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Beating the Odds: Experts Share Secrets to Landing Top Talent

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Beating the Odds: Experts Share Secrets to Landing Top Talent

With 71% of businesses struggling to find qualified candidates, innovative recruitment strategies are critical for success. 

This HR Spotlight article gathers insights from business leaders and HR professionals on how their organizations are beating the odds. 

From leveraging AI-driven job postings to fostering strong cultures and tapping personal networks, these experts share actionable approaches. 

Emphasizing attitude over experience, clear expectations, and internal growth opportunities, their strategies expand talent pools, boost retention, and align hires with organizational goals, offering a roadmap for businesses to thrive in a competitive hiring landscape.

Read on!

Ahmad Faiz
Owner, Achilles Roofing & Exteriors

At Achilles Roofing and Exterior, I’ve seen firsthand how tough it can be to find the right people. Roofing isn’t an easy trade—it’s demanding work, the conditions are tough, and it requires both skill and discipline. What’s helped us beat the odds is that we don’t just look for “qualified” candidates on paper. We look for people who are willing to learn, show up consistently, and take pride in doing the job right.

When I was younger in this business, I thought the only way to grow was to hire people who already had years of experience. What I learned is that experience doesn’t always equal reliability. Some of our best team members started with little background in roofing but had the right attitude. We invested time into training them, pairing them with seasoned crew leaders, and giving them clear paths to grow. That’s built loyalty because they see a future here, not just a paycheck.

We also put a lot of focus on culture. Roofing crews spend long days together, often in extreme heat, dealing with physically exhausting work. If you don’t create an environment of respect, accountability, and teamwork, good people won’t stay. We make sure everyone knows their role, feels valued, and understands that cutting corners is never an option. Homeowners trust us with their biggest investment, and that responsibility has to be shared by the whole team.

Another thing that’s worked for us is hiring from our own network. Many of our best workers came through referrals from current employees. If someone is willing to vouch for a friend or family member, that usually means they trust the person to keep up the standard we expect. It creates a team that’s built on trust from the start.

Beating the odds hasn’t been about luck. It’s about taking the long view—finding people with the right mindset, giving them the tools and training to succeed, and building a culture that makes them want to stay. That’s how we’ve been able to staff reliable crews while so many others are struggling.

Culture and Training Build Loyal Roofing Teams

Mark Hirsch
Co-founder & Personal Injury Attorney, Templer & Hirsch

At Templer & Hirsch, we beat the 71% hire problem by making our employees better. Many of the law clerks I work with now started as students, and I personally invest in their growth. More than 60% of our lawyers started out working for the company.

We also use the Prime Time Business Network, which I started, to get recommendations from people we trust. Thanks to this network, we’ve found outstanding candidates whose ideals match our own.

We look at grit, empathy, and courtroom sense instead of just resumes, because those are things you can’t teach from a transcript. That’s how we make a team that wins cases and puts our clients first.

Law Firm Grows Talent From Within

Daria Turanska
Legal Manager, Faster Draft

Finding qualified candidates is definitely one of the biggest challenges businesses face today. At Fasterdraft.com, we’ve tackled this by being very intentional about how we define and attract talent.

First, we focus on clarity in contracts and job descriptions—making sure expectations, responsibilities, and growth opportunities are crystal clear from the start. That helps attract candidates who truly understand the role and are motivated by it.

Second, because I run my own company and know how vital flexibility is, we offer remote and flexible working arrangements, which broadens the talent pool beyond local limits. This is especially appealing to contract lawyers and specialists who want autonomy.

Finally, we invest in ongoing training and mentorship, helping team members develop skills aligned with both their interests and company needs. This creates loyalty and reduces turnover.

By combining clear legal frameworks with a people-focused culture, we’ve been able to beat the odds and build a strong, qualified team despite the market challenges.

Clear Expectations Attract Perfect Contract Matches

Belle Florendo
Marketing Co-ordinator, My Accurate Home and Commercial Services

We shifted focus from resumes to aptitude and attitude.

Instead of filtering strictly by past experience, we created short skills assessments and emphasized cultural fit during interviews.

Pairing new hires with mentors accelerated training, which expanded our candidate pool. This approach reduced hiring gaps and improved retention significantly.

Aptitude Over Experience Expands Candidate Pool

David Case
President, Advastar Group

The first thing we ask clients when they tell us they can’t find qualified candidates is how they’re defining “qualified.” Often, the root of the problem is that they’re holding out for a perfect professional, someone who checks every technical box and is an ideal fit for their culture. These candidates do exist but they’re few and far between, especially in the current hiring landscape.

My top advice for employers right now is to look for ways you can broaden your pipeline. Review your must-have qualifications to make sure they’re truly necessary for the role, not just “nice to have”s.

When you review applications, be willing to consider candidates who have the right core skills and attitude, and could be trained to fill any technical gaps.

The employers having the most success with filling roles right now are those willing to reskill workers from adjacent industries, or offer apprenticeships or on-the-job training for recent graduates.

When you build talent from within you don’t only fill openings faster but also foster loyalty in your workforce since they’re able to grow with your organization.

Hire For Potential, Not Perfection

Kristie Tse
Founder & Clinical Director, Uncover Mental Health Counseling, PLLC

My approach has been highly intentional and focused.

