Degrees and Skills: Finding Balance in Entry Level Hiring
The conversation around hiring is evolving, particularly at the entry level. For many years, a university degree was widely viewed as the primary gateway into the workforce, signaling both knowledge and readiness. Today, however, many organizations are rethinking how they evaluate early career candidates, placing greater emphasis on practical skills alongside formal education. Rather than replacing degrees, this shift reflects a broader effort to better align entry-level hiring with the realities of modern work. At the entry level, one of the biggest challenges employers face is assessing potential. Many candidates have limited full time work experience, so degrees have traditionally served as a proxy for capability. However, employers are increasingly recognizing that academic credentials alone may not fully capture a candidate’s ability to perform in a role. Skills developed through internships, part time jobs, volunteer work, and extracurricular activities are becoming more important indicators of readiness. As a result, hiring practices are expanding to consider a wider range of experiences that demonstrate initiative, adaptability, and problem-solving. At the same time, degrees continue to hold strong value, especially for those entering the workforce. Higher education provides foundational knowledge, but also helps develop critical thinking, communication, and time management skills. For many students, a degree is their first structured exposure to a particular field, and it can signal both commitment and the ability to learn in complex environments. In certain industries, degrees are not only valued but required, making them an essential starting point for entry-level roles. This raises an important question: how should education and experience be weighed early in a career? Increasingly, employers are not choosing one over the other but instead looking for a combination. A degree can provide the theoretical grounding, while hands-on experience, no matter how small, demonstrates how that knowledge is applied. For entry level candidates, even limited experience can make a meaningful difference when paired with a relevant educational background. The growing emphasis on skills in entry level hiring is also influenced by the expansion of alternative learning pathways. Certifications, online courses, and short-term training programs allow individuals to build job relevant skills alongside or outside of traditional education. For students and recent graduates, these options can enhance employability by bridging the gap between academic learning and workplace expectations. It is also important to recognize that this balance shifts over time. At more senior levels, particularly in certain industries, formal education often becomes less heavily weighted compared to years of experience and proven performance. Once individuals have established themselves in their field, employers tend to focus more on what they have accomplished rather than how they initially qualified. In this sense, entry-level hiring is unique, education plays a more prominent role early on, while experience becomes increasingly important as careers progress. For students, this evolving landscape highlights the importance of building both academic and practical experience. While earning a degree remains valuable, complementing it with internships, projects, or skill development opportunities can strengthen a candidate’s profile. Rather than viewing degrees and skills as competing priorities, they are most effective when developed together. From an organizational perspective, this shift can support more inclusive and effective hiring practices. By evaluating both education and demonstrated skills, employers gain a more complete understanding of a candidate’s potential. At the entry level, where traditional indicators may be limited, this broader approach can help identify strong candidates who might otherwise be overlooked. Ultimately, entry-level hiring is becoming less about meeting a single requirement and more about demonstrating overall readiness. Degrees remain an important part of that equation, offering a foundation for learning and growth. At the same time, skills and experience provide insight into how candidates can apply that foundation in practice. As hiring practices continue to evolve, the most successful entry-level candidates will be those who bring both, an educational background that supports their understanding, and practical skills that show their ability to contribute. In today’s talent landscape, it is not a question of degrees versus skills, but how the two come together at the start of a career. By: Abby Duong, HR Assistant
The Hiring Freeze Isn’t Passive: How HR Can Lead Strategic Talent Planning in 2026
For many organizations, hiring in 2026 has become something of a paradox. Headcount growth is paused or heavily scrutinized, yet business demands haven’t slowed. Transformation initiatives continue, teams are stretched, and leaders are still being asked to deliver more — just without adding people. This moment is often described as a “hiring freeze,” but in reality, it represents something more complex. It’s a period of intentional restraint, and it places HR squarely at the centre of strategic decision-making. Unlike past downturns, today’s hiring slowdown is not defined by widespread layoffs or clearly communicated austerity measures. Instead, roles remain open but approvals stall. Backfills that once felt automatic are now questioned. Leaders are encouraged to absorb work internally while keeping engagement and performance high. In this environment, HR’s role shifts from facilitating recruitment to helping organizations think critically about how work gets done in the first place. This shift elevates HR’s strategic importance. When new hires are limited, organizations must understand what capabilities they truly need, not just which roles they have