Inspirational Quotes for Recruiters

Quotes About Recruiting That Will Inspire

by Kayla Ezinga

  1. “If you think it’s expensive to hire a professional, wait until you hire an amateur.”
    – Red Adair
  2. “Time spent on hiring is time well spent.”
    – Robert Half
  3. “Sourcing and finding people is the most important. You can’t recruit, message, or network with someone you haven’t found.”
    – Glen Cathey
  4. “The harder you work, the luckier you get.”
    – Anonymous
  5. “Your human talent is your most important talent.”
    – Carla Harris
  6. “Hiring the wrong people is the fastest way to undermine a sustainable business.”
    – Kevin J. Donaldson
  7. “People are not your most important asset. The right people are.”
    – Jim Collins
  8. “Acquiring the right talent is the most important key to growth. Hiring was – and still is – the most important thing we do.”
    – Marc Benioff
  9. “To hire is to take people higher…”
    – Haresh Sippy
  10. “Great vision without great people is irrelevant.”
    – Jim Collins
  11. “A modern recruiter is one who is targeted, builds relationships and knows how to not only find candidates but also get them to respond!”
    – Stacy Donovan Zapar
  12. “I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.”
    – Lawrence Bossidy
  13. “You cannot push anyone up the ladder unless he is willing to climb.”
    – Andrew Carnegie
  14. “The most dangerous leadership myth is that leaders are born-that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.”
    – Warren Bennis
  15. “Recruiting should be viewed as a business partner, someone who is critical to the success of the business.”
    – Mathew Caldwell
  16. “Human Resources isn’t a thing we do. It’s the thing that runs our business.”
    – Steve Wynn
  17. “Recruitment IS marketing. If you’re a recruiter nowadays and you don’t see yourself as a marketer, you’re in the wrong profession.”
    – Matthew Jeffrey
  18. “Train people well enough so they can leave, treat them well enough so they don’t want to.”
    – Richard Branson
  19. “If you hire good people, give them good jobs, and pay them good wages, generally something good is going to happen.”
    – James Sinegal
  20. “Acquiring the right talent is the most important key to growth. Hiring was – and still is – the most important thing we do.”
    – Marc Bennioff
  21. “The secret of my success is that we have gone to exceptional lengths to hire the best people in the world.”
    – Steve Jobs
  22. “You can dream, create, design and build the most wonderful place in the world…but it requires people to make the dream a reality.”
    – Walt Disney
  23. “Your employer brand is never what you say it is. It’s what your employees and candidates say it is.”
    – Jillian Einck
  24. “Do epic shit”

The Top 10 Reasons to Work with Hire for Hope

Thinking of Working with An Executive Search Firm? Here Are the Top 10 Reasons to Choose Hire for Hope

by Nicole Degi

Are you considering working with an executive search firm and exploring options? Here are the top 10 reasons to work with Hire for Hope.

1. Evidence-Based Selection Process

Here at Hire For Hope, we use multiple data points that allow us to assess, engage and hire your ideal candidate. We utilize a talent optimization software, Predictive Index, that ensures we are finding the candidate that does not just have the skills to do the job but also the hardwiring for the role. We aspire to find you the candidate who will not just show up on day one but the candidate who will thrive in this position for years to come. We include the compensatory scorecard. What you put on the scorecard is entirely up to you, but it must mimic the job description. This is another data point to ensure the candidate you are hiring is the best fit for the role. The scorecard will align your hiring team to all be on the same page with what you are looking for in a candidate which makes for faster hiring decisions and ensure you are hiring the right candidate.

2. Head, Heart & Briefcase

We have married Mike Zani from Predictive Index’s philosophy to come up with our adaptation of the evidence-based selection process. We measure three things:

Head: This is a candidate’s cognitive ability, skills tests, IQ, education, and certifications. We use a consistent process & create a rubric and benchmark for each qualification to ensure that it is measurable. 

Heart: The heart measures behavioral traits such as personality and how you fit into a culture. It’s important that you have some groundwork to go off here with a clearly defined definition of culture and competencies within your organization and that they are clearly listed on your job description.

Briefcase: This is a candidate’s experiences & skills. 

3. Culture First

We take a deep understanding of your organization’s culture so that we can make the best match for their new hire & what type of impact they will have on the organization. We base this on the alignments, values & believes of what you are looking for when assessing candidates. Everything from how employees communicate to how they act to what motivates them are things we asses. Tools like the Predictive Index that we utilize help us identify these key behavioral factors in potential candidates to see if they are fit to the role.   

