Vanessa Oseguera

Well with the news today, this seems like a good time to remind everyone that your can be laid off at any moment. If this is something you're worried about (and we all should be!) here are a few steps you should take: 1. Record names of stakeholders who could be good references. These can be hard to remember a few months down the road. 2. Screenshot shoutouts or evidence of success and download performance reviews. These can referenced in interviews (and be told motivation). 3. Save metrics and results. You'll want these for your resume and be expected to know them in interviews. 4. Save artifacts of your work. You'll want work samples for your job search And if you're a manager whose team member is laid off, consider putting together a document that outlines their achievements, results from projects, etc. That way if your former team member didn't manage to save all this before they're cut out of systems, you can help them out without having to ask.

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When I first started as a recruiter, I noticed how rare it was for recruiters and recruiting leaders to think strategically about their touchpoints: how and when they engaged with hiring managers, cross-functional partners, and executives throughout the weeks, months, and quarters. Too often, recruiting was reactive rather than proactive - taking last minute calls from hiring managers and partners on their terms and feeling stressed and frazzled. As I grew in my role, I realized that the way I structured my time, meetings, and communication cadences directly impacted both me and my team (and overall stress levels, because who loves scheduling tons of last minute calls with their manager throughout the week?!) and how recruiting was perceived within the company. At Stitch Fix, I partnered with three of the company’s largest organizations. Each leader I worked with shared that they felt like I was fully dedicated to them - even though I was balancing multiple teams because I built systems that reflected their needs and ensured a seamless flow of communication. I didn’t just show up when hiring was urgent (I did this too but I had more time to do it because of my routines). I created predictable, structured touchpoints so that every stakeholder always knew where we stood. Great, lovely, but what does this look like in the real world?! No matter the size of your recruiting team, your recruiting function should be embedded in the business, not just responding to it. This means: 🤝🏻 Recruiting, Finance, and HR should have a standing, structured meeting—not just ad hoc check-ins. This ensures headcount planning, budgeting, and hiring priorities stay aligned. You may not always need to meet, but I encourage it! 🤳🏻 Hiring managers and org leaders should have a consistent cadence of check-ins with recruiting—not just when there’s an urgent need. This keeps everyone aligned on hiring goals, pipeline health, and market trends. 💪🏻 Recruiting should drive the conversation, not wait for updates to be requested (and share this early on so your partners know when, where, and how you'll be communicating with them). When you have a system in place, leaders know exactly when and how hiring updates will be delivered, reducing the chaos There is no way to entirely get away from the reactive nature that is recruiting (we are filling jobs that are needed NOW after all), but you CAN avoid being the recruiter who is constantly chasing information and scrambling to align stakeholders and move to being a strategic recruiting leader who sets the agenda, builds systems, and ensures hiring runs like a well-oiled machine. 👋🏻 If your startup is building out its recruiting function and needs a system that operates smoothly, keeps stakeholders aligned, and scales with intention: reach out to me. This is the work I love to do, and I’d love to help you build! *Pictured - successfully juggling all the recruiting balls (mostly) during SFIX IPO party

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Every TA Leader Should Spend 2 Years in Recruiting Ops—Not Just Observe, But Do It. When I first stepped into TA leadership, I inherited messy systems, broken processes, and chaos. Overnight, I had to master systems, data, employer branding—and still fill roles. The real learning? Happened during nights & weekends in the ops trenches. True TA leadership isn’t just about vision—it’s about knowing the engine inside out. If you haven’t done RecOps, you’re missing key insights. Walk the walk or partner with someone who has. Your team (and your sanity) will thank you! #RecOps #TAMETRICS #Recruitment #Leadership

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What’s Happening in the TA Job Market? I’m genuinely concerned about the state of hiring in the TA space. Over the past few months, I’ve seen a large number of posts about long job searches, career pivots, and people leaving the industry altogether. It's raised some questions for me: 🔹 If people are leaving the TA space, where are they going and what sectors are they moving into - Customer Success, Sales etc? 🔹 Do we see things improving over the next 12 months? 🔹 With teams being asked to do more with less, how will the TA role evolve in the coming years? In a post last week, I talked about the shift toward true Talent Partner roles, but I know that’s just one path forward. I’d love to hear from others—what trends are you seeing? What do you think the future holds for TA? Let’s discuss. 👇

