Irmgard Naudin ten Cate believed she was destined to be a lawyer—until, in her last year of law school, she realized she wasn’t passionate about the hours of research the law career required.
“Towards the end, I kind of thought, ‘Oh, my God, I'm going to be sitting in the library all day, and I want to talk to our clients,’” she told HR Brew. “I suddenly realized what I didn’t truly enjoy about that profession.”
After graduating, she instead pursued a headhunting career, eventually landing at professional services giant EY, where she’s been for more than 20 years. She took on her current role, global talent attraction and acquisition leader, in June.
Naudin ten Cate, who is based in the Netherlands, oversees a leadership team of 10, and 1,000 recruiters and sourcers. This acquisition team keeps busy: In the last fiscal year, the firm received 5.1 million applications and made 100,000 new hires globally.
Naudin ten Cate also oversees specialized functions, like a global talent attraction team, focusing on understanding the global talent pool and diversifying recruiting sources, externally and internally.
Some of the biggest challenges facing her team include tasking her recruiters with acting as career coaches rather than focusing on administrative responsibilities, understanding the current labor market and EY’s workforce strategy, and understanding labor shortages as an immediate issue despite current growing retention.
“It’s a combination of problems, but I like to think of them as challenges and not as problems, to find new solutions for them,” she said.
This conversation has been edited for length and clarity.
What’s the best change you’ve made at a place you’ve worked?
Years ago, I introduced what we initially called the “new joiner survey,” which started as a way to
gather feedback from our new hires on their recruitment experience. It has since evolved into an
invaluable tool for assessing the entire candidate journey…By continuously collecting and analyzing this feedback, we’ve been able to make meaningful changes that enhance the overall candidate experience and ensure that we consistently meet, or exceed, expectations.
What’s the biggest misconception people might have about your job?
People often think my job solely focuses on traditional hiring processes. In reality, a significant part of my role involves ensuring my teams can leverage technologies like AI to ensure that our talent acquisition strategies are fit for the future.
We’re not just filling roles—we’re harnessing AI-driven insights and innovative tools to make smarter, more strategic decisions. For example, through EY Candidate Assistant, AI can recommend jobs that candidates may have never thought or heard of, helping them explore flexible career options that align with their unique interests and ambitions.
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What’s the most fulfilling aspect of your job?
I love meeting and interacting with people from around the world, discovering their unique talents and helping them gain the experiences they need to thrive. It’s incredibly fulfilling to witness how the right opportunities can transform someone’s career.
One of my most rewarding experiences has been collaborating with colleagues on EY Ripples, our global corporate responsibility program, to support younger generations in their skills development. Through programs like the AI and Green Skills Passport, we provide early-career talent and young professionals with the tools they need to succeed in a constantly evolving world. Our Early Careers team also partners with schools and universities to cultivate these essential skills, preparing the next generation for future success.
What trend in HR are you most optimistic about? Why?
I’m inspired by the younger generations’ aptitude for change, which reflects a strong growth mindset and genuine willingness to learn. While skills can be taught, this adaptability and openness to growth truly sets them apart, and makes me optimistic about the future of talent and tomorrow’s leaders.
I’m also seeing a growing recognition of individuals re-entering the workforce after career breaks, whether for parenting, military service, etc. This group of “returners” brings invaluable and diverse perspectives back into the workforce, yet they are often underappreciated. At EY, we are focused on attracting candidates with non-traditional backgrounds, including “returners,” veterans, neurodiverse individuals and professional athletes to harness the unique skills and experiences they bring to the table.
What trend in HR are you least optimistic about? Why?
I’m concerned that many organizations are underestimating the talent shortage, driven by the rapid pace of technological advancement and evolving skill requirements. They often view it as a long-term challenge rather than the immediate issue it truly is.
To effectively tackle this challenge, organizations must invest in upskilling and reskilling programs and diversify their talent pipelines by engaging underrepresented groups, such as “returners” and individuals from non-traditional backgrounds, who possess essential skills for future-focused workplaces—ensuring our own employees continue to have new experiences and learning opportunities to continue to thrive at EY.