I prioritize building a strong company culture that attracts like-minded professionals who share our vision and values. This means engaging in thoughtful screening processes and fostering a supportive environment where clinicians feel valued and supported.

Also, I invest in consistent development opportunities for my team, which not only elevates the quality of care we provide but also helps retain motivated and skilled individuals.

By focusing on quality over quantity and creating an environment professionals want to be a part of, we’ve been able to distinguish ourselves and overcome hiring challenges.

Culture And Values Attract Top Talent

Stephen Yau
Owner & Head Math Tutor, DUX Tuition

I run a math tutoring company that hires math teachers.

Job posting platforms like SEEK or Indeed are flooded with candidates that are either unqualified or don’t feel like a great fit.

My solution was to look at my own social circles, such as church or Jiu Jitsu clubs, where I could spend a bit more time observing a potential candidate.

This allowed me to evaluate their character and fit for the company before I ever approach them. Luckily, I’ve found quite a lot of church goers are teachers (or lawyers!), so this method, although unorthodox, works!

Social Circles: The New Hiring Pool

Valentin Radu
Founder, Omniconvert

As a SaaS founder and CRO expert, addressing the talent challenge requires a proactive and strategic approach.

First, we refine job descriptions to be clear, enticing, and reflective of the specific skills needed. Leveraging data-driven recruitment tools helps us identify top candidates effectively. We also tap into niche communities and professional networks to find specialized talent that aligns with our goals.

Additionally, fostering a strong employer brand and offering growth opportunities ensures we attract and retain the best professionals. Lastly, maintaining a culture of learning and adaptability allows us to nurture talent internally, filling gaps as they arise.

Strategic Recruitment Attracts and Retains Talent

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Beyond the Job Description: Why Verified Company Profiles Are Your Secret Weapon for Career Happiness

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Beyond the Job Description: Why Verified Company Profiles Are Your Secret Weapon for Career Happiness

By Jim Coughlin 
Founder, Remotivated

Most job seekers make career decisions based on incomplete information—and pay the price with years of professional frustration. Here’s how verified company profiles are changing the game for smart job seekers who want to find roles where they’ll actually thrive.

 

Traditional job hunting relies on three main information sources, all of which have fatal flaws:

Company websites and job descriptions tell you what organizations want you to believe, not how they actually operate. Even well-intentioned companies often have a significant gap between their aspirational culture and their daily reality.

Interview conversations are performative by nature. You’re meeting people who are specifically selected and trained to represent the company positively. You’re seeing their best behavior during a brief, artificial interaction.

Generic review sites like Glassdoor provide some employee perspectives, but they’re often polarized (very happy or very angry employees), lack context about remote work specifically, and don’t provide the systematic analysis needed to understand cultural patterns.

This information gap forces job seekers to make decisions based on incomplete data—and then discover the reality only after they’ve already committed months or years of their career.

This is where curated, verified company profiles provided by Remotivated become a career game-changer. Unlike marketing materials or scattered reviews, verified profiles provide systematic analysis of the elements that actually determine your day-to-day work experience.

Let’s examine what comprehensive company profiles uncover that you’d never learn from a job description:

The Verified Profile Advantage: Information That Actually Matters

Cultural Values in Practice 

Rather than aspirational statements, verified profiles show how companies actually implement their values. For example, a company might claim to value “work-life balance,” but their profile reveals whether employees actually take vacation days, work reasonable hours, and feel supported when personal life requires attention.

Leadership Accessibility and Communication Style

Profiles reveal whether leadership is accessible to remote employees, how they communicate company updates, and whether they demonstrate genuine understanding of distributed work challenges. This isn’t about whether they’re “nice”—it’s about operational competence in managing remote organizations.

Investment in Remote Employee Success

The specifics matter here. A $500 home office stipend signals something very different from a $4,000 equipment allowance plus annual refreshes. Comprehensive health benefits, professional development budgets, and retreat policies all indicate how seriously a company takes remote employee investment.

Actual Flexibility Policies

Verified profiles distinguish between “flexible hours” (which often means you can start at 8am or 9am) and genuine schedule autonomy. They reveal core collaboration hours, time zone requirements, and how the company actually handles scheduling conflicts.

Career Growth Track Record

Rather than promises about advancement, profiles examine actual promotion patterns, mentorship availability, and whether remote employees advance at the same rate as office-based colleagues.

Employee Retention and Satisfaction Metrics

Verified profiles often include data about tenure, internal mobility, and systematic employee feedback rather than cherry-picked testimonials.

Smart job seekers are developing new research methodologies that prioritize verified information over marketing materials:

Start with verified remote company databases that provide systematic analysis rather than self-reported information. These platforms often include employee satisfaction data, operational assessments, and third-party verification of cultural claims.

Look for companies that undergo external culture certification or participate in systematic workplace evaluation programs. Organizations willing to submit to external review demonstrate confidence in their actual practices, not just their marketing.

Analyze consistency across multiple information sources. When company claims align with employee reviews, leadership communication, and operational evidence, you’re seeing authentic culture rather than aspirational marketing.

Prioritize specific operational details over general culture statements. “We value work-life balance” means nothing. “Our team has core collaboration hours from 10am-2pm EST, with async handoffs for other time zones” gives you actionable information about daily reality.

