Giselle Battley, the head of global emerging talent arrived at Yahoo in 2024, bringing along a background in tech recruiting for what she calls “emerging careers.” Instead of limiting early-career hiring to university pipelines, Battley and her team have reshaped hiring policies to welcome talent from diverse backgrounds and life paths. 

It’s worked well for Yahoo as Gen Z now represents 45% of its search users. Battley says that many of the brand’s young users are drawn in by its vintage tech appeal, which helps to forge deeper connections with recruits. She spoke about winning over the next generation of talent during a fireside chat at From Day One’s February virtual conference. 

“The next generation values transparency and authenticity more than any before,” Battley said. 

Brookings Institution projects that the U.S. will be a “majority-minority” society by 2045. 48% of Gen Zers entering the workforce today identify as nonwhite, which means inclusive hiring practices aren’t just about ethics any longer; they’re essential to attract younger talent. 

Talent acquisition teams should be ready to have candid conversations about corporate challenges and successes during the recruitment process. “Candidates will ask, ‘What has your company done about XYZ?’” Battley said. “If you can’t answer authentically, you’ll lose them.”

Contrary to the myth that Gen Zers despise working in office spaces, research suggests they crave in-person collaboration and mentorships without heavy-handed mandates, says Battley. “They want autonomy to choose when and where they work,” she said.

Yahoo’s approach gives employees the flexibility they crave while co-working days are built around team workshops and project sprints. This leads to early-career hires feeling empowered in shaping their work-life balance, which fosters loyalty. 

Traditional recruiting metrics, like time-to-fill, source value, and pass-through rates, still matter, but that’s not all Battley uses to gauge success. “My personal measure of success for our team is how much value we’re bringing to the business outside of just the talent that we’re bringing,” she said.

Building a community is also imperative. Yahoo’s “Intern Alumni Program” aims to cultivate lifelong relationships with interns rather than only offering guaranteed roles post-internship, which isn’t always feasible amid industry-wide hiring slowdowns. “We want our alumni to be ambassadors,” she said. “So, when more roles open, they come back with us top of mind.” 

It’s a strategic hedge against talent shortages, ensuring a warm recruiting pipeline even in lean years.

Battley embraces artificial intelligence and new tools as valuable assets for early talent recruitment. Yahoo partners with Hello Hive to provide candidates with AI-driven résumé coaching, helping potential hires articulate their achievements.

This allows applicants from under-resourced backgrounds to polish their résumés as well as those with professional résumé services. The AI résumé coach also helps non-native English speakers refine their written communications, reinforcing that language support is itself a diversity initiative.

But even with the use of AI, foundational skills continue to matter, she says. “Leadership, critical thinking, adaptability; AI can’t replicate those,” she said. She encourages candidates to showcase their campus leadership, part-time work, or volunteer impact achievements during interviews. She says these human attributes differentiate candidates in an increasingly automated selection process.

Rethinking Early Talent

Battley says one of the reasons why Yahoo’s Global Emerging Talent teams have been successful is the absence of an age or education bias. “Think skills-based recruiting,” she said.

Early career doesn’t necessarily mean fresh out of college. It includes candidates transitioning between industries or roles. Broadening the definition of “emerging talent” allows companies to tap into hidden talent pools, enriching teams with diverse perspectives. 

Two key points stand out for skeptics questioning the ROI of early-career programs: strategic alignment and cost efficiency. Battley recommends first linking talent directly to business objectives, like market expansion, product feedback, and brand engagement, so leadership sees hires as growth drivers, not perks. Secondly, she advises reminding stakeholders that “building” talent early is more cost-effective than “buying” seasoned professionals on the open market. 

Starting with small pilots can help demonstrate long-term retention rates and cultural benefits. 

“Don’t limit yourself to traditional hires,” Battley said as the conversation came to its end. “Seek out skills, not just résumés. Prioritize diversity of thought to drive real innovation. And most of all, stay authentic because the talent you attract tomorrow will shape the brand you’ve built for 30 years today.”

Ade Akin covers workplace wellness, HR trends, and digital health solutions.

(Photo by Alessandro Biascioli/iStock)