4. Mission-Driven Business

What’s the “Hope” behind Hire for Hope you ask? We are a mission-driven business that donates 10% of our profit to help individuals escape domestic violence and rebuild their lives. A few reasons to partner with a mission-driven business: 

• This sends a message to your employees that matters. 

• Your dollar can have a bigger impact. If you are choosing between who to use as your recruiting firm by choosing Hire For Hope you will be doing more for the same amount by fulfilling your hiring needs and giving back.

• You are impacting lives and making a difference in your local community.

5. Efficient & Cost-Effective

We meet with you to understand the needs and demands of the job and develop a candidate profile for exactly what you are looking for which will save you time and money by taking the guesswork out of the hiring process. We do our due diligence beforehand to ensure that we have a deep understanding of who you want on your team which will result in a faster hiring process. We have an extensive candidate pool of prescreened applicants already in our pipeline that will save your hiring manager &/or HR team time & resources on souring and vetting out candidates. We also walk the candidate through the entire process from coordinating interviews, background checks, offers to their first day on their new job. 

6. Alignment of Your People Strategy with Your Business Strategy

You’ve heard this before and it’s true- people are your biggest asset, so hiring correctly is crucial. We take the time to understand exactly what your business strategy is to align the people within your organization to this strategy this will allow for a more collaborative & engaged culture & a more productive workforce. 

7. Women-Owned Business

We are a certified women-owned business by the Women’s Business Enterprise National Council. 

8. Quality over Quantity

We do an in-depth job order intake prior to starting our sourcing process. We want to know the in’s & outs of your business; the role you are filling & again the culture this will allow us to know that when prescreening a candidate if they are a good fit so when we send over candidates for you to review you are getting top talent that meets your expectations rather than a ton of resumes to look through that do not meet your expectations. 

9. Objective Hiring

By working with Hire For Hope we take the bias out of the hiring process, which can cause major issues especially if there are internal candidates. We provide an unbiased perspective to make sure that candidates are selected based on their achievements and skills rather than who they know. 

10. A New Outlook & Fresh Perspective

Here at Hire For Hope we can open your eyes to things you should be looking for in a candidate and how hiring the right person can take your organization to the next level.


Looking to grow your team? We’d love to partner with you!

My Life as an Operator

A Predictive Index Operator Shares How She Operates

by Kayla Ezinga

Hi everyone! I am Kayla Ezinga, the Human Resource & Recruiting Intern here at Hire For Hope. Throughout my entire life, I have always been interested in personality tests because I have always found them useful to not only understand myself better but to understand those around me as well. My friends and family have all heard me say “Hey, you should take this personality test!” 

When I started my internship here at Hire For Hope, I was introduced to the Predictive Index. Although I had never heard of It before, I was immediately intrigued. The fact that it is science-based and could give me advice on how to operate best in the workplace was something that I thought I could not get from other personality tests, such as the enneagram. 

And that’s exactly what it told me! According to the Predictive Index results, I am an Operator. 

An Operator is a patient, conscientious, relaxed, and cooperative team member. While being moderately agreeable, patient, and stable, an Operator needs some long-term affiliation, the ability to work at a steady pace, and familiar surroundings. When socially interacting with an Operator, you should remember that they tend to be introspective, matter-of-fact, and analytical, and giving an Operator like me time to reflect, room for introspection, and freedom from office politics will be beneficial in many ways. The best way to work with an Operator is to give them encouragement, reassurance and harmony and the Operator will be cooperative, accommodating, and accepting of company policies. Although Operators can be serious, they are more on the informal side than not. They are able to be tolerant of uncertainty, but if risks are involved, they would prefer to have some shared stake. Although they are reserved and flexible, understanding the rules and regulations while having some freedom from rigid structure with specific knowledge of the job and freedom of expression will be what really makes an Operator successful in the workplace. When making decisions, Operators like to have time to think them all the way through. When looking over my results, nothing about them surprised me. 

As an Operator, I am known for working best in a steady and patient environment. My mom has always told me that even if I take a little longer to complete some tasks, they will always be done to the very best of my abilities because I am being thorough. 

When considering the level of social interaction for me to be successful, through my years of schooling I have learned that if I am going to study with other people, it is best for me to be 1-on-1 rather than a large group for me to be most effective. Even though I work best in that situation, I still have a team mindset and want to have a successful group, rather than just me succeeding. 

