A conversation with Mary Hudson on relationships in recruiting, the limits of AI screening, and how empathy, thoughtful interviews, and the right environment help overlooked talent succeed.
Host: Adam Kleckner (Head of Strategy at LinkTech), Tia Kleckner (CEO at LinkTech)
Summary:
Mary Hudson wanted to become a buyer at Bloomingdale’s. A friend’s introduction to recruiting changed her path. Nearly 25 years later, her work across agencies, corporate teams, and complex technology environments still comes back to understanding people. Open about her own neurodivergence and hearing loss, Mary explains why dashboards miss the value of relationships, how interview pressure can hide capability, and what happened when she challenged a proposed performance plan and advocated for better support.
Main Topics:
From retail ambitions to a career in talent acquisition
Recruiting as a partnership with candidates and the business
Recognizing transferable skills and potential beyond a perfect resume
Why more calls and submissions do not necessarily produce better hires
The candidate experience when automation replaces personal connection
Where AI can help—and where Mary believes human judgment remains essential
Giving candidates time, grace, and different ways to communicate
Examining support and environment before labeling someone a poor performer
Authenticity, curiosity, and the satisfaction of helping others succeed
Intriguing Quotes:
“Sometimes it’s your job to influence potential as well as just what do they have on the table today.”
“They’re interviewing us too.”
“We should be helping them to win.”
“We are just two humans having a conversation in a coffee shop.”
“Embracing different ways of communication.”
Key Moments:
[03:30] Mary’s unexpected start: a friend leaves Bloomingdale’s for Robert Half and introduces her to a profession she knew nothing about.
[07:16] The recruiter as a true business partner: advocating for someone’s potential instead of requiring perfection on paper.
[09:28] Mary’s concern about technology: proficiency with recruiting tools can start taking priority over collaboration and candidate care.
[13:52] A candidate tells Mary she is the first recruiter who really heard him—and the only one he expects to remember his name.
[16:13] Why activity keeps getting rewarded: reports make volume visible while the work behind strong relationships is harder to capture.
[21:06] What screening needs to uncover beyond technical ability: how someone solves problems, collaborates, and might thrive within a particular team.
[23:17] Adam challenges the assumption that having no questions at the end of an interview means a candidate lacks interest or curiosity.
[27:16] Mary’s interview opening: help people relax, explain that questions are optional, and create room for an honest conversation.
[29:38] From a possible performance plan to a promotion: Mary pushes leadership to examine whether a neurodivergent employee has received the support they need.
[33:41] Lightning round: too much weight on pipeline size, human oversight in role-fit decisions, and different communication styles as a normal part of work.
[36:11] What never appears on Mary’s resume: her care for people and the joy she gets from seeing them win.
Notable Resources:
Concepts: Candidate advocacy; transferable skills; recruiting metrics; neuroinclusive interviews; workplace accommodations; environment and performance; human judgment in hiring
Connect with Mary Hudson:
LinkedIn: https://www.linkedin.com/in/mary-hudson-966157/
Connect with The Human Advantage Podcast: