Sep 1, 2026 · 37 min · 14 segments
Hiring can fill immediate skills gaps, but developing talent builds for the future. SHRM26 speakers Amy Jauman, HR director for the DNA Doe Project, and…
Amber WattsGuest
Amy JaumanGuest
Nicole BelynaHost
From a recruiting and talent acquisition perspective, what separates organizations that treat hiring as a specific capability from those that are simply reacting to talent shortages?
And I always like to explain it as the organization or rather the conversation with the leaders starting and saying, are we approaching our talent management as firefighters or architects? So firefighters are reactive.
You need them, right? Or are we approaching our talent development work more as an architect where we're building, we're thinking, we're looking, we're designing.
And it's important, I think, to note that it's a spectrum and you are never always going to be on one end or the other.
But the reason I like to talk about it that way is because almost every leader will say, Well, I want to be an architect.
You know, there are very few that will say, I want to get up every day and not have any idea what's coming and just see how much terror I can invite into my everyday work life, you know.
So most people will gravitate towards that architecture side, which allows us to start that conversation about focusing on leading indicators, right? I'm building, I'm kind of looking ahead as opposed to lagging, as opposed to always be responding to whatever comes at you or crosses your path.
And again, just because it's such an easy thing to resonate in our everyday life, it tends to stick pretty well.
And Amber, from an employee development standpoint, What separates organizations that successfully grow talent internally from those that struggle to build sustainable development pipelines?
So the ones that I see do well versus the ones that I see struggle are the ones that do it well, treat it as a business process versus an HR program.
From a recruiting and talent acquisition perspective, what separates organizations that treat hiring as a specific capability from those that are simply reacting to talent shortages?
And I always like to explain it as the organization or rather the conversation with the leaders starting and saying, are we approaching our talent management as firefighters or architects? So firefighters are reactive.
You need them, right? Or are we approaching our talent development work more as an architect where we're building, we're thinking, we're looking, we're designing.
And it's important, I think, to note that it's a spectrum and you are never always going to be on one end or the other.
But the reason I like to talk about it that way is because almost every leader will say, Well, I want to be an architect.
You know, there are very few that will say, I want to get up every day and not have any idea what's coming and just see how much terror I can invite into my everyday work life, you know.
So most people will gravitate towards that architecture side, which allows us to start that conversation about focusing on leading indicators, right? I'm building, I'm kind of looking ahead as opposed to lagging, as opposed to always be responding to whatever comes at you or crosses your path.
And again, just because it's such an easy thing to resonate in our everyday life, it tends to stick pretty well.
And Amber, from an employee development standpoint, What separates organizations that successfully grow talent internally from those that struggle to build sustainable development pipelines?
So the ones that I see do well versus the ones that I see struggle are the ones that do it well, treat it as a business process versus an HR program.
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