How a Training Investment Exposes Measurement Crisis
October 30, 2025
July 12th, 2024 – Kristy McCann Flynn
Host: Kristy McCann Flynn
Guest: Brett Frank, Talent Acquisition Leader
The latest episode of the HR Confessions podcast, hosted by Kristy McCann Flynn, delves into the multifaceted role of talent acquisition in shaping the future of businesses. Joined by Brett Frank, a seasoned talent acquisition professional, the discussion provides a wealth of “Strategic Talent Acquisition Insights” that are indispensable for HR professionals and business leaders alike.
00:00:09.505 – 00:00:40.385
Kristy McCann Flynn: Brett is someone who has truly mastered what it means to be a business partner in talent acquisition. His work has significantly impacted numerous organizations by helping them attract and retain top talent. Today, we’re diving into what makes effective talent acquisition practices and addressing some hot topics, like the ongoing controversy surrounding the “Open to Work” badge on LinkedIn. But first, let’s have Brett introduce himself and share a bit about his background.
Brett Frank: Thanks, Kristy. I’m happy to be here. I’ve been in the talent acquisition industry for over 20 years. My career began in technology staffing, moved into corporate recruiting for enterprise organizations, and for the last decade, I’ve focused on talent acquisition in the consulting industry. I’ve encountered many challenges and successes, and my approach is rooted in adaptability, competitiveness, and leading with empathy, transparency, honesty, and integrity—values I’ve carried with me since a young age.
00:00:40.495 – 00:03:45.005
Kristy McCann Flynn: Brett didn’t mention this, but he joined me at Pearson Education during a transformative period. Pearson was shifting from a traditional publishing business to an ed-tech powerhouse, which required entirely new skill sets. We were also acquiring multiple companies and integrating them into one organization, creating significant change management challenges. This transformation demanded a clear vision of our identity, the roles we needed, and the cultural fit for our evolving organization. Brett was instrumental in navigating these complexities, and his success came from his ability to go beyond job descriptions and truly understand the business.
Brett’s approach wasn’t about just filling roles—it was about understanding where the organization was, where it needed to go, and how each role fit into the broader strategy, both today and in the future. This business partnership mindset is critical in talent acquisition but often overlooked. Brett, can you walk us through how you’ve built these partnerships, share some examples of what’s worked, and discuss lessons learned?
00:03:57.335 – 00:08:49.185
Brett Frank: Absolutely. Effective talent acquisition hinges on two types of partnerships: internal and external.
00:03:57.335 – 00:08:49.185
Internally, it’s about building trust and open communication with the business to understand their goals and hiring needs. I work closely with leaders to grasp how new hires will impact the organization and fit into the bigger picture. Over-communication is key—whether it’s sharing updates or acknowledging when there’s no news, maintaining an open dialogue ensures alignment. If business priorities or skill requirements shift, I need to know immediately to adjust my recruitment strategies effectively. This partnership allows me to source candidates who not only fill gaps but also elevate the organization.
Externally, it’s about creating a positive candidate experience that reflects the organization’s brand. I rely on the business to provide compelling information about the role and the company’s vision to excite candidates. In today’s world, with platforms like Glassdoor and social media, transparency is critical. Candidates want to know what the work entails and how they’ll contribute. Rather than relying on a robotic checklist of skills, I focus on building relationships with candidates. A positive experience enhances the employer brand, while a negative one can damage it, spreading quickly through reviews and networks. I see myself as a storyteller, sharing the organization’s journey to inspire candidates about the impact they can make.
Reflecting on my early days in staffing, clients often provided minimal information, treating recruiters as external vendors. Over time, I’ve seen the value of true business partnerships, like at my previous consulting role, where leaders trusted my expertise to deliver. This trust allowed me to network with talent proactively, even if they weren’t an immediate fit, building a pipeline for future hires. Successful talent acquisition requires forward-thinking—anticipating the organization’s needs six to twelve months ahead and cultivating a community of potential candidates who are excited to join when the time comes.
00:08:49.725 – 00:14:35.645
Kristy McCann Flynn: One of the toughest aspects of talent acquisition is working with hiring managers, who often have specific assumptions about skill sets or want to replicate past hires without considering the organization’s evolving needs. Brett, how have you elevated these relationships into true partnerships?
