Talent acquisition
From filling vacancies to building the capability the company will need.
The steps
Entry
Experienced
Senior
Manager
| # | Step | What changes here | Jump | Skills |
|---|---|---|---|---|
| 1 | Talent SourcerEntry · Individual contributorNo active openings | Moves from finding profiles to knowing which conversation to have. | — | |
| 2 | RecruiterExperienced · Individual contributorNo active openings | Owns the whole process and the experience in it. | PromotionJump: Moderate | |
| 3 | Senior RecruiterSenior · Individual contributorNo active openings | The hard profiles and critical hires arrive here. | PromotionJump: Moderate | |
| 4 | Talent acquisition managerManager · People managementNo active openings | Accountable for hiring capacity, not for one vacancy. | PromotionJump: Moderate | |
| 5 | HR Business PartnerSenior · Individual contributorNo active openings | A common exit: they already know the organization inside and out. | — |
What makes the differenceAlso asked for
This describes moves that happen, not a recommended sequence or the only way to get there.
Lateral moves
How people get from one step to the next, and how big the jump is. We do not say how long it takes: that depends on the person, the team and luck.
RecruiterHR Business Partner
Lateral moveJump: ModerateA common move: they already know the organization from outside and inside.
How this path was built
A structured starting point: it describes how this function is organized in technology companies, not a survey of Costa Rican employers. The skills at each step come from the platform’s curated vocabulary. Each version goes through industry review before it replaces this one.
- Evidence as of
- August 16, 2026
- Reviewed on
- August 16, 2027