- You currently lead the Talent Acquisition team across Europe at Maersk, overseeing around 4,000 hires per year. What strategies have proven most effective in scaling recruitment without compromising candidate experience or talent quality?
To scale without sacrificing quality or experience, we’ve focused on building a team that has strong stakeholder alignment and can be flexible in their approach. We differentiate how we hire based on the type and level of the role – balancing a standard process with the needs of the role and hiring journey. Partnering closely with business leaders ensures we have clarity on priorities, while using tools like LinkedIn recruiter gives us talent insights to make smart decisions about our recruitment approach. We definitely rely on the data available to plan our searches and to monitor our effectiveness.
- How do you define “total workforce management” in 2025, and what does true collaboration between TA, Procurement, and Finance look like in practice?
Total workforce management in 2025 means thinking beyond permanent hiring to truly manage talent as a strategic asset – regardless of contract type. It’s a unified view of who we need, when, and why. Real collaboration between TA, Procurement, and Finance starts with shared metrics and joint workforce planning. Instead of siloed forecasting, we use Workforce Planning to plan our approaches and partner effectively with our People Business Partners to understand what will work for the business. It’s not us vs them… it’s collaborative.
- You have successfully implemented systems like Workday, Avature, and Fieldglass across global organizations. What are the key pitfalls HR leaders should avoid when undertaking complex TA tech integrations?
One big pitfall is assuming the tech will solve a process problem. You need to get your operating model and data hygiene right first. Another is underestimating the change curve – for both recruiters and hiring managers. The best tech in the world won’t land if it’s not intuitive or if users aren’t brought along. Avoid “lift and shift” thinking – tailor workflows to your real hiring needs, not legacy processes. And finally, invest in proper governance – it ensures consistency without creating confusion.
- How should TA leaders balance automation and human touch when building digital recruitment journeys – particularly at scale?
Automation should remove friction, not remove people. The sweet spot is letting tech handle the predictable – scheduling, reminders, status updates – so humans can focus on the meaningful moments: personalised outreach, interview coaching, offer conversations. Especially at scale, this human touch is where your employer brand lives. AI will absolutely streamline workflows and bring sharper insights, but recruitment still hinges on trust, judgment, and relationships. That’s not going away, and we are active in finding ways for our employees to share what it feels like to work for Maersk so that we give an authentic view to the market.
- You’re known for embedding DEI into every facet of your work. What have you found to be the most effective interventions to reduce bias in high-volume hiring environments?
The most effective interventions are the ones that are baked into process, not bolted on. Structured interviews, gender neutral adverts, inclusive job design, and balanced shortlists go a long way. But it’s not just about tools – it’s about mindset. We’ve seen real impact by involving teams in the “why,” not just the “what,” and by using data to hold ourselves accountable. Volume hiring can still be inclusive – but only if inclusion is the default, not the exception. We’ve been on a journey of normalising DEI and making part of our daily practice. And that’s what’s shown us results.
- What advice would you give to TA leaders who are trying to build more agile, self-sufficient teams during uncertain economic conditions?
Build for adaptability and be ready to flex. I talk to my team about flexibility every single day. They must be fed up with hearing it! As leaders it means that we are cross training our teams, simplifying your processes, and creating clear frameworks that allow for local flexibility. We are also open with our knowledge and share what’s happening in the wider business to help our team understand the drivers behind the shifts. That transparency builds resilience. We also steer away from a reliance on a single solution; look at RPO partnerships, talent marketplaces, and internal mobility as levers. Agile TA teams aren’t just faster – they’re more curious, more empowered, and more commercially aware.
- How do you define an excellent employer brand today, and who within the business should own and sustain it long-term?
A strong employer brand is no longer about glossy campaigns – it’s about authenticity, consistency, and credibility. It should reflect what it actually feels like to work in your business – not just the highlights. Ownership should be shared across TA, Comms, and People leaders, but the voices that really sustain it are your employees and candidates. Your brand lives in Glassdoor reviews, onboarding experiences, and manager conversations – not just your careers site. We work hard at employee advocacy and have seen the results this gives us in more diverse applicant pools.
- What’s one prediction you have for how talent acquisition will look five years from now – and what should TA leaders start doing today to be ready for it?
TA will evolve into Talent Advisory – deeply embedded in workforce planning, skills strategy, and internal mobility. Recruiters will need to be data translators, experience designers, and business advisors. To get ready, TA leaders should start by upskilling their teams in analytics, market intelligence, and stakeholder influence. The future isn’t just about filling roles – it’s about shaping workforces.
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