The Research Process That Changes Everything

We’re moving toward a world where information asymmetry between employers and job seekers is disappearing. Companies can no longer rely on marketing copy to attract talent—their actual employee experiences are becoming transparent through systematic review and verification processes.

For job seekers, this represents an unprecedented opportunity to make genuinely informed career decisions. The challenge isn’t finding jobs—it’s finding the right jobs where you can build sustainable, satisfying careers.

The professionals who master this research-driven approach to job searching won’t just find employment—they’ll build careers characterized by consistent growth, genuine satisfaction, and long-term professional happiness.

Your next career move shouldn’t be a gamble based on limited information. It should be a strategic decision based on a comprehensive understanding of how companies actually operate and whether their reality aligns with your professional needs.

The tools exist. The information is available. The question is whether you’ll use them to your advantage. Check out Remotivated’s verified company profiles to find career opportunities with top remote employers.

The Future of Career Decision-Making

About the Author

Jim Coughlin is the founder of Remotivated, where he helps identify and celebrate authentic remote-first cultures. After leading a fully distributed fintech implementation team through a successful $500 million exit, he now focuses on helping job seekers and organizations understand what separates genuine remote culture from remote-work theater.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Leading with Trust: Actionable Advice for HR and Business Leaders in 2025

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Leading with Trust: Actionable Advice for HR and Business Leaders in 2025

In today’s fast-evolving and uncertain economic landscape, employee trust is a vital yet delicate organizational asset. 

Recent surveys highlight a global decline in trust, signaling a weakening of the employer-employee bond. 

This poses a critical challenge for leaders and HR professionals: how to restore trust and foster a culture of transparency, accountability, and psychological safety to strengthen resilience. 

Drawing from insights of business executives and HR experts, this article offers practical, actionable strategies. 

From ethical leadership to transparent communication and true partnership, these leaders provide a roadmap for creating a workplace rooted in honesty and shared purpose.

Read on!

Meyr Aviv
Founder & CEO, iMoving

In light of the 2025 Edelman Trust Barometer findings, it’s clear that businesses must take bold steps to regain employee trust. 

At iMoving, we prioritize transparency by involving our team in decision-making processes and openly sharing both successes and challenges.

Additionally, fostering a culture of recognition and empowerment can bridge the trust gap, proving that authenticity and accountability are non-negotiable in today’s workplace. 

It’s time for leaders to shift from mere policies to genuine relationships—because trust isn’t built through words, but through consistent actions.

Transparency and Relationships Rebuild Trust

Eugene Leow
Director, Marketing Agency Singapore

After a stressful Q4 where deadlines piled up and communication frayed, we saw morale dip. 

I started doing something deceptively simple: every end of week, I’d write a “behind-the-scenes” email explaining why leadership made certain decisions that week: what went wrong, what we learned, and what’s next. 

It turned transparency into a routine, not a reaction. Within a month, feedback loops got healthier and cross-team assumptions dropped. 

Trust rebuilds when leaders stop gatekeeping context and start narrating the journey openly even when it’s messy.

Open Transparency Rebuilds Team Trust

Samuel Huang
CEO, Tele Ads Agency

A few years back, when the whole company got restructured, I made a stop to productivity due to trust issues which were not caused by any skill shortage. I found out that trust is not a one-off agreement; it is something you do every day.

For transparency to be rebuilt, it should be practiced radically.

Leaders have to speak their business problems out loud and give all workers the freedom to suggest solutions. I hold monthly sessions named “Ask Me Anything” where every issue is up for discussion; these have been built as a foundation for our culture.

The next important thing is the ongoing acknowledgment which, in contrast to just recognizing results, helps employees by reminding them they are appreciated.

Lastly, doing what you say you will do is the most important. Unfulfilled promises destroy credibility even more quickly than any company policy can fix.

The trust that has been stretched, will not restore itself immediately. But with consistent, human-centered leadership, it can be more robust than ever before.

Trust is a Daily Leadership Practice

Kevin Heimlich
CEO & Founder, The Ad Firm

In my experience running a fast-moving digital marketing agency, trust breaks down when people feel ignored, unclear, or undervalued. 

Rebuilding it requires returning to fundamentals such as clear communication, follow-through, and showing up consistently.

The first thing I do is talk to the team directly, not through memos or long emails but through actual conversations. I ask where things went wrong and what they need from leadership moving forward. Then I act on it. Trust doesn’t come back through promises; it comes from visible changes.

People don’t expect perfection. But they do expect honesty and consistency. If you say you’re going to fix something, do it. If you made a mistake, own it. Small and persistent behaviors are more important than any big speech.

Trust Returns Through Visible Changes

Marin Cristian Ovidiu
CEO, OnlineGames

Trust is more than just being correct—it is being authentic.

Thus, we took a leap into complete openness. We made the roadmaps public, acknowledged our errors, and delivered the reasons behind every decision, even when they were not favorable.

To be able to reconstruct trust, you have to show the same effort in three areas: communication, accountability, and involvement. Talk to people often and sincerely—even if there is uncertainty. Apply the same rules on leadership as on the rest of the team. And bring employees into important discussions to make them feel included, not isolated.

Trust is being rebuilt, not through big actions, but through daily proof of the value you attach to people’s time, voice, and wellbeing.

The gap of trust cannot be closed with a single action, but little transparent steps can make a significant difference in a short time.

