August 19, 2026 • 18 mins
This week I sit down with Sue Attewell, head of AI at Jisc as we discuss the impact AI is having in the workplace, and how it’s potentially going to affect the job market and future careers.
How to get a job in AI: https://www.prospects.ac.uk/jobs-and-work-experience/job-sectors/information-technology/how-to-get-a-job-in-ai/
The impact of AI on making early career decisions: https://www.prospects.ac.uk/the-topic/the-impact-of-ai-on-making-early-career-decisions/
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Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
I think just tobear in mind that the recruiting manager
is looking for an individual.
They're not looking for an AI,
but they're not looking for for,you know, for a generic tool.
You know,they're looking for an individual
Hello and welcome backto Future The Early Careers
(00:20):
and Student advice podcastbrought to you by prospects.
I'm so well.
And I'm head of AI at to your head of AI,how long have you been head of AI?
Oh, yes.
Four years.
Did that role exist priorto four years ago? No.
Did you invent it? No.
So what happened there?
(00:41):
And are we going to start seeing more
and more of those types of roles appear?
Oh, what happenedthere was I used to work in innovation,
and five years ago we thought, hey,there's something coming here around AI.
And it was one of those occasionswhen we got it right,
our innovation, you know, every nine ideasyou get,
(01:01):
seven of them are wrong to maybe possiblesand one might be a flier.
And on this occasion we were right.
So five years agowe started it for two people,
but also having lots of otherresponsibilities at the same time.
And here's down the line.
We started to formalize itand grow the team slowly.
(01:23):
And that's you know, that'show a lot of jobs start to emerge.
You know, they emerge from need.
And I think
I'm not going to forecast long termbecause I think that way only lightly.
I failure.
And you know, people tried to forecastif people back in the horse and cart,
they tried to forecastcars, they'd come up with faster horses.
(01:44):
Is the is the great thing there.
But I think certainly in the short termwe definitely seen a growth in roles
like head of AI, director of AI,those kind of things.
But we also see in growthor we'll see a growth in the very near
future in rolls around, trustand safety around AI and ethics,
(02:05):
around human and AI collaboration.
You know, we'll see a lot of rolesin those kind of fields.
I think in the short term,
in the more longer term, we will seelots of roles that don't currently exist.
But I'm not going to have a guessat what they
and do.
You can you speak to AI replacing rolesthat do currently exist?
(02:28):
At the momentwe're not seeing a lot, though.
We have a lot of forecasts around that.
A while ago, a couple of years ago,we started seeing that change
at the moment,and it's more about how we work changing,
but we've been on a track of automation,
replacing jobs for 30, 40, 50 years.
I don't see that stopping.
(02:50):
It's going to continue the process. I,
I think
what's different aboutAI is it's replacing jobs at all levels.
So previously we've seen automation.
It's been cutting jobs out at the manual,lower skilled level with AI.
It cuts across its highskills, special skills, middle management.
(03:11):
You know it's all kind of levelsthat it's there.
And most roles.
But we're not we've not seen the impactof that yet.
Right. Not in any large numbers.
You know, the graduate jobsmarket is still pretty static
in terms of numbers, roles,but how those jobs are playing out
in daily life, I think he's changing.
(03:33):
You know, we're seeing a lot of researchcoming up with statistics.
Like 80% of people will see50% of their tasks change.
Whoa.
That's crazy.
And like, change.
I think this is the fear, isn't it?
Like changes in.
Then there's nothing for you to door changes in.
Then you are,
(03:55):
I don't know,
fixing the AI when it breaks.
I think currently
it's more about utilizing AIin your daily work.
So, you know, my daily life has changeddramatically over the last four years.
I use AI North a lotto help me do some things that,
quite frankly,I don't like doing very much.
And, you know, so I use it to help me,help me write some emails, particularly
(04:20):
to people I don't know, pretty good atwriting them to people I know.
But when people I don't know,I find it's really helpful getting tone
and things like that.
Just throw 2 or 3 bullet pointsand get it to write me a nice professional
sounding email and
help me do things like proofreading,which I've always been bad at and
but that's really good.
(04:40):
It'll do it in seconds.
But tell me where the errors areand I can go find them.
And so using it to to help them,
do, you know, offloadsome of the tasks you don't want.