One specific thing that is important to me to be successful is feeling like I am in a supportive environment so that I can feel comfortable asking for help if I need it. I also enjoy having clearly set goals and explicit communication about what is expected of me, which is why I love when projects or assignments I have in my classes have well-laid out rubrics. A little bit of encouragement can go a long way for me! As an Operator, when I hear that I am doing a good job, it makes me feel very reassured and ready to keep on working. 

Any time that I have needed to make an important decision, I almost always need to sleep on it. I like being able to think through all the possible outcomes of a decision and how going a certain way will not only affect me, but other people as well. This also falls in line with the Operator personality type. 

Although I am still new to PI, I have already found myself using it in many ways to be successful at work and at school, and even with my personal relationships. Having all of the charts and tools that PI offers has been very cool to look at and see how I can best work with and interact with my coworkers. 

Learn more about the Predictive Index and how Hire for Hope can introduce your organization to Talent Optimization.

Why You Need to Implement Evidence-Based Selection

Human resource manager looking at many different cv resume and choosing perfect person to hire. HR concept on virtual screen.

by Tasia Allison

No longer a buzzword or catchphrase, Evidence-Based Selection is the future of recruiting! You may need to overhaul your talent selection process if you haven’t already gotten started.

If you’re new to the party here, Evidence-Based Selection (EBS) is all about taking the gut reactions out of hiring and use calculated, consistent, and aligned methods to fill roles. At Hire for Hope, this is really all about getting the right candidate, in the right seat, at the right time, the first time and uses tools to evaluate candidates against the organization’s needs. 

The essential elements of evidence-based selection include: (1) a fair and objective process, (2) compensatory ratings, (3) reliable, valid, and predictive selection measures, and (4) score measures using valid selection criteria. 

So WHY do you need it?

  1. Alignment! Agreeing on selection criteria and scorecard layout is the very first step in the recruiting process. A job is never posted and a candidate is never screened until everyone agrees that you won’t hire candidates outside of the criteria and you won’t decline outside of the criteria. That means that starting your search everyone is on the same page and in agreement. 
  2. Time-saving. When you’re evaluating all candidates fairly and with the same criteria, you cut down on recruiting waste. Unqualified candidates aren’t advanced, qualified candidates move forward, and everyone moves forward on the same page. It sounds simple but when a scorecard guides you decisions are made easier, better, and faster. 
  3. Gut can only get you so far! We’re all about trusting our guts, but the challenges that come with relying on gut-based decisions can stifle an organization’s creativity, its talent pipeline, and hamper employee engagement. 
  4. Overriding candidate “noise.” Candidate noise is everything not on your candidate scorecard. In our experience this has shown up as social media presence, poor taste in footwear, or the car they drive—all irrelevant to their ability to do the job and navigate the organization’s culture. When you have a clear process and scorecard, you can shut down this feedback in your organization and revert back to your hiring requirements. Simply put, if it’s not on the scorecard, you don’t evaluate candidates on any additional criteria. 
  5. Fairness, equality, and inclusion. Too often we try to “hire ourselves”. Someone just like us, who thinks like us, talks like us, and works like us—and while we think there’s a time and a place to duplicate a Rockstar incumbent, we first need to map out the job, skills, knowledge, and requirements. 
  6. Diversity in every sense. Diversity of thought, skill, background, values all bring new and fresh perspectives to your organization and allow creativity to explode when you remove bias from your hiring process. 
  7. Easier declines. This is the dreaded part of every recruiting process, but if you’re using an EBS process, each candidate will have a clear gap in requirements (skill, knowledge, behavior). This keeps everyone aligned and allows you to give constructive and fair feedback to candidates on why they weren’t selected.  
  8. Easier hires! You won’t be stuck questioning if a candidate is the right fit, you’ll have evaluated them thoroughly and you’ll be confident in your selection and if you’re not, it’s time to revisit you EBS process for gaps. 
  9. Risk Mitigation. Having a guided and clear process protects everyone. Without it, the legal fairness usually falls to just the recruiter and leaves the rest of the process open. Concise interview questions, rubrics, clear job descriptions, and scorecards reduce risk and keep your process legal and fair. 
  10. Sustainability. Turnover and absenteeism is an unfortunate aspect of any business’s operations which can halt the best intentions in a recruiting process. But having an EBS with a well-documented process keeps your process consistent and moving forward no matter who’s managing the process. 

Ready to learn more about how to incorporate an Evidence-Based Selection process? Reach out to us today for a complimentary consult! We’d love to learn more about your process and get you started on the EBS path!

How to Answer, “Why Do You Want to Work Here?”

