James Ellis

Marketing on the Moon

What Ellis found in recruitment marketing was the one exception to everything he thought he knew. Every other discipline chases volume: more leads, more eyeballs, more share of voice, more share of wallet, more shelf space. More, more, more. Recruitment marketing is the only form of marketing where more is not better.

"Recruitment marketing doesn't want more, it wants better," he says. There is one role and one seat, so the entire job is putting the best possible person in it. A thousand applicants is not inherently more valuable than one applicant who is a killer at the work. He describes the adjustment as playing soccer his whole life and then being asked to play it on the moon. The rules hold. Everything else has to be recalibrated. That recalibration is precisely what has kept him interested.

The mission underneath the mechanics is simpler than the discipline's jargon suggests: help companies tell their story in a way that differentiates them and positions them accurately, so candidates can make a genuinely informed choice about where they work. A good employer brand, in his framing, should produce one of two clean reactions. Either "I would never, ever want to work there," or "Where has that company been all my life?" Both are wins. Ambiguity is the only failure.

The Jaws of Automation

On artificial intelligence, Ellis has a thesis that is both optimistic and unsparing. The optimism is about people. AI is extraordinarily powerful at giving individuals superpowers, the full Neo, I know kung fu moment where suddenly you can direct, design, code an app, build a site. He believes the value is being aimed at the wrong target. "I have not seen great examples of how AI serves companies other than through individuals," he says. Mandates about using the tools a certain number of times per week miss the point entirely. The real question is how you take the people you already have and give them abilities they simply did not have before.

The unsparing part concerns his own industry. Talent acquisition has spent forty or fifty years, intentionally or not, making itself more automated. The ATS structures the data. Tools score, stack rank, send the emails, book the interviews. The process is identical whether the hire is an intern or a senior director. Everyone applies, everyone gets the screening call, everyone runs the same loop, everyone gets the same kind of score, written from the same kind of bullets.

And when a TA leader proposes doing something differently, Ellis notes, it is usually their own business that says no. That is not how we did it at my last company. Isn't there a right way to do this? "There is no right way to sell. There is no right way to be a marketer. There's no right way to be a lawyer," he says. Only recruiting believes in the box, and believes that automating the box makes recruiting better. It makes it efficient, which is a different thing. AI's core superpower is taking automation away from you, which means the profession has been walking itself into the jaws of the machine.

Win on the Story, Not the Checkbook

The alternative Ellis proposes is not resistance but reassignment. Use the automation to buy space: space to make better decisions, and space to say what a company is actually about in a way that is meaningful, credible, believable, useful and actionable. Today, he argues, too many recruiters function as the human attached to the ATS, moving paper and approving decisions that were really made elsewhere.

The business case is blunt. Data centers are booming and companies are turning away work because they cannot staff it, letting money walk out the door because the TA team is not resourced properly. AI does not invent the next great feature. The person a recruiter hired invents it, or sells it. People drive the business, and recruiters who put the best person in the seat rather than the fastest are, in the most literal sense, growing the company.

Strip the recruiter out entirely and the endgame is bleak arithmetic. Every job posting sounds the same, every career site looks the same, and when nothing differentiates, candidates stop discriminating and hit every apply button they can find. At that point the only remaining lever is money. "I'd like you to speak to your CFO for a moment before you decide that that is a winning strategy," Ellis says, "because they will have some thoughts, and they will not be positive ones." His closing argument is the one he has been making since the day he arrived from the marketing world: you do not want to win because you spent the most. You want to win because you were the most clever, the most interesting, because you had a better story to tell.