You know, we've seen teachersuse it for things like help them to draft
lesson plans or to tailor materials to
(05:03):
different cohorts within a class.
So to personalizesome tasks to make them more interesting.
You know, we're seeing.
People just changesome of the things they're doing.
But I think it's really importantto think about what you should change.
(05:24):
So I've seen lots of usein things like marketing,
you know, coming up with effectivemarketing campaigns and things like that.
And it's really good at that.
Why shouldn't you use AI for that?
Some other thingsthat are have a bigger impact on people.
Maybe you shouldn't use AI for.
So lots of discussions happeningabout which task
within roles can be automated.
(05:46):
Then which tasks should be automated.
Because some, some boring task
needs to stay with the humansbecause they need the human touch.
But you know, we get is getting there.
You know, AI is is now doing copilotsdoing a fairly decent job
of telling that you need to arrangea meeting with these six people.
(06:07):
Can it find aslot that you're all free at?
Well, you know,
that's a task not sure everybody has.
I do test it when I have to look
for lots of people diariesand find a slot,
and it'll just do it,you know, give it the names.
We have open diaries.
Most firms do internally,you know, let it go away.
(06:28):
Let it do it really good.
So it's really something to help, I think,and change the way we do some jobs
and, and is there's always
a conversation around itsaving time as well.
And then what do you do with thatextra time.
Because I think the, the utopiais that we go down to a
three day workweeks, four day workweekswith that additional time that we say.
(06:52):
But that's not necessarily the case,not at the moment.
It's not.
I think what it's doing is giving you moretime to focus on the more complex tasks.
So instead of or and also, you know, tojust think a little bit more.
So instead of bouncing from task to task,
feeling,you know, I'm not quite ready for this.
You know, I'm
going to going to tryand get my head in this space
(07:14):
while I run upstairsto the next meeting room.
You know,
maybe we'd get 15 minutes to actually readthings, prepare and go for it.
But more specifically,I think most most of the use cases, it's
about focusing on those complex tasks,the things that you know,
where people add value.
So problemsolving, interactions with other people.
So in
(07:35):
education, you know, more timeto spend face to face
with students and learners or
more time to spend talking,supporting your direct reports,
more time to spend thinking about what'sactually important that we focus on.
What can we dothat will really have an impact this year?
(07:57):
You know, so free and uptime to focus on things that matter,
rather the things that you have to dobut have very tiny impact.
Yeah. That's fair.
Can you speak to theenvironmental impact on it
So there's some of these conceptions here.
I think soI'm going to speak generally to it.
I'm not an expert in this field at all.
(08:18):
And there are peoplethat are expert in this area.
But I think it's really important
not to hold AI to a higher accountthan we do other technologies.
So at the moment people talk about,you know,
if I use AI, it's using all this water.
But what are you going to doif you don't use AI?
Are you going to use another technology?
Are you going to use Google?
Are you going to use a Microsoft product?
(08:39):
Or are you in the comparisonyou're making in your head
when you say,this is all this water going to do?
The only alternative to thatwhich is run down to your local library,
find the right book with the answer
and get it out,and then run back to the office.
Not many people are going to do that.
Are not many employerswould put up with that, to be honest,
(09:00):
because we will be missing in awfullot of time.
So, you know, it's about not holding itto a higher standard than we do.
The technology we all use all the time.
You know, we pick up our phoneto, to Google something or to,
to do something to use social mediathat's using water.
It's using power.
So compare like with like but
(09:25):
I data centers do use water.
But we're starting to see and that's where
I think it is more at that top endthat we should be thinking about.
And we're starting to see things like,
you know, Microsofthave built their first wooden data center.
We start in C closed loopswhere data centers are recycling
the same water around.
So they're not using,you know, as much huge amounts.
(09:47):
So we started changes happening at thatbig level and what we should be thinking
about our level.
It's a bit like recycling your yogurt potsand things like that.
Where you're contributing is,am I using this responsibly?
So am I doing?
Am I using AI to do somethingthat's going to help me,
that's going to have an impacton my creating something useful for?
(10:08):
Am I just bored that I've creating yetmore pictures of cats doing funny things
to add to the internet?
Well, that's absolutely
a waste of environmental resourcesbecause I'm just amusing myself.