What to Say When You’re Asked This Common Interview Question

by Nicole Degi

You are on the hunt for a new job and see a variety of roles that fit your experience level that you want to apply for, but have you ever thought to yourself; why do I want to work here? That is often an interview question that you will be asked so before even applying to the role think through why you want to work for this company, yes, your experience level may align nicely but what else is it that is drawing you to the company? Is it the culture, values, mission? Thinking through this question that seems so simple but important will help establish your credibility and prove your value to the organization. 

Why is this important? From the employer’s perspective, they want to hire someone who believes in what they do, who they are and what they stand for. They want to hire someone who is going to strive in this role and produce impactful results for years not someone who is just going to show up for work every day. From your perspective, when you apply for a job, you should not only think about your skill level and work experiences but also think about what motivates you and what this company offers that aligns with that motivation and excitement to put into a role.

 If the question, “Why do you want to work here?” or another version of this question is asked in an interview, here is our advice:  

What Not to Say

This can be one of those questions that makes you stop in your tracks and get flustered during an interview if you have not thought this through ahead of time. If an interviewer asks you “why do you want to work here” or “why are you interested in this position”? Thing’s employers do not want to hear are: 

  1. “I just need a job.”- This shows that you applied to every job posting that you saw hoping to get an interview, you do not have an interest in the actual role or company you are just looking for a paycheck which is a complete turnoff.
  2. “I am not sure what I want to do.”- This shows the employer that you do not take the role they have posted seriously and that you are just looking for a resume builder or steppingstone until something else comes along. 
  3. “I heard the pay and benefits are good.”- Yes, pay and benefits in a position are important but is that the sole reason you want to work for the company? Think about how the position and company will make you feel, will you strive in it? Will it be rewarding or a role you can learn and grow from? If it is all about money it is hard to set yourself up for long-term success. 

What to Say

  • How will you complement the company culture? Is the company culture collaborative but you are someone who likes to work independently then this company may not be the right fit for you? If you are someone who likes to work in a collaborative culture and have researched that this is how the company works an example of something you can say is “I am someone who likes to work as a part of a growing team who works together on projects to produce results and I noticed that this is something your company offers. 
  • What will you do to make the company succeed? What are you bringing to the table? Is it recent sales tactics, a list of pre-established relationships? Let the employer know! Example: “You mentioned that new business sales was a priority of “x” company; in previous roles, I have brought in 30% new business year over year and am confident I can bring that to the table in this role”.
  • Did you read their mission statement and does it align with you? A majority of companies have their mission statement listed on the company website- read this through and think about how this aligns with you. Example: “I would be proud to work for a company that donates back to “x” organizations, this is something I am extremely enthusiastic about because “this.” 
  • Show enthusiasm. This is an exciting time for an employer to add someone new to their team, they want to hear the same excitement from you and that you want the job!

It is important to be authentic and genuine in an interview, do not be vague and just answer what you think they want to hear. Show your personality and how together you can meet the goals and objectives that the company is looking for. This is not the time for you to be wishy-washy or generic it is the time for you to tell them who you are, what you can bring to the table and why you want to work for the organization.


How to Negotiate a Job Offer

Tips for Getting What You Want
person negotiating job offer

by Tasia Allison

How you negotiate your offer letter is your second first impression and it’s a two-way street. Whether you’re the prospective employee or employer, these tips will help keep your offer process sailing smoothly and focused on the future.

Be Clear Early On

Before too much time is invested, make sure you’ve laid some of your cards on the table. A potential employer should have a good idea of the compensation range you’re targeting, and a potential employee should know before they see an offer that it would be in the ballpark they’re looking for.

Get All the Facts

Base salary, bonus, and vacation are a great place to start but there’s more to total compensation package. Here’s a few other details that will be important:

Merit/increase potential: when does eligibility start and what are the averages
Bonus potential: what determines bonus, eligibility, and average payout
Vacation renewal: annually or anniversary date and can it be rolled over
Sick time: expectations around when its used, if working from home while sick is acceptable
Personal time: how and when is it used, what flexibility does the schedule/culture offer (ex: if you have a doctor’s appointment and you’ll miss 30 minutes of work, are employees expected to use PTO?)
Medical, dental, vision, and FSA/HAS: weekly costs, employer contributions, eligibility dates
401k: eligibility date and employer contribution
Equipment: cell phone, laptop, keyboard, mouse
Fringe benefits: car allowance, mileage reimbursement (and rate), company credit card

Be Excited

Regardless of the content of the offer, share your excitement over the opportunity and keep the focus of your negotiations on the future.

Understand Why a Negotiation is Necessary

In our experience, organizations usually put together a strong offer they believe the candidate will accept. So, negotiating for the sake of negotiating usually doesn’t go over well. Remember, offer negotiations aren’t happening with a sales team who’s playing a game of poker—it’s an administrator or a Human Resources professional—they aren’t trying to lowball, they are trying to be fair.

Here are a few times we think it’s always acceptable to negotiate:

• Some form of the offer letter is below expectations that were originally discussed: salary, vacation, bonus
• Eligibility for a part of your total rewards package results in an overall loss. For example, if you’re not eligible for an increase for 18 months, or you’re not eligible for a 401k match for a year then it would be acceptable to ask for an increase to the salary.
• Scope creep: if the role has changed throughout your interview process and more scope and responsibility has been added to the role, it would be acceptable to ask for an increase in the base salary and/or change in title.
• Culture shifts: If vacation, personal, or sick time is used dramatically different than expected, asking for more would be appropriate.
• Counteroffer: If a candidate’s current employer counteroffers, another counteroffer is appropriate.

Share the Why

The worst way to negotiate an employment offer is to do so without fact, reason, or cause. Always make sure the why is clearly discussed and keep excitement focused on the opportunity.

Consider the Options

Laying out a few options for negotiations takes the intensity down several notches. Here’s a few examples:
5% increase in salary or $5,000 sign-on bonus
Extra week of vacation or $2,000 increase to base salary

Be Timely

Always respond to an offer or negotiation well before the set timeframe. The longer it takes, the more the engagement drops from the employer and the candidates.

Finally, remember at the end of the day, the offer is only the start of a new journey and it’s a fluid process to finding the right balance. Do you have an amazing negotiation tactic you’d love to share? Tell us in the comment section!


5 Crucial Steps to Build Your Culture Strategy

How to Create and Execute a Company Culture Strategy and Why You Need One

company culture
by Tasia Allison

Are you seeing what we’re seeing? Culture strategies and engagement plans are booming across every industry right now. So if you’re here, you’ve probably decided it’s time to start figuring your way through the world of developing a culture strategy.

What is culture, exactly?

In the workplace, these are your social norms and habits of employees, but they can also be how decisions are made, how people respond, and what’s acceptable and what isn’t; they can also be written or obvious or subtlety woven into a more political or gamified work environment.

So why do companies have culture strategies?

Typically, we see them when organizations want to preserve that environment and hone in on its strengths, or they’ve got a major opportunity and they want to make some workplace culture shifts.

How to Execute a Culture Strategy

You can do countless hours of research and webinars to figure our the best culture or the type of culture you want to build—but ultimately, we think a more simple approach to building a culture strategy wins out every time. We’ve combined our years of experience and that of our best mentors and friends into 5 crucial steps to build the best culture strategy.