Brett Frank: Hiring managers aren’t recruiters, so they view talent acquisition through a different lens. My role is to educate them on the recruitment process and market realities, like competitor hiring trends or candidate skill availability. Every candidate interaction is an opportunity to gather insights, which I share with managers to refine our approach.
Some managers design overly complex processes—initial screens, technical tests, case studies, and panel interviews. While thoroughness is important, especially in today’s market, I guide managers to streamline touchpoints to enhance the candidate experience. I assign specific focuses for each interviewer—technical skills, cultural alignment, or leadership potential—to ensure a holistic evaluation without repetitive conversations. This approach helps candidates learn about the organization while providing a comprehensive view of their fit.
Managers sometimes expect recruiters to work miracles, like finding perfect candidates in days. I set clear expectations about timelines and challenges, maintaining over-communication to keep them informed. If I’m struggling to find candidates, I ask managers, “What would attract you to this role? What questions would resonate?” This collaboration leverages their expertise to refine our recruitment strategies, ensuring we attract and retain top talent.
00:14:35.965 – 00:16:56.285
Kristy McCann Flynn: At Pearson, we faced significant recruitment challenges before Brett joined. High churn and difficulty attracting talent were exacerbated by organizational changes. Brett turned things around by building relationships with leaders, understanding their preferences, and guiding them toward strategic hiring decisions. He challenged whether we were hiring for the right roles, combining positions where possible, and ensuring alignment with our long-term goals. His efforts created such a strong candidate pipeline that we had an abundance of qualified applicants, shifting our challenge to finding the right placements. Brett’s human-centric approach—focusing on relationships over rigid processes—made him a rock star.
Brett Frank: People aren’t resumes or LinkedIn profiles. Those are just starting points for meaningful conversations. Candidates aren’t professional resume writers, so we need to look beyond the paper to understand their potential. This human connection is what drives successful recruitment.
00:16:56.465 – 00:18:57.885
Brett Frank: There’s a lot of buzz about AI in talent acquisition. I believe AI offers value by automating repetitive tasks, like sifting through hundreds of applications to narrow down a candidate pool. However, nothing replaces human-to-human interaction. AI can’t replicate the nuances of behavioral cues or the relationship-building that candidates crave. While AI will evolve, the human element—storytelling, empathy, and connection—remains irreplaceable.
Kristy McCann Flynn: Absolutely. At Skill Cycle, we use AI to enable performance, engagement, and personalized learning, but the human component drives real impact. People learn best through storytelling and examples, which AI can’t fully deliver.
00:18:58.045 – 00:26:41.565
Kristy McCann Flynn: Let’s tackle the controversy around LinkedIn’s “Open to Work” badge. I find it absurd that it’s seen as negative. It’s a clear signal that someone is seeking opportunities, saving recruiters time compared to blindly applying to jobs. Brett, what’s your take?
Brett Frank: The “Open to Work” badge has multiple perspectives. Some employers question why an employed person is looking elsewhere, but LinkedIn was built for networking, not just job searching. The badge simply flags candidates who are actively seeking new roles, helping recruiters prioritize outreach. It doesn’t preclude me from contacting passive candidates, but it provides insight into why someone is looking—what’s missing at their current job?
The stigma around “Open to Work” is misguided. Everyone needs a job, and layoffs—especially post-COVID—have affected countless talented professionals. I was laid off after nearly a decade with an employer, and it’s not a reflection of individual worth. Organizations evolve, pivot, or cut costs, and layoffs are often strategic, not personal. Biasing against candidates who are open to work is unfair and overlooks incredible talent. The badge fosters networking, which is critical for building a stable career through relationships and support.
Kristy McCann Flynn: Exactly. Labeling laid-off employees as “bad performers,” like some companies have done, is nonsense. It discredits talented individuals and ignores the reality of business changes. The “Open to Work” badge makes hiring easier, and we should embrace it as a tool for connection, not controversy.
00:26:41.615 – 00:26:41.565
Kristy McCann Flynn: This has been a fantastic conversation, Brett. I’m thrilled to work with you again at Skill Cycle as we grow our team. For our listeners, if you have questions or comments, reach out! Join us next week for another episode of HR Confessions. Have a great day!
Brett Frank: Thank you, Kristy. It’s been a pleasure.
This post was written with the assistance of Claude, an AI assistant created by Anthropic, PBC to be helpful, harmless, and honest.
