HRTech Interview with Elizabeth Andora, Chief People Officer at DHI Group, Inc.
Elizabeth Andora, Chief People Officer at DHI Group, Inc. chats about the evolving tech talent market and what it takes to retain talent and redefine hiring processes in an AI driven age in this HRTech interview:
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Hi Liz, in today’s AI driven era, what core facets of a Chief People Officer’s role matter most?
For me, a big part of the role is making sure we have the right culture that is strong and focused on helping our people grow as the business changes. At Dice, development is an area we’re extremely focused on, and we’ve hired our first learning and development director to help look at how we support growth at the individual, team, leader and organizational level. In addition to core areas of development at all levels, as AI becomes a bigger part of work, CPOs will need to make sure we’re helping and teaching our team members how to adopt AI and succeed alongside it.
How should HR teams redefine their retention, engagement and hiring processes in an AI infused age?
AI gives HR leaders another reason to look closely at the employee experience they’re creating for people throughout their relationship with an organization. This experience spans hiring, engaging, developing, performing and sustaining performance. On the hiring side, we’re already seeing how difficult it can be for candidates at all levels to get through today’s systems. As more technology enters that process, HR teams need to remain focused on the person navigating it. Internally, that same thinking applies to understanding what employees need from their organization as the roles and expectations evolve to include adoption of AI.
Based on your observations of what affects global teams today, what thoughts would you share with HR teams?
One thing I think is important is recognizing that AI is only one component of the stress and uncertainty employees may be experiencing. Global economic uncertainty and the pace of change in today’s workforce can create additional pressures for individuals and workplaces. In that environment, clear communication and leading with compassion become even more important. HR leaders need to understand what is affecting their teams and help people navigate change in a way that allows them to continue to thrive.
Why can pay sometimes be nothing more than a Band-Aid for deeper retention problems?
When I hear someone is struggling with pay, I want to understand what’s really behind that concern. Do they feel valued at work? Are they being developed internally? Are their benefits comprehensive enough and tailored to their specific needs? Companies absolutely need to pay people well, but compensation can become a Band-Aid if the underlying reason someone wants to leave isn’t actually about their paycheck. Benefits and total rewards also play a critical role in someone’s compensation beyond their base pay as well. Understanding that distinction and how all aspects of compensation work together to benefit an employee is critical if you want to address the real retention issue.
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What can modern managers do to drive an employee’s sense of belonging?
People often say they join a company for the job or culture and leave because of the manager. That’s because managers shape so much of an employee’s day-to-day experience and whether they genuinely feel, “I belong here.” Building that sense of belonging starts with knowing your people. Managers can do that by checking in with employees regularly, understanding how they work best and creating opportunities for them to grow, while also being there to help individuals navigate challenges when they arise. Companies have a responsibility to develop managers so they’re equipped to lead their teams effectively and create an environment where people feel valued and want to stay.
Tell us your thoughts on AI and how it’s changing career growth paths for technical talent?
I think about AI at different levels, from how an individual contributor uses it for productivity improvements, to agentic AI deployed alongside employees to how AI is incorporated into products. For example, internally we’ve already started exploring AI internally through an AI hackathon. This event gives our teams an opportunity to engage with AI firsthand and explore its capabilities in a hands-on setting.
We’re also seeing new roles emerge that show what career growth can look like as AI becomes more embedded in businesses. Forward-deployed engineers are a good example of this. They have a strong technical foundation, but their role also requires them to work closely with customers and understand the business problems they’re trying to solve. That combination is different from the more traditional software engineering path and shows why technical professionals will increasingly need to consider how their expertise can be applied in new contexts.
Why does networking and personal brand matter more than ever in today’s hiring process?
It can be difficult for people at all levels to get through today’s hiring systems, which is why I tell people that networking and getting out there to make new connections are so important. It’s something I talk about when I’m coaching young people as well. You need to understand your own brand, what you want and who you are, and be able to communicate that to other people. Even with an informational interview, I recommend having one clear thing you need from the conversation so you don’t overwhelm the person you’re speaking with.
What final thoughts would you leave our readers with before we wrap up?
AI is going to continue evolving, and HR leaders won’t always have every answer about what that means for the workforce. And, that’s ok! What we can do is pay attention to how the organization is changing and make sure we’re considering what those changes mean for our people. The role of HR is not just to respond once that change happens, but to think about how the workforce can evolve with the business. The AI adoption is as much or more about change management as it is about technical adoption. That’s going to be an important part of leading through the next phase of AI.
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DHI Group, Inc. is the parent company that owns and operates Dice (Dice.com), a leading AI-powered career marketplace and job board focused on technology and engineering professionals.
Dice is a leading tech career marketplace, connecting technology professionals with employers while providing trusted insights into tech hiring trends, AI’s impact on technical roles, and the evolving tech workforce.
Elizabeth Andora is the Chief People Officer for DHI Group, Inc. Ms. Andora is a strategic HR executive with more than 20 years of experience leading human capital and talent strategies for global organizations. Most recently, she served as Chief Human Resources Officer at Maxar Technologies, where she led HR through the company’s $6.4B acquisition by Advent International and its transition from public to private ownership. She has driven executive succession, compensation strategy, organizational design, technology implementation, and DEI initiatives to support growth and transformation.
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