  1. Alignment at the top! We’ve seen some amazing cultures built organically from the bottom up—but it’s ruthless, tiring, and held together by core business leaders who were determined to make a difference. So, if you’ve set out on the journey to change your culture and set a culture strategy, get commitment from the top of the organization. The best commitment comes with a few key elements:Psychologically, we unconsciously resist change to self-preserve—and that’s a lot to unpack. But that means that even if people say they are committed to change, they may not be self-aware enough to notice they are resisting. You’ll need a plan of attack early in your process and an agreement of how you will move forward as a team when progress stalls. For example, we encourage a round-table executive meeting to discuss how each person would like feedback in the process if they are the ones causing an impasse. If your company regularly practices premortems for strategic objectives, we’d recommend including this session into your practice.Get alignment and agreement on what’s broken in your existing culture. Note that this may come from your executive team but should also include a comprehensive analysis of feedback from across the organization, too.Discuss and isolate what you’re not willing to change at an executive level, too. Elements of your culture may be uncomfortable, and people may not like it, but it may serve your business quite well. Your culture won’t make everyone happy and if that’s your strategy, you’ve set yourself up with an impossible goal. Think of Southwest Airlines. Many of my friends love flying Southwest, they love that they can pick their own seat! But for me, personally, it’s on my loathe list—I think I’d rather walk than choose my own seat! That culture isn’t for me—and that’s ok and if you asked them, Southwest would agree—we are not a good fit, for each other.Set a SMART objective. Discussing culture change and actually changing your culture are two very different things. Getting some time-based objectives is crucial and some milestones of progress and change will help keep everyone’s expectations in line.
  2. Start with vision and values. Your culture should be a product of your vision and values. Everyone should know them and use them! How do you “use” your vision and values? They should be at the core of every decision that is made in your entire organization. If your vision and values aren’t clear or aren’t being used to make decisions, you’re probably seeing a LOT of micromanaging and a top-heavy span of control – aka – a worn-out leadership team. Your values should be so strong and prevalent that if a new employee was asked to make a major decision, they could turn to your values and make the right one. If your values and vision aren’t this strong. This is the first step in your culture strategy. Revamp, rewrite, reeducate—whatever you have to do to get your vision and values realigned to your organization’s decision-making process. And if this is where you’re getting started, one of my favorite books on the topic is Smart Trust by Stephen M.R. Covey.
  3. Define the culture you want to achieve. All your employees should know the direction you’re heading and the behaviors that are key to achieving your culture. Document them, share them, and continuously weave them into the day-to-day. When you document the behaviors of your culture, make sure you define them, too. For example, if a core behavior of your culture is “empathy” what does that really mean? What does that really look like? Semantics can play a dividing role in the development of a culture strategy. Remove that barrier but clearly defining the behaviors or your culture and what they mean!
  4. Set a “Culture List” of everything culture can and should impact. Now that you’ve defined your culture, your strategy needs to include changing processes and procedures that are counter to your culture. We recommend doing this by listing all your processes, procedures, and employee initiatives and offerings. Then, work your list. Start evaluating each one through feedback cycles and testing it to see if it adds or takes away from your culture. Here are a few examples for a company testing their “family-friendly culture”:
    • Benefits – Does our benefit plan exclude spouses? Are the family plans affordable? Do you offer adoption assistance?
    • Time and attendance policies – Do your policies offer excused absences for spouse or dependent’s doctor appointments? Can employees buy additional vacation time? Can they submit field trip forms or volunteer in their children’s classes for additional time off?
    • Cafeteria – Does your lunchroom welcome guests to visit during lunches?
    • Leave – do you offer paid paternity leave? Does your bereavement leave really support your employees’ needs?
    • Nursing moms – do you offer comfortable lactation rooms or the bare minimum? Do you cater to their needs?
    • Work-life balance – is this praised and encouraged? Or is leaving at five o’clock seen as “slacking?”
  5. Get champions and feedback loops! Use people who are excited about the direction your culture is headed to champion the dialogue and encourage people forward. Continually test the behaviors of your organization to the culture you want to achieve. You may find it’s always a little bit of a moving target—we find culture development is an iterative process that always needs refining and tweaks.
  6. Be ready to say “goodbye.” As we mentioned earlier in our Southwest example, the vision you have for your culture may not be for everyone. You may have long-term employees and leaders of your organizations that can’t or won’t go where you’re going—and that’s ok, you’re no longer a good fit for each other. We’re all about helping people grow, evolve, and change, but be ready to part ways with team members who can’t be a part of your new culture. Set clear expectations and hold people accountable. The worst thing you can do for your culture strategy is to keep people on the team who are preventing your organization’s goals from moving forward. 


Ready to dive into developing your culture strategy? Let us know, we’d love to help! Reach out to a Talent Optimization Consultant today to talk through your challenges—we’d love to be a part of your journey. 

Current Trends in HR Hiring

What’s going in the HR hiring space? A lot!

by Tasia Allison

As an HR girl in the recruiting world, I seem to be having this conversation a lot: What’s going in the HR hiring space? A lot! In fact, I’ve had several sit-downs with amazing executives and HR professions who are befuddled at the current hiring climate. Let me share a few key trends we’re seeing in specifically, the hunt for Human Resources Professionals.

Shortage in production workforces has shifted the demand for a more strategic Human Resources function.

That’s a mouthful, but this one is key and has been the catalyst for the hiring shift in Human Resources. Small and mid-size companies, especially in manufacturing, are hurting for talent in general and now they need a strategic internal team with a plan to attract, engage, and retain talent. Unfortunately, many of those businesses in West Michigan have only ever known an HR team that is administrative-focused, and now they need more and need it fast. So, as a result, the search for more HR Directors with specific experience in the following: HR Strategy, Talent Acquisition Strategies, Engagement and Retention Strategies, KPI-based performance metrics (reduction in turnover, time to fill, and engagement scores). The lesson to learn here? Whether you’re an HR leader or a CEO, if you haven’t already, start shifting to a KPI-focused HR strategy.

Strategic is Queen, Payroll is still King.

