Elizabeth Lee

Elizabeth Lee

Senior People & Culture Consultant, LIV Golf

Elizabeth Lee’s path into recruiting was shaped by timing, empathy, and a moment of global uncertainty.

Graduating in 2008 with a degree in psychology, she initially envisioned a career as a therapist—helping individuals navigate life’s challenges. But as she entered the workforce during the height of the Great Recession, the reality of the job market quickly reshaped her direction.

An opportunity in recruiting introduced her to a different way of helping people.

Working in both temporary and permanent placement, she found herself at the intersection of careers and livelihoods during one of the most difficult economic periods in recent history. The impact was immediate and deeply personal.

Extending an offer to a candidate wasn’t just a transaction—it was often a life-changing moment.

Seeing candidates respond with genuine emotion—sometimes even tears of relief—cemented her connection to the work. That sense of impact became the foundation for her career in talent acquisition.

What began as a practical decision evolved into a long-term commitment to helping people find stability, opportunity, and growth.

Leadership Built on Strategy, Empathy, and Growth

Throughout her career, she has been influenced by a group of leaders—particularly strong women—who shaped how she approaches both recruiting and leadership.

One leader helped her elevate her approach to executive recruiting, pushing her to think beyond individual roles and focus on broader talent strategy. Through this lens, she developed a deeper understanding of employer branding, value proposition, and how organizations can intentionally attract high-quality talent.

Another leader had a profound impact during a pivotal stage of her personal life.

As she balanced career growth with raising a family, she was encouraged to embrace imperfection and recognize that sustainable high performance requires space—for both work and life. That perspective redefined how she approaches leadership, not just for herself, but for the teams she supports.

A third mentor—someone she describes as a “career fairy godmother”—played an even more holistic role. Beyond professional development, this leader emphasized the importance of understanding people fully: their backgrounds, their motivations, and their lives outside of work.

That experience reinforced a core belief that leadership is not confined to the workplace.

It is about showing up for people as individuals—and creating environments where high-performing teams can thrive because they feel understood and supported.

AI Is an Enabler—Not a Decision Maker

As AI continues to reshape recruiting, she sees its role clearly: a tool for enablement, not replacement.

While the volume of new technologies can feel overwhelming, she emphasizes that the core of recruiting remains unchanged. Relationships, human interaction, and thoughtful evaluation are still at the center of effective hiring.

AI, in her view, should enhance—not replace—those elements.

Today, she leverages AI to streamline operational aspects of recruiting, including scheduling, communication, and early-stage evaluation support. These efficiencies allow her team to focus more time on meaningful interactions with candidates and hiring partners.

But when it comes to decision-making, she draws a firm line.

AI does not make hiring decisions on behalf of her team. It does not replace human conversations. And it does not substitute the insights gained through real interaction.

The value of recruiting still lies in understanding people—and that requires a human touch.

Advice for Talent Leaders Navigating 2026

Looking ahead, her advice reflects the dual realities of modern recruiting: increasing efficiency and growing complexity.

For candidates, AI presents an opportunity to work smarter—enhancing personal branding, improving visibility, and navigating job searches more effectively. But even with these tools, relationships remain the most powerful driver of opportunity.

Strong networks and authentic connections continue to open doors in ways technology alone cannot.

For hiring teams, the challenges are evolving in new ways.

Application volumes are increasing, sometimes in unexpected forms. Candidates can now apply to roles at scale—even submitting multiple applications under different identities. This creates new layers of complexity in screening and evaluation.

Here, she sees significant potential for AI to help—particularly in identifying duplicate applicants, improving data accuracy, and providing deeper insights into candidate interactions.

At the same time, she is optimistic about how AI can enhance visibility into the hiring process itself. From capturing interview feedback to analyzing sentiment and improving candidate experience, the next wave of innovation will bring more data into decision-making.

But that progress must be balanced with responsibility.

Confidence in data integrity, fairness, and equitable evaluation will be critical as these tools become more embedded in hiring processes.

In a rapidly evolving landscape, the path forward is not about choosing between technology and human connection—it is about integrating both thoughtfully.

Because while AI can increase efficiency, it is still people who create meaning, build trust, and ultimately define the success of hiring.