How to hire strategically for scalable (and sustainable) success

As HR professionals, we know that talent is the key enabler for driving growth and delivering on business strategy. 

But what does it really mean to hire strategically, and how can organisations set themselves up for scalable, sustainable success?

Recently, I had the privilege of interviewing Jackie Gilmore, an experienced consultant and former Head of People and consulting at EY Ireland. She has witnessed first-hand how strategic hiring can transform organisations and comes with a tonne of resources and references. Her insights are illuminating, clear and actionable for anyone looking to build a future-ready workforce.

Key TA practices of high-performing companies

According to Jackie, the most successful companies approach hiring as a core strategic function. Here’s what they get right:

• Leadership, Talent, and Strategy Aligned: They bring leadership, the talent team, and strategic decision-makers into the same room, ensuring everyone is working towards the same goals from the outset

• They set foundations for their success: They invest in three key areas:
  

  • Budget: Allocating sufficient resources for talent acquisition and development.

  • Time: Committing time to design robust succession plans, so growth comes from within.

  • Succession Planning: Ensuring a pipeline of future leaders and critical skills are being factored into the pipeline

Finally, these organisations don’t just react to change—they capitalise on it. Whether it’s launching new income streams or pivoting to new markets, their strategic hiring plans are sometimes born out of necessity but always designed to make a positive impact in the long run.

How to deliver on strategic goals and build a winning culture with a multigenerational team

Today’s teams span multiple generations and skillsets, and have their own priorities that go along with these differences.  but how can we make sure everyone is aligned and positioned to perform at their best? Jackie advises organisations to start by mapping internal career paths and clearly understand current hiring needs and how talent can grow within the company.

With this in mind organisations can design for flexibility. Recognise that people will exit and re-enter the workforce for many reasons over a 40–50 year career. A structured system around a diverse talent pool helps absorb inevitable growing pains that come with hiring and churn.

With these two principles in place you can now align your Employer Value Proposition so that it resonates with every demographic of your workforce.

The real meaning of teamwork

Everyone is trying to crack the secret of what really makes a high performing team. One that works in sync, is thoroughly aligned, has a common goal but brings varied expertise.

Jackie challenges that we are defining a team incorrectly at times. “There is a difference between a team and a working group” both are totally valid parts of working life but they can’t deliver the same outcomes. 

Jackie’s golden rule for teamwork is beautifully succinct, it distills down to:

The me

The we

The it

Starting with ourselves; what’s my role in the organisation, what are my individual strengths and weaknesses, how do I align within the company and bring my best self to the task at hand?

The we, if we understand our own role and where the gaps are, then we can understand our colleagues and how they play their role? Where are their gaps and skills that  we need to hire for?

Finally, the it- the company at large; How do you impact the business and the other internal teams? What about the company’s customers or its wider position in the market?

The three magic words for effective organisational change

Jackie shares her simple, actionable framework for organisational effectiveness:

Understand

Align

Activate

Understand: Is the goal understood by everyone involved?

Align: Is everyone clear and in agreement on how to achieve it?

Activate: How is the plan being implemented daily, both formally and informally? This includes communication, measurement, and leaders modelling the way through storytelling and vulnerability.

Embedding these practices into daily operations makes strategic hiring a sustained, living process. When leaders communicate the vision, measure progress, and share authentic stories, they create a culture of shared purpose. This daily activation transforms strategy into action, keeping teams engaged and adaptable.

What I learned from this discussion

Strategic hiring is the cornerstone of sustainable business success. By aligning leadership, investing in talent, and fostering clear career pathways, organisations can build resilient teams ready for future challenges. Jackie’s insights remind us that a thoughtful, people-centred approach to hiring not only drives growth but also ensures long-term organisational agility and strength.

This episode was crammed with amazing case studies and reports. Examples of companies actively planning their future TA strategy and making big decisions to effect change, watch the full episode to get all of Jackie's amazing insights and resources!