Monique Hermon

Monique Hermon

Vice President, Business HR & Talent Acquisition, Serco

Monique Hermon didn’t set out to work in talent acquisition. In fact, when the opportunity first presented itself, her answer was a firm no.

Her career had always lived in the HR business partner space. She was deeply embedded in the business — advising leaders, supporting teams, and navigating change from the front lines. When her organization began restructuring to improve efficiency and alignment, her Chief People Officer saw an opportunity.

“I think it would be good for you to take over talent acquisition,” her CPO said.

Hermon declined.

Then the question came again — and this time, she paused.

As she reflected on the friction points she had experienced for years — the handoffs between HRBPs and recruiters, the gaps in ownership, the lack of shared context — she realized something important. Talent acquisition wasn’t separate from the business. It was inseparable from it.

“I fell into it not by choice,” she says. “But it’s one of the best decisions I’ve ever made.”

Bridging the Gap Between HR and Recruiting

Since stepping into TA leadership, Hermon’s focus has been singular: alignment.

For her, recruiting doesn’t live in a silo. It sits at the intersection of business strategy, workforce planning, and employee experience. As someone who came from the HRBP side, she brings a unique perspective — one grounded in partnership rather than transaction.

“HR is on the front line,” she explains. “If we’re not aligned on what the talent needs are, we miss the mark.”

That philosophy has guided her work over the past year as she’s led efforts to close gaps between recruiters, HR partners, and the business — ensuring everyone is operating with shared goals, shared language, and shared accountability.

Lessons From Three Defining Leaders

Looking back, Hermon credits three leaders with shaping how she shows up today.

The first was her earliest HR leader during her time at AIG in New York. Early in her career, as she navigated setbacks and uncertainty, that leader offered advice that stayed with her for decades.

“It doesn’t matter how many times you get knocked down,” she was told. “What matters is how you get back up and what you do next.”

The second influence came from the opposite end of the spectrum — a leader who embodied everything Hermon never wanted to be. Public criticism, fear-based management, and humiliation were common. The experience was so intense that Hermon quit on the spot.

But even that chapter became formative.

“I promised myself I would never lead that way,” she says. “I will always have my team’s back.”

Her decision to walk away had ripple effects. Two peers followed her lead, choosing to leave rather than tolerate the same behavior — a moment that reinforced the power of standing up, not just for yourself, but for others.

The third and most current influence is her present-day CPO — a leader Hermon describes as the embodiment of modern people leadership.

“She’s firm, empathetic, and an advocate for everyone,” Hermon says.

One question her leader consistently asks the team has reshaped how Hermon approaches challenges: What can you do differently? Not what the business did wrong. Not what the hiring manager did. But what you can change to build a better partnership.

Leading Through an AI-Driven Shift

Over the past year, Hermon has watched the recruiting landscape change rapidly — particularly with the acceleration of AI.

While fear has dominated many conversations, she’s never viewed AI as a threat.

“I don’t look at it as replacement,” she says. “I look at it as support.”

Her organization recently implemented AI across its recruiting infrastructure, including updates to its ATS, chatbot integrations, and internal tools like Microsoft Copilot. The impact has been immediate — not just operationally, but culturally.

“The excitement from the team has been incredible,” she says. “People are realizing what they’re capable of.”

For Hermon, the challenge isn’t convincing recruiters. It’s bringing business leaders along for the journey — helping them see technology not as disruption, but as leverage.

Advice for Talent Leaders Heading Into 2026

As TA continues to evolve, Hermon’s advice is straightforward: lean in.

“You can’t break AI,” she says. “Play with it. Learn it. Share what you discover.”

She’s clear that AI isn’t a one-size-fits-all solution. Certain markets, geographies, and talent pools still require traditional, relationship-driven approaches. The key is balance — using technology to extend reach, not replace human connection.

“Use AI as leverage,” she explains. “Ask yourself what markets you can’t reach today — and how it might help you get there.”

She also encourages leaders to find communities where others are experimenting, succeeding, and learning openly.

“Be vulnerable enough to say you don’t know,” she says. “That’s how you grow.”

Leading at Scale, With Intention

Today, Hermon leads a team of approximately 40 — including about a dozen HR business partners and managers, alongside a large recruiting organization. Her leadership style is rooted in trust, curiosity, and accountability — shaped equally by the best and worst examples she’s experienced.

For Hermon, talent acquisition isn’t just about filling roles. It’s about partnership, alignment, and ensuring the business never forgets that people are at the center of everything it’s trying to build.

And sometimes, the best career moves are the ones you didn’t plan — but chose to embrace anyway.