historically filled. HR becomes responsible for helping leaders distinguish between essential skills and legacy job structures. The conversation moves away from titles and toward capacity, adaptability, and risk. In many cases, this requires challenging assumptions — including the idea that every business problem is solved by hiring someone new. One of the most significant changes during a hiring freeze is the growing emphasis on capability-based thinking. Instead of asking whether a role should be filled, HR can help leaders assess whether the required skills already exist somewhere within the organization. This often leads to talent being redeployed across teams, responsibilities being redesigned, or projects being re-scoped to better match available expertise. While this approach demands more planning and communication, it also builds a more resilient and flexible workforce over time. At the same time, constrained hiring puts increased pressure on retention. When external opportunities feel limited internally, high performers may begin looking elsewhere for growth. Career progression becomes less visible, and employees may interpret stalled movement as a lack of investment in their development. In this context, retention is no longer a secondary concern — it becomes the primary talent strategy. HR plays a critical role in helping managers have realistic, transparent conversations about growth, learning, and future opportunities, even when promotions or new roles aren’t immediately available. Upskilling is often presented as the solution to these challenges, but it must be approached carefully. Asking employees to learn new skills without adjusting workloads or expectations can quickly lead to burnout. Effective upskilling during a hiring freeze is targeted and intentional. It focuses on building capabilities that align directly with business priorities and includes clear decisions about what work can be deprioritized to make room for learning. HR’s role here is to ensure that development efforts are sustainable rather than symbolic. Data also becomes increasingly important in periods of restraint. When difficult decisions need to be made about where to invest limited resources, HR insights can help cut through instinct and urgency. Workforce data can identify which roles are truly critical, where skill gaps are emerging, and which teams are at risk of disengagement or attrition. Used well, this information allows leaders to act proactively rather than reactively — and positions HR as a trusted advisor in moments of uncertainty. Ultimately, a hiring freeze does not diminish HR’s influence. If anything, it amplifies it. Organizations that navigate these periods successfully are not the ones that simply pause hiring and hope for stability. They are the ones that use the moment to rethink how talent is structured, developed, and supported. In 2026, HR has the opportunity to act as a stabilizing force — guiding leaders through complexity with clarity, intention, and a deep understanding of the human impact behind every staffing decision. By: Carly Howard, Human Resources Manager
Ontario’s new AI Disclosure Rules in Hiring
Ontario is taking a clear step toward transparency in hiring. Effective January 1, 2026, employers with 25 or more employees will be required to disclose the use of artificial intelligence (AI) in the recruitment process for publicly advertised job postings. For employers, this is not just a “check-the-box” update to job ads. It requires understanding where AI is actually being used in your hiring process and putting practical controls in place to support compliance. Who the requirement applies to The disclosure obligation applies if all three of the following are true: If you have fewer than 25 employees, the disclosure requirement does not apply — though best practices around transparency and fairness still do. What counts as “AI use” in recruitment? This is where many employers underestimate their exposure. You do not need to be using cutting-edge or custom-built AI for the requirement to apply. If a tool uses automation, machine learning, or algorithmic decision-making to evaluate candidates, it likely counts. Common examples of AI use include: If an AI tool influences who advances and who doesn’t, assume disclosure is required. What the law actually requires Employers must include a clear, plain-language statement in the publicly advertised job posting (and any associated application form) that AI is used in the hiring process. What this actually means:
Competing for Emerging Talent in 2025: Hiring Trends Every Employer Should Know
As we move through 2025, the hiring landscape for recent graduates is rapidly evolving. With economic uncertainty, the acceleration of AI, and shifting workplace expectations, a new reality has emerged for candidates and employers. While hiring has not come to a halt, it has certainly become more selective. In light of economic uncertainty, many businesses are limiting job openings or slowing down recruitment processes. As a result, recent graduates are applying to more openings and are exploring other fields that they otherwise wouldn’t have considered. For businesses looking to attract top early-career talent, understanding these changes are essential to understand.
1. Skills-Based Hiring Is More Prevalent.
2. Smaller Companies Are Gaining Appeal.
3. Hybrid Work Continues to be a Big Selling Point.
4. Diversity, Equity, and Inclusion (DEI) Continues to Matter.
5. Employer Branding Is Under the Microscope.
Hiring recent graduates in 2025 requires more than just posting a job ad. It demands a strategic approach that aligns with the evolving expectations of the next generation of professionals. By embracing flexibility, investing in skills-based assessments, and prioritizing transparency and inclusion, companies can not only attract great talent but also set the stage for long-term engagement and growth.
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