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Being an HRBP is basically corporate parkour. One minute you're in a high-level strategy meeting. The next, you're de-escalating a Slack war over who stole someone's lunch. You have context from every department... ..except the one piece of context you actually need. You're expected to: • Think like a CFO • Coach like a therapist • Present like an analyst • Mediate like a diplomat All while being told: "HR isn't really a strategic function." Cool cool cool. The HRBPs who rise above it? -> Speak fluent margin, not just morale. -> Bring receipts (and by receipts, we mean data) -> Ask the kind of questions that actually change the conversation. It's not easy. You're juggling humans and spreadsheets. You don't just support the business--you are the business. You just happen to be double-booked in five time zones while doing it. #HRBPReality #PeopleOps #CorporateParkour #MultipleHats

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You can be amazing at your job, and still be first on the layoff list. I’ve seen brilliant employees let go. Because they’re not the ones everyone depends on. Great employees aren’t just amazing at what they do. They’re the people everyone fights to keep. Because they make work better for everyone else. Here’s how they stand out, and why leaders never want to lose them: 1️⃣ Do what you say you'll do → Reliability builds trust that lasts through tough times. 2️⃣ Come prepared → Respect for everyone’s time is a sign of respect for everyone’s work. 3️⃣ Share credit freely → People remember who lifts them up. 4️⃣ Bring solutions before problems → Leaders remember the ones who make their job easier. 5️⃣ Own mistakes quickly → Fix them without excuses and you’ll grow faster. 6️⃣ Learn something new every week → Growth mindset beats experience every time. 7️⃣ Communicate before confusion starts → Clarity keeps projects and relationships on track. 8️⃣ Stay calm under pressure → Calm leaders create calm teams. Skills get you in the door. Your attitude determines whether people want you to stay. ♻️ Repost if this resonates with you. Follow Mariel Peralta, CRHA for strategies that protect your career and make you the teammate no leader wants to lose.

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One LinkedIn post. Hundreds of layoffs. Zero emotional intelligence. (5 ways AI can't replace empathy - especially after layoffs) After letting go of large teams in Xbox, a Microsoft exec suggested something unexpected: "Use ChatGPT to process your imposter syndrome. Let it boost your confidence and rewrite your résumé." But recovery from job loss isn't a prompt. It's a process. So I broke it down into 5 things we should (and shouldn’t) do when tech meets trauma: ↳ 1. AI is a tool, not a therapist ↳ 2. Timing and tone matter more than we think ↳ 3. Career rebuilding starts with identity, not formatting ↳ 4. Connection can't be automated ↳ 5. Leaders must lead - with emotional accountability 📌 Each point comes with research, practical steps, and a challenge to do better. Read the complete article - Link in the first comment -------------------------------- 🔔 Follow Or Bar-Cohen for Innovative HR content ♻️ Follow, Repost, or Subscribe - Content available on : Website | YouTube | Apple Podcast | Spotify Podcast 📖 Check out my NEW downloadable guides shop section --------------------------------- #Everything_HR

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This year, with so many new pay transparency laws coming into effect, I’ve been thinking a lot about what it really takes to make pay transparency work on the recruiting side. 💸 One thing is clear: without a solid internal compensation philosophy—data, career ladders, and leveling—it’s hard to be transparent about pay in job postings. When those pieces are in place, being upfront with candidates becomes a straightforward choice, and makes the whole hiring process more fair and consistent. Having accurate compensation data and a single source of truth for job descriptions has been a game-changer for our team. It helps us move faster, make more equitable decisions, and even catch biased or gendered language before anything goes live. Being proactive about transparency is more than just compliance—it’s a way to show candidates the kind of culture we have and that fairness truly matters here. 💚 I’m also really excited about Payscale’s acquisition of Datapeople. For me, it’s a huge step forward—Payscale is no longer just a comp data company; we’re now helping power the entire talent lifecycle. Combining compensation intelligence with AI-powered recruiting tools means we can create clearer, faster, and more equitable hiring experiences from the very first job posting. 💪 It’s exciting to be part of building processes like this every day—and I’d love to hear from other TA pros about what’s working (and what’s driving you a little crazy 😉)

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