It's about thinking about,
you know, what's appropriate,and everybody's
going to be differentand everyone is going to think about this.
But I mean, it's also a part of,you know, what's required on me.
(10:29):
Do I have to do this data analysis?
Do I need to have done it in 30 minutes?
Can I do that in 30 minutes on my own,or do I need to get some help
from somewhere?
That's interesting, you know, because it'salso about fulfilling your requirements,
because there's an element of thinking
about what's rightand what's ethically right for you.
But it's also an element of,this is what I'm paid to do.
(10:50):
This is what my role requires.
I think they're going to come a point
where some people might have to think,well, is this the right role for me?
Yeah, because there's a conflict.But that happens.
I mean, that happens at the momentwith things like companies investing in
and arms manufacturingand things like that,
where you have to think, well, absolutely.
I don't really want to workfor these anymore.
And so that kind of things always existed.
(11:11):
And it's just another layerthat we have to start thinking about,
you know, is there a match here?Is there a mismatch.
what we can't thinkis that we can go somewhere and impose
our own personal view on a companythat has diametrically opposed you?
It's about finding
our fit, which again,you know, we can use, you know, if we
if we're comfortable, we can useAI to help us find companies that we want
(11:35):
that have the same kind of ethical views,the same kind of moral stance as weedy.
For anyone feeling anxiousabout the future, I know you've sort of
said you're not going to predict wherewe're going to be in ten, 20 years time.
But for anyone feeling anxiousabout the state of the future,
(11:55):
especially if they've committedall of this time and expense
into getting an education,and then they fear that
everything they've just been interested in
is going to disappearin the next five years.
What would you say to them?What advice would you give them?
I think it's it's about really thinkingabout
where you want to go as an individual,what you're trying to achieve.
(12:17):
But I think it's about making surethat you stay up to date with
the skills that are needed in thearea that you want to go to,
making surethat you focus in on those human skills
that will always be important.
So things like deep subject expertise,problem solving,
creativity, critical thinking,
making sure that you can
(12:39):
evidence all those kind of skills,making sure that you can use AI tools.
Well,
I'm not not down to specific toolsbecause tools will change.
But make sure that you understand howthey used in your sector and can use them
even if the tools change, you understandthe kind of the way they use them. Why?
I think, you know, part of any kind of job
(13:03):
application process is about persistence.
You know, it's about resilience.
It's it just is sometimes a slog.
And I can saythat from personal experience.
Sometimes for no reason.
(13:24):
And it's not actually oftena fault of your own.
You know, it's not that you're it'snot that you're inherently bad.
It's not that you don't havethe skills that are needed.
It's just that maybe on interview day,somebody performs a little bit better.
They woke up a bit brighterand they presented themselves better.
And you're having a bad dayor you've got a bit of a headache.
It might just be that
(13:47):
they've got a specific skill set
that's just filling that hole in the teamthat you haven't got.
So it's a very minor thing,but they're like,
oh yeah, but we don't have thatskill set already in the team.
And sometimes you'renot even aware of that.
Somebody brings something additional
to the table at interviewand you're like, oh, that's interesting.
And so, you know,it's not always about you failed.
(14:11):
I think we often, you know,
that's that's our tendencywhen we go for interviews or job,
you know, I've done all thisand I've failed.
You haven't failed.
Somebody else has been better or has got the perfect skill
set, and you've got a 95% match,but that's not failed.
You know, the the right job is out there.
(14:32):
That's why I sayit's about distance and resilience.
And I think, you know, having resilienceis a skill we're all going to need
because change has been happeningfor many, many years
and many people have been negotiatingthis whole thing of whole careers dying
and whole industries disappearing
and new ones coming.
(14:53):
I think that cycle is probably goingto speed up.
closing thoughts.
In the age of AI,in the age of misinformation,
in the age of a seemingly overwhelmingjob market.
Do you have any words of hope for them?
I think just to bear in mindthat the recruiting manager
is looking for an individual.
(15:14):
They're not looking for an AI,
but they're not looking for for,you know, for a generic tool.
You know, they're looking for anindividual that can come join their team,
fit in
and add some impact.
And by fitting, I mean have the rightskills and experience.
