Something that has been coming up more often in conversations with heads of TA is that the definition of the function itself is quietly changing. For a long time, TA has been measured on how quickly roles get closed and how full the pipeline looks at the end of the quarter. Those numbers still matter, but they are no longer the ones the business is really asking about.
What is shifting is that TA is being pulled closer to the business plan. Which capabilities the organisation will need two quarters out, where the skill gaps are opening up, and how the shape of the workforce should evolve to match where the company is trying to go. These are workforce planning questions, and they now land on the TA leader more often than they used to.
The teams I see doing this well have built some form of talent intelligence into the way they work, which gives them a shared view of skill supply and demand rather than a pile of open requisitions. It changes the conversation with the CEO and the CFO from "how many hires are you making" to "what capability are you building."
Curious how this is playing out for the leaders in this group. Is TA in your organisation being invited into the growth conversation yet, or is the function still being measured mostly on speed and volume? Would like to hear what has genuinely changed the seat TA holds at your table.