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Original guidance on hiring quality, job-specific assessment design, leadership, retention, skills-based hiring, responsible AI, assessment integrity, structured interviews, and the decisions that follow. Sign up to receive new Talent Intelligence articles and practical updates by email.
Current analysis
Written by John P. Beck, Jr., author and talent assessment advisor, for people responsible for consequential workforce decisions.
People can learn skills and gain experience. They cannot simply be trained into natural alignment with a role that does not fit them. The better hiring decision starts by separating trainable gaps from the behaviors, interests, and work styles the job requires.
By John P. Beck, Jr.Read the analysis
Manufacturing job openings grew faster than hires from June 2025 to June 2026. The data do not prove one cause, but they do expose a costly operating problem: employers can have jobs available and still struggle to move the right people into them. The answer is not another generic test. It is a clearer job definition, focused evidence, structured follow-up, and accountable human judgment.
By John P. Beck, Jr.Read the analysis
Agentic AI is taking over more routine, multi-step work. The danger is not only that jobs will change. It is that employers will keep hiring against an old job description after the real work has moved on. ODNA® Talent helps organizations define the human responsibilities that remain, build a focused assessment from job-relevant measures, and turn the results into structured interview guidance and practical workforce decisions.
By John P. Beck, Jr.Read the analysis
AI can make a resume clearer, a cover letter sharper, and an interview answer more polished. It cannot tell an employer whether the candidate can meet the actual demands of the job. As presentation becomes easier to improve, employers need a stronger chain of job-specific evidence.
By John P. Beck, Jr.Read the analysis
A larger applicant pool can create more choices without creating better evidence. When hiring slows, the practical advantage belongs to organizations that define the job clearly, evaluate relevant information consistently, and measure what happens after the person starts.
By John P. Beck, Jr.Read the analysis
Strong individual performance can earn someone consideration for management. It does not automatically show what that person will do when the work shifts to judgment, coaching, accountability, and results through other people.
By John P. Beck, Jr.Read the analysis
Skills-based hiring is growing quickly. The next challenge is making sure the skills being evaluated actually reflect the work, environment, and outcomes of the position.
By John P. Beck, Jr.Read the analysis
AI can make talent work faster and more consistent, but speed is not the standard. Responsible use requires a clear purpose, reviewable output, appropriate data practices, and people who remain accountable.
By John P. Beck, Jr.Read the analysis
AI can help candidates communicate, but it can also blur the line between polished presentation and demonstrated ability. A stronger process protects the assessment without treating every signal as proof of misconduct.
By John P. Beck, Jr.Read the analysis
An assessment becomes more useful when it sharpens the interview. The goal is not to confirm a score; it is to ask consistent, job-related questions and evaluate the evidence in the candidate's response.
By John P. Beck, Jr.Read the analysisFrom John P. Beck, Jr.
We connect each topic to the actual work and decision—not a generic ideal.
Material claims link to authoritative research, professional guidance, or primary sources.
We treat technology as decision support and keep consequential judgment with people.
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