(15:35):
Unless you're you're recruiting to kind of lower level
and where you expectto have to teach people,
you know,we've just taken on The Apprentice.
Absolutely.
Don't expect them to have the skillsand experience and interest.
I expect them to have the right interests.
I still want,you know, still want some kind of fit.
But I think, you know,
(15:56):
people are recruiting for other people,you know, that's what they're looking for.
They're looking for peoplethat come across.
Well, I think so.
You know,always it's really important to use AI.
Well, use it to augment.
Don't outsource your thinking.
You'll soon regretthat if you do, because you know
it's not as good as people,but it's also misrepresenting you.
(16:19):
You know, it's it's
it's homogenizing you, just telling youthe same as everybody else.
And you really don't want to be the sameas everybody else.
And also,I think it's about really thinking about
of focusing on applying for the rightjobs, the jobs that you can do,
the jobs that you have,the skills and experience and interesting.
And sometimes you've got the skills,but you're not actually interested.
(16:43):
Well, don't don't go for itbecause you're not going to succeed.
I've been there.
You'll make bad choices sometimes.
You know, it.
It's really, I think you said of focusingon, you know, doing 2000 applications,
you know, focus on finding the right rolesand put your efforts maybe
(17:04):
into that end of the process instead,and then focus on
tailoring in showcasing yourselfwell to fit those roles,
because we sometimes think volume matters,but mostly it doesn't.
Yeah, I think that's really interesting.
And on the back of that,I think, as you say, employers,
I was an actor.
(17:25):
And so it feels very relevant,the similarity,
they want to cast the rolewith the best person.
They want to employ you.
If you're the best person,they are not there to trick you or to,
you know, do this to like mock you.
They want you to join their companyand be a good employee.
(17:48):
If I'm recruiting an employee,I've got a gap.
Usually that means I'm doing the gap.
I'm picking up the extra thing.
Yeah, but that's going on to recruitsomebody to that role.
And I want to recruit the best personbecause I want to recruit ideally
somebody that can come in and almost startdoing some of the roles straight away.
(18:10):
Maybe not all of it, but some of it.
And and just take somethinggo straight away.
Absolutely.
You know, recruiters are doing thisfor a reason.
They're looking for a personwith a specific skill set.
Don't waste that timeif you don't have the skill set.
We don't have the experience.
Move on and find somebodythat's looking for you
(18:33):
because somebody will be looking for you.
Yeah.
I think just tobear in mind that the recruiting manager
is looking for an individual.
They're not looking for an AI,
but they're not looking for for,you know, for a generic tool.
You know,they're looking for an individual
Hello and welcome backto Future The Early Careers
(00:20):
and Student advice podcastbrought to you by prospects.
I'm so well.
And I'm head of AI at to your head of AI,how long have you been head of AI?
Oh, yes.
Four years.
Did that role exist priorto four years ago? No.
Did you invent it? No.
So what happened there?
(00:41):
And are we going to start seeing more
and more of those types of roles appear?
Oh, what happenedthere was I used to work in innovation,
and five years ago we thought, hey,there's something coming here around AI.
And it was one of those occasionswhen we got it right,
our innovation, you know, every nine ideasyou get,
(01:01):
seven of them are wrong to maybe possiblesand one might be a flier.
And on this occasion we were right.
So five years agowe started it for two people,
but also having lots of otherresponsibilities at the same time.
And here's down the line.
We started to formalize itand grow the team slowly.
(01:23):
And that's you know, that'show a lot of jobs start to emerge.
You know, they emerge from need.
And I think
I'm not going to forecast long termbecause I think that way only lightly.
I failure.
And you know, people tried to forecastif people back in the horse and cart,
they tried to forecastcars, they'd come up with faster horses.
(01:44):
Is the is the great thing there.
But I think certainly in the short termwe definitely seen a growth in roles
like head of AI, director of AI,those kind of things.
But we also see in growthor we'll see a growth in the very near
future in rolls around, trustand safety around AI and ethics,
(02:05):
around human and AI collaboration.
You know, we'll see a lot of rolesin those kind of fields.
I think in the short term,
in the more longer term, we will seelots of roles that don't currently exist.
But I'm not going to have a guessat what they
and do.
You can you speak to AI replacing rolesthat do currently exist?