Honest Transparency Rebuilds Employee Trust

Andrew Lokenauth
Founder, TheFinanceNewsletter.com

I’ve learned that rebuilding trust isn’t just about fancy programs or HR initiatives — it’s about consistent, tangible actions. Last March, we faced a major trust crisis after a restructuring that didn’t go as planned (honestly, it was pretty messy).

The first thing I did was implement complete financial transparency. I started sharing our quarterly numbers — the good & the bad — with everyone. Not just the executive summaries, but the actual data.

When we missed our Q3 targets, I walked the entire team through why it happened & what we were gonna do about it. That transparency alone boosted our internal trust metrics by ~25%.

One of the biggest wins came from our “open-door Wednesday” policy. Every Wednesday, my office door stays open for 4 hours straight. Any employee can walk in & talk about anything. Sometimes it’s about budgets, sometimes it’s about their career concerns. The thing is, it’s not just about listening — it’s about taking action. When someone pointed out our outdated expense policy was causing frustration, we changed it within 48 hours.

I’ve found that money talks when it comes to trust. We implemented a profit-sharing program that’s tied directly to company performance. Everyone — from entry-level to senior management — gets the same % based on our quarterly results. It’s amazing how trust grows when people can see their direct connection to company success.

But here’s something that might surprise you — I actually started sharing my own mistakes in our monthly town halls. Like when I miscalculated our expansion budget by $500K. Being vulnerable about my own screw-ups has made a huge difference in how people view leadership. They see us as human, not just suits in corner offices.

Communication is crucial, but I’ve learned it needs to be consistent & predictable.

We now have a strict “no surprises” policy for major company announcements. Everything gets communicated at least 2 weeks in advance, with clear explanations of the ‘why’ behind decisions.And speaking of decisions — we’ve completely changed how we make them. Now we use what I call the “3-2-1 method”: 3 possible solutions presented, 2 rounds of employee feedback, 1 final decision with clear reasoning. When we were deciding on our new healthcare provider, this approach led to 90% employee satisfaction with the final choice.

The hardest part for me personally was learning to say “I don’t know” more often. In finance, we’re trained to always have answers. But I’ve found that admitting uncertainty & then following up with research builds more trust than trying to have all the answers immediately.

One thing that’s been particularly effective is our monthly “numbers & narratives” sessions. Instead of just presenting data, we share stories about how our decisions affect real people. When we increased our R&D budget by $2M, we had the actual researchers share how it impacted their work.

From my experience, rebuilding trust takes time — usually 6-8 months to see real change. But the investment is worth it. Our employee retention has improved by 35% since implementing these changes, & our productivity metrics are up significantly.

The most important lesson I’ve learned: trust isn’t built in big moments, it’s built in small, consistent actions over time. And it starts at the top — if leaders aren’t willing to be transparent, vulnerable, & accountable, no amount of programs or initiatives will make a difference.

I regularly discuss this and have many years experience, so I’d love to help! I’ve earned my degree in this area and held leadership positions across institutions such as JP Morgan, Goldman Sachs, and Citi. I can also share your article with my 100,000+ newsletter subscribers.

Rebuilding Trust: Small Actions, Big Impact

Christopher Falvey
Co-Founder, Unique NOLA Tours

No matter the size of the business, always involve employees in decisions that affect them. There is no better way to gain trust than having employees partake in the actions that need to be trusted.

Lack of trust is easy to fall into when decisions are made without input from those you’re asking to have trust in you. People believe in what they have a stake in.

Involve Employees in Decisions to Gain Trust

Dr. Beth Ribarsky
Director & Professor, School of Communication & Media

People first framework – Recently, my program underwent a significant change in leadership. 

My new dean stepped in with a “people first framework” – prioritizing the well-being and interests of the faculty and staff within our college. 

He focused less on what employees could do for him and more on how he could help employees. 

He sought out to engage with faculty and staff on a personal level through actions such as walking the hallways and stopping in to chat or swinging by a departmental happy hour. 

As simple as it sounds, these actions created a shift in the culture of our college – one marked by trust and transparency. 

Seeing how this transformed the culture, as a new leader of my specific program, I implemented a similar perspective – being transparent with budgets and decisions and seeking ways to recognize my faculty members on a personal level.

People-First Leadership Builds Trust and Transparency

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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When Leadership Talent Is Scarce: Key HR Strategies in a Tight Market

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When Leadership Talent Is Scarce: Key HR Strategies in a Tight Market

By Eric Walczykowski, CEO, Bespoke Partners

Talent is a market like any other, with buyers and sellers.

Buyers are companies; sellers are prospective employees.

The law of supply and demand applies: when willing sellers are scarce, the market tightens, competition among buyers increases, and price (compensation) rises. That determines how easily you can find the talent you need at a compensation level that fits your budget.

So what do you do when the talent market gets tight?

A case study is playing out right now in private equity (PE). It offers lessons for HR leaders on finding the right executives when competition is fierce.

PE firms buy companies, improve them over a few years, and sell for a profit if all goes well.

The sector is huge. In the US, PE-backed companies directly employ about 13.3 million workers and support roughly 31–33 million jobs when you include supplier and consumer-spending effects. Nearly one in five US workers gets a paycheck linked to PE’s investments in our economy.

Leadership talent is essential to a profitable exit, so PE firms focus heavily on finding leaders who can execute growth and value-creation plans. Increasing scarcity of qualified leadership makes this much harder.

