Talent Edge Weekly - Issue #192

Time-to-hire data for 10 job functions, ChatGPT restrictions in the workplace, HR operating models, internal talent marketplace, and the CEO's role in organization redesign.

Welcome to Talent Edge Weekly!

Before we jump into this week’s issue, a shout-out to Tyler Durham, Global Head of Talent & OD at AstraZeneca, for referring new subscribers to Talent Edge Weekly. Thank you, Tyler, for your support of this newsletter!

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Here’s a glance at this week’s content. A deep dive is in the section that follows.

Also included are the 2023 Job Cuts and Layoff Tracker, the Chief HR Officer Hire of the Week, and more.

Let’s dive in.


Note: Please provide attribution to Talent Edge Weekly and link to this issue when using this content in a newsletter, social media, website, etc.,

As organizations strive to swiftly fill their vacant positions with top-tier talent, a commonly employed recruiting metric for gauging hiring efficiency is time-to-fill (TTF). While debates persist about its accuracy and utility, TTF is still one of several metrics that can shed light on recruitment practices. This LinkedIn analysis explores TTF measures of ten job functions and examines whether this measure is influenced by job level (e.g., executive). Researchers calculated the median TTF for each function, measuring the gap between LinkedIn job listing and official confirmation of hiring. A few findings: 1) Finance roles display the second-lengthiest TTF at 61.7 days, with Consulting being the longest (62.9 days), while Marketing (48.6 days) and HR (50 days) have the shortest TTF. 2) Higher seniority only slightly prolongs hiring, challenging conventional assumptions. Irrespective of TTF, recruiters can help their organizations pinpoint where workflow bottlenecks (e.g., time to schedule interviews, post jobs, collect feedback from interviewers, etc.) detract from hiring. With this in mind, I am sharing this HBR article, "40 Ideas to Revitalize Your Hiring Process." And, considering that a contributing factor to hiring delays revolves around certain managers being resistant to considering nontraditional candidates who do not fit narrow selection criteria (e.g., years of experience) despite possessing the requisite skills, I am resharing the Gartner article "Overcome Hiring Manager Resistance to Nontraditional Candidates."

Much has been discussed about how ChatGPT, and AI in general, are reshaping work—helping to expedite tasks and contributing to enhanced performance, efficiency, and productivity. However, new research by Blackberry (NYSE: BB; TSX: BB) based on a survey of 2,000 global IT decision-makers (e.g., Chief Information Officers and Chief Information Security Officers), reveals that 75% of global organizations are currently implementing or considering restrictions on ChatGPT and other Generative AI applications due to data security, privacy, cybersecurity, and reputation concerns. Similar worries were expressed in a Gartner survey, where 249 senior enterprise risk executives ranked Generative AI as the second-highest cited organizational risk out of 20. Despite these reservations, 62% of surveyed leaders from the Blackberry survey recognize the benefits of ChatGPT. Consequently, many are adopting a “unified endpoint management platform (UEM),” which provides controls over which AI-based applications can connect to the corporate environment. As HR leaders assist their IT counterparts in navigating these decisions, I'm resharing two resources: 1) A cheat sheet by Foley & Lardner LLP that shows 10 ChatGPT risks and proposed guidelines for each. 2) Maergo’s Generative AI Acceptable Use Policy. This policy was contributed by Francesca Molinari, Chief People Officer at Maergo and a subscriber to Talent Edge Weekly, for the benefit of Talent Edge Weekly readers seeking to leverage it for their purposes.

As HR leaders create opportunities to unlock value for organizational stakeholders, many are reevaluating and making changes to their HR operating model. This PDF compilation offers five resources curated for HR leaders seeking to make insightful and strategic decisions regarding their HR operating models. These materials provide comprehensive guidance from reputable authorities, including Gartner, The Talent Strategy Group, Josh Bersin, Deloitte Insights, and AIHR. For example, Deloitte Insights provides +50 questions aimed at unearthing solutions to facilitate the implementation of a forward-looking and purpose-fit HR operating model. Among these queries lies one pivotal question: In what ways can HR drive the change needed to address market and business trends for future success within the function and across the enterprise with regard to the work being done, the workforce being leveraged, and the environment in which workers operate? Gartner covers how to successfully plan and execute an HR operating model transformation, with foundational steps encompassing the creation of a transformation narrative. A few questions to inform this narrative include: Why change the model? What is the vision? What do we do today? What stays the same? What will change? How will the model support the business and employees? Each resource is briefly introduced, and the PDF includes hyperlinks to the source documents, accessible by clicking on the associated image on every page.

Example of the AIHR resource.