(02:28):
At the momentwe're not seeing a lot, though.
We have a lot of forecasts around that.
A while ago, a couple of years ago,we started seeing that change
at the moment,and it's more about how we work changing,
but we've been on a track of automation,
replacing jobs for 30, 40, 50 years.
I don't see that stopping.
(02:50):
It's going to continue the process. I,
I think
what's different aboutAI is it's replacing jobs at all levels.
So previously we've seen automation.
It's been cutting jobs out at the manual,lower skilled level with AI.
It cuts across its highskills, special skills, middle management.
(03:11):
You know it's all kind of levelsthat it's there.
And most roles.
But we're not we've not seen the impactof that yet.
Right. Not in any large numbers.
You know, the graduate jobsmarket is still pretty static
in terms of numbers, roles,but how those jobs are playing out
in daily life, I think he's changing.
(03:33):
You know, we're seeing a lot of researchcoming up with statistics.
Like 80% of people will see50% of their tasks change.
Whoa.
That's crazy.
And like, change.
I think this is the fear, isn't it?
Like changes in.
Then there's nothing for you to door changes in.
Then you are,
(03:55):
I don't know,
fixing the AI when it breaks.
I think currently
it's more about utilizing AIin your daily work.
So, you know, my daily life has changeddramatically over the last four years.
I use AI North a lotto help me do some things that,
quite frankly,I don't like doing very much.
And, you know, so I use it to help me,help me write some emails, particularly
(04:20):
to people I don't know, pretty good atwriting them to people I know.
But when people I don't know,I find it's really helpful getting tone
and things like that.
Just throw 2 or 3 bullet pointsand get it to write me a nice professional
sounding email and
help me do things like proofreading,which I've always been bad at and
but that's really good.
(04:40):
It'll do it in seconds.
But tell me where the errors areand I can go find them.
And so using it to to help them,
do, you know, offloadsome of the tasks you don't want.
You know, we've seen teachersuse it for things like help them to draft
lesson plans or to tailor materials to
(05:03):
different cohorts within a class.
So to personalizesome tasks to make them more interesting.
You know, we're seeing.
People just changesome of the things they're doing.
But I think it's really importantto think about what you should change.
(05:24):
So I've seen lots of usein things like marketing,
you know, coming up with effectivemarketing campaigns and things like that.
And it's really good at that.
Why shouldn't you use AI for that?
Some other thingsthat are have a bigger impact on people.
Maybe you shouldn't use AI for.
So lots of discussions happeningabout which task
within roles can be automated.
(05:46):
Then which tasks should be automated.
Because some, some boring task
needs to stay with the humansbecause they need the human touch.
But you know, we get is getting there.
You know, AI is is now doing copilotsdoing a fairly decent job
of telling that you need to arrangea meeting with these six people.
(06:07):
Can it find aslot that you're all free at?
Well, you know,
that's a task not sure everybody has.
I do test it when I have to look
for lots of people diariesand find a slot,
and it'll just do it,you know, give it the names.
We have open diaries.
Most firms do internally,you know, let it go away.
(06:28):
Let it do it really good.
So it's really something to help, I think,and change the way we do some jobs
and, and is there's always
a conversation around itsaving time as well.
And then what do you do with thatextra time.
Because I think the, the utopiais that we go down to a
three day workweeks, four day workweekswith that additional time that we say.
(06:52):
But that's not necessarily the case,not at the moment.
It's not.
I think what it's doing is giving you moretime to focus on the more complex tasks.
So instead of or and also, you know, tojust think a little bit more.
So instead of bouncing from task to task,
feeling,you know, I'm not quite ready for this.
You know, I'm
going to going to tryand get my head in this space
(07:14):
while I run upstairsto the next meeting room.
You know,
maybe we'd get 15 minutes to actually readthings, prepare and go for it.
But more specifically,I think most most of the use cases, it's
about focusing on those complex tasks,the things that you know,
where people add value.
So problemsolving, interactions with other people.
So in
(07:35):
education, you know, more timeto spend face to face
with students and learners or
more time to spend talking,supporting your direct reports,
more time to spend thinking about what'sactually important that we focus on.
What can we dothat will really have an impact this year?
(07:57):
You know, so free and uptime to focus on things that matter,
rather the things that you have to dobut have very tiny impact.