A bottleneck has developed because exits have been extremely low for an extended period. When an exit happens, senior executives typically become available for new assignments.

But US PE exits fell 25% in Q2 this year, according to PitchBook, amid economic uncertainty and tariff concerns. PitchBook analysts estimate PE firms hold an all-time-high inventory of more than 12,000 unsold US portfolio companies—a logjam caused by poor exit opportunities.

The exit problem means leadership churn isn’t happening. The most experienced executives are staying put, pursuing elusive exits, and are not available to lead the many companies now crowding PE portfolios.

The PE Leadership Bottleneck

As supply tightens, HR teams recruiting for PE face scarcity of qualified leadership.

It’s harder to find candidates with PE portfolio experience. Searches are longer and harder to close. When leaders are willing to consider new roles, compensation demands are much higher. Our latest data shows C-suite salary and bonus for software and SaaS executives is now consistently in the mid-$500,000 range—up about 25% for some roles over just a couple of years. That’s exactly what supply-and-demand dynamics predict: the “price” for a scarce resource rises.

Competition is fierce. Experienced leaders often field multiple offers simultaneously, especially seasoned CEOs and go-to-market executives in sales and marketing.

Fortunately, the same market rules suggest ways to mitigate tightness. Many of our clients use six recruiting strategies to ease constraints and improve their odds of hiring the leaders they need.

These apply well beyond the PE sector, and can be used by any HR professional hiring senior executives when those executives are scarce.

Impact on Leadership Recruiting

1) Make succession continuous, not episodic

Waiting until an immediate need arises locks you into that moment’s market conditions. Like all markets, the leadership market changes frequently. The most effective HR leaders run year-round succession programs that map and track potential needs and potential availability.

2) Expand the funnel with “step-ups”—and de-risk them

Hunting for C-suite “unicorns” with the exact resume narrows the pool and elongates searches. Consider VP-level “step-ups” who are ready for the C-suite. This can double or triple the candidate pool and reduce tight-market pressure. Our data shows step-ups achieve exits in PE-backed companies as often as seasoned C-suite counterparts as long as the new C-suite executives are vetted and supported properly with onboarding and mentorship or other support. The step-ups are hungry to prove themselves and will put in outsized effort.

3) Elevate HR as a strategic function

Traditional HR handles operations like payroll, benefits, and onboarding. But the most effective HR leaders elevate the function to be a true strategic partner. Because talent is mission-critical, HR and leadership needs belong in enterprise-level planning and decision-making. In PE, firms are adding full-time talent in operational advisory roles who help portfolio companies find and maximize impact from talent.

4) Get creative on compensation

As “market price” rises, recruiting qualified executives gets expensive. But talent isn’t a commodity with a single price. Use multiple levers—equity and options, milestone payouts, incentives tied to strategic success, and even remote work flexibility—to attract top leaders, sometimes at lower cash levels.

5) Streamline decision-making

When competition is intense, slow movers lose—both because candidates field other offers and because a slow process signals bureaucracy and a less-than-nimble culture. Top companies treat recruiting as a priority. Before engaging candidates, they align internally on the scorecard, references, compensation, interview cadence, and interview focus.

6) Work with external specialists

There’s a temptation to run searches in-house. But external search firms usually deliver better outcomes. They continually network with prospective candidates, giving you wider visibility. They track careers, know which roles will appeal and how to pitch them, and have real-time compensation data to guide negotiations and benchmark offers.

Six Strategies for a Tight Talent Market

Even in tight markets, some companies still land the best executives and set themselves up for success. The six strategies above are the tools they use to beat the competition for PE executive talent. You can apply them in any sector. The overarching strategy: run an efficient process, get creative, and broaden your market visibility to counteract scarcity of qualified talent.

Winning in the Tight Market

About Eric Walczykowski

Eric is the Chief Executive Officer of Bespoke Partners, a leading executive search firm for private equity portfolio companies.

Bespoke Partners delivers a scientific approach to search by leveraging proprietary tools and methodologies that lead to high impact executive teams that stay through the investment thesis 99% of the time.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Responsible AI Hiring: Mitigating Major Risks

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Responsible AI Hiring: Mitigating Major Risks

The integration of Artificial Intelligence into the hiring process promises unprecedented gains in efficiency, but it has also introduced a complex new set of challenges. 

While AI tools can help screen thousands of resumes and streamline workflows, a growing chorus of business leaders and HR professionals are sounding the alarm about the serious risks of relying on these systems without critical human oversight. 

From reinforcing historical biases to overlooking exceptional but non-traditional talent, the consequences of unmitigated AI in recruitment can be severe, leading to legal liabilities, a lack of diversity, and a team that lacks true creative and collaborative strength. 

This HR Spotlight article compiles invaluable insights from a diverse panel of experts, revealing the key dangers of AI-driven hiring and offering a strategic blueprint for how organizations can balance technological efficiency with the human judgment, empathy, and oversight necessary to build truly resilient and innovative teams.

Read on!

Andres Bernot
Founder, WOW! Shirts

Hiring Needs Human Touch For Creative Roles

I’ve always thought that originality and a personal touch are important.

AI-driven hiring carries a significant risk of ignoring the individuality and enthusiasm needed for creative positions. Because AI favors efficiency over true innovation, hiring decisions may be made based more on patterns. For instance, AI might overlook applicants who think creatively when searching for designers who can make innovative concepts a reality.

