Paulo Coelho’s The Alchemist follows a shepherd boy on a journey to find the treasure from his dreams, [spoiler alert] only to learn that the treasure was back home where his journey began (so why did I read all 208 pages?). Coelho suggests sometimes you have to go on a journey to recognize the value of what you’ve got.

In some ways, recruiters have been on their own AI-powered, Alchemist-esque treasure hunt in TA. But even AI proponents see core human components in recruiting as vital to the future of work. New AI tools have created a new set of issues and concerns—forcing some to rethink how to pursue new talent.

And in some ways, emerging AI tools and platforms are creating the opportunity for recruiters to return to their people-focused roots: building and leveraging professional relationships, creating a positive candidate experience, and navigating the nuances of human needs in the workplace.

For more on how to use AI in recruiting without losing the human touch, keep reading here.—AD

Some managers may want to channel some early 2000s boy-band energy as they say “bye, bye, bye” to remote work.

Global asset management and investment firm BlackRock announced a five-day return-to-office mandate earlier this month for senior managers, or roughly 1,000 employees, Financial Times reported, in a move away from the company’s four-day, in-person policy. Junior employees may continue working from home one day per week.

This type of RTO mandate can be a subtle strategy to “pull rather than push” more employees to work in the office, said Lisa Newey, a partner at executive search firm Massey Henry, which specializes in financial services.

“By getting the managers in, the idea is that others would follow,” Newey told HR Brew. “Rather than forcing people back…the inclination, if their manager is in, is to also appear at the office.”

For more on BlackRock’s managerial return-to-office mandate, keep reading here.—MC

As Robert Half’s senior director of global learning experience and delivery, Rebecca Alimorong oversees a 30-person learning and development team that supports the leadership and development needs of both the HR consulting and staffing firm’s own employees and its contingent workers. That’s no small feat.

“​​It’s a never-ending variety of work,” she said.

As Alimorong’s team works across the entire company, it looks at how different departments are solving L&D challenges and modifies those solutions to address different issues that might be occurring elsewhere. Her team can also spot trends happening with other companies and adapt those to help its workforce.

“I think sometimes in HR, they don’t think of us as the strategy side of the business all the time,” Alimorong said. “Although I tell them, we are manning the workforce, and if that’s not strategy, I don’t know what is.”

For more insights, including how Alimorong shaped her employer’s approach to global learning, keep reading here.—PM

From LinkedIn’s launch (2003) to the rise of #MeToo (2017) and HR’s pivotal role during COVID-19, the past 25 years have reshaped the workplace. This quarter-century project explores the defining moments that transformed HR from paper-pushers to strategic leaders. Discover how the past informs the future of work.