What do you see as the biggest challenge for 2025?
The biggest challenge I see is adapting to digitalization and upskilling people to keep the pace. Not just AI, but the overall shift in skills needed to drive success. We have to unlearn what we know to make space for new ways of working, and at the same time, we need to keep the human touch. I believe experience will be the key and that’s where the advantage will come from.
Where do recruitment organisations need to improve on the corporate side?
They need to stay close to the business and find ways to simplify and optimize processes using digital solutions, based on the new needs. Matrix organizations can be complex and demanding, so strong business partnering is key. There’s also a big need for an agile mindset and a strategic approach to TA, like being part of strategic workforce planning, future skill mapping, and influencing decisions early.
What would be the one lesson you’d share from 2024 based on your professional activities?
If it has to be only one thing, then this: you cannot ignore AI. Change is inevitable, so we should stop building solutions that are supposed to last for centuries. Instead, we need to stay adaptive and flexible. And this goes way beyond TA, it’s for every function.
What’s your opinion on AI? Is it taking away recruiters' jobs? Where can we still add value, especially in Early Careers?
I like to test it and I use it. I’d say I’m an explorer when it comes to AI and it can definitely support many steps in recruitment. AI is already changing how we work, but I don’t see it replacing recruiters. People still look for personalization, purpose, and connection. We should use AI to create more space for meaningful work and deeper impact.
What changes and trends does Gen Z bring to workplace culture and HR? How can we prepare?
We can learn a lot and use that to improve how we run organizations. I believe in reverse mentoring and honestly, my daughter is my biggest challenger. I’m curious to see how the talent landscape will look when she’s entering the workforce. If we want to attract and more importantly keep Gen Z, we need to walk the talk when it comes to EVP and the purpose we promote.
How can companies attract and keep early talent to support growth?
Start with the onboarding experience, it has to be smooth and adjusted to their needs. Then, make sure development continues. Early talent wants growth, not just a role. There needs to be continuity and space to evolve.
Thank you for the answers Sanja Miladinovic, the Talent Acquisition Manager, North & Central Europe, UK& Ireland of Ericsson!
