before implementation and study the product in depth. Small configuration choices can create significant downstream consequences.
Agentic AI could connect hiring with long-term talent development. A natural voice conversation can capture richer information about a candidate’s interests, capabilities, availability, and aspirations than a form or scripted chat. With the right safeguards, that information could improve job matching today and support development, internal mobility, and succession planning later.

Blair Bennett

SVP, Global TA

Pepsico

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Building a Future-Ready Talent Acquisition Model at PepsiCo

In this episode, I talk with Blair Bennett, Senior Vice President of Talent Acquisition at PepsiCo, about transforming TA inside one of the world’s largest food and beverage companies. PepsiCo is a $90 billion-plus organization operating in more than 200 countries and territories, with over 300,000 associates. Approximately 230,000 employees are frontline workers who help make, move, and sell its products.

Blair’s global TA organization supports roughly 75,000 requisitions each year, including approximately 40,000 frontline requisitions. She shares how PepsiCo moved from a complex, decentralized structure toward a centralized operating model organized around three areas: strategy, enablement, and execution. The goal wasn’t consistency for its own sake—it was to create a foundation that could respond faster, generate better insights, and support the future needs of the business.

We explore PepsiCo’s work to reimagine frontline hiring after bringing its U.S. food and beverage businesses together under one North America organization. Rather than starting with technology, Blair’s team conducted more than 100 interviews with business leaders, HR partners, and other stakeholders, mapped the existing processes, and identified the most important pain points. That work informed a new model combining internal capabilities, an RPO partner, centralized recruitment marketing, and technology designed around PepsiCo’s specific needs.

Blair also discusses the evolving scope of TA. PepsiCo is developing capabilities in talent foresight, career transitions, talent intelligence, and scenario planning—helping the business think beyond filling today’s requisitions to understand the skills, tasks, and workforce models it may need several years from now.

Questions We Explore

How do you transform TA across a company operating with high complexity?
What must be standardized before technology and automation can scale successfully?
How should frontline hiring differ for entry-level, skilled, and highly technical roles?
Where can automation improve hiring—and where do recruiters and hiring managers still add unique value?
How can TA help the business anticipate future talent needs instead of waiting for requisitions?

Five Big Ideas

Build the operating model before deploying the technology. Standardized processes, clear responsibilities, and effective handoffs create the platform needed to scale automation. Start with the business problem and the desired process—not with a list of features a technology vendor can provide.
Design different experiences for different talent segments. Frontline hiring is not one uniform category. Entry-level candidates may prioritize getting to work quickly, while skilled technicians and drivers may expect greater personal engagement. Match the process, technology, and level of human touch to the role and the candidate.
Use people where they add the greatest value. Automation can handle repetitive work such as scheduling, but recruiters remain essential for translating business needs, understanding talent markets, sourcing scarce skills, and persuading candidates. Hiring managers should be involved where their expertise has the most impact—and given time back where it doesn’t.
Create protected capacity to look beyond today’s requisitions. PepsiCo’s strategy team studies changing candidate motivations, talent competitors, emerging skills, and the impact of technology on jobs and tasks. That allows TA to bring the business insights and scenarios rather than waiting for leaders to provide a perfect workforce forecast.
Connect hiring to the broader employee journey. Retention is not automatically a recruiting problem. Hiring, onboarding, manager support, internal mobility, and other career transitions all shape whether employees succeed and stay. TA can create more value by connecting these experiences instead of treating external hiring as an isolated activity.