Sub-function
Talent Acquisition
Owns requisition work end to end inside Human Resources. Runs 4 lines across 27 stations, drains the repeatable share into the H2R tower, and holds 3 human gates.
Estate rating
A
76 / 100
Sourcing, screening and scheduling reach A4. The hiring decision itself never does — it stays a named human decision with adverse-impact evidence attached.
Agents
12
Lines
4
Units / wk
15,785
Timetable vs actual
16.1h → 18.5h
Cost / unit
$5.91
was $14
Run-rate saving
$6.7M
annualized at this volume
The 12 agents running this sub-function
Grouped by what they are for, not by where they sit. The agent org is process-shaped.
Talent Acquisition Orchestrator
Owns the talent acquisition lane end to end. Sequences the other agents, holds the timetable, and decides what surfaces to a human.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Intake & Req Definition Agent
Runs the repeatable portion of talent acquisition inside the shared transaction spine at spine cost and spine controls.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Scheduling Agent
Runs the repeatable portion of talent acquisition inside the shared transaction spine at spine cost and spine controls.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Candidate Comms Agent
Runs the repeatable portion of talent acquisition inside the shared transaction spine at spine cost and spine controls.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Sourcing Agent
Executes the talent acquisition step it owns, posts its evidence, and hands the unit to the next stage.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Screening Agent
Executes the talent acquisition step it owns, posts its evidence, and hands the unit to the next stage.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Assessment Agent
Executes the talent acquisition step it owns, posts its evidence, and hands the unit to the next stage.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Offer Modeling Agent
Executes the talent acquisition step it owns, posts its evidence, and hands the unit to the next stage.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Background & Right-to-Work Agent
Executes the talent acquisition step it owns, posts its evidence, and hands the unit to the next stage.
ceiling A3 · escalates to Escalates to VP Talent Acquisition when the unit falls outside the decision envelope or confidence drops below the floor.
Adverse Impact Monitor
Holds the rules that bind every other agent in talent acquisition. Versions them, tests them against live decisions, and blocks work that breaches them.
ceiling A3 · escalates to Escalates on any decision that would breach a live policy version, with the clause cited.
Hiring Doctrine Agent
Authors positions on talent acquisition. Frames the question, models the options, and writes a recommendation a human can ratify or reject.
ceiling A3 · escalates to Escalates when two options sit inside the confidence band and the evidence cannot separate them.
Talent Acquisition Challenger Agent
Adversarial reviewer for talent acquisition. Argues the opposite case on every position and flags where the evidence does not carry the claim.
ceiling A3 · escalates to Escalates when a ratified position is still running against a break condition it flagged.
Estate rating breakdown
Seven control dimensions. Judgment readiness runs against autonomy on purpose.
People
What the humans stopped doing, and what they do now.
Redeployed into scenario work and strategy authoring review.
Lines running in this sub-function
Each line is a workflow. Click a line to walk it station by station.
Strategy positions this sub-function holds
An agent that only executes is a robot. These are the calls it made, the argument against each one, and what would prove it wrong.
Hiring Doctrine Review
In challengev2What operating shape carries twice the current requisition volume without adding headcount, and what breaks first if we are wrong?
Hold the ceiling at A3 for talent acquisition. Sourcing, screening and scheduling reach A4. The hiring decision itself never does — it stays a named human decision with adverse-impact evidence attached. Raise it only after two consecutive quarters where the override rate stays under five percent and every override has a written cause.
confidence
83%
The challenge — Talent Acquisition Challenger Agent
Talent Acquisition Challenger Agent argues the recommendation leans on 4 quarters of data from a period with no volume shock. The confidence band overlaps the alternative, and the position does not say what it would take to be wrong. Recorded as a dissent, not a block.
Break conditions
- ·Override rate rises above 10 percent for two consecutive months
- ·Cost per requisition stops falling while volume keeps rising
- ·A control failure in this lane reaches a customer or a regulator
Evidence gaps
- ·No external comparator on a like-for-like unit definition
- ·Exception cases under $22k are sampled, not fully measured
| Alternative considered | Cost | Risk | Verdict |
|---|---|---|---|
| Hold the current position | $163k run rate | Known and priced. Cedes ground if comparators move faster. | live |
| Raise the ceiling one level now | $950k to build controls | Override rate is 5 percent; raising the ceiling before that settles imports the error into production. | rejected on evidence |
| Move the exception tail to the spine | $339k transition | Loses local context. Rework risk on the cases that are hardest to recover. | under review |
Talent Acquisition Operating Position
In challengev4Is the current cost per requisition defensible against external comparators once inference spend is counted in full?
Keep the repeatable requisition volume in the spine and pull the exception tail back into the function. The spine is cheaper per unit; the tail is where the context that prevents rework actually sits.
confidence
72%
The challenge — Talent Acquisition Challenger Agent
Talent Acquisition Challenger Agent argues the recommendation leans on 3 quarters of data from a period with no volume shock. The confidence band overlaps the alternative, and the position does not say what it would take to be wrong. Recorded as a dissent, not a block.
Break conditions
- ·Override rate rises above 7 percent for two consecutive months
- ·Cost per requisition stops falling while volume keeps rising
- ·A comparator publishes a materially lower unit cost on a like-for-like basis
Evidence gaps
- ·No independent test of the control evidence behind the touchless rate
| Alternative considered | Cost | Risk | Verdict |
|---|---|---|---|
| Hold the current position | $652k run rate | Known and priced. Cedes ground if comparators move faster. | live |
| Raise the ceiling one level now | $426k to build controls | Override rate is 7 percent; raising the ceiling before that settles imports the error into production. | rejected on evidence |
| Move the exception tail to the spine | $274k transition | Loses local context. Rework risk on the cases that are hardest to recover. | under review |
Policy register
The rules the agents above are bound by. Version, owner, approver, and the agents each rule constrains.
| Ref | Rule | Scope | Owner agent | Approved by | Version | Status |
|---|---|---|---|---|---|---|
| HR2-POL-200 | Talent Acquisition Decision Envelope Agents in this lane may act without a human when the requisition sits inside the stated value, risk and confidence envelope. Outside it, the unit holds at a gate with a named approver and a running clock. binds 6 agents · LATAM · US | envelope | Adverse Impact Monitor | VP Talent Acquisition | v1.7 | under review |
| HR2-POL-201 | Talent Acquisition Evidence Standard Every autonomous decision writes inputs, the rule version applied, the model and prompt version, the output and a reversal path. An action with no evidence record is treated as a control failure, not a fast decision. binds 6 agents · EU · UK · US | evidence | Adverse Impact Monitor | VP Talent Acquisition | v4.3 | Active |
| HR2-POL-202 | Talent Acquisition Escalation Rule Escalation is mandatory when confidence falls below the floor, when two options sit inside the confidence band, or when a break condition on a ratified position fires. VP Talent Acquisition owns the response clock. binds 6 agents · US · Canada | escalation | Adverse Impact Monitor | VP Talent Acquisition | v5.5 | Active |
| HR2-POL-203 | Talent Acquisition Autonomy Ceiling The ceiling for this lane is 78 on the platform scale. Sourcing, screening and scheduling reach A4. The hiring decision itself never does — it stays a named human decision with adverse-impact evidence attached. The ceiling is a governance decision, not a technical limit, and only VP Talent Acquisition can propose moving it. binds 6 agents · LATAM · US | ceiling | Adverse Impact Monitor | VP Talent Acquisition | v2.1 | Active |