Yeah. That's fair.
Can you speak to theenvironmental impact on it
So there's some of these conceptions here.
I think soI'm going to speak generally to it.
I'm not an expert in this field at all.
(08:18):
And there are peoplethat are expert in this area.
But I think it's really important
not to hold AI to a higher accountthan we do other technologies.
So at the moment people talk about,you know,
if I use AI, it's using all this water.
But what are you going to doif you don't use AI?
Are you going to use another technology?
Are you going to use Google?
Are you going to use a Microsoft product?
(08:39):
Or are you in the comparisonyou're making in your head
when you say,this is all this water going to do?
The only alternative to thatwhich is run down to your local library,
find the right book with the answer
and get it out,and then run back to the office.
Not many people are going to do that.
Are not many employerswould put up with that, to be honest,
(09:00):
because we will be missing in awfullot of time.
So, you know, it's about not holding itto a higher standard than we do.
The technology we all use all the time.
You know, we pick up our phoneto, to Google something or to,
to do something to use social mediathat's using water.
It's using power.
So compare like with like but
(09:25):
I data centers do use water.
But we're starting to see and that's where
I think it is more at that top endthat we should be thinking about.
And we're starting to see things like,
you know, Microsofthave built their first wooden data center.
We start in C closed loopswhere data centers are recycling
the same water around.
So they're not using,you know, as much huge amounts.
(09:47):
So we started changes happening at thatbig level and what we should be thinking
about our level.
It's a bit like recycling your yogurt potsand things like that.
Where you're contributing is,am I using this responsibly?
So am I doing?
Am I using AI to do somethingthat's going to help me,
that's going to have an impacton my creating something useful for?
(10:08):
Am I just bored that I've creating yetmore pictures of cats doing funny things
to add to the internet?
Well, that's absolutely
a waste of environmental resourcesbecause I'm just amusing myself.
It's about thinking about,
you know, what's appropriate,and everybody's
going to be differentand everyone is going to think about this.
But I mean, it's also a part of,you know, what's required on me.
(10:29):
Do I have to do this data analysis?
Do I need to have done it in 30 minutes?
Can I do that in 30 minutes on my own,or do I need to get some help
from somewhere?
That's interesting, you know, because it'salso about fulfilling your requirements,
because there's an element of thinking
about what's rightand what's ethically right for you.
But it's also an element of,this is what I'm paid to do.
(10:50):
This is what my role requires.
I think they're going to come a point
where some people might have to think,well, is this the right role for me?
Yeah, because there's a conflict.But that happens.
I mean, that happens at the momentwith things like companies investing in
and arms manufacturingand things like that,
where you have to think, well, absolutely.
I don't really want to workfor these anymore.
And so that kind of things always existed.
(11:11):
And it's just another layerthat we have to start thinking about,
you know, is there a match here?Is there a mismatch.
what we can't thinkis that we can go somewhere and impose
our own personal view on a companythat has diametrically opposed you?
It's about finding
our fit, which again,you know, we can use, you know, if we
if we're comfortable, we can useAI to help us find companies that we want
(11:35):
that have the same kind of ethical views,the same kind of moral stance as weedy.
For anyone feeling anxiousabout the future, I know you've sort of
said you're not going to predict wherewe're going to be in ten, 20 years time.
But for anyone feeling anxiousabout the state of the future,
(11:55):
especially if they've committedall of this time and expense
into getting an education,and then they fear that
everything they've just been interested in
is going to disappearin the next five years.
What would you say to them?What advice would you give them?
I think it's it's about really thinkingabout
where you want to go as an individual,what you're trying to achieve.
(12:17):
But I think it's about making surethat you stay up to date with
the skills that are needed in thearea that you want to go to,
making surethat you focus in on those human skills
that will always be important.
So things like deep subject expertise,problem solving,
creativity, critical thinking,
making sure that you can
(12:39):
evidence all those kind of skills,making sure that you can use AI tools.
Well,
I'm not not down to specific toolsbecause tools will change.
But make sure that you understand howthey used in your sector and can use them
even if the tools change, you understandthe kind of the way they use them. Why?
I think, you know, part of any kind of job
(13:03):
application process is about persistence.
You know, it's about resilience.
