Allianz Partners

Jeremy Bingham is an accomplished talent acquisition leader with a track record of driving innovation and efficiency in global recruitment strategies. As the Global Head of Talent Acquisition at Allianz Partners for over three years, Jeremy has played a pivotal role in transforming hiring processes through the use of enabling technology, automation and digitalisation. Originally from Australia, Jeremy transitioned into the global role after successfully leading recruitment across Australia and New Zealand in both Individual Contributor and leadership positions. His leadership in optimising recruitment technology, particularly in enhancing high-volume hiring through automation, positioned him as a forward-thinking strategist in the HR space.

With a background in recruitment process outsourcing (RPO) at Allegis, where he contributed towards the Telstra account (the largest Telecommunications Provider in Australia), Jeremy has consistently sought opportunities to solve complex hiring challenges. His expertise lies in leveraging technology to enhance the candidate experience, streamline operations and shift talent acquisition from a traditional hiring function to a strategic business partnership model. He additionally describes his passion for evolving the role of recruiters in the digital age; Jeremy believes that AI and automation will redefine recruitment, replacing some of the work being done today by recruiters, enabling them to focus on more strategic workforce planning, business partnering and, in turn, business impact. His career is marked by a commitment to innovation, problem-solving and driving the future of talent acquisition in an increasingly technology-driven world.

Through this interview, Jeremy shares how he revolutionised recruitment by redefining best practice processes, scaling pre-recorded video interviews, implementing AI and centralising hiring processes. He emphasises balancing global efficiency with local nuances, fostering leadership buy-in, and maintaining a human touch in digital transformation, which is critical in this approach.

Scaling Video Interviews for High-Volume Hiring: Balancing Efficiency with Cultural Fit

One of the most impactful changes I led in talent acquisition was implementing pre-recorded video interviews to replace traditional hiring models—particularly for high-volume frontline roles. Recruiting 4,500 employees annually across 35 countries presents challenges, from diverse language requirements to limited recruiter capacity and the need for a quick, efficient process.

About five years ago, I spearheaded a project introducing enabling technology at scale with the rollout of our HRIS SuccessFactors, improving efficiency by 30 percent, reducing costs and being able to rebalance the recruitment FTE where it was needed and at the level required. While pre-recorded video interviews had been standard in Australia for years, they were relatively new to many European markets. Adoption varied—in some countries like the U.S., UK and Australia, we saw strong adoption of the change, but digital interviews faced resistance in countries like India, Mexico and Brazil, where human interaction is highly valued. This experience reinforced the importance of tailoring technology to cultural nuances rather than assuming a one-size-fits-all approach.

Global Hiring Strategy vs. Local Expectations: Driving Adoption with Empathy

Leading talent acquisition across 42 countries requires harmonising a unified recruitment strategy with local expectations. We aimed to enhance speed and efficiency when introducing digital hiring— combining pre-recorded video interviews and gamified cognitive assessments. Success, however, relied on securing leadership buy-in, recruiter confidence and candidate acceptance.

From the outset, we engaged global operations leaders and regional managers, positioning the initiative as a way to streamline hiring. Our team of 57 recruiters played a crucial role in refining the methodology. To better understand the candidate experience, I went through the digital interview process.

“Prioritise candidate feedback as much as operational efficiency. Involve them early, seek their insights and continuously refine the experience based on their needs”

Despite clear benefits, adoption varied. Some markets embraced automation, while others—such as India—hesitated due to a cultural preference for human interaction. Internally, recruiters feared automation would diminish their roles. Addressing these concerns required shifting the narrative— technology wasn’t replacing them but enabling them to focus on strategic hiring decisions.

Candidates also expressed apprehension, prompting us to humanise the process. We introduced video introductions from recruiters, allowed candidates to complete interviews at their convenience and provided an option to turn off video for those uncomfortable on camera. These adjustments improved acceptance and ensured a smoother transition to digital hiring.

Fixing Fragmented Hiring: How a Unified System Streamlined Recruitment

The rollout of SuccessFactors at Allianz transformed recruitment by replacing fragmented systems with a single, global platform. Previously, regions relied on separate systems—or none—making reporting cumbersome and inefficient.

With SuccessFactors, we streamlined processes and enabled real-time data access. However, adoption wasn’t just about implementation—it required guiding teams through change. While formal training was available, I took a hands-on approach, identifying advocates within the team to support a ‘train the trainer’ model. By fostering a learning culture, we turned a complex transition into a success story, making recruitment and onboarding more seamless for both recruiters and candidates.

Leadership in Talent Acquisition: Collaboration, Inclusion and Empathy

Leadership in talent acquisition isn’t about making unilateral decisions but bringing people along on the journey. I believe in a collaborative approach, where technological advancements and process improvements are shaped with team input.

For instance, I didn’t decide alone when evaluating prerecorded video interviews. I formed a diverse team to navigate the RFP process, vendor selection and implementation. By the time we rolled it out, it was a collective decision, strengthening adoption.

Beyond collaboration, I prioritise personal connections. Understanding my team members’ challenges ensures a supportive work environment. Being empathetic doesn’t mean compromising on results—it means fostering trust and motivation. This balance of inclusivity, problem-solving and empathy defines my leadership approach.

The Future of HR: Leveraging AI to Enhance Recruitment

One of the most exciting trends in HR is AI integration, which streamlines recruitment. At Allianz, we’ve explored AI’s potential to reduce time-consuming tasks, allowing teams to focus on high-value activities.

For example, crafting compelling job ads used to be a specialised skill. Now, AI tools like ChatGPT can generate marketable job descriptions in seconds. I’ve trained my team to refine AI-generated content, improving efficiency while maintaining branding consistency. By embracing AI, we’re not replacing human expertise—we’re augmenting it to attract top talent and strengthen employer branding.

Building Customer-Centric Talent Acquisition

A key lesson I’ve learned in transforming talent acquisition is the importance of direct candidate feedback. Initially, we prioritised operational efficiency and hiring manager experience, but we overlooked a critical factor—what candidates wanted.

My advice for leaders building customer-centric hiring strategies is simple: engage candidates early, gather insights and refine the experience based on their needs—not just internal goals. This approach ensures digital transformation in hiring remains efficient, adaptable and human-centred.