Our hiring procedure retains the human element. To make sure we’re not just filling a position but also adding someone with new, creative ideas to our team, we prioritize in-person interviews and creative portfolio reviews.

Although technology can be useful, people are what truly contribute creativity.

Alec Pow
Founder & Editor, The Pricer

AI-Driven Hiring Risks Societal Biases

In my view, the most concerning consequence of this is the risk of inadvertently reinforcing societal biases and stereotypes. These biases can be encoded into the algorithms if the data used for training the AI is skewed or unrepresentative of the diverse society we live in.

For instance, if an AI model is trained predominantly on successful profiles of male software engineers, it might unwittingly favor male candidates over equally qualified female ones. This could perpetuate gender disparity in the tech industry, a problem we’re actively trying to solve.

At ThePricer, we’re mitigating this risk by cross-checking our AI models with diversity and fairness audits.

This involves running the models against a diverse dataset and comparing outcomes for different demographic groups. If we find any discrepancies, we fine-tune the model to ensure it doesn’t favor one group over another.

An actionable tip for others in the industry would be to involve human oversight in the AI hiring process. Combining AI’s efficiency with a human’s capability for nuanced judgement can help strike a balance between speed and fairness.

Remember, technology is a tool that reflects our intentions. It’s up to us to use it wisely and responsibly, ensuring it promotes diversity rather than stifling it.

Mark
CEO & Co-Founder, Mein Office

The Bias in AI Hiring Is Real

An adverse consequence of AI-driven hiring is the reinforcement of historical biases embedded in training data, leading to unintentional discrimination against qualified candidates based on gender, ethnicity, or age.

This is particularly problematic in industries like tech or ecommerce, where legacy data often reflects past hiring inequities.

To mitigate this risk:

We audit AI models regularly using diverse data sets.

We deploy hybrid models where human oversight supports all critical AI decisions.

Our hiring platforms are configured to anonymize attributes unrelated to job performance (e.g., name, graduation year).

Additionally, our HR team collaborates with DEI consultants to set benchmarks and accountability for fairness. AI should amplify inclusion—not replicate bias—so human validation is essential.

Joe Sagrilla
CEO & Principal Consultant, Faculty- Horizon Business Consulting LLC

Meaningful Predictors Over Correlation

A serious adverse consequence of blind reliance on AI tools for hiring is decisions made on flawed models built from spurious correlations rather than meaningful predictors of job performance.

For instance, a journalist investigation revealed that some AI video interview platforms generated different candidate ratings based solely on superficial factors like wearing glasses or a scarf—demonstrating how AI can mistake irrelevant patterns for valid insights. This results in unreliable and potentially arbitrary hiring outcomes.

To address this, I advise clients to use AI to enhance, not replace, proven human-led processes, ensuring all AI-generated recommendations are explainable and rigorously validated before implementation.

This approach safeguards decision quality and maintains accountability.

Ben Schmidt
Founder & CEO, LoopBot

Needs Competency Verification

AI-driven hiring is headed in the wrong direction.

We’re creating an arms race between AI resume writers and AI scanners, rewarding those who hack the process, not those with true ability.

We need to pivot towards verifying workplace competencies before we hire, even simple things like learning aptitude.

If we don’t, we’ll build teams based on performative marketing, not genuine skill.

At LoopBot, we’re changing this by measuring the skill and learning pace of every individual within an organization, revealing true aptitude and eliminating purely self-promotional preferences and biases.

Julie Ferris-Tillman
Vice President and B2B Tech Practice Lead, Interdependence

Bias Is Created By Humans

Interdependence Public Relations, has decades of experience as a hiring manager in PR and marketing. Her insights are as follows:

AI in applicant tracking systems is improving but still relies on humans to tell them what to search for.

AI-bias is created by the hiring team, not the AI. Too often, a hiring manager feeds recruiting or HR their talent needs and waits for candidates.

Recruiting inputs to the ATS leveraging what they can access, too often that’s old job descriptions or cold, formal materials that leave out the nuance hiring managers haven’t specified.
Collaborative approaches training the AI are essential or it will always be biased toward scoring candidates on outdated descriptions.

Though AI helps review thousands of applications, another bias exists if the recruiting team doesn’t do their own investigation beyond the AI’s top-ranked candidates.

Teams should assemble all applications to assess trending skills and continuously improve how to match their AI’s ability to pair with talented humans’ ways of describing their experience just as much as applicants need to think about matching the AI.

Jon Hill
Chairman & CEO, The Energists

AI Hiring Risks Lawsuits, Reputational Damage

We’ve embraced AI-driven hiring at The Energists, and have experienced first-hand how these tools can improve both the efficiency and the quality of the hiring process. However, we are also mindful of the risks, including the potential for bias, and taking steps to mitigate those concerns is absolutely imperative for anyone planning to make use of AI for recruitment.

The most serious adverse consequence that could stem from AI-driven hiring is the risk of lawsuits or regulatory sanctions, along with the reputational damage these things could cause.

Discrimination against candidates on the basis of race, gender, age, or disability can be just cause for lawsuits, even if that discrimination was unintentional.

In addition to bias concerns, AI tools use sensitive candidate data, which could open you up to transparency and consent concerns under data privacy laws.

