Q&A with Helen James, Senior Talent Acquisition leader
From building cross-functional relationships to leading change through IPOs, redundancies and AI upheaval, Helen James has spent her career navigating talent acquisition through flux and reinvention. Here, she reflects on the evolution of TA, the skills modern recruiters need, and how to stay human – and hopeful – in a fast-changing world.
Helen, tell us a bit about your career journey to date.
I started out in agency recruitment, then quickly pivoted in-house – poacher turned gamekeeper! I’ve since worked across sectors like defence, retail, healthcare, and education, often in contracting or fractional roles. I’ve always enjoyed change – leading transformation in TA functions. The issues companies face are often surprisingly similar; it’s the culture and context that vary. I love being in the thick of change, leading teams through the tough bits and coming out the other side with something better.
How have you seen talent acquisition evolve during your time in the field?
It’s changed massively. TA used to sit outside of HR or be seen as purely operational. But the recruiter role has evolved into a true Talent Acquisition Partner (or TAP, as I like to call it). We’re no longer order takers; we’re embedded in the business. That shift requires confidence, curiosity, and strong data skills. TA partners now sit in forecasting and planning meetings, ask strategic questions, and bring insight, not just CVs. The tech helps, but it’s the relationships and understanding of the business that really drive credibility.
What skills have been most critical to your own success?
Relationship building, hands down. Trust and openness are everything. People need to know they can come to you, and that you’ve got their back. I lead authentically, share feedback, and I’m not above rolling up my sleeves. I also believe in celebrating success – TA teams can be a bit of a grenade pit, so when something goes well, we need to bask in that glory and share the wins with the wider business.
You mentioned data. How has that changed the game in TA?
It’s been transformative. In the past, we had little more than cost-per-hire and a rec report if you were lucky. Now, with better ATSs, CRMs and dedicated data teams, we can do predictive analytics and storytelling that really land with the business. But that shift means TA professionals need to build new muscles. Data literacy, curiosity, the ability to translate numbers into narrative - that’s where the value lies. Not everyone’s naturally inclined that way, so it’s about spotting potential and giving people the tools and confidence to grow.
How do you see the role of TA continuing to evolve in the future?
I’d like to see it becoming more talent-focused, not just acquisition-focused. The lines between TA and talent management are blurring, and that’s a good thing. If we care about where someone lands, we should care about how they grow. AI will play a role in taking the admin away, which frees us up to add more strategic value. But we need to support teams through that change. AI anxiety is real. Leaders need to be mindful, transparent, and help people see where they can grow next.
What are the key trends you’re watching right now?
Candidate experience has taken a real hit. The volume of applications, the use of bots, the rise in scams – it’s all contributed to a pretty poor experience for candidates. There’s also a growing appetite for skills-based hiring, but many organizations start categorizing skills and give up when it gets too complex. It takes effort, but the payoff is huge if you get it right. I’m also seeing more hybrid roles – TA and HRBP, or TA and talent roles combined - which reflects the need for broader thinking and a less siloed approach.
You’ve led teams through redundancies and done more with less. What have you learned about building resilience in TA?
Doing more with less isn’t just about efficiency, it’s about inclusion. In a previous role, when we had onboarding issues, we virtually embedded coordinators in UK teams and involved them in every step of the candidate experience. That human connection transformed turnaround times and team morale. People want to be seen, understood, and included. And sometimes small process fixes, not big tech investments, make the biggest difference.
Finally, what advice would you give to fellow TA leaders navigating this uncertain landscape?
Keep showing up. Network, stay visible, treat others how you’d like to be treated. Most of all, believe in your value. It’s easy to lose confidence when roles are scarce or when the landscape shifts. But we bring humanity to hiring – and that will always matter.