This one is a little weird for us—right, wrong, or indifferent, it’s happening. CEOs, Owners, and Presidents love strategy, and they need it, but it’s not enough. The biggest request we see when hiring a “Strategic” HR Director? Payroll experience. The gut-checks we’ve had says this is more of a fear-based reaction. COVID caused a lot of unknowns and HR operations went a little sideways, they still feel like they need a leader who can do the day-to-day when needed. This causes quite the challenge in the talent marketplace. We’ve found there are amazing strategic HR leaders and amazing administrative HR leaders, but the talent pool of combined skills is fey and far between. The lesson to learn here? We think strategy should be King! If this is a concern, have your new HR leader learn to run payroll; great talent won’t have any issue learning a new skill and this shouldn’t hold them back either.

Talent Development Comeback

Talent Development, Training, and Organizational Development roles are all back on the rise. When businesses shut down and scaled back, these were the first roles trimmed and we’re quickly seeing organizations add them back. These are usually the key partners behind engagement and retention strategies. The best lesson to learn here? Get ’em and keep ’em.

Executive Search Partners on the Rise

A trend we couldn’t love more! While we always see the push of more for less (ie cheaper for better talent), CEOs are realizing what got them here, won’t get them where they are going. They can’t rely on their existing tools to get them next-level talent and they don’t have the time to sift through hundreds of resumes and phone calls. More than ever, we’re doing all the blocking and tackling for executive teams; while it’s worth their time, it’s far more worth their investment in the right recruiting partner. Our goal isn’t to send more resumes and more interviews, it’s actually less—but they are the right few, saving precious time and resources. The lesson here? Save yourself time and money by working with a recruiting firm, this is our wheelhouse, we’d be happy to keep things way simpler and your life easier.

Did we miss a trend? We’d love your thoughts! What do you see happening in the HR hiring space?

How to Write a Thank You Email (With Examples)

The Benefits of Writing a Thank You Email and Why Thank You Emails are Important
woman writing thank you email

By Nicole Degi

Writing a thank you note/email after an interview can be key to getting a job offer. It is important to express appreciation for the opportunity and the interviewer’s time. This is where you can reiterate your interest in the role and how you can be a great fit for the organization. It also demonstrates your skills with written communication and establishes your attention to detail and follow-through.

If your interview is in person, phone, or online video-send a thank you. With the conversation and excitement still fresh in your mind start working on the thank you email right away and send it within 24 hours.

What to Include in the Thank You Email

1. Express your gratitude
2. Reinforce why you are interested in the role and what you can bring to the table
3. To make it more personal add something that you and the interviewer discussed in the interview
4. Close the email by reiterating your appreciation for the interview and asking about the next steps

Thank You Email Tips

Send separate emails to each interviewer: If you have interviewed multiple people, ask for their business cards during the conclusion of the email so you will have their contact information or ask your recruiter for their contact information if you did not get it directly from them. Then send an email to each person that you interviewed with separately, do not copy each person on one email. Personalize the email and individual thank them for their time and reiterate your interest.

Send the email within 24 hours: It is important to stay top of mind with the people that you interviewed with.

Spellcheck: Everyone makes mistakes when writing so triple check with spell check &/or ask a friend or family member to look things over for you.

Be Genuine: If your thank you feels insincere, it could turn off the hiring manager. Be yourself & add something that you genuinely remembered or enjoyed about your interview.

Do not overwrite: Get to the point. Keep your message short & focused, no need to write a long-drawn-out email if you do that the point of the message could get lost.

Follow up at an appropriate time: Do not hound the interviewers. If you asked for a timeline during the interview process, then follow up within that time frame.

Subject-Line Examples

Ready to send the Thank You email? But stuck on the subject line? A few examples we suggest are:

Thank You- Your First Name & Last Name
Thank You-Job Title
Thank You- Job Title & Your First Name & Last Name
Interviewer’s Name, Thank you for interviewing me for the “Role.”
Great to meet you yesterday, “Interviewer’s Name.”

Email Examples

Example 1:

Dear “Name”,

I enjoyed speaking with you today about the “role” at “company”. The position seems to be a great match for my skills and interests. In addition to my excitement, I will bring to the position my drive, assertiveness, and ability to collaborate with others.

I appreciate the time you took to interview me. I am extremely interested in working with “company” and look forward to hearing from you regarding this position.


Your Name
Phone Number

Example 2:

Dear “Name”,

Thank you very much for the time you extended to me yesterday. I thoroughly enjoyed meeting you and learning more about “Company”. Your description of “Job Title” reiterated my interest and excitement for the position.

Thank you again for interviewing me and I look forward to hearing from you regarding this position.