Our strategy to mitigate these concerns starts with expert insight. We had our legal team assess our AI system for compliance with labor and data protection laws before putting it to use, and performed the same due diligence with our cybersecurity experts to ensure we are handling candidate data in a secure and responsible way.

Along with this, we maintain full transparency about our use of AI with our clients and candidates. We explain how we use AI in the process to candidates and give them the option to opt out of AI sourcing or screening.

Regular human review of the results delivered by AI tools also helps us verify that they are free from bias and allow us to make corrections as necessary to ensure our hiring process is fair for all candidates.

Renante Hayes
Executive Director, Creloaded

Screening Risks Overlooking Diverse Talent

Having personally reviewed over 3,000 tech resumes in my career, I’ve witnessed the double-edged sword of AI hiring tools.

In the ecommerce development space, AI-driven hiring risks eliminating candidates with non-traditional backgrounds but exceptional creative problem-solving abilities. Last year, we discovered our AI screening tool was systematically filtering out self-taught developers who lacked formal credentials but possessed remarkable real-world coding experience.

At creloaded, we’ve implemented a hybrid approach where AI handles initial screening, but human reviewers evaluate a randomized 25% of rejected applications. This process has helped us discover multiple overlooked talents and continuously refine our AI parameters to recognize diverse expertise patterns rather than just conventional signals.

Hanzel Talorete
Head Coach, Get Smart Series

Hiring Overlooks Innovative, Non-Traditional Talent

Having worked with over 500 professionals on career development, I’ve witnessed firsthand how AI-driven hiring can overlook non-traditional career paths that often bring the most innovative thinking.

In the education technology sector, the most concerning consequence of AI hiring is the potential elimination of candidates with unique problem-solving approaches that don’t fit standardized patterns.

These are often the exact minds that drive breakthrough innovations.

At GetSmart Series, we mitigate this by implementing a two-phase evaluation process. Our AI screening is complemented by human-designed situational assessments that measure creative problem-solving and adaptability – qualities algorithms struggle to detect.

We also regularly audit our hiring outcomes to ensure diverse thinking styles are represented in our team.

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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Unpacking Stay Interviews: Goals, Questions, and Why Some Skip Them

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Unpacking Stay Interviews: Goals, Questions, and Why Some Skip Them

In an era of dynamic workforce shifts, where employee loyalty is more fragile than ever, organizations face a critical challenge: how do you proactively retain top talent and address disengagement before it leads to unwanted turnover? 

The traditional annual performance review often falls short, providing a backward-looking perspective that fails to capture the real-time pulse of employee sentiment. 

In response, a growing number of leaders are championing a more forward-looking, conversational approach: the stay interview. 

This practice is designed not just to assess performance, but to understand what motivates employees to stay, what challenges they face, and how their individual career goals align with the organization’s future. 

This HR Spotlight article compiles invaluable insights from business executives and HR professionals, revealing their strategies for conducting effective stay interviews, the crucial questions they ask, and the tangible benefits of using this practice to build a culture of trust and proactive engagement.

Read on!

Rebecca Martin
EVP, Culture & Talent, Beehive Strategic Communication

Stay Interviews Build Trust, Engagement

Beehive started implementing stay interviews in 2023, in the wake of The Great Resignation.

We wanted to better understand the reasons employees stay and what might cause them to leave. The input we gather in stay interviews provides us with valuable information on what is working well and where we can proactively make changes to improve engagement and satisfaction.

Supervisors facilitate employee-led stay interviews six months after an employee’s annual review.

Questions are provided in advance, so employees have time to consider what they’d like to discuss and prepare to share their experience, input, suggestions, ideas and feedback.

Doing stay interviews, however, doesn’t mean anything if organizations don’t act on the feedback provided.

Beehive leaders review stay interview input and always follow up – both when changes are implemented and when they can’t be, including context and rationale for the decision.

When done well, stay interviews can build trust and engagement.

Tetiana Hnatiuk
Head of HR, Skylum

Quarterly Stay Interviews Boost Talent Engagement

We conduct stay interviews quarterly at Skylum to identify what keeps our talent engaged and address concerns before they become exit reasons.

Our team leads run these conversations with direct reports, asking what they enjoy about their role, what challenges they face, and how we can better support their growth.

We’ve found this approach particularly valuable during our recent product launches, as it helped us adjust workloads and recognize team achievements appropriately.

These conversations give us practical insights we couldn’t get from annual surveys alone. For example, we discovered our designers needed more cross-team collaboration opportunities, which we’ve since implemented with great results.

Leila Rao
Agile Coach, Author, & Business Strategist, Cultural Cartography

Daily Standups Foster Engagement, Open Dialogue

Keeping top talent engaged during uncertain times means understanding what they value beyond salary and benefits. Instead of formal stay interviews, I prioritize ongoing conversations.

One practice we’ve adopted is daily standups. Our team uses these 15-20 minutes to check in, catch up, discuss roadblocks, and share progress.

These brief touchpoints create space for open, honest dialogue, and help me gauge morale, engagement, and where my staff might be thriving or struggling. They also provide insight into which projects are energizing, and which are causing potential burnout. If we need to make a shift in any direction, these conversations are the first step.

Now more than ever, engaged, talented staff is my most valued asset. Ensuring they know the lines of communication are always open is essential to my company’s survival and success.