An organization’s ability to redeploy its internal talent quickly—where and when needed—can provide a competitive advantage. As firms build this capability, many are developing their internal talent marketplace (ITM). An ITM is a technology-enabled platform that uses AI to match employees (and their skills and interests) to opportunities (e.g., full-time roles, part-time jobs, projects, etc.). And while technology is an enabler of ITM, organizations often approach ITM as a technology initiative and give less attention to other critical components. To foster a more comprehensive approach to ITM, this Deloitte resource comprises a set of 45 questions. The questions help to 1) Understand and articulate the organization’s current mobility practices, mindset, processes, systems, and vision for an ITM, and 2) Identify challenge areas and the organization’s needs for an updated mobility strategy as a precursor to any talent marketplace design or technology investment. As a bonus, I am resharing my one-page editable template on 6 non-technological barriers to internal mobility These barriers range from policies that restrict internal movement (e.g., the employee must be in a role for a certain amount of time before moving to another opportunity) to narrow and irrelevant selection criteria (e.g., managers include criteria that are too specific or not relevant to success in the role and end up limiting the internal talent pool). By taking a holistic approach to ITM planning and execution, organizations are more likely to tap the potential of their internal talent marketplaces.

This article emphasizes the importance of a CEO's leadership in successfully implementing organizational redesign efforts. It notes how "CEOs must take a proactive lead in organization redesign due to its profound impact on culture and employees. Only the CEO possesses the comprehensive view necessary to minimize unintended consequences." The authors present five guiding principles aimed at aiding CEOs in surmounting challenges related to organization redesign, such as prioritizing conceptual design before delving into specifics. Alongside the principles, two frameworks are introduced to facilitate the management of organization redesign through different stages, from identifying catalysts of change to execution. The authors further present a framework outlining four behavioral archetypes, illustrating how CEOs might lean into or impede organization redesigns during distinct phases. To prepare for an organizational redesign initiative, the authors advocate that CEOs evaluate their susceptibility to factors potentially impeding their leadership throughout the process. The four questions are: 1) Do I possess unwavering belief in this endeavor? 2) Will I listen to the right people without letting the process go off track? 3) Am I prepared to make tough decisions where needed and stick to them? 4) Am I in control of all the levers I will need to pull? For those undergoing an organizational redesign effort, this article provides useful ideas for CEOs and leadership teams.


This paper proposes four actions—beyond skills development— to enhance the manageability of the manager role: 1) resetting role expectations, 2) rebuilding the manager pipeline, 3) rewiring manager habits, and 4) removing process hurdles (e.g. identifying and eliminating low-value tasks, or extraneous process steps that burden managers and employees). You can also view this post on LinkedIn.


Here is my tracker, which includes announcements from a segment of organizations that have announced job cuts and layoffs since the start of 2023.

A few firms that announced job cuts this past week include:

  • Cano Health (NYSE: CANO). Is exploring a sale as its cash dwindles and is laying off 700 employees, or 17% of its workforce. Plans to exit operations in California, New Mexico and Illinois by the fall of 2023.

  • Doximity (NYSE: DOCS). The company that provides a communications and networking tool for medical professionals is cutting about 100 employees, which amounts to 10% of its workforce.

  • Inovio Pharmaceuticals (NASDAQ: INO). Is making its third round of layoffs in 13 months, parting ways with 58 employees or about 30% of its remaining full-time workforce..

Click here or the image below to access all listed announcements from 2023.

Partial view of the tracker


​​The Andersons, Inc. (MAUMEE, OHIO) [NASDAQ: ANDE]— a diversified company rooted in agriculture —has named Sarah Zibbel EVP and Chief Human Resources Officer, effective August 10, 2023. Zibbel is the former Chief Human Resources Officer for Libbey and served in that role since 2018. Prior to that, she served in various HR roles of increasing responsibility for Owens-Illinois, Rexam, Owens Corning, and MedCorp, Inc. READ MORE

  • If you want access to +2700 announcements (and growing) of CHROs hired, promoted, and resigning, join CHROs on the Go.

  • New! CHROs on the GO now offers a 3-month subscription as well as its existing annual subscription.

  • If you are already a member of CHROs on the Go, log in here.

  • For a complimentary PDF that provides information on 12 CHROs who were hired or promoted from April through June 2023, click here.



Highlights a previously shared Talent Edge Weekly resource that received many views and engagement.

Includes three resources that can be used for generating ideas on integrating scenario planning into strategic workforce planning. The image below is from the XPLANE resource, which includes a template to document notes for four scenarios.


Did you miss the “Best of July” issue of Talent Edge Weekly? If so, check out issue #190, which includes 15 of the most popular resources from July. 


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Talent Edge Weekly is written by Brian Heger, an internal human resources practitioner with a Fortune 150 organization. Brian holds responsibilities for Strategic Talent and Workforce Planning. You can connect with Brian on Linkedin, Twitter, and brianheger.com