November 22, 2024
Brett Van Buskirk
VP of Marketing | Datapeople
In this edition, Brett brings a wealth of experience from financial services to HR technology, where he is now helping organizations build fairer, data-driven hiring processes. His insights into the evolving role of data, the challenges of inclusivity, and strategies for fostering a positive workplace culture during uncertain times are both timely and inspiring.
Join us as we dive into Brett’s journey and learn how Datapeople is reshaping talent acquisition for a more inclusive future.
Can you please introduce yourself and provide a quick career recap?
My name is Brett Van Buskirk and I lead marketing at Datapeople, a company dedicated to making hiring more fair for everyone involved. My career has been shaped by growing up in a family of entrepreneurs. In my early years, I spent a lot of time in my grandparents’ coffee shop in Southern California, observing them and experiencing their business struggles and, ultimately, their challenges in succeeding.
Later, watching my father and others navigate the business world, I realized that leaders were separating themselves through the effective use of data—insights were helping them make superior decisions.
This insight is what prompted me to join financial services firms. They uniquely possessed an incredible wealth of data by which to propel healthier communities. In financial services, I was fortunate to experience and lead across multiple disciplines. Most of my impact was made in marketing, but I also led in product, innovation, and corporate strategy.
Today, at Datapeople, I’m still driven by this belief in the transformative power of data, which I’ve seen impact entire industries and improve lives around the world.
What prompted the move from Financial Services to Talent or HR Technology?
In fintech, I saw firsthand the limitations of legacy systems. Traditional financial platforms were entrenched, but they were also outdated, sometimes by decades. Companies were adapting by building middleware and extending capabilities with APIs to enable more modern, user-focused experiences. My role involved creating some of these layers, and companies, to allow businesses to function more efficiently and engage better with customers.
I saw similar opportunities in HR technology. For instance, many ATS platforms were built for a world where only TA was actively involved in hiring, and far fewer regulatory and company demands were placed on a company’s hiring standards. For many businesses, this reality no longer exists. Just as fintech required workflow platforms that brought data and multi-party execution to the forefront, to meet the demands of their company and competitive market, talent will as well. Plus, as someone who had been a hiring manager for 20+ years, I personally hungered for the improvements I knew data could unlock. For example, regardless of how fabulous my talent partners were, we struggled to understand the progress in any meaningful way that could drive superior investment or actions. So you could say the move to HR tech was both personal and my anticipation of market maturity.
During uncertain times, what tips do you have for leaders to keep their teams motivated and engaged to maintain a positive work environment?
There’s no one-size-fits-all answer. I’ve learned that what worked in one place might not work elsewhere. What’s crucial is showing up authentically, being vulnerable, and not shying away from hard conversations. At Datapeople, we aim for transparency—whether it’s about our pipeline, funding, or burn rate. We share these details openly, so team members can understand the broader context and see how their work contributes to the company’s direction.
Leaders need to show up as human beings first, then as business leaders. Consistency is also essential. You can’t turn culture on and off like a switch. Even in tough times, leaders have to be there for their teams consistently, investing to earn and sustain trust and while creating a culture of resilience that’s not just a reaction to external pressures. Culture isn’t culture if it’s only something you invest in or care about when times are challenging. If you haven’t invested in the foundation, it cannot be a steadying force nor a force multiplier when exponential growth opportunities arise.
As Datapeople’s marketing leader, could you describe the company’s role and the key strategies it uses to help HR teams boost their efficiency, effectiveness, and inclusivity in today’s competitive job market?
Datapeople exists to make hiring more fair for everyone involved—candidates, internal hiring teams, and the companies themselves. We started as an augmented writing platform but quickly realized that many aspects of hiring needed improvement. Our focus is on helping companies build collaborative, data-driven processes that align with their brand, comply with regulatory standards, and support a fair experience for all participants.
Fairness isn’t just a compliance checkbox for us; it’s about empowering talent teams and managers to perform their roles efficiently and equitably. Every company has a unique approach. Some have hiring managers deeply involved from start to finish, while others rely more on talent acquisition teams. Datapeople helps standardize these processes, reduce manual work, and ultimately improve hiring efficiency, effectiveness, and inclusivity.
What talent acquisition trends have you noticed that many organizations might not be fully ready for, especially when it comes to inclusivity and diversity in hiring?
The biggest trend is AI. While AI can drive efficiency, it also brings significant risks, especially when it comes to unintended biases. A Bloomberg study showed that large language models can inject bias into the hiring process, leading companies who are unaware of the risks to misalign with their DEI goals. In some cases, people place too much trust in AI without verifying its decisions.
In addition to the risk of imparting bias or false confidence, businesses must navigate the legal gray area of data stewardship. Even well-intended users, who embrace an “off the shelf” LLM risk exposing their organization and its data.
AI has tremendous potential for positive impacts, but it is incumbent on every organization to consider the risk-reward equation for themselves. Just keep in mind that the results are only as good as the underlying data used to train the model. If a company is using their own data, versus those available to public LLMs, there are still risks of bias due to limited data accessibility or cleanliness. So explore and iterate smartly, with an eye both on upside potential and downside risk.
How do you address bias in talent acquisition, and what measures have you seen work to help reduce unintended biases in the hiring process?
Bias is a natural part of being human, and treating it as something that can be eliminated with training is often ineffective. At Datapeople, we focus on raising awareness and embedding experiences that help hiring teams recognize and address biases without making it feel punitive. Our platform highlights language in job posts that may unintentionally introduce bias, allowing writers to adjust without shaming them. This approach builds an awareness of bias in the hiring process, helping teams form intentional habits that support inclusive hiring practices.
Demonstrating the way bias may inadvertently be introduced into a job post, compliments existing training programs. Creating a virtuous cycle, where awareness is then directly translated into actions and positive outcomes for the job writer and the company. Behavior change requires more than awareness, it requires appealing to the individual and providing them with a hands-on experience of how to take advantage and experience the benefits for themselves.
How do you see the role of data changing in HR and talent acquisition, and what positive outcomes can organizations expect from embracing these data-driven approaches?
Data has the potential to level the playing field in hiring. It enables companies to make fairer, more objective decisions and better understand which hiring channels yield quality candidates, helping them invest more effectively. Embracing data-driven platforms like Datapeople, we have seen clients A/B test job postings, which helps them refine their messaging to attract the right candidates. As a hiring manager for the last two decades, I was always frustrated by my inability to do this, so I’m thrilled to see others embrace the potential.
Data also allows HR and talent teams to plan for the long term rather than react to short-term needs. Instead of hiring waves and layoffs based on immediate needs, data lets companies align their workforce planning with future business objectives while deeply understanding and trusting their ability to hire repeatably. This proactive approach benefits not only the company but also creates a more stable, inclusive environment for employees.
We’d like to express our gratitude to Brett for sharing his journey and insights with us. His approach to leadership, focused on transparency, fairness, and a data-driven mindset, shows that success in the workplace is about more than metrics—it’s about creating an environment where every team member feels valued and empowered to contribute.
If you’re interested in sharing your story and becoming part of our HR Connect series, please reach out to us at info@focusimagepro.com.
Dilara Cossette
Founder
Dilara Cossette is the founder of Focus Image Pro, a boutique demand generation agency specializing in helping HR tech companies accelerate growth. With extensive experience in the industry, she partners with marketing leaders to craft strategies that drive demand, boost pipeline, and elevate brand presence. Dilara is passionate about fostering meaningful connections and sharing insights from HR tech innovators through the HR Connect interview series.
