By Melissa Baldoni
We’re navigating a dynamic world of work — from an uncertain economy to rapid technological advancements like Generative AI (GAI), which is poised to reshape many of our roles. Companies are being pressed to achieve more with fewer resources, and they have had to both adapt their talent strategies and ways of working to leverage the potential of GAI. At the forefront of these changes—and leading the charge—are talent acquisition (TA) professionals.
More than ever, we’re being called to influence areas traditionally led by other functions, such as talent development, performance management, and employee engagement. This signals the growing impact of our field. So, whether you’re an aspiring TA professional or actively navigating these changes, here are some essential insights to support your success in the journey ahead.
Among the new skills emerging for TA leaders is training and development (T&D)
Workplace transformation is accelerating at an unprecedented pace, with LinkedIn’s inaugural Work Change Snapshot revealing that 10% of workers hired in 2024 hold job titles that didn’t exist in 2000.
In APAC, GAI is expected to drive a 70% shift in skills by 2030—18 percentage points faster than the projected rate without GAI, a trend seen widely across the region. In other words, job roles are evolving even if our titles remain the same.
This underscores the importance of organisational upskilling in the era of GAI. And, in this rapidly evolving skills landscape, our data shows that T&D skills—traditionally important to learning and development (L&D) teams mainly—has now become a critical requirement for TA leaders. In fact, job posts for TA leadership roles listing T&D as a necessary skill have surged by 317% year-over-year.
As talent acquisition expands in influence, our role isn’t just about supporting L&D—it’s about being a guiding force for the talent we bring into the organisation. TA leaders today must balance an understanding of immediate skill needs and a future vision for the evolving capabilities that will drive the business forward.
This dual focus positions us to contribute meaningfully to talent development, equipping our organisations not only to succeed now but also to anticipate what’s next. To do so, we need T&D know-how, which will help us shape resilient, future-ready teams that can adapt and thrive in a world of constant change.
To support TA leaders as our workforce continues to transform, LinkedIn is offering 250 AI courses in 7 languages covering various topics from prompt engineering, to integrating AI into business strategy. These resources are designed to help all professionals across all industries and levels enhance their AI skills.
The second-fastest emerging skill for TA leaders: Adaptability
“Adaptability” has emerged as the second-fastest emerging skill for TA leaders, with a 190% increase in its listing as a requirement in job postings. In today’s fast-paced environment, embracing change is not a choice but a necessity for TA leaders.
In this economic climate, we’re seeing a significant shift. While global hiring has slowed, internal mobility is on the rise. In markets like Singapore, internal mobility has increased by 21%, followed by 8% in the Philippines and 6% in Indonesia, compared to a global increase of 6%. This indicates that companies are shifting their focus to redistributing the talent they already have across their organisation, to navigate ongoing uncertainty.
This change is far from an isolated event—I can confidently say this will not be the last shift we will have to deal with in the years to come. This is why adaptability has become an essential competency for TA leaders.
We must build agile talent models that can pivot in response to shifting demands. It’s no longer just about finding talent—it’s about positioning the right skills within the organisation, ready to meet evolving business needs. By fostering a culture of flexibility, we ensure that the talent we have is ready to contribute at the right time.
This mindset not only allows organisations to navigate business fluctuations but also empowers them to remain resilient during periods of uncertainty. It’s about anticipating change, maintaining a dynamic talent pipeline, and ensuring that skilled professionals are in place to support the organisation’s strategic objectives—no matter how rapidly the landscape evolves. The pace of change will continue to accelerate, and it is our responsibility to ensure we, and our organisations, are prepared.
Evergreen skills for TA leaders: Soft skills
What I love most about my job is the ‘human’ element—engaging with potential candidates, helping them recognise their skills, and guiding them to achieve their goals. While the role may evolve with the rise of GAI, I firmly believe that this core human aspect will remain unchanged.
It is the human connection, empathy, and understanding that set exceptional TA leaders apart from machines. These are the skills that truly define leadership in our field—skills that technology, no matter how advanced, cannot replicate.
This is why, while emerging skills like T&D and adaptability are becoming increasingly important for TA leaders to have, ‘communication’ remains the most sought-after skill and is consistently ranked among the top in-demand skills for TA professionals worldwide. ‘Analytical skills’, ‘problem-solving’ and ‘interpersonal skills’ also appear alongside ‘communication’ skills.
One final thought I’d like to call out: beyond recruiting, we’re also seeing a broader shift in TA toward the role of an advisor—suggested by the rise of ‘consulting’, ‘organisational psychology’ as other top emerging skills for TA leaders, which have seen a 77% and 129% surge respectively year-on-year. These emerging competencies will be crucial for TA leaders aiming to guide their organisations through the complexities of the modern talent landscape.
TA leaders who take a broader view, understand what success will look like in the future, and strategically prepare themselves and their teams will be well-equipped to drive success. No matter how our roles evolve, this proactive approach will empower both leaders and their organisations to thrive.
Melissa Baldoni is senior director of talent acquisition, APAC, LinkedIn