It's it just is sometimes a slog.
And I can saythat from personal experience.
Sometimes for no reason.
(13:24):
And it's not actually oftena fault of your own.
You know, it's not that you're it'snot that you're inherently bad.
It's not that you don't havethe skills that are needed.
It's just that maybe on interview day,somebody performs a little bit better.
They woke up a bit brighterand they presented themselves better.
And you're having a bad dayor you've got a bit of a headache.
It might just be that
(13:47):
they've got a specific skill set
that's just filling that hole in the teamthat you haven't got.
So it's a very minor thing,but they're like,
oh yeah, but we don't have thatskill set already in the team.
And sometimes you'renot even aware of that.
Somebody brings something additional
to the table at interviewand you're like, oh, that's interesting.
And so, you know,it's not always about you failed.
(14:11):
I think we often, you know,
that's that's our tendencywhen we go for interviews or job,
you know, I've done all thisand I've failed.
You haven't failed.
Somebody else has been better or has got the perfect skill
set, and you've got a 95% match,but that's not failed.
You know, the the right job is out there.
(14:32):
That's why I sayit's about distance and resilience.
And I think, you know, having resilienceis a skill we're all going to need
because change has been happeningfor many, many years
and many people have been negotiatingthis whole thing of whole careers dying
and whole industries disappearing
and new ones coming.
(14:53):
I think that cycle is probably goingto speed up.
closing thoughts.
In the age of AI,in the age of misinformation,
in the age of a seemingly overwhelmingjob market.
Do you have any words of hope for them?
I think just to bear in mindthat the recruiting manager
is looking for an individual.
(15:14):
They're not looking for an AI,
but they're not looking for for,you know, for a generic tool.
You know, they're looking for anindividual that can come join their team,
fit in
and add some impact.
And by fitting, I mean have the rightskills and experience.
(15:35):
Unless you're you're recruiting to kind of lower level
and where you expectto have to teach people,
you know,we've just taken on The Apprentice.
Absolutely.
Don't expect them to have the skillsand experience and interest.
I expect them to have the right interests.
I still want,you know, still want some kind of fit.
But I think, you know,
(15:56):
people are recruiting for other people,you know, that's what they're looking for.
They're looking for peoplethat come across.
Well, I think so.
You know,always it's really important to use AI.
Well, use it to augment.
Don't outsource your thinking.
You'll soon regretthat if you do, because you know
it's not as good as people,but it's also misrepresenting you.
(16:19):
You know, it's it's
it's homogenizing you, just telling youthe same as everybody else.
And you really don't want to be the sameas everybody else.
And also,I think it's about really thinking about
of focusing on applying for the rightjobs, the jobs that you can do,
the jobs that you have,the skills and experience and interesting.
And sometimes you've got the skills,but you're not actually interested.
(16:43):
Well, don't don't go for itbecause you're not going to succeed.
I've been there.
You'll make bad choices sometimes.
You know, it.
It's really, I think you said of focusingon, you know, doing 2000 applications,
you know, focus on finding the right rolesand put your efforts maybe
(17:04):
into that end of the process instead,and then focus on
tailoring in showcasing yourselfwell to fit those roles,
because we sometimes think volume matters,but mostly it doesn't.
Yeah, I think that's really interesting.
And on the back of that,I think, as you say, employers,
I was an actor.
(17:25):
And so it feels very relevant,the similarity,
they want to cast the rolewith the best person.
They want to employ you.
If you're the best person,they are not there to trick you or to,
you know, do this to like mock you.
They want you to join their companyand be a good employee.
(17:48):
If I'm recruiting an employee,I've got a gap.
Usually that means I'm doing the gap.
I'm picking up the extra thing.
Yeah, but that's going on to recruitsomebody to that role.
And I want to recruit the best personbecause I want to recruit ideally
somebody that can come in and almost startdoing some of the roles straight away.
(18:10):
Maybe not all of it, but some of it.
And and just take somethinggo straight away.
Absolutely.
You know, recruiters are doing thisfor a reason.
They're looking for a personwith a specific skill set.
Don't waste that timeif you don't have the skill set.
We don't have the experience.
Move on and find somebodythat's looking for you
(18:33):
because somebody will be looking for you.
Yeah.
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