Martin Haywood

Martin Haywood

Group Head of Talent Acquisition, Sainsbury's

For many talent leaders, recruiting is a career they discover by accident. For Martin Haywood, it was a path he entered by stepping away from early career retail operations in search of something more aligned with his long-term lifestyle and interests.

After working in retail management at Tesco, Martin was drawn to a more Monday-to-Friday career and registered with a recruitment agency while exploring his next move. That decision ultimately became the turning point that launched his career in talent acquisition.

“I was managing small format convenience stores… and decided I wanted something more Monday to Friday. I registered with a recruitment agency and ended up finding a role with them.”

From there, he began recruiting in the same sector he came from—retail—allowing him to combine real operational experience with a growing passion for connecting people to the right opportunities. That foundation shaped his practical, people-first approach to talent acquisition.

Learning Leadership Through Contrasting Experiences

When reflecting on the leaders who shaped his career, Martin doesn't point to a single influence—rather, he draws lessons from both positive and negative examples.

Early in his career, he observed leadership styles that shaped his thinking in two very different ways. One particularly memorable experience highlighted what he didn’t want to become as a leader: someone who took credit rather than elevating their team.

That moment became a defining lesson.

“It taught me the value of a team doing it together… it’s not all about one person.”

From that experience, Martin developed a strong servant leadership philosophy—focused on creating an environment where teams can perform at their best, while he acts as a supporter, cheerleader, and enabler rather than the center of attention.

He also credits other mentors with helping him think more commercially and strategically early in his career, particularly one leader who pushed him to zoom out and think beyond day-to-day tasks.

“That was the first time someone made me think about the bigger picture… not just the task at hand.”

And later, at Amazon, he experienced the importance of sponsorship and advocacy firsthand—working with a leader who actively opened doors, created opportunities, and supported his progression.

“That helped me understand how important it is to have someone who will be your ambassador when you’re not in the room.”

These combined experiences now shape how he leads teams and develops future talent leaders.

AI, Automation, and the Future of Recruiting

Like many leaders in talent acquisition, Martin sees AI as a major shift—but not a replacement for human judgment.

Instead, he believes the future lies in balance: automation, AI, and human decision-making working together in the right parts of the hiring process.

“The most effective talent acquisition teams will identify where automation works best, where AI adds value, and where you keep the human in the loop.”

He sees AI as a tool that will continue to evolve rapidly, but emphasizes that judgment, nuance, and decision-making should remain human-led. The opportunity, in his view, is not replacement—it is optimization.

At the same time, he acknowledges that organizations are still figuring out the “new normal,” with many experimenting with tools across sourcing, scheduling, screening, and analytics.

For Martin, success comes down to intentionality: understanding the problem first, then applying the right combination of technology and process.

Advice for Talent Leaders: Build Systems That Empower Teams

For fellow talent leaders, Martin’s advice is centered on one core belief: great outcomes don’t come from individuals—they come from empowered teams.

“One person can’t do it all.”

He emphasizes the importance of creating environments where recruiters closest to the work are empowered to innovate and solve problems. In his experience, the best ideas often come directly from those working on requisitions day to day.

The role of a leader, therefore, is not to control every detail, but to unlock potential.

Leadership today, he explains, is increasingly about enabling collaboration, building culture, and supporting teams through ambiguity. With five generations in the workforce and rapidly changing expectations around work, leaders must adapt to more complexity than ever before.

“The demands on leaders are greater than ever… so it’s about how you create team culture, engagement, and collaboration.”

Ultimately, Martin believes the future of talent acquisition will be shaped by leaders who combine technology adoption with strong human leadership—ensuring teams feel supported, connected, and empowered to deliver their best work.

As talent acquisition continues to evolve, his leadership philosophy—rooted in servant leadership, commercial thinking, and thoughtful adoption of technology—positions him as a strong voice in the future of the profession.