I’m thrilled to sit down with Marco Gaietti, a veteran in management consulting with decades of experience in business management. Marco’s expertise in strategic management, operations, and customer relations provides a unique lens on the evolving dynamics between HR and IT, especially when it comes to talent acquisition and AI integration. In this conversation, we dive into the often-overlooked friction between these two critical departments, explore how talent acquisition can shift from a support role to a strategic driver, and discuss the transformative potential of AI in hiring. Marco also shares insights on navigating labor market challenges and fostering collaboration across teams to drive business success.
How do you see the disconnect between HR and IT impacting organizations, and what does this “parallel operation” look like in practice?
The disconnect between HR and IT often stems from differing priorities and languages. HR tends to focus on people-centric outcomes, like employee engagement or cultural fit, while IT is driven by systems, data, and tech efficiency. In practice, this parallel operation means they’re working toward similar goals—like improving hiring processes—but without truly syncing up. For example, HR might roll out a new applicant tracking system without fully consulting IT on integration, leading to tech hiccups or underused features. This lack of partnership creates inefficiencies and missed opportunities, especially in areas like talent acquisition where strategy and technology must align.
Why do you think talent acquisition is still viewed as a support function rather than a strategic priority by many leaders?
Historically, talent acquisition has been measured by tactical metrics like time-to-hire or cost-per-hire, which frames it as a transactional process rather than a strategic lever. Many leaders, even in HR, haven’t fully connected the dots between hiring the right talent and driving broader business outcomes like innovation or growth. This mindset is reinforced when budgets are tight, and TA is seen as a cost center rather than an investment. It’s a cultural issue as much as a structural one—until leaders see hiring as a direct contributor to competitive advantage, it’ll struggle to get the strategic spotlight it deserves.
Given the current labor market trends, such as slowing hiring rates, how has the role of recruiters evolved in recent years?
The labor market’s recent shifts have pushed recruiters far beyond just filling positions. With hiring slowing and job openings still out there, the focus has turned to quality over quantity. Recruiters are now acting as strategic talent advisors, working closely with business leaders to ensure every hire aligns with long-term goals, whether that’s digital transformation or market expansion. They’re not just sourcing candidates; they’re shaping workforce strategies, advising on skills gaps, and even influencing retention by focusing on cultural fit. It’s a much more consultative role than it was even five years ago.
In what ways can HR position itself as a co-driver of AI strategies alongside IT, rather than just a user of tech tools?
HR can step up by actively engaging in the design and deployment of AI strategies, not just consuming what IT delivers. This means having a seat at the table during tech planning to ensure tools like AI-driven candidate screening align with hiring goals and employee experience. HR can also lead on the people side of AI—think upskilling employees to use these tools or setting ethical guidelines for AI in recruitment to avoid bias. By showcasing how AI impacts the entire employee lifecycle, from hiring to onboarding, HR proves it’s not just a passenger but a critical partner in driving tech transformation.
With many HR leaders planning to boost budgets for AI in talent acquisition, what do you see as the biggest benefits of this investment?
The push for AI investment in talent acquisition is exciting because it tackles some of the biggest pain points in hiring. AI can dramatically speed up recruitment by automating repetitive tasks like resume screening, allowing recruiters to focus on high-value interactions. It also improves candidate matching by analyzing data to find the best fit, not just on skills but on cultural alignment. Another huge benefit is reducing bias—AI, when designed well, can strip out subjective factors in decision-making. These gains don’t just streamline processes; they elevate the quality of hires, which directly impacts business performance.
What are some of the key barriers to effective collaboration between HR and IT, and how can they be overcome?
The biggest barriers are often strategic disconnects and a lack of shared understanding about technology. HR might not fully grasp IT’s capabilities or constraints, while IT might not see the full scope of HR’s needs. This leads to misaligned priorities or tools that don’t quite fit. Overcoming this requires open, ongoing communication—think regular cross-departmental meetings to align on goals and share updates. Joint projects, like co-owning an AI pilot for hiring, can also build trust. It’s about creating a shared vision where both sides see how their work ties into the bigger picture of organizational success.
Looking ahead, what is your forecast for the integration of AI in talent acquisition over the next few years?
I’m optimistic about AI’s role in talent acquisition, but it’s going to be a journey. Over the next few years, I expect AI to become even more embedded in every stage of hiring—from predictive analytics for identifying talent needs before they arise to hyper-personalized candidate experiences during recruitment. We’ll likely see smarter tools for assessing soft skills and potential, not just hard skills. However, the challenge will be balancing tech with the human touch—hiring is still about relationships. Organizations that get this right, by pairing AI with strong HR-IT partnerships, will lead the way in attracting and retaining top talent amidst ongoing disruption.
