As CxO, the 2 Things Your HR Needs to Do Different
Your HR is declining AI-native candidates who ship in weeks what your teams ship in quarters. Two critical changes your HR needs to make before you lose the talent war.
Capability investment is driven by market dynamics, not internal historical cost structures.
Adjust human capital strategy to a bifurcated talent market.
The market for technical talent has segmented into two populations with distinct productivity curves: those leveraging AI-native tooling and those adhering to traditional development practices.
Legacy compensation frameworks, designed for a more homogenous talent pool, are misaligned with the economic value generated by AI-native roles.
Organizations must redesign compensation policies to recognize the disproportionate value creation of AI-native individual contributors, which can exceed that of many management roles.
Integrating AI competency as a mandatory requirement across all functional roles, starting with Human Resources, signals an organizational commitment to AI-driven process transformation rather than mere skill augmentation.
Organizations must decide whether to lead this talent market shift or explain its consequences to their stakeholders.
Capability investment is driven by market dynamics, not internal historical cost structures.
Adjust human capital strategy to a bifurcated talent market.
The market for technical talent has segmented into two populations with distinct productivity curves: those leveraging AI-native tooling and those adhering to traditional development practices.
Legacy compensation frameworks, designed for a more homogenous talent pool, are misaligned with the economic value generated by AI-native roles.
Organizations must redesign compensation policies to recognize the disproportionate value creation of AI-native individual contributors, which can exceed that of many management roles.
Integrating AI competency as a mandatory requirement across all functional roles, starting with Human Resources, signals an organizational commitment to AI-driven process transformation rather than mere skill augmentation.
Organizations must decide whether to lead this talent market shift or explain its consequences to their stakeholders.
After 20 years in software development, Norman is both a hands-on leader and defining the new age of AI SDLC for some of the biggest brands in the world — and exploring it with the builders. He writes here about things he is hearing and seeing. All posts are his personal points of view and do not reflect any employer or any customer he has ever had contact with.
The views and opinions expressed in this article are the author’s own and do not represent the positions of any employer, client, or affiliated organization.