Marcus Denning
Senior Lawyer, MK Law

Stay Interviews Proactively Boost Talent Retention

In my experience of leading teams, I’ve found that stay interviews can be a game-changer in retaining top talent. Our organization has seen firsthand how this practice can prevent unnecessary turnover and boost employee morale.

The plain fact is that keeping talent is far less expensive than bringing in new talent, yet stay interviews are usually neglected.

Do you want to wait until an employee resigns or tackle possible problems before it’s too late? We do stay interviews every six months, hoping to catch any early warning signs of disengagement and enhance retention. Core questions are about career growth, job satisfaction, and team relationships.

As Gallup reports, when organizations use stay interviews, they have 14% improved retention, and our own statistics support that as well, indicating a significant drop in turnover after we implemented them.

Steve Faulkner
Founder & Chief Recruiter, Spencer James Group

Stay Interviews Enhance Retention, Engagement

We do conduct stay interviews at Spencer James Group, and have done so for roughly the last 8-9 years.

We started to conduct stay interviews in response to a sudden spike in turnover.

Since Spencer James has a relatively small team, losing an employee can have a major impact on our operations and ability to serve our customers. Because of this, I knew it was crucial to get insights from our team about what issues they’re experiencing so they can be corrected to keep them with us.

It’s also an opportunity to talk with employees about their career aspirations and work environment, identifying unmet needs so that we can ensure everyone on the team is enabled to excel and continue growing with our team.

We conduct stay interviews twice a year, and they’ll typically be conducted either by myself or the employee’s direct manager. The core questions we ask are:

– What do you enjoy most about your job?

– What are the most common frustrations you experience in the workplace?

– How would you describe the work culture?

– Do you feel valued and appreciated in the workplace?

– How do you see your career growing with our company?

– What skills or knowledge areas would you like to develop further?

– Do you see any areas for improvement in our workplace culture or communication?

– How can leadership better support you in your role?

I may ask other questions specific to the individual, current projects, or recent changes we’ve implemented, but those ones above cover the basics for taking the pulse of the employee and our team as a whole.

Steve Nixon
Founder, Free Jazz Lessons

Informal Check-Ins Boost Team Engagement

Over the years, I’ve learned how important it is to keep the team happy and motivated, especially when you work closely with people in creative fields.

We don’t do traditional stay interviews, but we make sure we’re always having honest conversations with the team about how things are going.

Every few months, we have one-on-one check-ins with everyone. These aren’t formal meetings, and we don’t stick to a set list of questions.

The idea is to create a relaxed space where people feel comfortable talking about what’s working for them, what could be better, and where they want to go next. I like to think of it as a two-way conversation where we listen, ask questions, and take action based on what we hear. It’s a great way to catch small issues early and make sure everyone feels heard and valued.

These regular check-ins have really helped us keep the team engaged. People appreciate having a voice, and they feel like their feedback matters.

It’s not just about fixing problems, it’s about keeping things fresh and finding ways to help everyone grow. It’s a simple way to keep the momentum going, and it’s worked wonders for us.

Tracie Crites
Chief Marketing Officer, Equipment Appraisal

Stay Interviews Cut Turnover, Boost Morale

I’m Tracie Crites, Chief Marketing Officer at Heavy Equipment Appraisal. We believe that keeping a pulse on employee satisfaction is key to reducing turnover and improving company culture.

We conduct stay interviews quarterly, usually with team leads or HR managers, and aim to understand what’s working and what might need attention.

Core questions focus on job satisfaction, growth opportunities, and work-life balance. For example, “What would make you consider leaving?” and “Is there anything that’s preventing you from doing your best work?”

In the past year, we’ve seen a 16% decrease in voluntary turnover thanks to insights from these interviews. The feedback has helped us tweak benefits and streamline workflow, making a big difference in morale. Stay interviews help us ensure that we’re listening before issues escalate.

Hayden Cohen
CEO, Hire With Near

Honest Feedback Drives Trust, Improves Management

We don’t call them “stay interviews,” but open, honest feedback from our employees is an essential part of our approach to management.

The feedback we get from these conversations is incredibly valuable because it’s so specific; employees know exactly what they want to improve about the way they work. It’s also the kind of feedback that can help us get at personal failings and conflicts in a way that helps us overcome them.

The trick is building trust to the point where you can have these kinds of conversations.

Smart employees usually don’t want to rock the boat by criticizing their bosses or company policies too directly, but that’s exactly the kind of stuff we need to hear if we’re going to fix it.

Patty Pavia
People & Culture Manager, Biöm

Stay Interviews Boost Engagement, Retention

At biöm, we conduct stay interviews twice a year to understand what keeps our team engaged and what might improve their experience.

The goal is to proactively address concerns before they become reasons for leaving. These one-on-one conversations are led by department heads or HR and focus on questions like: What do you enjoy most about your role? What challenges do you face? How can we better support your career growth?

If we notice trends—like a need for more learning opportunities—we act on them quickly.

Stay interviews have helped us improve team morale and retention

The HR Spotlight team thanks these industry leaders for offering their expertise and experience and sharing these insights.

Do you wish to contribute to the next HR Spotlight article? Or is there an insight or idea you’d like to share with readers across the globe?

Write to us at connect@HRSpotlight.com, and our team will help you share your insights.

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