Your Name
Phone Number

Example 3:

Hi “Name”,

Thank you so much for meeting with me today. It was a pleasure to learn more about the team and position, and I am excited about the opportunity to join “Company” and bring my B2B sales and relationship-building background to your team.

I look forward to hearing from you about the next steps in the hiring process.

All the best,

Your Name
Phone Number

Many candidates forget the thank you part of the interview process and the importance of this step. It shows a lack of follow-through to the hiring managers if you do not send one and could negatively impact your chance to land the job. This will set you apart from other candidates and puts you one step closer to receiving the job offer, do not miss this simple but crucial step in the interview process.

Venture Logistics – Talent Optimization Success Story

Venture Logistics used Predictive Index and talent optimization to streamline hiring and management.

Venture Logistics is one of the Nation’s largest full-service logistic companies. With an ever-expanding network and a strong dedication to improvement and over-delivering, the team needed a talent optimization that could keep up, and they chose to partner with Hire for Hope to implement Predictive Index (PI).

Real Data & Improved Accuracy

Choosing the right candidate the first time around saves time and money for companies. Looking for more higher-caliber candidates than their current applicant tracking system was producing, they switched to Predictive Index.

PI gave Mary Campbell, Venture Logistic’s Talent Acquisition Specialist, more data to hire the best fit for the role. “I like to think I’m a good judge of character but honestly, this gave me more actual data,” said Campbell.

Coming from a larger company in her previous role, Campbell is no stranger to different assessment tools used to screen candidates. She noticed that with other assessments, “it took a lot to get to essentially the same answer that we got out of a 10-minute assessment with Predictive Index.”

The behavioral assessment helped Mary confirm her gut feeling she had on candidates and gave her a better feel for the person as a whole. “I felt like it really helped zero in on a more qualified candidate,” said Campbell.

The candidates also agreed that the data PI gathered from their assessments were reflective of their hardwiring.

“One of the things that I do with my candidates and when I’m interviewing is I’ll go through the PI results with them because I want to let them know this is how we’re using it as a hiring tool,” said Campbell. “I’ve made sure to say, ‘After you’ve read through it or after I’ve explained it, do you feel like that explains you pretty well?’ I confirm with them that it’s accurate and I’ve done it with hundreds of people now. I’ve never had someone tell me that it’s not accurate.” 

Clear Job Descriptions and Expectations

PI not only helped Venture identify high-caliber candidates, but it also helped their managers better identify what they needed in the role through the Job Assessment. 

“It really forced our managers to dig into the positions and really figure out what those non-negotiables of the roles were,” said Campbell. “It allowed us to hone in on our job descriptions and what the expectations were.”

Growth Opportunities & Candid Conversations

For Stephanie Hack, Venture’s Director of Employee Development, PI has helped shape a variety of conversations with employees from opportunities for growth to identifying contributing factors to any performance problems. 

“I use PI within the organization for anything from a performance review process to determining where people would be a good fit within the company, as far as growth opportunities are concerned,” said Hack.

PI gave Hack and her team a language for conversations about hardwired personality traits that add to or interfere with job performance. “Behavioral Assessments make it much easier to have candid conversations with employees about certain characteristics and traits they possess and where we can focus on improvements or where they have strong, positive characteristics related to their current role.”

“PI highlights some of those hardwired characteristics that an employee possesses and that feature has made it easier to be constructive with an employee regarding performance concerns and improvements. The Behavioral Assessment objectively and clearly focuses on where candidates will be the best fit for our company,” said Hack.

It also helped give much clearer reasoning behind poor job performance. “If they’re not an ideal fit for a particular position or if there are performance concerns the BA helps highlight some of the reasons why,” said Hack.

PI has helped Venture identify positions within their company that may be a better fit for some employees and gave them an easy way to have those conversations. Hack explained, “Maybe with the way a person is wired, they’re just not fit for their current role, but they may have the ability to successfully contribute in another division of the company. In that respect, our people leaders are better prepared to communicate with their team and address some of those tougher issues around performance because PI focuses on suggestions for improvement and also gives valuable coaching tips for improving the morale, culture, and working relationship between the employee and their team or manager.”

The Hire for Hope Difference

“The Hire for Hope Team has been very attentive to our needs as a company and they are always willing to meet with us and provide additional refresher training when we’ve needed it.

Hire for Hope has invested in us as a company and taken the time to ensure we were familiar and comfortable with the PI content, so we can maximize the product and features available to us.  I can’t say enough about the positive experience we’ve had working with H4H in particular. It’s been a really nice partnership.” – Stephanie Hack